Half Moon Bay City Council
December 2, 2025

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: December 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Karen Decker, Economic and Community Vitality Manager Catherine Engberg, City Attorney
TITLE: INTRODUCTION OF AN ORDINANCE ADDING CHAPTER 7.65 “COMMERCIAL VITALITY” TO THE HALF MOON BAY MUNICIPAL CODE
______________________________________________________________________________ RECOMMENDATION:

Conduct a public hearing, waive first reading, and introduce an ordinance adding Chapter 7.65 “Commercial Vitality” to the Half Moon Bay Municipal Code, establishing maintenance standards for commercial storefronts. (Continued Public Hearing.) FISCAL IMPACT:

There is no direct fiscal impact associated with introducing this Ordinance. Enforcement will be on a complaint and as-needed basis by existing staff.

STRATEGIC ELEMENT:

This action supports all the Strategic Plan Elements: Infrastructure and Environment, Healthy Communities and Public Safety, Fiscal Sustainability, and Inclusive Governance.

BACKGROUND:

At the March 2025 City Council Priorities Setting Workshop, following a series of community listening sessions, concerns were raised regarding neglected and vacant commercial properties.

Such conditions contribute to urban decay, diminish property values, deter investment, discourage responsible property ownership, and pose risks to public health and safety.

Currently, the City does not have a specific mechanism to regulate empty commercial properties, nor does it require any particular upkeep of commercial properties generally.

City staff developed a draft ordinance that would add a new Section 7.65 to the Municipal Code, and would require property owners to:
• Notify the City when commercial space becomes vacant. • Maintain a vacant storefront property in a clean and orderly condition. • Maintain all commercial properties, including occupied ones, in conformance with general upkeep standards, such as trash management and exterior maintenance. 254

Enforcement authority would rest with the City’s Compliance Officer pursuant to Title 4 of the Code (“Code Enforcement”), with potential fines or nuisance abatement for noncompliance.

Staff reviewed comparable ordinances from other jurisdictions (including Saratoga, Patterson, Gilroy, Santa Cruz, Berkeley, and others) to develop a streamlined, scalable local approach.

Outreach included input from the Downtown Association, Chamber of Commerce, and local businesses and real estate representatives, all of whom expressed general support for the initiative.

A study session was held on October 7, 2025, which provided additional community feedback and Council direction. There was general support for honoring the uniqueness of storefronts and avoiding overly prescriptive regulations, while also calling for more specificity around the Compliance Officer’s role. Councilmembers also emphasized the importance of encouraging merchants and business operators to take pride and ownership in maintaining their storefronts.

Education on proper maintenance practices (e.g., leaf blowing, power washing) was also recommended.

Following the study session, staff revised the draft ordinance to reflect feedback on the initial draft. Staff added provisions to address cleanliness concerns on commercial properties in general:

1. Added a requirement for clean awnings and clear exterior lettering, where used.

2. Required that dumpsters and trash cans be enclosed at all times.

3. Prohibited trash or waste from being left outside trash receptacles.

4. Added general cleaning and maintenance requirements for property exteriors, interiors, and adjoining sidewalks or parking areas.

Staff also included examples to Section 7.65.040(B)(7) to provide property owners with options for temporary displays in street-facing windows that have been vacant for more than 90 days.

The intent was to help storefronts appear active and visually appealing while keeping regulatory requirements light and limiting the need for significant staff involvement.

A public notice for this first reading was published in the Daily Journal on October 24, 2025. On November 4, the City Council opened the public hearing and received public comment on the ordinance. During that meeting, Council expressed desire for more time to allow stakeholders to share any concerns. Specific feedback included a request to include windows as an example of features covered under exterior maintenance standards, and questions about whether locking dumpsters – while still ensuring they can be serviced – would create costly or burdensome requirements for property owners. Council also noted that the draft ordinance appeared more extensive than originally envisioned. As a result, the Council continued the public hearing and first reading to December 2, at which time staff would present an updated draft reflecting all feedback received since the October 7 study session.
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DISCUSSION:

Staff contacted several commercial property owners and attended the November 6 meeting of the Downtown Association for feedback on the proposed ordinance. Feedback from those discussions included a request for more precise language regarding the reference to “neat and orderly” in Section 7.65.070 and elimination of the requirement to lock and enclose dumpsters.

Following the meeting, staff provided the meeting facilitators of the Downtown Association with a summary of the discussion, outlining the concerns raised and offering potential solutions. This summary was more broadly shared with a downtown committee, which prompted additional detailed feedback from businesses, including suggested terminology and examples of preferred language from other ordinances, all of which informed the revised draft ordinance (ATTACHMENT 1).

Based on feedback from both Council and the community, staff made notable modifications to Section 7.65.070: All Commercial Properties – Exteriors, including:
• Replacing the general “neat and orderly” language with more specific language about maintenance requirements.
• Removing the requirement to lock and enclose dumpsters and the language related to the condition of awnings, adjoining sidewalks, and parking areas. • Added new language regarding the “accumulation of rubbish, junk, garbage, litter, debris, discarded materials…” including any violation of minimal requirements in Section

13.15.110 of the existing code.
• Added a specific reference to windows under the “B. Building Exterior” Section.

Additionally, based on feedback from the Council, a new page has been established on the City’s website (https://www.halfmoonbay.gov/1032/Commercial-Vitality-Ordinance) that provides more information on the ordinance, includes an FAQ, and could be updated with additional details in the future should the ordinance be adopted.

Most of the feedback for the revised proposed ordinance overall has been positive, and staff have received broad support for the concept. If the City Council introduces the Ordinance, a second reading will be scheduled for Council’s next meeting. If adopted after that second reading, the Ordinance will become effective 30 days after adoption.

ENVIRONMENTAL REVIEW:

The Ordinance is not subject to the provisions of the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment), under Section 15060(c)(3) (the activity is not a project as defined in Section 15378), and under Section 15061(b)(3) (common sense exemption).

ATTACHMENTS:

1. Ordinance adding Chapter 7.65 “Commercial Vitality” to the Half Moon Bay Municipal Code

2. Sample Empty Storefront Registration Form
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ORDINANCE NO. 2025-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY ADDING CHAPTER

7.65 (“COMMERCIAL VITALITY”) TO THE HALF MOON BAY MUNICIPAL CODE THE CITY COUNCIL OF THE CITY OF HALF MOON BAY DOES ORDAIN AS FOLLOWS:

Section 1. Findings. The City Council of the City of Half Moon Bay hereby adds Chapter 7.65 (“Commercial Vitality”) to Title 7 (“Health and Welfare”) of the Half Moon Bay Municipal Code (“Commercial Vitality Ordinance ”). The City Council finds and declares as follows:
(a) There is an ongoing concern in the City that commercial properties, including vacant properties, and not being adequately maintained.
(b) Neglected commercial properties contribute to urban decay, diminish property values, deter investment, discourage responsible property ownership, and pose risks to public health and safety.
(c) The City’s Commercial Vitality Ordinance will establish clear standards for maintaining commercial properties and will give the City appropriate enforcement mechanisms to ensure that commercial properties remain in good upkeep, contributing to the vitality of the City.

Section 2. Amendments. A new Chapter 7.65 is added to the Municipal Code as set forth in Attachment A.

Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance and adopted this Ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.

Section 4. CEQA. The City Council finds that adoption of this Ordinance is not subject to the California Environmental Quality Act (“CEQA”) under the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and Section 15060(c)(3) (the activity is not a project as defined in Section 15378), because it has no potential to result in physical change to the environment. Moreover, the City Council finds that even if adoption of this Ordinance were otherwise subject to CEQA, it would be exempt pursuant to CEQA Guidelines Section 15061(b)(3) (common sense exemption). 257
Section 5. Publication. The City Clerk of the City of Half Moon Bay is hereby directed to publish this Ordinance pursuant to Government Code section 36933.

Section 6. Effective date. This Ordinance shall take effect and be in force on the thirtieth (30th) day from and after its final passage.

INTRODUCED at a regular meeting of the City Council of the City of Half Moon Bay, California, held on the 4th day of November, 2025, and continued to the 2nd day of December, 2025; ADOPTED at a regular meeting of the City Council of the City of Half Moon Bay, California, held on the _____ day of _______, 2025, by the following vote:

AYES,
NOES,

ABSENT,

ABSTAIN,
ATTEST: APPROVED:
__________________________ _________________________
Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 258
Chapter 7.65

COMMERCIAL VITALITY
Sections:

7.65.010 Title

7.65.020 Purpose

7.65.030 Definitions

7.65.040 Maintenance Requirements for Empty Storefronts Subject to this Chapter

7.65.050 Notice of Empty Storefront Status

7.65.060 Neglected Storefronts

7.65.070 All Commercial Properties - Exteriors

7.65.080 Enforcement

7.65.010 Title.

This chapter shall be known as the “Commercial Vitality Ordinance.”

7.65.020 Purpose.

The purpose of this ordinance is to preserve and enhance the aesthetic, economic, and social vitality of the City of Half Moon Bay by identifying and remedying neglected commercial properties. The City finds that neglected and vacant commercial buildings contribute to urban decay, reduce property values, deter investment, and threaten public health and safety.

7.65.030 Definitions.

The following words and phrases, whenever used in this chapter, shall have the meanings defined in this section.

A. “City” means the City of Half Moon Bay.

B. “Compliance Officer” means the city manager or any person authorized or directed by the city manager to enforce or otherwise ensure compliance with any provision of this Chapter.

C. “Empty Storefront” means a room or set of rooms facing a street on the ground floor of a building with a ground-floor commercial use that a reasonable observer would conclude meets one of the following conditions:

1. The storefront does not appear to be consistently lawfully occupied for a commercial purpose; or

2. The storefront fails to consistently maintain regular operating hours during which it is open for business.
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D. “Responsible Party” means the owner, agent, representative, or individual who has the duty to maintain the premises in compliance with this ordinance; E. “Neglected Storefront” means a room, set of rooms, or adjoining portions of a building or building exterior facing a street on the ground floor of a building with a ground-floor commercial use that meets one of the following conditions:

1. The storefront meets a nuisance condition, as defined in Chapter 4.12 of this code or as listed in Health and Safety Code section 17920.3, as applicable;

2. The storefront violates the provisions of Chapter 9.34 of this code; or

3. The storefront is otherwise dilapidated, deteriorated, unsanitary, or maintained in inadequate condition so as to substantially detract from the aesthetic, social, and economic value of neighboring properties.

7.65.040 Maintenance Requirements for Empty Storefronts Subject to this Chapter.

In addition to any other applicable requirements contained in this code or state or federal law, all empty storefronts subject to this Chapter must be maintained in accordance with the following requirements:

A. All empty storefronts shall be posted with the name and contact phone number of the Responsible Party. If the Responsible Party is not the property owner, the compliance officer for the City shall be provided with the property owner’s name, address, and phone number.

B. All empty storefront properties shall be actively maintained to prevent the property from meeting the definition of a neglected storefront. This includes, but is not limited to:

1. Maintaining the structure in a structurally sound condition that does not constitute a hazard to public health or safety and that complies with this code.

2. Maintaining the property in a manner that does not create an unreasonable risk of fire, including removal of weeds and maintaining or removing heating systems.

3. Maintaining the property in such condition as not to create the appearance of an unsecured, unoccupied structure or other hazard to public safety, which shall include maintaining tidy landscaping and keeping the property free from outdoor storage and trash.

4. Securing the storefront from entry or occupation by unauthorized persons. All windows, doors (walk-through, sliding, and garage), and gates that may allow access to the interior of the property must properly close and lock, and remain locked when the structure is not in use.

5. Preventing illegal activity on the premises.
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6. Maintaining sufficient utility services to ensure active operation of any alarm or security system, exterior lighting, and proper irrigation of all landscaping on the property.

7. For storefronts that are empty for more than 90 days, installing a display on or in any street-facing windows that makes the storefront appear active and attractive, which may include:
i. Temporary displays simulating a business;
ii. Artwork or cultural/historical exhibits;
iii. Window paintings/wayfinding/local school art
iv. Other City-approved designs.

C. The owner or designated Responsible Party must perform monthly inspections to ensure compliance with this Chapter and the code.

7.65.050 Notice of Empty Storefront Status.

A. The owner of an empty storefront shall, within 90 days after it has become empty, notify the Compliance Officer of the vacancy.

B. The notice must include:

1. A contact phone number, email address, and physical address for the owner and, if applicable, the Responsible Party designated for upkeep and maintenance of the empty storefront;

2. A description of the most recent legal use of the empty storefront and the square footage of the empty storefront.

C. The Responsible Party must provide the Compliance Officer with updates to the notice at least every 90 days after providing the original notice.

D. The Responsible Party must meet with City staff upon request, to discuss the status of ending the storefront’s vacancy and to rectify any storefront maintenance issues. City staff may require a property maintenance plan describing the owner’s plans for compliance with the maintenance requirements of this Chapter.

7.65.060 Neglected Storefronts.

Notwithstanding the terms of any permits, licenses, approvals, or agreements, it is a violation of this code and a public nuisance to maintain a neglected storefront.

7.65.070 All Commercial Properties - Exteriors.

All commercial properties shall be maintained according to the following standards:

A. Landscaping and Exterior Grounds

1. Vegetation is not overgrown, dead, decayed, or in a state of rank growth. 261

2. No accumulation of rubbish, junk, garbage, litter, debris, discarded materials, flyers, circulars, or similar matter, including any violation of minimal requirements in Section 13.15.110 of this code, shall be present or occur on property exterior areas.
i. This provision also applies to interior areas of a commercial property visible from the exterior.

3. Stagnant or standing water is not permitted to accumulate except as part of a lawful drainage or stormwater-management system.

B. Building Exterior

1. Walls, facades, trim, fences, signs, retaining walls, stairs, and other exterior components are not substantially broken, deteriorated, or defaced.

2. Exterior paint or finishes are not substantially worn off, peeling, flaking, or missing, unless the architectural style of the building was intended to remain unpainted.

3. Windows are clean and not broken or missing, and doors and openings are not left unsecured or boarded except as authorized by permit.

4. Graffiti is removed or abated from any exterior surface of the building or interior area visible from the exterior.

7.65.080 Enforcement.

The Compliance Officer is authorized to do the following:

A. Inspect commercial properties to identify empty or neglected storefronts, determine ongoing compliance with this Chapter, and initiate proceedings against owners found to be in violation of this Chapter or any other applicable code.

B. Order the owners of empty storefronts or neglected storefronts to comply with this Chapter and any other applicable provisions of this code.

C. Employ the enforcement mechanisms available in Title 4 of this code to remedy violations of this Chapter.

D. Establish and enforce any administrative policies necessary for the implementation and enforcement of this Chapter.
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Empty Storefront Registration Form
Property Information
• Property Address:
• Assessor’s Parcel Number (APN):
• Square Footage of Empty Storefront:

Owner Information
• Owner Name(s):
• Mailing Address:
• Phone Number:
• Email Address: _
Responsible Party (if different from owner)
• Name/Company:
• Mailing Address:
• Phone Number:
• Email Address: _
Vacancy Details
• Date property became vacant:
• Mostrecent legal use of storefront:
• Future plansfor property (if any):

Compliance Acknowledgment
By signing below, I acknowledge and agree to:
• Maintain the property in accordance with HMB Municipal Code, Chapter 7.65 (Vitality Ordinance).
• Perform monthly inspections and address any maintenance issues. • Prevent blight, unauthorized entry, and illegal activity. • Provide updated information to the City every 90 days until the storefront is occupied. • Meet with City staff upon request to discuss vacancy status and compliance. 263
For storefronts vacant more than 90 days, property owners should install displays in street-facing windows to keep spaces looking active and attractive such as temporary business setups, artwork, school art, or other City-approved designs. The City can suggest resources or examples to help property owners comply.

Owner/Responsible Party
Signature:

Date: _________________
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BUSINESS OF THE CITY OF HALF MOON BAY CITY COUNCIL

AGENDA REPORT
For the Meeting of: December 2, 2025
TO: Honorable Mayor and City Council
VIA: Mathew Chidester, City Manager
FROM: Leslie Lacko, Community Development Director
Scott Phillips, Senior Planner
TITLE: ADOPT A RESIDENTIAL DWELLING UNIT PHASING AGREEMENT PURSUANT TO HALF MOON BAY MUNICIPAL CODE SECTION 17.06.055 (MEASURE D)
RECOMMENDATION:

Conduct a public hearing and adopt a resolution approving a Development Unit Phasing Agreement pursuant to Half Moon Bay Municipal Code Section 17.06.055 for 34 Measure D residential dwelling unit allocations over two years and make required findings.

FISCAL IMPACT:

There is no fiscal impact anticipated.

STRATEGIC ELEMENT:

This action supports the Healthy Communities and Public Safety, Inclusive Governance, Fiscal Sustainability, and Infrastructure and Environment Elements of the City’s Strategic Plan.

BACKGROUND:

In 1991, Measure A was adopted by City voters establishing a 3 percent annual growth limit. In 1999, Measure D was adopted by City voters establishing the Residential Growth Ordinance limiting the residential growth annually to one percent, with an additional 0.5 percent allowed at the discretion of City Council for residential development in the “Downtown Area.” On December 1, 2010, the City Council adopted an ordinance amending Chapter 17.06 of the Half Moon Bay Municipal Code entitled “Residential Dwelling Unit Allocation System.” Measure D mandates that “the City shall allocate permissible dwelling units among applications on the basis of the existing allocation system or a subsequently modified system.” Measure D allocations are reviewed and authorized annually by the City Council per Section 17.06.020 of the Municipal Code. In addition, Section 17.06.055 of the Municipal Code allows applicants to request Measure D allocations over a period of time greater than one year through a development phasing agreement, pending approval by the City Council at a duly noticed public hearing. 265
MidPen Housing Corporation has requested a Measure D Phasing Agreement to facilitate its receipt of the remaining 34 Measure D allocations that are required for the development of 52 affordable residential units at 940 Main Street. Attachment 2 includes the project’s conceptual plans. The site is along the north side of Metzgar Street between Main Street and Cabrillo Highway and is outside of the Downtown Area as shown on Figure 1 within Chapter 17.06.

MidPen’s initial phasing agreement request was received in January of 2024. Since that time, MidPen has been issued a total of 10 Measure D allocations: 5 allocations in 2024 and 5 allocations in 2025. Modifications to the project, including the number of units and site design, have taken place since the initial submittal. In total, 44 Measure D allocations are needed prior to submittal of the Coastal Development Permit application for the project. Through the phasing agreement that MidPen proposes, MidPen would receive a total of 34 additional allocations: 17 allocations in 2026 and 17 allocations in 2027. The eight remaining residential units in the project (beyond the 44 units for which Measure D allocations are needed) are proposed under State Density Bonus and are exempt from Measure D requirements. Table 1 below summarizes the Measure D allocations needed for the project, and the timing for awarding allocations to MidPen under the phasing agreement that MidPen has proposed. In addition, MidPen prepared a cover letter describing the project (Attachment 3).

Table 1 – Measure D Allocation Summary
Year Requested Allocations Status
2024 5 Awarded via a Single Allocation Application
2025 5 Awarded via a Single Allocation Application
2026 17 Pending Approval of Phasing Agreement
2027 17 Pending Approval of Phasing Agreement
Total 44
* MidPen only needs 44 Measure D allocations for its 52-unit project because 8 of the units are density bonus units, which are exempt from needing Measure D allocations.

DISCUSSION:

Section 17.06.055 of the Municipal Code establishes the methodology for review and approval of a development phasing agreement. Section 17.06.055 A requires review and approval by the City Attorney of the form of the requested phasing agreement, which has occurred (see Attachment 5).

Section 17.06.055 B requires a development phasing agreement to address the effects that a development phasing plan would have on any other reasonably anticipated development proposals. A development phasing plan refers to the number of allocations a development phasing agreement awards and the time over which it awards them. Municipal Code Section

17.05.055 B also specifies that for a development phasing plan to award an applicant more than 50% of available Downtown or outside of Downtown allocations (whichever type of allocations are applicable to the project) in a given year, before approving the phasing agreement the City Council must make specific findings. Specifically, the City Council needs to find that by awarding more than 50% of available allocations to an individual developer via the phasing agreement, that no other developer will be unreasonably precluded from receiving all or part of any allocations that the developer may be reasonably entitled to receive during the term of the development 266
phasing plan/agreement.

The average number of Measure D allocations issued by the City Council on an annual basis for outside of Downtown is 21. The proposed development phasing plan would allow MidPen to receive 17 allocations in both 2026 and in 2027, greater than fifty percent of the maximum normally permitted, which therefore requires Council to make the finding in Municipal Code section 17.06.055 B to approve the development phasing plan and agreement.

Consistent with Municipal Code section 17.06.055 C, City staff provided the applicant with the names, email addresses, and mailing addresses of developers reasonably expected to be affected by the requested development phasing agreement, including but not limited to recurring Measure D applicants from recent years. Notices were distributed via mail and email to the potential developers by the applicant in order to adequately inform the potential developers of the requested phasing agreement. City staff contact information was included in the notices.

Attachment 4 includes a quantitative analysis related to allocation requests and issuance over the past four years.

In addition to the notification distribution conducted by the applicant, staff notified the public of the Development Phasing Agreement proposal by publishing a legal notice in the San Mateo Daily Journal, mailed notification to all property owners and renters within 300 feet of the site, as well as postings on the site. As of the date of this report, staff has not received verbal or written public comments .

In sum, Section 17.06.055 specifies that the City Council shall consider the following when reviewing a development phasing agreement:

1. Consider how the requested development phasing agreement would affect other reasonably anticipated development proposals.

2. Consider all written responses or oral testimony at a public hearing.

3. Where applicable, as it is here, consider the required finding identified Section

17.06.055 B: “by awarding a greater number of allocations to an individual developer through the phasing agreement, no other developer will be unreasonably precluded from receiving all or part of any allocations that the developer may be reasonably entitled to receive during the term of the development phasing plan.” NEXT STEPS:

If the City Council determines it can make the required finding and elects to adopt the resolution (Attachment 1), approving the development phasing agreement in the form shown in Attachment 5, staff will inform the applicant, finalize and execute the Measure D Phasing Agreement (Attachment 5), and award the Measure D allocations in 2026 and 2027 consistent with the development phasing agreement.

The City Council could, alternatively, propose modifications to the requested development phasing agreement. For example, the City Council could propose to decrease the number of allocations the phasing agreement would award to the project in 2026 and increase the number 267
of allocations awarded to the project in 2027 by a corresponding amount. One reason for taking this approach is that by the time allocations are awarded in 2027, it is anticipated that Municipal Code updates contemplated by Housing Element Program 6-8 – Residential Dwelling Unit Allocation System requiring only one half an allocation for ADUs, and rolling over allocations awarded to projects for which no building permit is timely applied, will have been adopted by Council and certified by the Coastal Commission, reducing competition for allocations.

ATTACHMENTS:

1. Resolution Approving the Development Phasing Agreement for MidPen Housing Corporation for 940 Main Street

2. Conceptual Plans

3. Cover Letter from MidPen Housing Corporation

4. Phasing Development Analysis

5. Draft Measure D Phasing Agreement
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ATTACHMENT 1
RESOLUTION NO. C-2025-

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

APPROVING A DEVELOPMENT PHASING AGREEMENT WITH MIDPEN HOUSING CORPORATION WHEREAS, in November of 1999, the electorate of the City of Half Moon Bay adopted a new Residential Growth Initiative (Measure D) establishing that the number of residential dwelling units for which the City may authorize allocations each calendar year shall not exceed the number of units that would result in a growth of 1% of the City’s population, plus an additional 0.5% for additional dwelling units in the area defined by Measure D as the “Downtown Area”; and
WHEREAS, Measure D has been adopted into the City’s Local Coastal Program and certified by the California Coastal Commission; and
WHEREAS, in December of 2010, to implement Measure D, the City Council adopted the Residential Dwelling Unit Permit Allocation System Ordinance, Chapter 17.06 of the Half Moon Bay Municipal Code; and
WHEREAS, Section 17.06.055 of the Municipal Code allows for the phased issuance of Measure D allocations to an applicant over a period of time greater than one year through a Development Phasing Agreement, subject to City Council review and approval at a public hearing; and WHEREAS, Section 17.06.055 B of the Municipal Code requires that for the City Council to approve a Development Phasing Agreement that awards an individual developer of an outside of Downtown Area project more than 50% of the available outside of Downtown Area allocations in a given year, the City Council must find that by awarding a greater number of allocations to that individual developer, no other developer will be unreasonably precluded from receiving all or part of any allocations that the developer may be reasonably entitled to receive during the term of the development phasing plan; and
WHEREAS, MidPen Housing Corporation (MidPen) proposes to develop a 52-unit affordable housing project at 940 Main Street in Half Moon Bay, outside of the Downtown Area; and
WHEREAS, MidPen needs a total of 44 Measure D allocations to submit a Coastal Development Permit application for the project, and has already received 10 of those allocations—5 in 2024 and 5 in 2025; and
WHEREAS, under Section 17.06.055 of the Municipal Code, MidPen has requested that the City approve a Development Phasing Agreement under which the City would award MidPen 34 additional Measure D allocations—17 allocations in 2026 and 17 allocations in 2027, which is more than 50% of the outside of Downtown Area allocations that the City anticipates will be available in 2026 and 2027; and
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WHEREAS, the City Council conducted a duly noticed public hearing on December 2, 2025, on the MidPen proposed Development Phasing Agreement, at which time all those desiring to be heard on the matter were given an opportunity to be heard; and WHEREAS, the City Council considered all written and oral public comment presented for their consideration.

NOW, THEREFORE BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby finds and determines as follows:

1. In accordance with Municipal Code Section 17.06.055 B, The City Council finds that by awarding a greater number of allocations to MidPen Housing Corporation, an individual developer, through the Development Phasing Agreement, no other developer will be unreasonably precluded from receiving all or part of any allocations that the developer may be reasonably entitled to receive during the term of the development phasing plan.

2. The City Council approves a Development Phasing Agreement awarding MidPen Housing Corporation 17 allocations in 2026 and 17 allocations in 2027. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of December 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSTAIN, Councilmembers:

ABSENT, Councilmembers
ATTEST: APPROVED:
__________________________ ___________________
Maggie Rodreguez, Assistant City Clerk Robert Brownstone, Mayor 270
940 MAIN STREET | EXISTING SITE
1 HALF MOON BAY, CA | January 29, 2024 | MIDPEN HOUSING 0 50’ 100’
HIGHWAY 1

ZONING SUMMARY
Address / APN 940 Main Street / 064-272-100
Site Area 1.9 acres (83,218 sf)

1.48 acres after subtracting Main St. lots
Zoning Designation Current R-2
Density LCLUP RHD: 16.1 - 30.0 dua
Building Height Limit 28’
FAR Limit 0.5
Minimum Setbacks 20’ front; 5’ side; 10’ street side; 20’ rear Maximum Site Coverage 35%
Usable Open Space 15% of each unit’s floor are
(can combine private and common open space)
Parking
• 9’x19’ per standard space
• 25’ drive aisle (two-way)
• 2 garage spaces per unit (1 covered)
• 1 guest space per 4 units
Density Bonus Parking
Reduction (per City Code)
• 1 space per studio/1br
• 2 spaces per 2br/3br
Local Coastal Land Use
Plan (LCLUP) Designation
• Residential - High Density (16.1 - 30.0 dua)
• Town Center - South Downtown
General Plan Designation Residential High Density (RHD)

POPLAR ST
4TH AVE

ARNOLD WAY
Coastside
Senior Housing

METZGAR ST

MAIN ST

0.22 acre

1.48 acres

0.21 acre
(E) Historic House
Bike Parking
• short term: 1:10 required vehicle
parking space
• long term: 1:3 residential units
ATTACHMENT 2
271
2 HALF MOON BAY, CA | January 29, 2024 | MIDPEN HOUSING 940 MAIN STREET | CONCEPT LAYOUT
0 50’ 100’
HIGHWAY 1

POPLAR ST

METZGAR ST

MAIN ST
4TH AVE

ARNOLD WAY
Coastside
Senior Housing
Ground Floor Site Plan
2nd Floor Plan

PROGRAM SUMMARY
Site Area 1.48 acres
Unit Type Amount % Mix Leaseable Area
3-story walkup 1 br 25 units 48% 563 sf
3-story walkup 2br 14 units 27% 788 sf
3-story walkup 3br 13 units 25% 1,013 sf
TOTAL 52 units (35 dua)
Gross Building Areas
Residential 42,500 sf
Circulation / Service 9,070 sf
Common 875 sf
Office 625 sf
TOTAL 53,070 sf (0.8 FAR)

PARKING SUMMARY
1 City Zoning Minimum Required Parking 79 spaces
Parking Provided 106 spaces
Resulting Overall Parking Ratio 2.0 spaces per unit
NOTE: 1 1 space per 1 bedroom and 1.5 spaces per 2br, 3br per MidPen email on July 12.

Min. short term bike parking: 8 spaces
Min. long term bike parking: 17 spaces
(E) Historic House
39 tuckunder spaces 67 surface lot spaces
Common Open Space
3rd Floor Plan
Roof

0.22 acre

0.21 acre
Office
Common
Circulation
Storage / Bikes
1-Bedroom Unit
2-Bedroom Unit
3-Bedroom Unit
272
October 1, 2025
Community Development Department
Attn: Scott Phillips
501 Main Street
Half Moon Bay, CA 94019
Subject: Measure D Phasing Agreement; 940 Main Street (APN: 064-272-100) Dear Mr. Phillips,
We are submitting this letter and associated attachments to demonstrate our intention to move forward with our request for a Measure D Phasing Agreement for our proposed affordable housing project at 940 Main Street. Please find herein our analysis of development impact, project description, assumed entitlement path, and project schedule. On September 13, 2024, MidPen submitted our response to the items identified in the City’s Incompleteness Letter dated April 22, 2024. In the intervening year as the Phasing Agreement was under review with the City, MidPen secured an additional 5 allocations under a single allocation application, for a total of 10 allocations allocated toward the project. This submittal provides an update to the proposed Phasing Agreement delivery for 2026 and 2027.

The MidPen team appreciates the support and input from the City of Half Moon Bay and we look forward to our continued work together on this project.

Project Overview
The proposed development project concept remains unchanged from our previous submittal. The project proposes 52 affordable housing units and associated site amenities, including up to 106 parking spaces, bike parking, and common open space.

Assumed Entitlement Path
This Phasing Agreement request assumes the project is eligible for SB 35 ministerial approval and will satisfy criteria outlined in SB 423, including zoning requirements. The site is currently zoned R-2, which does not permit multifamily; however, the land use designation adopted in 2020 is Residential High Density, which does permit multifamily thus enabling SB 35/423. Per AB 821, if a zoning ordinance becomes inconsistent with the general plan due to amendments, a local agency must either a) amend the zoning to process the application or b) process the application based on the objective general plan standards. These options are outlined in the opinion of land use attorney Holland & Knight, which is included with this application as Attachment A.

MidPen’s entitlement plan assumes path b above and that the project will utilize SB 35/423 and is incorporated in the detailed development timeline below.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 273 469
Per conversations with City staff, the City is in the process of adopting objective standards with a target approval of January 2025, following which an entitlement submittal could be processed.

Phasing Agreement

1. Payment for Measure D Allocations
MidPen has provided payment for the 10 Measure D allocations.

2. Proposed Measure D Allocations
Density Calculation and Allocations
Base density is based on maximum density of the High Density Residential land use designation (30 dua) for the 1.48 acres. The additional 8 units will be requested as a part of a State Density Bonus Application submitted with the entitlement application.

Base Density 44.4
Bonus Units 8
Total Project Units 52
Allocations To Date 10
Remaining Allocations 34
Proposed Allocation Schedule
The allocation schedule below takes into consideration both MidPen’s development timeline and the analysis of anticipated development, included as Attachment B.

Between 2024 and 2025, MidPen was awarded a total of 10 single unit allocations to put toward the project. To reach the remaining 34 units, we propose a distribution of 17 allocations per year (2026 and 2027) to reach the full allocation (44) by 2027. 2024: 5
2025: 5
2026: 17
2027: 17
Total: : 44
Detailed Timeline
Per City ordinance, the project would need all of its Measure D allocations in place prior to building permit issuance. Per the draft schedule below, a building permit would be pulled prior to construction closing in 2027. Per this schedule, the project would be it’s seeking its remaining allocations in 2026 and 2027.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 274 40
Milestone Date
Purchase & Sale Agreement Execution June 2024
Site Due Diligence Completion October 2024
Objective Standards Approval (City) January 2025
Land Sale Closing January 2026
SB 35 Entitlement Submission May 2026
SB 35 Entitlement Approval October 2026
Soft Financing Committed – Anticipating
City, County & State Sources
December 2026
9% TCAC Application Submission February 2027
Building Permit Application February 2027
9% TCAC Award May 2027
Building Permit Approval September 2027
Construction Finance Closing October 2027
Construction Start October 2027
Construction Complete April 2029
100% Lease Up August 2029
Permanent Loan Conversion December 2029

3. Effects of Phasing Agreement on Anticipated Development MidPen has put together the attached analysis (Attachment B) showing Measure D application and approval data from 2021-2025 for the area outside of Downtown and projections for 2026-2027 reflecting historical data. Based on the average of 2021-2025 application data, this project would require 77% of the Outside Downtown allocations for the 2026-2027 period. As shown in the Development Impact section of Attachment B, there will be an estimated 5 allocations remaining for other applicants requesting allocations in the Outside Downtown pool. This will primarily impact ADU and ADU + Single Family development in the Outside Downtown area, which represents the greatest number of requests. However, underutilization of Downtown unit allocations provides an opportunity to approve additional Outside Downtown requests. We estimate that with a transfer of unused Downtown base allocations to Outside Downtown, an additional 18 units can be allocated. This would leave 12 applicants not receiving an allocation each year, which is less than the average number of applicants that have not received an allocation in 2021-2025.

As demonstrated in MidPen’s two single allocation applications for 2024 and 2025, the proposed project meets the majority of the City’s goals for residential development. In particular, the project is a well-positioned infill site with convenient access to Downtown amenities and transit. The project will comply with the Objective Design Guidelines to provide efficient, accessible, and sustainable site design.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 275 41
Importantly, the project is 100% affordable for families and individuals earning up to 60% area median income.

4. Revised Concept Design
Please see attached revised concept design (Attachment C) reflecting City comments.

The revised concept design includes the following updates/clarifications:
• No changes proposed to the existing residence
• Maximum density shown per Residential High Density land use designation • Zoning standards shown for current zoning (R-2), pending City adoption of objective standards to incorporate for entitlement submission • Minimum short term and long-term bike parking shown
Thank you for your consideration and review of the Phasing Agreement to bring new affordable housing to Half Moon Bay. The project team is available for any questions as you conduct review.

You can email Project Manager Allison Vogt at [email protected] or call at 650-678- 8576.

Sincerely,
Kevin Griffith
Vice President of Housing Development
Attachments:

Attachment A – Holland & Knight SB 35/SB 423
Eligibility Attachment B – Phasing Allocations and Development Analysis Attachment C – Revised Concept Designs
Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 276 42
Measure D Available Allocations
2021 2022 2023 2024 2025
Avg 2021-
2025
Downtown Total 44 46 45 42 45 44Outside Downtown Total 22 23 22 21 22 22 Total 66 69 67 63 67 66Measure D Allocations - Requested Measure D Allocations - Outside Downtown Approvals 2021 2022 2023 2024 2025
Avg 2021-
2025 2021
2021
Downtown
Transfer to
Outside
2022
2022
Downtown
Transfer to
Outside
2023
2023
Downtown
Transfer to
Outside
2024
2024
Downtown
Transfer to
Outside
2025
2025
Downtown
Transfer to
Outside
Avg 2021-
2025
Downtown Total 22 44 45 14 3 26 SF Units 0000 10 0
Outside Downtown Total 29 41 28 42 47 37 SF Units + ADUs 6 4 6 12 10 10 8 9 SF Units 4320 1 2 ADUs 16 6 12 10 6 57 10SF Units + ADUs 8 18 16 24 20 17 MF 0 0 0 5 32 2ADUs 17 15 10 13 14 14 Duplex + ADU 0200 03 0MF 0005 5 2 Farmworker Housing 0300 00 1Duplex + ADU 0200 0 0 Other 0 0 0 30 1Farmworker Housing 0300 0 1 Total 22 10 23 0 22 0 21 0 22 20 22 Other 0000 7 1 Units Not Allocated 15
Project Allocation ScenarioBase Density (30 du/ac) 44.4Bonus Units 8 Total Project Units 52Allocations To Date 10Remaining Allocations 34Development Impact 2026 2027
Available - Average of 2021-2025
Downtown Total 44 44Outside Downtown Total 22 22
Outside Downtown Requested - Average of 2021-2025
SF Units 22SF Units + ADUs
17 17
ADUs 14 14940 Main Street MF 17 17Duplex + ADU 00Farmworker Housing 11Other 11 Total 52 52
Development Impact
940 Main Street MF - Percentage of Available Allocations (17 allocations of 22 average available allocations for Outside Downtown) 77% 77%Remaining Allocation for Outside Downtown(22 average available allocations for Outside Downtown - 17 units) 55Potential Downtown Transfers Based on Average Downtown Utilization(44 Average Downtown Units Available - 26 Average Downtown Units Requested) 18 18Units Not Allocated 12 12 0 18 6 21 5
Attachment 4 Development Impact Analysis
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1 MEASURE D RESIDENTIAL PHASING PLAN AND AGREEMENT BETWEEN THE CITY OF HALF MOON BAY AND MP METZGAR STREET ASSOCIATES, L.P. FOR THE 940 MAIN STREET

AFFORDABLE HOUSING PROJECT
This Measure D Residential Phasing Plan and Agreement (“Agreement”) is entered into as of December 2, 2025 between the City of Half Moon Bay, a municipal corporation (“City”) and MP Metzgar Street Associates, L.P. (“Developer”). Developer is a wholly-controlled affiliate entity of MidPen Housing Corporation. City and Developer are collectively referred to herein as the “parties.”

RECITALS
A. A residential growth initiative (“Measure D”) was passed in the City of Half Moon Bay in 1999 that mandates a residential growth limit in the City of Half Moon Bay of one percent (1%) to one and a half percent (1.5%) annually B. The City has set forth regulations to implement Measure D in Half Moon Bay Municipal Code (“Municipal Code”) Chapter 17.06.

C. Each new residential unit in the City of Half Moon Bay must receive a Measure D allocation prior to receiving a building permit, unless subject to an exemption.

D. Only a limited number of Measure D allocations are issued each calendar year.

E. Pursuant to Municipal Code Section 17.06.055, the City Council may approve a development phasing agreement for a project applicant, which shall address the phased issuance of Measure D allocations to a development project and address the effects such a phasing plan will have on any other reasonably anticipated development proposals and applications for Measure D allocations under the provisions of Chapter 17.06.

F. Mid-Peninsula Half Moon Bay, Inc., a MidPen Housing Corporation-affiliated entity, is in contract to purchase the real property at 940 Main Street, Half Moon Bay (Assessor’s Parcel Number 064-272-100) (the “Property”), with a January 12, 2026 deadline to close escrow.

G. The Developer intends to seek approvals related to the development of a 52-unit affordable residential development to be located at 940 Main Street (the “940 Main St. Affordable Housing Project” or “Project”) for which it will need a total of fortyfour (44) Measure D allocations for affordable residential units.

H. The Developer is requesting that the City enter into this Agreement. 278
2 I. Pursuant to Municipal Code Section 17.06.055.A, the City Council held a noticed public hearing on December 2, 2025 to receive testimony on and consider the Agreement.

J. Pursuant to Municipal Code Section 17.06.055.C, notice of the public hearing was provided to all other developers reasonably expected to be affected by the Agreement.

K. The City Council found that no other developer will be unreasonably precluded from receiving all or part of any Measure D allocations that such developer may be reasonably entitled to receive during the term of this Agreement.

NOW, THEREFORE, in consideration of the foregoing, it is mutually agreed by and between the undersigned parties as follows:

1. Issuance of Measure D Allocations. City shall issue Measure D allocations for the 940 Main St. Affordable Housing Project in accordance with the following schedule, :
a. For 2024 – five (5) Measure D allocations for affordable residential units, which were issued as of May 14, 2024.
b. For 2025 – five (5) Measure D allocations for affordable residential units, which were issued as of September 12, 2025.
c. For 2026 – seventeen (17) Measure D allocations for affordable residential units, which shall be deemed issued as of January 15, 2026.
d. For 2027 – seventeen (17) Measure D allocations for affordable residential units, which shall be deemed issued as of January 15, 2027.

In addition, if in 2026 there are any Measure D allocations that have not been awarded as of September 2, 2026, in that year the City may make available to Developer such unallocated Measure D allocations that are available for the outside of downtown area, consistent with Municipal Code Sections 17.06.120.E and 17.06.120.F. In the event Developer receives Measure D allocations pursuant to this paragraph, the number of Measure D allocations Developer is awarded pursuant to this Agreement in 2027 shall be reduced accordingly. In no event shall Developer be awarded more than forty-four (44) Measure D allocations for the 940 Main St. Affordable Housing Project pursuant to this Agreement.

2. Issuance of Building Permits.
a. Consistent with Municipal Code Section 17.06.050.A, the time period for the submission of a complete building permit application for any residential unit in the Project with a Measure D allocation shall be 12 months from the date the 279
3 Measure D allocation is issued, subject to any extension granted pursuant to Municipal Code Sections 17.06.050.C and 17.06.050.D.
b. In accordance with and subject to the procedures of Municipal Code Section

17.06.050.F, the 12-month time period specified in Section 17.06.050.A shall be extended or tolled by any time spent by Developer securing any other approvals, permits, subdivision maps, coastal development permits, utility connections, utility capacity, agreements, certifications or entitlements from the City or any other agency, commission, district, board or public entity for the Project, including the Measure D allocations to be issued under this Agreement.

3. Termination of Measure D Allocations. Notwithstanding any other language set forth in this Agreement, any Measure D allocation issued in accordance with this Agreement shall become null and void if Mid-Peninsula Half Moon Bay, Inc. has not taken title to the Property by March 15, 2026, or if no building permit for the 940 Main St. Affordable Housing Project has been issued by January 1, 2030. The time for termination of the Measure D allocations issued in accordance with the Agreement may be modified in writing by the parties following a noticed public hearing.

4. Timely Performance. Measure D allocations issued in accordance with this Agreement shall be subject to the requirements and procedures of Municipal Code Section

17.06.060.

5. Construction. The section headings and captions of this Agreement are, and the arrangement of this instrument is, for the sole convenience of the parties to this Agreement. The section headings, captions, and arrangement of this instrument do not in any way affect, limit, amplify, or modify the terms and provisions of this Agreement.

The singular form shall include plural, and vice versa. This Agreement shall not be construed as if it had been prepared by one of the parties, but rather as if both parties have prepared it.

6. Termination of Agreement. This Agreement may be terminated at any time by the written agreement of the parties. Upon termination, any Measure D allocation issued in accordance with this Agreement shall become null and void.

7. Governing Law. This Agreement shall be governed and construed in accordance with California law and the laws of the City of Half Moon Bay.

8. Counterparts. This Agreement may be executed in one or more counterparts. Each shall be deemed an original and all, taken together, shall constitute one and the same instrument.

9. Assignment. Developer may not transfer or assign any or all of its rights or obligations hereunder without the prior written consent of the City, which consent shall be granted 280
4 or withheld in the City’s reasonable discretion, and any such attempted transfer or assignment without the prior written consent of City shall be void. Notwithstanding the foregoing and subject to the City’s consent, which consent shall not be unreasonably withheld, Developer may assign this Agreement and all rights and obligations hereunder to any affiliate of Developer established for the 940 Main St. Affordable Housing Project.

10. Severability. If any provision of this Agreement is held invalid, illegal or unenforceable by a court of competent jurisdiction, the validity, legality, and enforceability of the remaining provisions shall not be affected or impaired thereby.

11. Indemnification. Developer agrees to indemnify, protect, defend with counsel selected by the City, and hold harmless, the City, and any agency or instrumentality thereof, and its elected and appointed officials, officers, employees and agents, from and against any and all liabilities, claims, actions, causes of action, proceedings, suits, damages, judgments, liens, levies, costs and expenses of whatever nature, including reasonable attorney's fees and disbursements arising out of or in any way relating to this Agreement or Developer’s performance or non-performance under this Agreement, or its failure to comply with any of its obligations contained in this Agreement (collectively, “Claims”).

The indemnification shall include any Claims that may be asserted by any person or entity, including Developer, whether or not there is concurrent, passive or active negligence on the part of the City, and any agency or instrumentality thereof, and its elected and appointed officials, officers, employees and agents. However, the indemnity and defense obligations provided herein shall not apply to the extent such Claims arise out of or relate to the City’s gross negligence or intentional misconduct.

This indemnification shall include, but not be limited to, City costs required to respond to any Claim, any damages awarded against the City, the City’s attorneys’ fees and cost of suit, any award of opposing counsel’s attorneys’ fees, expert fees, or costs of suit, and any other liabilities and expenses incurred in connection with such proceeding, whether incurred by Developer, the City, and/or the parties initiating or bringing such proceeding.

Developer acknowledges that the City may elect to retain its own counsel to represent it in such proceeding and agrees to reimburse the City for associated attorneys’ fees and costs of suit. Developer further agrees to indemnify the City for all costs, attorneys’ fees, and damages, which the City incurs in enforcing this Agreement. This Section shall survive the termination of the Agreement.

IN WITNESS WHEREOF, the City of Half Moon Bay has authorized the execution of this Agreement by its City Manager and attested to by its City Clerk under the authority of Resolution No. C-2025-___, adopted by the Council of the City on the 2 of December, 2025, and Developer has caused this Agreement to be executed. [signatures on next page]
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5 CITY: DEVELOPER:

THE CITY OF HALF MOON BAY MP METZGAR STREET ASSOCIATES L.P.

__________________________ __________________________
Matthew Chidester, City Manager Joanna Carman, Assistant Secretary Attest:
__________________________
Maggie Rodriguez, Assistant City Clerk
Approved as to form:
__________________________
Catherine Engberg, City Attorney
1997588.1
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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: December 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Kenneth Stiles, Interim Administrative Services Director TITLE: ADOPT A RESOLUTION AUTHORIZING PARTICIPATION IN THE POOLED LIABILITY

ASSURANCE NETWORK JOINT POWERS INSURANCE AUTHORITY (PLAN JPA) WORKERS COMPENSATION PROGRAM.
____________________________________________________________________________ RECOMMENDATION:

Adopt a resolution:
1) Authorizing the City Manager to execute all documents necessary for the City's participation in the Pooled Liability Assurance Network Joint Powers Insurance Authority (PLAN JPA) Workers’ Compensation Program, and
2) Authorizing the Interim Administrative Services Director to make a budget adjustment in the amount of $24,000.

FISCAL IMPACT:

To join the PLAN JPA Workers’ Compensation Program, the estimated not-to-exceed cost is $108,487 for the second half of FY 2025-26 from January 1, 2026, to June 30, 2026. This amount covers JPA administrative fees, claims administration, actual claims costs, excess insurance premiums, and a designated share of safety consultation services. Most of the anticipated cost has already been incorporated into the Adopted Fiscal Year 2025–26 Operating Budget. An additional amount of approximately $24,000 is needed to fully fund the transition.

This amount will be paid from the City’s Risk Management Fund.

The preliminary cost estimate for FY 2026-27 is $216,000, though this amount is variable and may fluctuate based on the City’s payroll changes, and the overall performance of other members in the risk pool. While Cities Group averaged roughly $40,000 per year, the marked increase reflects current market conditions and the cost structure of a modern, financially stable risk pool.

STRATEGIC ELEMENT:

This action supports the Healthy Communities and Public Safety, and Inclusive Governance Elements of the Strategic Plan.
283

BACKGROUND:

The San Mateo County Cities Group Insurance Group Joint Powers Authority, (“Cities Group”), is a Joint Powers Authority formed on October 5, 1978, for the purpose of allowing its membership agencies to pool resources to fund and administer their respective workers’ compensation programs. While Cities Group’s primary purpose remains in the administration of workers’ compensation programs, the Cities Group also administers other benefits, such as life insurance, long-term disability, and dental programs, on behalf of some of the Member Agencies.

The founding members of Cities Group include the City, City of Foster City, Brisbane, Atherton and Hillsborough. The City of San Carlos was added to the membership in 1989, and the City of Dublin was added in 2004. Although the City of Brisbane withdrew from membership in the early 2000s, the Cities Group has enjoyed stable membership during its 47-year history.

On November 14, 2024, the City of Foster City submitted notice of its intent to withdraw from the JPA effective July 1, 2025. By the end of that year, all other member cities—except Half Moon Bay—had issued similar withdrawal notices. To date, Foster City is the only agency that has formally completed its withdrawal.

With multiple members signaling concerns about the long-term financial stability of the Cities Group, the Board of Directors took action on June 10, 2025. The Board adopted a resolution determining that a coordinated and orderly dissolution of the Cities Group would be a more responsible and efficient approach than having each agency exit independently. The resolution directed staff to develop a dissolution plan outlining how the Cities Group will wind down operations and cease all claims administration and benefit services on or before December 31, 2025.

At the Board Meeting on September 9, 2025, the Cities Group Board of Directors has recommended by resolution that the Cities Group be dissolved. Section 5 of the JPA provides that the Cities Group may be dissolved upon the consent of all member agencies. Furthermore, Section 5 of the JPA requires that, upon the consent to dissolve the Cities Group, the assets of the Cities Group not be divided and returned to the member agencies until all outstanding obligations of the Group have been resolved, and that the final disposition of assets will be made in proportion to the contributions of the participating member agencies.

On October 21, 2025, the City Council adopted a resolution consenting to the dissolution of Cities Group.

DISCUSSION:

The Cities Group dissolution agreement requires that Cities Group cease all claims operations and the provision of other benefits as of the transfer date on January 1, 2026. As a result, all member agencies, including the City of Half Moon Bay, must secure a new provider for Workers’ Compensation coverage effective January 1, 2026. Under California Labor Code Section 3700,
284

all employers with at least one employee must provide workers’ compensation insurance or become self-insured by meeting certain financial and administrative requirements approved by the Office of Self-Insurance Plans (OSIP) or participate in a JPA which allows public agencies to pool their resources and self-insure collectively under a certificate issued by OSIP.

Following a comprehensive review of available options, including the Shared Agency Risk Pool (SHARP), PLAN JPA, and the California Intergovernmental Risk Authority (CIRA), staff evaluated each program’s structure, cost, and readiness for a January 1, 2026, transition.

A summary of the proposals is provided below:

Workers Compensation Comparisons

PLAN JPA
(Recommended) Sharp CIRA
Self-Insured Retention (SIR) $ 25,000 $ 25,000 $ 25,000 Estimated 25/26 Premium (NTE) $ 108,487 $ 94,438 $ 159,503 Among the options evaluated, PLAN JPA offers competitive and reliable long-term pricing.

SHARP’s estimate is the lowest; however, the program is small, with only five member agencies, and its future direction is still evolving. This may include exploring options that could eventually align more closely with PLAN JPA. Because the long-term structure and stability of SHARP are not yet clear, PLAN JPA provides a more predictable and dependable financial outlook.

CIRA is comparable to PLAN JPA in terms of member composition and size, but its proposal reflects the highest estimated cost of the three options.

Accordingly, staff recommends joining the PLAN JPA’s Worker Compensation Program (See Attachment 1 for the PLAN JPA’s Workers’ Compensation Master Program Document). PLAN JPA is a well-established joint powers insurance authority consisting of 28 member cities in the Bay Area. The City of Half Moon Bay is already a member of the PLAN JPA for risk management and insurance pooling programs including general liability, public officials’ liability, auto liability, and cyber security liability. The five remaining members of the Cities Group are also part of the PLAN JPA.

On June 26, 2025, the PLAN JPA Board of Directors approved the formation of the workers’ compensation program effective January 1, 2026, making it a natural and strategic fit for the City. There are several compelling reasons to join the PLAN JPA’s Workers’ Compensation Program. First, the program is structured to accommodate the January 1 start date, which aligns perfectly with the Cities Group’s end date and avoids any coverage gaps. In contrast, other JPAs require a July 1st start date, which would create a service gap. 285

In addition to the new provider costs, the City must also plan for the cost of administering the existing claims (as of September 30, 2025), as well as any new claims filed prior to the transition that remain open after the Cities Group dissolves. These legacy claims are estimated to cost approximately $22 K over the next several years. While both PLAN JPA and SHARP include the costs of handling those claims, the actual cost of claims themselves is not included in the premium and will need to be funded separately from the new provider.

The City did not explore the self-insured option with a third-party claims administrator, as it comes with significant financial and administrative risks. Under a self-insured model, the City would be fully responsible for the cost of all claims, regardless of severity or frequency. This exposes the City to considerable financial risk, particularly in years with high claim volume or catastrophic injuries. Without the protection of a risk pool, the City would need to maintain substantial reserves to cover potential liabilities – an approach that could strain the budget and complicate long-term financial planning.

Although Foster City has chosen to become self-insured and contracted with LWP Claims Solutions as its third-party administrator, this approach may not be the most practical or costeffective for Half Moon Bay. Moreover, self-insurance introduces substantial administrative and operational burdens. The City will be responsible for initiating and maintaining self-insured status with the Office of Self-Insurance Plans (OSIP), which includes submitting applications, actuarial reports, and annual filings. This process requires dedicated staff time and expertise and may require the need to enhance internal capacity to effectively manage all aspects of the workers’ compensation program.

By joining the PLAN JPA Workers’ Compensation Program, the City can transition seamlessly from the Cities Group without any coverage gaps, stabilize long-term costs, and reduce exposure to large or unexpected claims through participation in an established and financially sound risk pool. The City is already familiar with PLAN JPA’s structure and operations, which will support a smooth implementation. Consolidating workers’ compensation with the City’s existing liability coverages under PLAN JPA also improves coordination across risk management functions and strengthens the City’s overall approach to employee and public safety.

ATTACHMENTS:

1. PLAN JPA’s Workers’ Compensation Master Program Document

2. Resolution (Agreement to Join Workers’ Compensation with PLAN JPA)

3. Resolution (Budget Amendment)
286
Pooled Liability Assurance Network

MASTER PROGRAM

DOCUMENT FOR THE

POOLED WORKERS' COMPENSATION PROGRAM
Approved: June 26, 2025
287
Worker’s Compensation MPD 2025/26

POOLED LIABILITY ASSURANCE

NETWORK

MASTER PROGRAM DOCUMENT

FOR THE
POOLED WORKERS’

COMPENSATION PROGRAM
Table of Contents
ARTICLE I: DEFINITIONS ........................................................................................................................ 104 ARTICLE II: GENERAL ............................................................................................................................. 106 A. AUTHORITY .................................................................................................................................. 106 B. PURPOSE ........................................................................................................................................ 106 C. PARTICIPATION ........................................................................................................................... 106 D. GOVERNANCE .............................................................................................................................. 106 E. GOALS AND OBJECTIVES .......................................................................................................... 106 ARTICLE III: PROGRAM ELEMENTS ..................................................................................................... 108 A. PROGRAM YEARS ....................................................................................................................... 108 B. RETAINED LIMITS ....................................................................................................................... 108 C. DEPOSIT PREMIUMS ................................................................................................................... 109 D. EXPERIENCE MODIFICATION ................................................................................................... 110 E. DIVIDENDS AND ASSESSMENTS ............................................................................................. 110

1. DIVIDENDS ............................................................................................................................... 110

2. ASSESSMENTS ......................................................................................................................... 111 F. EXCESS COVERAGE .................................................................................................................... 112 G. PAY-AS-YOU-GO RESERVE FUND FOR PAYMENT OF CLAIMS ........................................ 113

1. ESTABLISHMENT OF FUND .................................................................................................. 113

2. ACCOUNTING AND REPLENISHMENT OF FUND ............................................................. 113 ARTICLE IV: ADMINISTRATION ............................................................................................................ 114 A. BOARD ........................................................................................................................................... 114 B. EXECUTIVE COMMITTEE .......................................................................................................... 114 C. ADMINISTRATOR ........................................................................................................................ 114 D. WORKERS' COMPENSATION PROGRAM MANAGER'S DUTIES ......................................... 115 ARTICLE V: CLAIMS ADMINISTRATION ............................................................................................. 117 A. CLAIMS PROCEDURES MANUAL ............................................................................................. 117 B. CLAIMS AUDIT ............................................................................................................................. 117 C. CLAIM SETTLEMENT AUTHORITY ......................................................................................... 117 D. DISPUTES ....................................................................................................................................... 118 ARTICLE VI: PARTICIPATION ................................................................................................................ 119 288 Worker’s Compensation MPD 2025/26
A. ELIGIBILITY AND APPLICATION ............................................................................................. 119

1. ELIGIBILITY ............................................................................................................................. 119

2. APPROVAL OF APPLICATION ............................................................................................... 119 B. PARTICIPANTS' DUTIES ............................................................................................................. 120 C. TERMINATION.............................................................................................................................. 120

1. VOLUNTARY TERMINATION ............................................................................................... 120

2. INVOLUNTARY TERMINATION ........................................................................................... 121 D. CONTINUED LIABILITY UPON TERMINATION ..................................................................... 121 ARTICLE VII: TERMINATION AND DISSOLUTION OF THE PWCP ................................................. 122 ARTICLE VIII: AMENDMENTS ............................................................................................................... 123 289

POOLED LIABILITY ASSURANCE NETWORK (PLAN)

MASTER PROGRAM DOCUMENT (MPD)

FOR THE

POOLED WORKERS' COMPENSATION PROGRAM (PWCP)
ARTICLE I: DEFINITIONS
The following definitions apply to this MPD:

1. Administrator shall mean the person responsible for the daily administration, management, and operation of the Authority’s programs as defined in the Bylaws.

2. Authority shall mean the Pooled Liability Assurance Network (PLAN).

3. Board shall mean the Board of Directors of the Pooled Liability Assurance Network.

4. Deposit Premium shall mean that amount to be paid by each Participant for each program year as determined by the Board in accordance with Article III, Section C of this MPD.

5. Joint Powers Agreement shall mean the agreement made by and among the public entities listed in Appendix A (Member Entities) of the Joint Powers Agreement, hereafter referred to as Agreement. 6. Limit of Coverage shall mean the amount of coverage stated in the Declarations or certificate of coverage, or sub-limits as stated therein for each Participant or covered party per occurrence, subject to any lower sublimit stated in the MOC.

7. Loss Experience shall mean only such amounts as are actually paid by the Participant or the Authority in payment of benefits under the Workers’ Compensation Act, in settlement of claims, or in satisfaction of awards or judgments for liabilities imposed by the Workers’ Compensation Act for bodily injury or occupational disease to an employee as defined in the Workers’ Compensation Act and PWCP Memorandum of Coverage (MOC).

8. Member Entity shall mean a signatory to the Agreement establishing the Pooled Liability Assurance Network.

9. Participant shall mean a Member Entity who has elected to participate in the PWCP.

10. Program Year shall mean that period of time commencing at 12:01 a.m. on July 1 and ending at 12:00 am on the following July 1.

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11. Retained Limits shall mean the amount stated on the applicable Declarations or certificate of coverage, which will be paid by the Participant or covered party before the Authority is obligated to make any payment from the pooled funds.

12. Self-Insured Retention (SIR) shall mean the Authority’s limit of coverage above Participant’s retained limits and up to the attachment point for excess coverage.

13. Third Party Administrator (TPA) shall mean the claims administrator for the Authority for the PWCP.
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ARTICLE II: GENERAL
A. AUTHORITY

1. The Primary Workers’ Compensation Program (PWCP) Master Program Document (MPD) is one of the Authority's governing documents. However, any conflict between the PWCP MPD, the Authority’s Agreement, the Bylaws, or the PWCP Memorandum of Coverage (MOC) shall be determined in favor of the Agreement, the Bylaws, or the MOC, in that order.

2. The PWCP MPD is intended to be the primary source of information, contain the rules and regulations, and serve as the operational guide for the conduct of the PWCP.

3. The PWCP has been organized under authority granted by, and shall be conducted in accordance with, the laws of the State of California; regulations prescribed by the Department of Industrial Relations (DIR) and the State of California Audit Unit; and the accreditation standards set forth by the California Association of Joint Powers Authorities (CAJPA).

B. PURPOSE
The Authority, as a part of its overall objectives, has designed the PWCP to provide for the needs of the PWCP Participants in the area of workers' compensation liability.

C. PARTICIPATION
All Member Entities may become Participants in the PWCP and are encouraged to do so.

However, the terms and conditions which may be imposed on Member Entities which desire to join the PWCP may be different, depending upon payroll, number of employees, the size of the Member Entity, its loss record, and other pertinent information.

D. GOVERNANCE
Each Participant’s appointed Director and one alternate Director shall be the representative for the PWCP. The Participant will be entitled to one vote on all issues or decisions that involve the PWCP. It is expected, but not mandatory, that the Director from each Participant will be the individual designated as the Participant’s appointee to the Board and that the alternate Director will be the individual designated as the Participant’s alternate Director on the Board.

E. GOALS AND OBJECTIVES

1. The Authority offers Member Entities this PWCP designed to provide coverage for the liabilities imposed by the workers' compensation laws of California as well as those imposed by common law upon employers.

2. The PWCP shall provide workers' compensation coverage for the Participants utilizing an optimum mix of risk retention and risk transfer. The PWCP may provide various levels of retentions for the Participants, provide a risk sharing pool for losses above individual retention levels up to the Authority’s SelfInsured Retention (SIR), and obtain excess coverage for the amount of the loss 292
which exceeds the Authority’s SIR. Additionally, the PWCP shall provide for the sharing of operating costs and payment of the excess coverage by charging all Participants their share of such costs.

3. Although the PWCP is provided to the Participants under those terms and conditions which prevail at the time of the Participant’s joining the PWCP, the Board shall have the right to alter, from time to time, the terms and conditions of the excess coverage and the pooled underlying coverage in response to the needs and abilities of the PWCP and the Participants, as well as in response to availability of coverage from outside sources.

4. The Authority offers participation in a risk sharing pool, covering losses of Participants in accordance with the MOC adopted by the Member Entities.

The assets of the pooled program shall be maintained at all times as the assets of the Participants collectively. The assets may be disbursed only pursuant to the provisions of this MPD, and no Participant shall have an individual right to exercise control over said assets.

5. The PWCP will provide coverage for injuries and illnesses to the Participants’ employees under the terms and conditions set forth in the MOC. In addition to the coverage provided by the MOC, the Authority may purchase excess insurance or reinsurance. The amount of coverage to be pooled and/or purchased is at the discretion of the Board.
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ARTICLE III: PROGRAM ELEMENTS
A. PROGRAM YEARS

1. Each program year shall be accounted for separately. The income and expenses of each program year shall be accounted for separately from any other program year’s income or expenses.

2. A program year shall not be closed until at least ten years of age if, at such time the Board authorizes closure, being convinced that all known claims for the year are closed and the probability of further claims being discovered is minimal. Any closed years, however, may be reopened if deemed necessary and approved by the Board.

B. RETAINED LIMITS

1. The PWCP shall annually establish the limit of coverage for the pool.

The underlying coverage of the PWCP shall provide Participants’ retained limits of $0, $15,000, $250,000, and $500,000 per occurrence, or other limits as modified by resolution. The Participants may annually select their retained limits. The amount of each loss, including expenses, which is less than the retained limit chosen by the applicable Participant, shall be paid by the Participant. 2. A Participant with either element of public safety, law enforcement and/or fire departments, may not have a $0 retained limit. Rather, the Participant will be evaluated based on total percentage of payroll as it compares to the average payroll of the total of program Participants; based on this calculation, the Participant will be permitted to select a retained limit not lower than the categories represented in Attachment “A”.

3. A Participant’s total payroll regardless of whether or not it has a public safety element, will also define the Participant’s level of retained limit based on the categories represented in Attachment “A”.

4. A Participant may alter its retained limit only at the inception of a program year upon thirty (30) days’ advance written notice. The Board, with a two-thirds vote, and by providing 60 days advance written notice to the Participant, may require a Participant at the inception of the program year to take a retained limit different than the Participant’s retained limit in the expiring program year. 5. The amount of each loss, including expenses, which is less than the retained limit chosen by the Participant shall be paid by the Participant. Those amounts of each loss that are less than the retained limit chosen by the Participant may be paid on behalf of the Participant from the pay-as-you-go reserve fund. If a Participant directly pays any claim within its retained limit, such Participant shall report all such payments to the PLAN JPA to ensure better claims control and actuarial analysis.
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C. DEPOSIT PREMIUMS

1. Annually, each Participant shall pay a deposit premium to the Authority for each program year. Such deposit premiums shall consist of the amount needed to cover excess insurance or reinsurance premiums (if any), administrative expenses and actuarially determined losses, plus a margin for added confidence as determined by the Board. 2. The deposit premium shall be calculated for each Participant by taking the Participant’s estimated payroll, by class code, and multiplied by the Board-adopted rate per $100 of annual payroll. The Board approved rate will consider the nonpublic safety rate as the base rate and the “public safety” rate as that of 2.5 times the base rate. The estimated payroll is calculated using the most recent two quarters of actual payroll, annualized for the remainder of the year with an inflation factor of five percent. The deposit premium shall be adjusted based upon the Participant’s experience modification (ex-mod). An annual audit of a Participant’s payroll may be conducted by the Authority. 3. The deposit premium shall also include:
(a). All volunteers declared or otherwise required to be covered. The value of the volunteers’ service shall be based upon a flat rate per volunteer; and (b). All other persons engaged in work that could make the Authority liable under Part I (workers’ compensation insurance) of the MOC. If the Participant does not have payroll records for these persons, the contract price remuneration for their services and materials may be used as the premium basis. This paragraph will not apply if the Participant gives the Authority proof that the employers of these persons lawfully secured their workers’ compensation obligations.

4. The excess insurance or reinsurance premiums (if any) shall be allocated among the Participant’s using deposit premium calculation with the experience modification.

5. The administrative expenses charged to each Participant shall be calculated as follows: Sixty percent (60%) of the amount calculated is allocated by each Participant’s relative percentage of payroll; forty percent (40%) of the amount calculated is allocated equally to each Participant.
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D. EXPERIENCE MODIFICATION

1. Each Participant shall be evaluated each year for an experience modification adjustment that shall be applied to the deposit premium. 2. The calculation of the adjustment shall include the actual loss experience of the individual Participant as it relates to the average loss experience of the group as a whole. Such loss experience shall not consider loss years that are more than five years old. The losses shall be valued as of December 31 and limited to $25,000 per claim. For example, when calculating ex-mod for 19/20, loss data from July 1, 2013 through June 30, 2018, valued at December 31, 2018 would be considered. The criteria that shall be used is the relationship of actual average loss experience over the period being rated as it relates to the average payroll for the same period.

3. The ex-mod shall be limited to a minimum of 75% and maximum of 125%.

E. DIVIDENDS AND ASSESSMENTS

1. DIVIDENDS
(a). At the end of each fiscal year, a dividend calculation shall be performed for all open program years. Each year thereafter there shall be an additional dividend calculation made until such time as the program year is closed.

Any dividends available to be declared and returned to the Participants will be at the discretion of the Board provided that the total dividend to be distributed from all qualifying program years shall not reduce the total equity for all program years below a discounted 90% confidence level. (b). Calculation
i. Dividends may not be declared from a program year until five years after the end of that program year.
ii. Dividends may be declared only at such time as the PWCP has equity, with liabilities actuarially stated, discounted at a 90% confidence level. The calculated amount shall represent the maximum dividend available to be declared.
iii. The dividend shall be reduced if any of the five succeeding years (after the five years eligible for dividend calculation) have negative equity, with liabilities actuarially stated at a discounted 90% confidence level.
iv. Dividends may only be declared if the equity at the 90% confidence level is five times the Self-Insured Retention.
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2. ASSESSMENTS
Assessments may be levied on the Participants for the risk sharing layer of any program year(s), as approved by the Board at such time that an actuary finds that the assets of the PWCP, as a whole, do not meet the expected discounted losses of the PWCP. Each Participant’s share of the assessment shall be allocated based upon the deposit premiums collected for the risk sharing layer of each respective program year being assessed. If such assessment is not sufficient to relieve the pool of its actuarially determined deficit in the year of the assessment, such assessment shall be levied each subsequent year until the actuarially determined deficit is relieved. The timing of payment shall be determined by the Board at the time of assessment.

Equity from the risk sharing layer may be exchanged between eligible program years if sufficient funds are available. The transfer of equity will be performed so that the individual Participant’s share of equity is separately applied so as to maintain the integrity of each Participant’s balance.
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F. EXCESS COVERAGE

1. The Board shall ensure that each program year is provided with excess workers’ compensation coverage for the Participants. It is the intent and purpose of the Authority to continue to provide such coverage to the Participants, provided that such coverage can be obtained, and the coverage is not unreasonably priced. This coverage may be obtained from an insurance company, by participating in another pool established under the Government Code as a joint powers authority, or offered through another PWCP pooling procedure. If the coverage is purchased from an insurance company, such insurance company shall have an A.M. Best Rating Classification of A- or better and an A.M. Best Financial Rating of VII or better or their equivalents.

2. The Authority, through the PWCP, shall provide, where economically practical, at least $10,000,000 of total combined limits. Total combined limits are the maximum this PWCP will pay for each injury or illness, regardless of whether the liability arises from Workers’ Compensation Laws under Part I or Part II of the PWCP MOC.

3. Premiums for such coverages shall be paid by the PWCP from the proceeds received as deposit premiums from the Participants. 4. The Board may, from time to time, alter excess coverage based on insurance market conditions, available alternatives, costs, and other factors. The Board shall place excess coverage with the two competing objectives of security and minimizing costs to the PWCP as a whole.
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G. PAY-AS-YOU-GO RESERVE FUND FOR PAYMENT OF CLAIMS

1. ESTABLISHMENT OF FUND
PLAN shall pay all losses from $1 and then charge the members back monthly for the amounts within their Retained Limit.

2. ACCOUNTING AND REPLENISHMENT OF FUND
(a). There shall be a separate accounting of the deposits for each Participant.

These monies, although invested with the rest of the Authority’s funds, shall not be allocated investment earnings and shall remain in the control of the Authority. Every four years, through the budget process, the amount to be held by the Authority on behalf of each Participant may be adjusted. (b). Payments from the fund shall be initiated by sending a check requisition form to the Third-Party Administrator. Upon receipt, the Third-Party Administrator shall execute payment and charge the payment to the requesting Participant’s account.
(c). Each month, a register of payments made on behalf of each Participant shall be sent to the Participant for whom payments were made from the fund.

Accompanying the register will be an invoice for the amounts needed to replenish the fund to its original amount. The Participants shall have thirty (30) days from the date of said invoice to make repayments to the fund. 299
ARTICLE IV: ADMINISTRATION
A. BOARD

1. Discussion of developments and performance of the PWCP may occur as part of any scheduled Board meeting.

2. The Board shall have the responsibility and authority to carry out and perform all functions, and make all decisions, affecting the PWCP, consistent with the powers of the Authority and not in conflict with the Agreement, the Bylaws, or the MOC.

B. EXECUTIVE COMMITTEE

1. The Executive Committee shall have the responsibility and authority to carry out and perform all other functions and make all other decisions affecting the PWCP, provided that such functions and decisions are consistent with the powers of the Authority and are not in conflict with the Agreement, the Bylaws, or the MOC.

2. The Executive Committee shall meet at least twice a year to review the developments and performance of this PWCP. The Executive Committee shall review, study, advise, make recommendations to the Board, and/or take any action which the Committee believes to be in the best interests of the PWCP and its Participants, provided that such action is not prohibited by law or is not an action reserved unto the Board.

C. ADMINISTRATOR
The Administrator shall be responsible for:

1. The overall operation of the PWCP;

2. Monitoring the status of the PWCP and its operations, the development of losses, the program’s administrative and operational costs, service companies’ performance, and brokers’ performance;

3. Assisting the Board in selecting brokers, actuaries, auditors, and other service companies;

4. Promoting the programs to prospective new participants;

5. Preparing, distributing, and maintaining all records of the PWCP, including its MPD and MOC as these may be amended from time to time; and

6. Preparing Certificates of Coverage and Waivers of Subrogation as may be required by the Participants in the PWCP.
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D. WORKERS' COMPENSATION PROGRAM MANAGER'S DUTIES
The Workers’ Compensation Program Manager (WCPM) shall:

1. Generally, oversee all workers' compensation claims administration and management and report to the Administrator;

2. Develop for Board approval performance standards for Third Party Administrators;

3. Maintain files on all claims reported to the Authority;

4. Recommend to the Board the setting of reserves for those cases that are likely to penetrate to pooled funds;

5. Upon the reporting of each claim that has an expectation of exceeding the minimum incurred loss threshold set by the Board, review said claim for the Authority and report said claims to the Board at the next scheduled meeting;

6. Review the progress of all reported claims for the Authority and, if directed by the Board, propose reserve changes, and/or take control and assume settlement authority for the claim;

7. Recommend claim settlements to the Board for approval;

8. Annually, prepare a detailed report on the PWCP, showing the activity by program year and the cumulative activity of all years, including number of claims, losses which have been incurred by each Participant, and the losses which have been shared through pooling;

9. Assist the Participants in training their personnel in the correct procedures for timely and accurately reporting claims;

10. As required, provide advice and assistance to Participants;

11. Work with the Third-Party Administrators, including but not limited to the following:
(a) Periodically review Third-Party Administrators’ claims files. The review should include the new indemnity claims reported, claims currently open and reported twelve months prior, and those claims for which a Participant has requested a specific review;
(b) Provide guidance to the Third-Party Administrator on the management of problem or complex claims;
(c) Advise, where needed, on the selection of legal representation in anticipation of litigation;
(d) Monitor and evaluate the effectiveness of the defense firms and the management of the litigation;
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(e) Monitor and evaluate the effectiveness of medical treatment as respects claims costs, especially those involving complex medical issues; (f) Evaluate, where needed, recommendations for settlement of claims; (g) Mediate differences, if any, between the Third-Party Administrator and a Participant; and
(h) Review the performance of the Third-Party Administrators’ personnel assigned to the Authority’s account with special emphasis in the handling of “open claims.”

12. Approve in writing, when deemed appropriate, waivers of subrogation and, if necessary, request approval from the excess carrier to waive subrogation. 302
ARTICLE V: CLAIMS ADMINISTRATION
A. CLAIMS PROCEDURES MANUAL

1. A Workers' Compensation Claims Procedures Manual (Manual) including reporting procedures, forms, and other vital information shall be adopted by the Board and provided to all Participants. 2. All Participants shall be held accountable for understanding and abiding by the procedures stated in the Manual, as well as any changes thereto.

B. CLAIMS AUDIT

1. At least once every two years, the adequacy of claims adjusting for both the Authority and the Participants shall be examined by an independent auditor who specializes in claims auditing.

2. The Executive Committee shall approve the claims auditor. The costs of such claims audit shall be paid by the Authority. 3. The claims audit report shall address the issues of both adequacy of claims procedures and accuracy of claims data. The report shall be filed with the Authority and sent to each Participant.

C. CLAIM SETTLEMENT AUTHORITY

1. Each Participant shall have settlement authority for all claims, including attorney fees and other costs, which do not exceed 100% of the Participant’s retained limit.

The WCPM will review these claims from time to time and may offer recommendations to the Participant’s Third-Party Administrator and the Participant regarding settlement. This provision does not apply to claims for Medicare eligible or beneficiary claimants; Participants shall immediately notify the WCPM once a claimant has been identified as Medicare eligible or a Medicare beneficiary.

2. The WCPM shall have settlement authority for all claims up to the PWCP’s retention level. The Administrator and the WCPM will ensure that the Participant is kept informed regarding these claims and will take into consideration the Participant's desires in any settlement process. The WCPM will provide an annual report to the Board on settlement authority extended. WCPM may be appealed to the Board within 30 days after notice of the decision to the Participant. The decision of the Board shall be final.

3. If the Authority determines that a conflict of interest may or does exist in the Third-Party Administrator’s handling of a claim or claims, the Authority has the right, in its sole discretion, to take any action, and give the Third-Party Administrator any instruction, which the Authority deems necessary to minimize or eliminate the conflict of interest.

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5. If the Participant waives its rights to subrogation on a claim covered under, or which may be covered under, the PWCP MOC, and if the amount of the claim exceeds the Participant’s retained limit (and therefore comes within the Authority’s layer), then the Authority’s coverage shall not apply to the claim and the Authority shall not be liable for any indemnity, reimbursement, payment, or costs on the claim exceeding the member’s SIR, unless the Authority’s WCPM approves the waiver of subrogation in writing.

6. The exclusion of coverage for waiver of subrogation shall apply only to a waiver of subrogation made or approved by a Participant after the date of the injury or illness that resulted in the claim. This exclusion shall not apply to a waiver of subrogation contained in an agreement or contract that was approved by the Participant prior to the date of the injury or illness that resulted in the claim.

D. DISPUTES

1. Any matter in dispute between a Participant and the Administrator or WCPM shall be heard by the Board whose decision may be appealed to the Board within thirty (30) days of the Committee’s decision. The decision of the Executive Committee or, if appealed, the decision of the Board shall be final.
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ARTICLE VI: PARTICIPATION
A. ELIGIBILITY AND APPLICATION

1. ELIGIBILITY
(a). The applicant must commit to at least three full program years of participation in this PWCP.
(b). Any Member Entity may apply to participate in the PWCP by providing an adopted resolution of its governing body and such other information/materials as may be required. The applicant’s resolution shall commit the applicant to three full years of participation in the PWCP, if accepted, and consent to be governed for workers' compensation matters in accordance with the MPD, the MOC and other documents and policies adopted by the Board. The resolution may also state the retained limit desired by the applicant. (c). The application for participation shall be submitted at least thirty (30) days prior to the date of the last Board meeting of the program year to ensure that the State Certificate of Consent to Self-Insure is received prior to the inception date, and that the Board has adequate time to review and evaluate the acceptability of the applicant. It is recommended that an applicant enter the PWCP only at the commencement of a new program year. If an applicant chooses to enter the PWCP at any other time, the deposit premium for the remainder of the program year will be prorated. The new Participant will begin coverage on the date that is mutually acceptable to the Participant and the Board; however, the new Participant will be required to share losses with the other members of the PWCP for the entire program year. 2. APPROVAL OF APPLICATION
The Board shall, after reviewing the resolution and other underwriting criteria, determine the acceptability of the exposures presented by the applicant and shall advise the applicant in writing of its decision to accept or reject the request within 10 days after the decision has been made.
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B. PARTICIPANTS' DUTIES

1. The Participants shall provide payroll, using the State DE-9 form, and all other requested information in conformance with the policies adopted by the Board. 2. The Participants shall disclose activities not usual and customary in their operation.

3. The Participants shall at all times cooperate with the Authority's Administrator, WCPM, Third Party Administrator, and loss control personnel, regarding claims handling and underwriting activities of the Authority. 4. Each year the Authority shall bill Participants for a workers' compensation deposit premium for the next program year. The billings shall be due and payable in accordance with the Bylaws.

5. Billings may be made to Participants for a program year found to be actuarially unsound. All billings for payments to bring a program year into an actuarially sound condition are due and payable upon receipt.

6. Former Participants in the PWCP shall be required to pay all applicable billings for the program years in which they participated. Delinquent billings, together with penalties and interest, shall be charged and collected from the Participant in accordance with the Bylaws.

7. Penalties and interest shall be charged against any amounts delinquent in accordance with the Bylaws.

C. TERMINATION

1. VOLUNTARY TERMINATION
(a). A Participant which has not maintained its participation in the PWCP for three full program years shall not be permitted to withdraw from the PWCP prior to the end of its three-year commitment period and shall be obligated for payment of premiums for these three years.
(b). A Participant which has maintained its participation in the PWCP for three full program years may terminate its participation if, at least six months before the next program year, a written request to terminate participation is received from the Participant. (c). Any Participant seeking to terminate its participation without proper and timely notice shall be responsible for the full cost of the next year’s premium.

The notice will be deemed effective for the year following the year in which the additional premium is paid.
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2. INVOLUNTARY TERMINATION
(a) The Board may initiate termination of a Participant from the PWCP for the following reasons:
(i) Termination as a Member Entity of the Authority;
(ii) Declination to cover the Participant by the entity providing excess coverage;
(iii) Nonpayment of premiums, assessments, or other charges; (iv) Frequent late payment of premiums, assessments, and/or other charges, including interest and penalty charges;
(v) Failure to timely provide requested underwriting information; (vi) Consistent poor loss history relative to the pool; (vii) Substantial change in exposures which are not acceptable in this PWCP;
(viii) Financial impairment which is likely to jeopardize this PWCP’s ability to collect amounts due in the future; and/or
(ix) Revocation of Certificate to Self-Insure.
(x) Refusal to participate in loss control activities.

The Board’s determination of the existence of any of these conditions shall be final.
(b) The Board shall have the authority, upon a two-thirds approval, to authorize a termination notice be sent to a Participant. Such notice shall be sent at least 60 days prior to the effective date of termination.

D. CONTINUED LIABILITY UPON TERMINATION
Termination of participation, whether voluntary or involuntary, in future program years does not relieve the terminated Participant of any benefits or obligations of those program years in which it participated. These obligations include payment of assessments, retrospective adjustments, or any other amounts due and payable. 307
ARTICLE VII: TERMINATION AND DISSOLUTION OF THE PWCP
The PWCP may be terminated and dissolved at any time by a vote of two-thirds of the Participants.

However, the PWCP shall continue to exist for the purpose of disposing of all claims, distributing assets, and all other functions necessary to conclude the affairs of the PWCP.

Upon termination of the PWCP, all assets of the PWCP shall be distributed only among the Participants, including any of those which previously withdrew pursuant to Article VI, in accordance with and proportionate to their deposit premiums and assessments paid during the term of participation. The Board shall determine such distribution within six months after the last pending claim or loss covered by the PWCP has been finally resolved and there is a reasonable expectation that no new claims will be filed.
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ARTICLE VIII: AMENDMENTS
This MPD may be amended by a two-thirds (2/3rds) vote of the Participants present and voting at the meeting, provided prior written notice, as provided within the Agreement, has been given to the Board.
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ATTACHMENT 1
RESOLUTION NO. C-2025-___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER TO EXECUTE THE NECESSARY DOCUMENTS TO JOIN THE WORKERS’

COMPENSATION PROGRAM THROUGH PLAN JPA
WHEREAS, Section 6502 of Title 1, Division 7, Chapter 5 of the California Government Code (the “Joint Exercise of Powers Act”) provides that, if authorized by their legislative or other governing bodies, two or more public agencies by agreement may jointly exercise any power common to the contracting parties; and
WHEREAS, Section 6509.7 of the Joint Exercise of Powers Act provides that, if authorized by their legislative or other governing bodies, two or more public agencies by agreement may jointly exercise their common authority to invest funds in their treasuries as authorized by subdivision(p) of Section 53601 of Title 5, Division 2, Part 1, Chapter 4, Article 2 of the California Government Code; and
WHEREAS, under Section 6500 of the Joint Exercise of Powers Act, a “public agency” includes but is not limited to the federal government or any federal department or agency, the State of California, another State or any State department or agency, a county, county board of education, county superintendent of schools, city, public corporation, public district, or regional transportation commission of the State of California or another State, or any joint powers authority formed pursuant to the Joint Exercise of Powers Act; and WHEREAS, public agencies which constitute local agencies, as that term is defined in Section 53630 of the California Government Code, are authorized pursuant to Section 53601 and 53635 thereof to invest all money belonging to, or in the custody of the local agency in certain specified investments; and
WHEREAS, the City of Half Moon Bay is a city as that term is defined in the Joint Exercise of Powers Act and a local agency as that term is defined in Section 53630 of the California Government Code; and
WHEREAS, the City Council understands City employees, on behalf and in the best interest of the City, must participate in the governance of the workers’ compensation program of PLAN JPA through its boards and committees.

NOW, THEREFORE BE IT RESOLVED THAT the City Council of the City of Half Moon Bay as follows:

1. All of the above recitals are true and correct, and the City Council so finds and determines.
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2. The City Manager is hereby authorized and directed in the name of and on behalf of the City of Half Moon Bay to take all actions and to make and execute all certificates, requisitions, agreements, notices, consents, warrants, and other documents, which they might deem necessary or appropriate in order to accomplish the purpose of this Resolution to join the workers’ compensation program through PLAN JPA.

3. The City Manager is hereby authorized and directed to appoint City employees to PLAN JPA’s boards and committees as deemed necessary or appropriate.

4. Interim Administrative Services Director is hereby authorized to take all action and to make and execute any and all instruments deemed necessary or appropriate in order to carry out the purposes of this Resolution to join PLAN JPA.

5. This Resolution shall take effect immediately upon its passage. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of December 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSTAIN, Councilmembers:

ABSENT, Councilmembers
ATTEST: APPROVED:
__________________________ ___________________
Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 311
ATTACHMENT 3
RESOLUTION NO. C-2025-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AMENDING THE FISCAL YEAR 2025–26 BUDGET TO APPROPRIATE FUNDS FOR WORKERS’ COMPENSATION COSTS WHEREAS, the City Council of the City of Half Moon Bay adopted the Fiscal Year 2025–26 Operating Budget on June 17, 2025; and
WHEREAS, the dissolution of the San Mateo County Cities Group requires the City to transition to a new workers’ compensation provider effective January 1, 2026; and WHEREAS, the City has identified the need for additional funding to support workers’ compensation costs associated with this transition; and WHEREAS, sufficient resources are available in the City's Risk Management Fund to support this budget amendment.

NOW, THEREFORE BE IT RESOLVED THAT the City Council of the City of Half Moon Bay as follows:

1. Increase appropriations in the Risk Management Fund in the amount of $24,000 to support workers’ compensation program costs.

2. The Interim Administrative Services Director is authorized to make the necessary budgetary and accounting entries to implement this resolution. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of December 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSTAIN, Councilmembers:

ABSENT, Councilmembers
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ATTEST: APPROVED:
__________________________ ___________________
Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 313

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: December 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Todd Seeley, Interim Public Works Director
Matthew Nichols Public Works Management Analyst
TITLE: DRAFT CLIMATE ACTION AND ADAPTATION PLAN (PHASE TWO) UPDATE ______________________________________________________________________________ RECOMMENDATION:

Receive an update on the Draft Climate Action and Adaptation Plan Phase Two and provide feedback and direction for final preparation of the plan.

FISCAL IMPACT:

There is no fiscal impact associated with receiving this update.

STRATEGIC ELEMENTS:

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

BACKGROUND:

In Fiscal Year 2019–20, the City Council identified sustainability as a priority, prompting staff to begin work on the City’s first Climate Action and Adaptation Plan (CAAP). A Climate Action and Adaptation Plan is a comprehensive strategy to address climate change by reducing greenhouse gas emissions and preparing for its impacts. Its purpose is to guide governments, organizations, and communities in building resilience and mitigating future risks, while creating a more sustainable and equitable future for future generations.

The City secured a $60,000 grant from San Mateo County to conduct a four-month CAAP Outreach Pilot Project, which included 15+ community events supported by local partners such as Senior Coastsiders, the Youth Leadership Institute, and Ayudando Latinos A Soñar. The results of this outreach informed the City’s request for proposals for a CAAP consultant.

Due to COVID-19–related funding and staffing constraints, the CAAP was split into two phases:
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Phase One – Climate Action Plan (adopted 2023): addresses greenhouse gas reduction strategies.

Phase Two – Climate Adaptation Plan: addresses preparing neighborhoods and infrastructure for climate-related hazards.

In 2023, Council authorized an agreement with Integral Consulting (not to exceed $200,000) to complete the Climate Adaptation Plan. The Plan includes a climate hazard vulnerability and risk assessment and provides actionable strategies to guide adaptation efforts and support future funding applications. The Climate Adaptation Plan is meant to work in conjunction with several other steering documents currently adopted or soon to be adopted. These include the Multijurisdictional Local Hazard Mitigation Plan and the Safety Element. All of these plans help the City to plan for and mitigate both natural and human-caused hazards.

DISCUSSION:

Half Moon Bay recognizes the need to prepare for disasters and the increasing risks posed by a changing climate. The draft Climate Adaptation Plan evaluates the community and the assets that support daily life, identifying their vulnerabilities and key needs to promote a healthy environment and resilient community. The Plan addresses hazards such as sea level rise, flooding, landslides, extreme heat, wildfires, smoke, and other climate-related threats, to protect the City’s natural resources and critical infrastructure.

The purpose of this study session is to provide City Council with an overview of the draft Climate Adaptation Plan, highlight key findings, and gather feedback prior to bringing the Plan back for formal adoption. During the session, staff will summarize the major climate risks facing Half Moon Bay, and present proposed strategies to address them. The discussion will also touch on priority actions for near-term and longer-term implementation, with a focus on protecting community assets, infrastructure, and natural resources. At this stage, the Plan has completed internal review and a period of public review and comment, and is now being presented to Council for discussion prior to formal adoption.

The draft Climate Adaptation Plan is organized to give a clear picture of Half Moon Bay’s climate risks, community vulnerabilities, and strategies to build resilience. It starts with an overview of the City’s adaptation work and the purpose of the Plan. The Plan describes how residents, stakeholders, and partners were engaged to identify priorities and shape strategies.

The vulnerability assessment provides a detailed look at how climate hazards may affect people, neighborhoods, infrastructure, and natural systems in Half Moon Bay. The assessment combined technical analysis, including climate modeling, hazard mapping, and evaluation of exposure, sensitivity, and adaptive capacity, with community input from residents, stakeholders, and City staff. The assessment found that vulnerability is influenced not only by hazard exposure but also by pre-existing conditions, such as geographic isolation, aging infrastructure, and socioeconomic disparities. Key hazards posing the greatest threats include wildfire, coastal and fluvial flooding, erosion, extreme heat, and high winds. The most 315
vulnerable sectors identified were the City’s socially vulnerable populations, and critical infrastructure, including transportation corridors like Highway 92.

The adaptation strategies in the Plan directly respond to the vulnerabilities identified in the assessment. Strategies are organized around five overarching community-informed goals:
ensuring a healthy, resilient, and self-sufficient community; fostering a thriving and accessible coastline and open space; protecting the City through resilient infrastructure; building and sustaining the City’s capacity to increase resilience; and supporting economic sustainability.

High-priority strategies include expanding Resilience Hubs with backup power and communications, protecting vulnerable populations through targeted support programs, and strengthening regional partnerships to ensure coordinated planning and resource allocation.

The Plan also emphasizes investing in resilient infrastructure and monitoring, including modernizing stormwater conveyance systems and maintenance activities, particularly in vulnerable neighborhoods, and advancing shoreline protection and bluff stabilization. This structured approach ensures that strategies are both actionable and evidence-based.

Looking ahead, successful implementation of the Climate Adaptation Plan will require continued coordination, sustained funding, and ongoing engagement with both the community and regional partners. Implementation actions will be integrated into existing City processes, including capital planning, emergency preparedness, and departmental workflows, and supported through available state, federal, and regional funding opportunities.

CONCLUSION AND NEXT STEPS:

The draft Climate Adaptation Plan provides a clear, community-informed roadmap to reduce climate-related risks and strengthen Half Moon Bay’s resilience. Staff will incorporate Council’s feedback from this study session into the final draft, which will return to Council for consideration. Adoption will help guide future planning and investments and position the City for external funding opportunities.

ATTACHMENTS:

Draft Climate Action and Adaptation Plan (Phase Two)
316
DRAFT
City of Half Moon Bay Climate Action and Adaptation Plan 1 Public Review Draft
September 2025
317
Acknowledgments
City of Half Moon Bay Climate Action and Adaptation Plan 1 Acknowledgments
Half Moon Bay City Council
Mayor Robert Brownstone
Vice Mayor Debbie Ruddock
Councilmember Patric Bo Jonsson
Councilmember Paul Nagengast
Councilmember Deborah Penrose
Half Moon Bay City Manager
Matthew Chidester, City Manager
Half Moon Bay City Staff
Maz Bozorginia, Public Works Director/City Engineer
Helen Wolter, Senior Management Analyst
Matt Nichols, Management Analyst
This Climate Action Plan was developed using the Regionally Integrated Climate Action Planning Suite (RICAPS) template and climate action planning tools.

Updated RICAPS Template and Tools—2020
Funding: California utility customers, administered by Pacific Gas and Electric Company (PG&E) under the auspices of the California Public Utilities Commission and with matching funds provided by the City and County Association of Governments of San Mateo County (C/CAG).

Project Consultants:

INTEGRAL CONSULTING BLUE POINT PLANNING LESTER COASTAL POLICY David Revell, PhD Mindy Craig Charles Lester
Matthew Jamieson Bianca Hutner
Ashley Ellenson, PhD Allisia Sandoval
David Anning, PhD
Nicole Buecker
Sydney Harvey
Rae Taylor-Burns, PhD
Erin Petrosian
Monica Carstens
318
Acknowledgments
City of Half Moon Bay Climate Action and Adaptation Plan 2 Disclaimer
This Climate Action and Adaption Plan (CAAP) provides an overview of the major changes in ecosystem and climate variables that could affect the Half Moon Bay environment and community. Climate change impacts are complex, and even with the most up-to-date science, the exact timing, extent, and variability of these impacts are not fully certain. In addition, while the vulnerability assessment developed for this Plan includes the most current hazard data and best available science in accordance with current state guidance, several data gaps remain unaddressed, including site-specific models for wind hazards and pluvial/rainfall/stormwater flood hazards.

Concurrent climate hazards can pose compounding stressors to the community and environment and lead to cascading effects that this Plan cannot fully account for. For example, wildfire compounded with extreme heat increases the likelihood of power shutoffs and can lead to environments with poor indoor air quality, where residents may suffer health effects due to smoke and/or high indoor air temperatures. As an exercise, the plan depicts and discusses a range of these cascading impacts in the “Vulnerability Assessment” section; however, a more detailed sector-by-sector analysis would be warranted to understand the broader range of these climate hazard impact interactions of their cascading effects.

While outreach was conducted to reach people both in-person and online with varying levels of involvement and feedback, the Project Team only reached a small portion of the Half Moon Bay population (see Chapter 3 for more details on community engagement). In addition, although City staff met with a member of the Muchia Te’ Indigenous Land Trust, the representation of indigenous voices was limited.

This Plan serves to focus on what the City of Half Moon Bay can do to mitigate the impacts of climate change hazards. This Plan is just one of several documents that have been developed in the region that plan for hazards and future adaptation. For instance, due to the multi-jurisdictional management of freshwater by the Coastside County Water District (CCWD), this Plan does not make direct adaptation strategy recommendations for CCWD, but does include this system for consideration in the vulnerability assessment to give context to the potential impacts on the residents in the city.

Additionally, the city is currently in the process of updating the Safety Element of the General Plan. The primary goal of the Safety Element is to reduce the potential short and long-term risk of death, injuries, property damage, and economic and social dislocation resulting from fires, floods, droughts, earthquakes, landslides, climate change, and other hazards. Climate change is a central focus of the Safety Element update, but not the sole focus. As an element of the general plan, the Safety Element accomplishes this through goals, policies, and implementation programs primarily related to City land uses and development. Progress on implementation programs is reported to the Governor’s Office of Land Use and Climate Innovation in the General Plan Annual Report.

There is substantial overlap between the Safety Element and this Plan. The primary difference is that this Plan is focused on climate change, and the Safety Element has a broader reach, covering multiple hazards that may or may not be exacerbated by climate change. This Plan’s focus allowed a more detailed vulnerability assessment than the Safety Element, which may contribute to the development of policies for the Safety Element update. This Plan is not a policy document. It identifies strategies and actions. The public outreach conducted for this Plan resulted in some innovative strategies and actions that were prioritized by community members. Some of those may very well be incorporated into the Safety Element as policies and implementation programs. Either way, this plan provides a roadmap for the climate change policies and implementation programs in the Safety Element, which may diverge slightly from the focus in this Plan, but will remain substantially consistent with it. 319
Acronyms and Abbreviations
City of Half Moon Bay Climate Action and Adaptation Plan 3 Acronyms and Abbreviations
ACS American Community Survey
CAAP Climate Action and Adaptation Plan
Cal Fire California Department of Forestry and Fire Protection CAP Climate Action Plan
CCC California Coastal Commission
CCI California Climate Investments
CCWD Coastside County Water District
CERT Coastside Certified Emergency Response Team
CGS California Geological Survey
City City of Half Moon Bay
CRISP Coastside Resilience Infrastructure Strategic Plan CWSRF Clean Water State Revolving Fund
FEMA Federal Emergency Management Agency
GCM global climate model
IBank California Infrastructure and Economic Development Bank IPCC Intergovernmental Panel on Climate Change
JPFA Joint Powers Financing Authority
LCIP Local Coastal Implementation Plan
LCLUP Local Coastal Land Use Plan
LCP Local Coastal Program
LHMP Local Hazard Mitigation Plan
MCDA multi-criteria decision analysis
NGO nongovernmental organization
OSHA Occupational Safety and Health Administration
P3 public-private partnership
PG&E Pacific Gas and Electric Company
RCP relative concentration pathway
SAM Sewer Authority Mid-Coastside
SSP shared socioeconomic pathway
TOT transient occupancy tax
USACE U.S. Army Corps of Engineers
USBR U.S. Bureau of Reclamation
320
Acronyms and Abbreviations
City of Half Moon Bay Climate Action and Adaptation Plan 4 USGS U.S. Geological Survey
321
Lexicon
City of Half Moon Bay Climate Action and Adaptation Plan 5 Lexicon
Adaptation. The process of adjustment to actual or expected climate and its effects, either to minimize harm or exploit beneficial opportunities. In natural systems, human intervention may facilitate adjustment to expected climate (IPCC 2012).

Adaptation Pathway. A planning approach that helps manage the uncertainties of climate change and other complex issues by outlining a sequence of actions or strategies that can be implemented over time, adjusting as new information or conditions emerge.

Adaptive Capacity. The ability to adjust to the consequences of climate change. Types of adaptive capacity include adjustments in behavior, resources, and technologies (Cal OES 2020).

Asset. A resource, structure, facility, or service relied on by a community.

Cascading Impact. Climate caused impacts that compromise infrastructure or disrupt critical services (i.e., power supply or water conveyance), broadening the scope of impact past a single system to reliant subsystems and populations (Collins et al. 2019).

Climate Driver. A change in the climate which acts as the main source of change for subsequent climate hazards.

Climate Hazard. A dangerous or potentially dangerous condition created by the effects of the local climate (Cal OES 2020).

Compounding Risk. When two or more events occur simultaneously and increase the scope of impact or severity of the event; an additional risk brought about by increased frequency of events from climate change (Seneviratne et al. 2012).

Ecosystem. A community or group of living organisms that live in and interact with each other and abiotic systems in a specific environment.

Exposure. The people, infrastructure, housing, and other assets located in hazard-prone areas.

Greenhouse Gas. Or GHGs for short, are a category of gases that absorb heat energy emitted from the planet's surface and they remain in Earth's atmosphere for a long time (from decades to centuries) (NOAA, 2025).

Impact. Effects on natural and human systems, including effects on lives, livelihoods, health, ecosystems, economies, societies, cultures, services, and infrastructure due to the interaction of climate hazards and the vulnerabilities of the system or asset affected (IPCC 2012).

Mitigation. An act or sustained actions to reduce, eliminate, or avoid negative impacts or effects (Cal OES 2020).

From a climate change perspective, mitigation refers to actions taken to reduce the severity of climate change by lowering greenhouse gas emissions and enhancing carbon sinks.

Resilience. The capacity of an entity (an individual, a community, an organization, or a natural system) to prepare for disruptions, to recover from shocks and stresses, and to adapt and grow from a disruptive experience (Cal OES 2020). Also, the ability of a city’s systems, businesses, institutions, communities, and individuals to survive, adapt, and grow no matter what kinds of acute shocks and chronic stresses they experience.

Risk. The consequence of the interaction between a hazard and the characteristics that make people and places vulnerable and exposed (UNDRR Terminology 2017).

Sensitivity. The degree to which a species, population, natural system, community, asset, service, or other associated system would be affected by changing climate conditions (Cal OES 2020).

Socially Vulnerable Populations. Those experiencing heightened risk and increased sensitivity to climate change and having less capacity and fewer resources to cope with, adapt to, or recover from climate impacts (Cal OES 2020).
322
Lexicon
City of Half Moon Bay Climate Action and Adaptation Plan 6 Vulnerability. The physical, social, economic and environmental factors or processes that increase the susceptibility of an individual, a community, assets, or systems to the impacts of hazards, or the propensity or predisposition to be adversely affected (IPCC 2012).
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Letter from the Mayor
City of Half Moon Bay Climate Action and Adaptation Plan 7 Letter from the Mayor
Half Moon Bay has always been a community defined by its deep connection to the natural environment, and the strong bonds among the people who live and work here. Our residents are innovative, our businesses are resourceful, and our values run deep, rooted in stewardship, resilience, and a shared responsibility to protect what makes this place so special.

In 2023, Half Moon Bay adopted its Climate Action Plan, a roadmap for reducing greenhouse gas emissions and transitioning toward a more sustainable future. That was the first step in our wider vision. Now, we are building on that foundation with the second phase of our climate planning efforts: the Climate Adaptation Plan.

This plan is focused on preparing our community for climate change impacts that we can no longer avoid, including sea level rise, coastal erosion, flooding, extreme heat, wildfire, high winds, and poor air quality. These hazards pose serious risks to our health, infrastructure, economy, and natural resources. But we are facing these risks head-on and doing the work to strengthen our community’s long-term resilience, and safeguard the people and places we care about most.

As you will see in this plan, the City is identifying proactive strategies that protect vulnerable populations, preserve critical infrastructure, and integrate resilience into our land use and environmental planning. The Adaptation Plan complements our Climate Action Plan by widening our focus—moving beyond emissions reduction to include preparation for the future impacts we know are coming.

This plan brings us to a pivotal moment for Half Moon Bay. Climate change is a global issue, but the most effective solutions will come from local leadership, thoughtful planning, and collective action. The Adaptation Plan invites all of us—residents, businesses, and city leaders—to take part in this effort.

Our future depends on the steps we take today. Only by working together can we ensure that Half Moon Bay remains a safe, healthy, and thriving place for generations to come. This plan will help guide our community toward the more sustainable future that we all desire.
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Table of Contents
City of Half Moon Bay Climate Action and Adaptation Plan i Table of Contents
Disclaimer ...........................................................................................................................................2

1. Executive Summary .............................................................................................................1 An Update on the City’s Adaptation Work..........................................................................................1

2. Introduction and Purpose ...................................................................................................3 Document Roadmap...........................................................................................................................4 Community Profile ..............................................................................................................................5 Study Area ..........................................................................................................................................6 Related Efforts ....................................................................................................................................9

3. Project Process and Community Engagement ..............................................................14 A Community-Driven Plan ............................................................................................................... 14 Overview of Stakeholders................................................................................................................ 16 Community Engagement Phase 1: Understanding Vulnerabilities................................................. 16 Community Engagement Phase 2: Priority Setting......................................................................... 18

4. Vision, Values, and Goals .................................................................................................21 Vision and Values ............................................................................................................................ 21 Goals................................................................................................................................................ 22

5. Vulnerability Assessment .................................................................................................24 Overview .......................................................................................................................................... 24 Vulnerability Assessment Introduction ............................................................................................ 25 Methodology .................................................................................................................................... 26 Results ............................................................................................................................................. 34

6. Adaptation Strategies ........................................................................................................68 Overview .......................................................................................................................................... 68 Goals................................................................................................................................................ 68 Adaptation Strategies and Actions .................................................................................................. 74 Prioritization Process....................................................................................................................... 74 Implementation ................................................................................................................................ 80 Funding and Financing Mechanisms .............................................................................................. 83

7. Conclusions and Next Steps ............................................................................................96

8. Appendix .............................................................................................................................98 325
Table of Contents
City of Half Moon Bay Climate Action and Adaptation Plan ii A. Problem Statements ................................................................................................................ 98 B. Adaptation Strategies and Actions ........................................................................................ 105 C. Coastal Land Use Plan Policies Supporting Climate Action Plan Goals .............................. 127 D. Multi-criteria Decision Making and Cost- Benefit Analysis.................................................... 131 E. IBank Funding and Financing Options .................................................................................. 132

9. References ........................................................................................................................135 326
Executive Summary
City of Half Moon Bay Climate Action and Adaptation Plan 1

1. Executive Summary
This Plan encompasses the City of Half Moon Bay’s Climate Action and Adaptation Plan, Phase 2 (CAAP Phase 2), and advances the City’s longstanding commitment to environmental stewardship and climate resilience.

Developed between March 2023 and June 2025 by the City of Half Moon Bay (City) in collaboration with Integral Consulting, BluePoint Planning, and Lester Coastal Policy, this Plan reflects an integrated, science-based, and community-driven approach to understanding and addressing climate risk. It builds upon the 2023 Climate Action Plan Phase 1 (CAP Phase 1), which focused on mitigation and the emission of greenhouse gases and the human influences on climate change. This 2025 Climate Action Plan Phase 2 (CAP Phase 2) focuses on identifying key vulnerabilities facing Half Moon Bay from future climate hazards and prioritizing targeted adaptation strategies that the City can implement, along with identifying collaborations necessary to develop regional resilience.

Community Outreach and Public Engagement
Community engagement was a cornerstone of this effort. Over 300 touchpoints were recorded through outreach activities, including in-person pop-up events and surveys. Other groups were engaged through classroom curriculum and listening sessions with community-based organizations and service providers. The engagement process intentionally focused on reaching underserved and socially vulnerable groups, including Spanishspeaking residents, seniors, and youth. Residents shared firsthand accounts of the challenges they experienced during recent storms, expressed concern about the worsening wildfire risk, and emphasized the importance of reliable infrastructure and communication systems during hazardous weather and emergencies.

While recent extreme winter storm events and flooding that occurred in 2022/23 and 2023/34, as well as the CZU Lightning Complex wildfire that affected regions just south of the City in 2020 remain prominent in residents’ minds, the City must also prepare for less immediate but increasingly likely threats in the future, such as groundwater rise, longer droughts, extreme heatwaves, and other escalating and compounding hazards.

Key Findings from the Vulnerability Assessment
This CAP Phase 2 Vulnerability Assessment evaluated the community’s exposure to climate hazards, sectorspecific sensitivities, and the City’s current adaptive capacity, including a focus on different populations within the community. The most pressing climate-related risks include:
• Wildfire, which threatens community health, safety, and the built environment. • Coastal and fluvial flooding, which contributes to erosion, and has implications for homes, businesses, transportation, and infrastructure.
• Coastal erosion, which threatens recreational areas and coastal access and imperils shoreline properties and infrastructure.
• High winds, leading to tree falls, power outages, and transportation disruptions. • Extreme heat, which threatens the health and safety of many at risk population groups.

The analysis found that vulnerability in Half Moon Bay is compounded by geographic isolation, aging and undersized infrastructure, and persistent socioeconomic disparities. The highest vulnerability ratings were observed in:
• The water supply sector, due to the exposure of its infrastructure to fire and landslide hazards, and impacts on water sources from precipitation variability and drought, as well as projected increases in evaporation and reductions in snowmelt, and stressors associated with limited infrastructure redundancy. • Socially vulnerable and lower-income populations, including seniors, agricultural workers, and housing-insecure residents with limited adaptive capacity. 327
Executive Summary
City of Half Moon Bay Climate Action and Adaptation Plan 2 • Critical infrastructure and transportation corridors, such as Highway 92, where failures can have widespread consequences for public services and the economic sector.

Adaptation Strategy and Prioritization Framework
Adaptation strategies were developed through public outreach workshops and aligned with five communityinformed goals. These five overarching goals include:

1. Ensure a Healthy, Resilient, and Self-Sufficient Community

2. Foster a Thriving and Accessible Coastline and Open Space

3. Protect the City through Increased Resilient Infrastructure

4. Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience

5. Support and Increase Economic Sustainability
Specific adaptation actions were developed to address each goal and were prioritized based on the city’s ability to influence or implement, cost, protective value, feasibility, long-term co-benefits, and the number of hazards addressed. The highest-priority suite of adaptation actions among all goals include:
• Enhancing Emergency Preparedness and Response Capabilities The City can expand and better equip Resilience Hubs, which are public facilities such as a community center, senior center, or school that can serve as locations for cooling refuge, information points, and emergency shelters. These hubs should be bolstered with backup power and resilient communications systems. This Plan also calls for establishing emergency communication protocols for populations with language barriers or limited internet access and ensuring transportation routes remain functional during emergencies.
• Investing in Resilient Infrastructure and Long-Term Monitoring Actions include developing a monitoring and evaluation program that is integrated into department daily workflows aimed at monitoring long-term climate impacts to infrastructure. Many of Half Moon Bay’s drainage and stormwater systems are outdated or undersized and were not designed for the intensity or duration of projected future precipitation events. Adaptation actions include modernizing stormwater conveyance systems and maintenance activities, particularly in vulnerable neighborhoods. Shoreline protection, bluff stabilization, and monitoring of erosion-prone areas like the former County landfill on Poplar Street is also prioritized.
• Protecting Vulnerable Populations
The Plan emphasizes expanded support for those most at risk: seniors, low-income residents, mobile home park residents, and agricultural workers. Proposed strategies include establishing distributed solar plus storage solutions to reduce reliance on vulnerable energy infrastructure; expanding affordable housing in safe locations; partnering with organizations like Senior Coastsiders or ALAS to deliver tailored emergency preparedness and adaptation services to specific communities; and maintaining sustained access to the coast and open space areas to provide refuge during high heat events. • Restoring and Leveraging Natural Systems
Nature-based solutions are highlighted as both protective, cost-effective, and have significant co-benefits.

The Plan identifies wetland and riparian restoration to buffer flood risk, dune restoration and sediment management to reduce coastal erosion, and green infrastructure projects to manage runoff and improve water quality. Additionally, reducing impervious surfaces and enhancing tree canopy coverage, particularly in public parks and open spaces, are identified as tools for both flood and heat mitigation. • Strengthening Regional Partnerships and Policy Alignment Recognizing its dependence on regional infrastructure, partners, and services, the Plan identifies strategies to collaborate with Coastside County Water District (CCWD), Pacific Gas & Electric (PG&E), Sewer Authority Mid-Coastside (SAM), San Mateo County, CalFire, Caltrans, and other agencies to implement shared regional climate adaptation solutions. The Plan encourages integrating adaptation planning into the City’s Safety Element (meeting the requirements of SB 379) and aligning capital improvement planning and the Multijurisdictional Hazard Mitigation Plan with vulnerability assessment findings and adaptation priorities to more effectively advocate for funding. 328
Executive Summary
City of Half Moon Bay Climate Action and Adaptation Plan 3 This Plan underscores that adaptation is essential for community and municipal resilience and for equity, safety, and long-term economic stability. This Plan represents a continuing investment in resilience and adaptation and identifies next actions upon which the City and its partners can build. Ongoing community engagement, targeted investment, and cross-sector collaboration will be critical to ensure that Half Moon Bay remains a safe, vibrant, and sustainable community for current and future generations. 329
Executive Summary
City of Half Moon Bay Climate Action and Adaptation Plan 1 An Update on the City’s Adaptation Work
Updates between the CAP publication and this publication.

Since 2018, the City of Half Moon Bay has taken several significant steps to advance its climate goals and lay the groundwork for long-term sustainability and resilience. Early efforts included the opening of a Leadership in Energy and Environmental Design (LEED) and Zero Net Energy-certified library, the City’s 2019 declaration of a climate emergencya, and the establishment of a Sustainability Division within Public Works. That same year, the City Council elevated environmental sustainability to a formal priority.

Over the following years, the City adopted policies to reduce greenhouse gas emissions and waste, including the Disposable Foodware Ordinance (updated in 2022) and the Building Electrification Ordinance, which has since been pausedb. In 2023, the City adopted Phase 1 of its Climate Action Plan (CAP), outlining key near-term actions to reduce emissions. Most recently, in 2025, the City adopted a Transportation Demand Management Plan to promote cleaner and more efficient mobility options. These milestones demonstrate Half Moon Bay’s continued commitment to meaningful local climate action focused on reducing or mitigating greenhouse gases. a On June 18th, 2019, the Half Moon Bay City Council adopted a climate emergency declaration, calling for a mobilization effort to end citywide greenhouse gas emissions as quickly as possible. b
Implementation of the Building Electrification Ordinance was paused following the 2023 federal court decision in the Berkeley case involving the ban of natural gas hookups in new buildings. This ruling set a precedent that could affect other cities such as Half Moon Bay from seeking to implement similar ordinances.

LEED and
ZNE
Certified
Library
Opens
(2018)
Declared
Climate
Emergency
(2019)
Environmental
Sustainability
becomes City
Council Priority
(2019)
Formed
Sustainability
Division
within Public
Works (2019)
City starts
Climate
Action and
Adaptation
Plan (2020)
Adopted
Disposable
Foodware
Ordinance
(2020)
Adopted
Building
Electrification
Ordinance
(2022)
Updated
Disposable
Foodware
Ordinance
(2022)
Adopted
CAP Phase
1 (2023)
Adopted
Transportatio
n Demand
Management
Plan (2025)
330
Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 2 2 Introduction &
Purpose
331
Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 3

2. Introduction and Purpose
The City of Half Moon Bay (City) is committed to sustainability and recognizes its role in addressing the threat of climate change. This Climate Action and Adaptation Plan (CAAP, hereinafter referred to as the Plan) establishes strategies for the City to prepare for and adapt to the effects of climate change, reduce the impacts of future disasters, and recover more quickly when they occur. In support of the City’s climate change adaptation goals, Integral Consulting Inc. (Integral), BluePoint Planning, and Lester Coastal Policy, in conjunction with the City’s Public Works Department (together referred to as the Project Team), prepared this Plan. It provides an overview of City-specific climate change vulnerabilities informed through analysis of climate change hazard models and data. The Plan also reflects input gathered through community outreach efforts to solicit perspectives and guide a vision on adaptation priorities to meet the upcoming challenge. The overall adaptation approach and community engagement process are described more fully in the next chapter.

This Plan describes a path forward for the City to address these changing conditions and create a resilient community. This Plan aligns with and builds upon Phase 1 of the City’s Climate Action Plan (CAP), which provides a comprehensive and strategic approach to sustainability and mitigation of greenhouse gas emissions.

Phase 2, the Adaptation Plan (adding another A to the acronym and becoming the CAAP), provides a directed approach to addressing the various vulnerabilities to climate hazards. This is the first CAAP for the City and the first step in a much larger process to evaluate and plan for the impacts of climate change. Latest information, knowledge, and updated science should be reevaluated over time and incorporated into future planning. As such, this Plan will need to be reevaluated and updated on a regular basis.

Figure 1. The Half Moon Bay Art & Pumpkin Festival takes place annually in the fall (Source: City of Half Moon Bay)
332
Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 4 This Plan is organized into six chapters as outlined below - Document Roadmap
Study Background and Relationship with Other City Plans In March 2020, the City embarked on a combined Climate Action and Adaptation Plan (CAAP), however, the City had to pause when it lost funding due to the COVID-19 pandemic. To address this funding challenge, the City conducted planning in two phases: the Climate Action Plan, or CAP, which focused on greenhouse gas mitigation and was adopted in 2023, and this effort, focused on hazard mitigation, resilience, and adaptation, which began in March of 2023. This Plan will be a complementary document to the CAP. Together; these two documents form the overall Climate Action and Adaptation Plan (CAAP).

The City is concurrently undertaking an update to the Safety Element, which includes climate adaptation strategies in accordance with SB 379. That plan is intended to prepare for a wider range of hazards and for the City to respond when a disaster occurs, and may include such actions as providing emergency response, equipment, food, shelter, and medicine. This Plan’s focus allowed a more detailed vulnerability assessment with a focus on climate change-related hazards, and a focus on adaptation strategies that are forward-thinking to minimize community disruption, loss of life, and property damage resulting from climate change. This plan is a roadmap for climate change action, not a policy document, and can inform other plans such as the Safety Element.

The Plan lays out the City’s strategy for mitigating natural hazards and implementing strategies to adapt to a changing climate, but the success of this Plan rests in our collective global ability to reduce greenhouse gas emissions to limit global warming. Of course, the City of Half Moon Bay and its surrounding coastal neighbors, plus the larger state and national communities cannot do this alone; Half Moon Bay’s efforts are small pieces of the larger global effort. The City’s approach to increase efficiency and reduce emissions is laid out in the City’s

INTRODUCTION
& PURPOSE
This section
provides
context for the
study and
discusses the
importance of
the Plan
(pages 3-13)

PROJECT

PROCESS AND

COMMUNITY

ENGAGEMENT
A framework
and discussion
of the outreach
and
engagement
efforts, plus
what the
community had
to say
(pages 14-20)

VISION,

VALUES &
GOALS
An outline of
the Plan's
vision and
describes the
values and
goals that
guide the Plan
(page 21-23)

VULNERABILITY

ASSESSMENT
This section
offers an
overview of the
City's climate
change
vulnerabilities
(page 24-67)

ADAPTATION

STRATEGIES
Describes how to
approach
adaptation, plus
provides a list of
adaptation goals
and
recommendations
for
implementation
and funding
(page 68-95)

CONCLUSIONS
& NEXT STEPS
Final remarks
and next steps
for adaptation
planning
(page 96-97)
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Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 5 CAP. Together, the CAP and this Plan (CAAP) form the City’s collective response to mitigate and adapt to climate change.

Community Profile
Figure 2. The annual Half Moon Bay Wine & Jazz Festival held in downtown Half Moon Bay (Source: City of Half Moon Bay)
This section provides a brief community profile to provide understanding of the community's characteristics, which provides context for understanding the adaptive capacity of the community, as well as the community-specific sensitivities and unique dynamics that may influence climate change vulnerabilities.

The City of Half Moon Bay is a small coastal community of 11,000 residents. Including the surrounding unincorporated county communities to the north of El Granada, Princeton Harbor, Moss Beach, and Montara, the larger region encompasses approximately 30,000 people. The City is known for its beautiful coastline and smalltown feel, a major appeal to many residents and businesses that draws many tourists to the area. The area is known for its scenic qualities and recreational opportunities, with a highlight being the California Coastal Trail.

The trail meanders for 5 miles along shoreline bluff tops, providing access to beaches, offering breathtaking views of the Pacific Ocean and whale and bird watching, plus opportunities for biking, walking, and horseback riding.

There is also 69 acres of City managed parkland, and thousands of acres of parkland managed by the County, State, and other entities throughout the San Mateo County Coast. The City and the surrounding Coastside communities are also home to a healthy agricultural sector with numerous greenhouses, nurseries, and farms.

The City is located 28 miles south of San Francisco and is a 12- to 15-mile drive over State Highway 92 to the bayside cities in Silicon Valley. Highway 1 is the primary roadway linking Half Moon Bay along the coast to the north and south, and Highway 92 is the primary transportation corridor linking the City in the east–west direction with the San Francisco bayside cities and employment hubs of San Mateo County. On the bayside, the area is linked by Highway 92 to Highways 101 and 280, El Camino Real, and the Caltrain corridor. The median age of City of Half Moon Bay residents has increased by nearly twice the rate as in San Mateo County overall between 1980 and 2010, and stands at 44, up from 32 in 1980 (Dyett and Bhatia, 2014).

A snapshot of demographic highlights includes (City of Half Moon Bay 2024):
• Median Age: 48.3
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Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 6 • Total Households: 4,353
• Average Household Size: 2.7 persons
• Average Household Income: $209,719
• Education—High School Degree or higher: 92.1%
• Education—Bachelor's Degree or higher: 54.6%
• Median Housing Value: $1,425,500
• Percent of Foreign-Born Persons: 20.9%
For people 25 years and older, 88.3% have a high school diploma, and 57.4% have a bachelor’s degree or higher. This high level of education aligns with the region’s location as a vibrant job center and part of the financial, pharmaceutical, and technology centers in San Francisco, Oyster Point, and Silicon Valley. Many of Half Moon Bay’s residents commute outside the City to the San Francisco Bay Area throughout this job-rich region.

The City has also retained employment sectors traditional to the Coastside, such as small businesses and agricultural operations, while also accommodating new businesses and industries that are otherwise primarily thought to be located “over-the-hill” in bayside communities, such as the tech industry (City of Half Moon Bay 2024).

Study Area
The area of interest for this Plan is the incorporated jurisdiction of Half Moon Bay, where the City has direct land use authority. However, because the impacts of climate change extend beyond jurisdictional boundaries, a broader study area was developed. This Plan incorporates three overlapping scales for hazard evaluation and adaptation planning: regional, local, and neighborhood (see Figure 3). The vulnerability assessment addresses hazards primarily at the regional (county-level) scale, while adaptation strategies focus on specific actions the City can take at both local and neighborhood levels to address climate vulnerabilities more precisely.

The regional study area, developed in collaboration with the Project Team, encompasses the entire coastal watershed, extending from Devils Slide in the north to El Granada in the south, and inland to the crest of the Coast Range along California State Route 35 (Skyline Boulevard). This area encompasses unincorporated coastal communities north of Half Moon Bay: Montara, Moss Beach, Princeton Harbor, and El Granada, which contain critical infrastructure supporting the City, such as high-voltage power lines, gas pipelines, water supply systems, and major transportation connections.
c Because land use decisions in these neighboring areas may significantly affect the City’s long-term resilience, the regional scale also identifies opportunities for collaboration to strengthen climate adaptation planning.

The local study area consists of the City’s jurisdictional boundary and adjacent unincorporated areas closely integrated with City services and infrastructure. This area includes the Moonridge neighborhood, the Caltrans Corporation Yard, the James Johnston House property, and portions of unincorporated land along the Highway 92 corridor. These areas were included to align with Local Coastal Plan (LCP) boundaries and the Coastal Zone as regulated by the California Coastal Commission (CCC).

According to the LCP, Half Moon Bay’s land use pattern includes diverse neighborhoods separated by undeveloped open space. While the LCP identifies 22 individual neighborhoods, for this Plan they have been grouped into eight larger neighborhood focus areas, each encompassing multiple smaller neighborhoods and adjacent open space. Highway 1 serves as the east–west boundary between neighborhood groups, while features such as Pilarcitos Creek, Frenchmans Creek, and Wavecrest Open Space delineate other neighborhood areas. These focus areas guide targeted climate vulnerability assessments and localized adaptation strategies.

The eight neighborhood group focus areas include:
c While this Plan evaluates vulnerabilities to the City within this region, it does not focus on adaptation strategies related to regionally connected utilities and infrastructure; instead it focuses on coordination and collaboration and partnerships to plan for these assets. 335
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City of Half Moon Bay Climate Action and Adaptation Plan 7 North Coastal • West Miramar, North Coast Panhandle to Pilar Point Harbor
North Inland • Frenchmans Creek, Upper Roosevelt and Pullman, Watershed Area, Rocket Farms Greenhouses
North Central
Coastal
• Kehoe & Casa Del Mar, SAM Waste Water Treatment
Plant, Belleville, Strawflower Village Plaza
North Central
Inland
• Sea Haven & Spindrift, Grandview, Beachwood Open
Space Area, Highland Park & Terrace, Half Moon Bay
High School
South Central
Coastal
• Pilarcitos Park, Alsace Lorraine, Arleta Park, Former Landfill Site, Oceanview Driving Range
Downtown and 92
Corridor
• Cypress Cove, 92 Corridor, North Downtown, Heritage
Downtown, South Downtown & Senior Campus, Arleta
Park, Cunha Intermediate School, Main Street Park
South Coastal • Ocean Colony and Golf Course, Wavecrest, Canada Cove, Smith Field Park
South Inland • Moonridge, Greenhouses adjacent to Highway 1, Johnston House
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City of Half Moon Bay Climate Action and Adaptation Plan 8 Figure 3. Project study area boundaries. The color-coded areas represent the local study areas. The darker shaded area represents the regional study area which extends from the Tom Lantos tunnel and Devils Slide in the north to Highway 84 in the south.
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City of Half Moon Bay Climate Action and Adaptation Plan 9 Related Efforts
This section provides a list of related major regional planning efforts that include relevant policy guidance for this Plan and provides context for climate change adaptation strategy recommendations in Chapter 6. Note that this is not a fully comprehensive list, and there are additional smaller programs and internal policies that are not included here (e.g., Sewer Maintenance and Management Plan, engineering standards, design standards). Please refer to the CAP (Phase 1) for a description of global, state, county, and local efforts related to climate change mitigation.

City Efforts
General Plan
Under California planning and zoning law, the Land Use Plan and General Plan provide the policy basis for the City’s land use vision. The General Plan is a comprehensive long-term policy direction for the physical development, preservation, and conservation in the City. The General Plan includes additional elements addressing housing, safety, noise, parks and recreation, circulation, and land use, and because the City of Half Moon Bay is located entirely within the California Coastal Zone, the Local Coastal Land Use Plan serves as the City’s Land Use Element. The City integrates hazard mitigation for all pertinent hazards in the Safety Element (see below). The General Plan was comprehensively updated in 2020.

Safety Element—update underway
A Safety Element is a required section of the General Plan that identifies potential natural and human-caused hazards that could affect residents, businesses, and services in the community. Hazards included in a Safety Element can include wildfire, flooding, earthquakes, landslides, extreme weather, sea level rise, pests and diseases, human health hazards, hazardous materials, and others. It is distinguished from this Plan by incorporating a wider range of non-climate related hazards including earthquakes and tsunamis, and evaluating evacuation and access along Highways 1 and 92. Half Moon Bay’s Safety Element was last adopted in 1991 and an update is in progress. Adoption of the updated Safety Element is expected by early 2026.

Capital Improvement Plans—Updated Annually
The City’s Capital Improvement Plan is updated annually. It is a 5-year fiscal planning and budgeting tool for the City to prioritize infrastructure projects.

Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment— 2023
This study filled a gap in the City’s Sea Level Rise Vulnerability Assessment (City of Half Moon Bay 2016) and projected the extent of coastal erosion and vulnerabilities to the Ritz-Carlton resort along a 1-mile stretch of coastline around Miramontes Point at the south end of the City. This upscale resort and golf course provides a substantial source of revenue to the City through transient occupancy taxes (TOTs) and green fees.

Local Coastal Program and Local Coastal Land Use Plan—Adopted 2021 The primary goal of an LCP is to ensure that the local government’s land use plans, zoning ordinances, zoning maps, and implementation actions protect public shoreline access and coastal resources and provide for priority coastal land uses, consistent with the requirements, provisions, and policies of the California Coastal Act. The Local Coastal Land Use Plan (LCLUP) is the land use and resource protection policy component of the LCP. It includes land use designations specifying the types, locations, and intensities of development allowable in the coastal zone. The entire city of Half Moon Bay is in the coastal zone. The LCLUP also identifies land use priorities and how to address land use issues for the City, and it covers foundational policies for guiding coastal development. The City’s LCP has been amended numerous times since 1985 to address changing conditions, 338
Introduction and Purpose
City of Half Moon Bay Climate Action and Adaptation Plan 10 laws, and issues. The LCLUP, together with the Local Coastal Implementation Plan (LCIP), which includes zoning ordinances, zoning maps, and standards and requirements, constitutes the entire LCP. The LCLUP was updated by the City in 2020 to address climate change and environmental hazards related to sea level rise and was certified by the CCC in 2021.

Sustainability Implementation Plan—2020
The Sustainability Implementation Plan outlines opportunities to implement sustainable policies, programs, and projects within the City of Half Moon Bay, including cleanup efforts, outreach and education, and the development and implementation of plans such as this one.

Climate Action Plan—2023
As described above, the CAP constituted Phase 1 of the CAAP and focused on climate mitigation actions and greenhouse gas emission reduction strategies. It was adopted in 2023.

CAAP Outreach Pilot Project—2019
This project was part of the initial CAAP project, which was halted due to COVID-19, and focused on targeted outreach to underrepresented communities in Half Moon Bay, specifically the youth, seniors, and Latino population. It relied heavily on partnerships with three local non-government organizations including Youth Leadership Institute, Ayudando Latinos A Soñar (ALAS), and Senior Coastsiders.

Green Infrastructure Plan—2019
This plan focused on identifying potential green infrastructure projects, including drainage improvements, park improvements, complete streets, intersection improvements, and parking and building improvements.

Parks Master Plan—2019
The Parks Master Plan provides a roadmap for the future of parks in Half Moon Bay and helps focus future decisions and parks resources over the next 15 years. This Plan outlines recommendations to enhance City Parks’ level of service and improve the quality of life for residents and visitors. It includes significant considerations and recommendations related to sustainable landscape practices, including green infrastructure, native plantings, and water-efficient landscaping. This plan does not explicitly address climate change adaptation.

Bicycle and Pedestrian Master Plan—2019
The City’s Bicycle and Pedestrian Master Plan guides the development of programs and facilities to enhance bicycling and walking as practical, efficient, and safe transportation choices for Half Moon Bay residents and workers, plus coastal visitors. It provides recommendations to improve the safety, comfort, and connectivity of the bicycle and pedestrian networks in Half Moon Bay.

Storm Drain Master Plan—2016
The City's 2016 Storm Drain Master Plan established an approach to prioritizing Capital Improvement Program funds to mitigate the impacts of stormwater runoff in the City. This document identified the steps taken to inventory and analyze the existing storm drain system, analyzed capacity restrictions within the storm drain networks, and provided recommendations for a more comprehensive update in fiscal year (25-26).

Plan Half Moon Bay, Sea Level Rise Vulnerability Assessment—2016 This document assesses the City of Half Moon Bay’s vulnerability to sea level rise. It was prepared to ensure that the update to Half Moon Bay’s LCP reflected the conditions, information, and community priorities as of 2016.

This study identified sea level rise impacts for most of the City outside of Miramontes Point and was used to update the LCP in 2020 to reflect more current sea level rise projections. 339
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City of Half Moon Bay Climate Action and Adaptation Plan 11 County Efforts
San Mateo County Local Hazard Mitigation Plan—2021
The San Mateo County Local Hazard Mitigation Plan (LHMP) is a large regional and cross-jurisdictional effort to plan for the reduction of risk from natural and man-made disasters. It assesses hazard vulnerabilities and identifies mitigation actions that jurisdictions will pursue in order to reduce the level of injury, property damage, and community disruption that might otherwise result from such events. The LHMP addresses natural and human-caused hazards, including flooding, drought, wildfire, landslides, severe weather, terrorism, cyber threats, pandemic, and the impact of climate change on hazards, as well as other risks and threats. Projects identified in the LHMP are eligible for federal funding to improve resilience to natural hazards.

San Mateo County Midcoast LCP
This County LCP defines policy, zoning ordinances, zoning maps, and standards and requirements for development along the coastline just north of Half Moon Bay, from the Miramar neighborhood up to the Moss Beach neighborhood.

Coastside Resilience Infrastructure Strategic Plan—Currently Underway The Coastside Resilience Infrastructure Strategic Plan (CRISP) is a critical infrastructure inventory mitigation project, sponsored by Supervisor Ray Mueller and spearheaded by the San Mateo Department of Emergency Management. CRISP promotes a collaborative approach, engaging stakeholders from various agencies and organizations along the coast to prioritize community voices and concerns. Through CRISP, a comprehensive inventory of infrastructures will be conducted to develop a prioritization framework.

OneShoreline Plan Princeton Study—Currently Underway
Plan Princeton is a study by the County of San Mateo to update the development plan for Princeton. The project focuses on the area west of and including Highway 1, between Pillar Point Harbor and Moss Beach. The purpose of this project is to make a comprehensive update to the policies, plans, and standards regulating the Princeton study area.

San Mateo County South Coast Sea Level Rise Vulnerability Assessment—2022 This study evaluated the impacts of coastal hazards on the South Coast from Miramontes Point in the City south to the county line with Santa Cruz County and evaluates 0.8 feet, 1.4 feet, and at 4.9 feet of sea level rise. The vulnerability assessment provided projections of the extent of coastal hazards and of the physical and economic impacts to community assets like buildings, roads, farmland, and coastal access infrastructure.

San Mateo County Sea Level Rise Vulnerability Assessment—2018 This study evaluated the impacts of sea level rise for the bayside of San Mateo County, and in Half Moon Bay at Miramontes Point north to San Francisco. The study evaluated a 1% annual chance storm event with 3.3 feet and

6.6 feet of sea level rise, and the projected extent of coastal erosion with 4.6 feet of sea level rise. The study also included an appendix with a detailed description of local-specific vulnerabilities, which included the Sewer Authority Mid-Coastside (SAM) Wastewater Treatment Plant, the former Half Moon Bay landfill, areas around Mirada Road (located just north of City’s jurisdictional boundary), and other local assets such as the California Coastal Trail.
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City of Half Moon Bay Climate Action and Adaptation Plan 12 Multi-jurisdictional Efforts
Sewer Authority Mid-Coastside Plant Vulnerability Assessment—2024 This study evaluated potential existing fluvial flood hazards along Pilarcitos Creek and Kehoe Waterway under a range of storm recurrence intervals as well as future compound flooding associated with sea level rise and dune erosion for the SAM Wastewater Treatment Plant in Half Moon Bay. The study provided facility-specific recommendations on adaptations to potential existing flooding and future compound hazards from sea level rise.

Urban Water Management Plan (Coastside County Water District Planning)—2021 The Urban Water Management Plan from the Coastside County Water District provides a framework for long-term water supply planning and documents how urban water suppliers fulfill their long-term resource planning responsibilities to ensure adequate water supplies to meet existing and future water demands.

Coastal Regional Sediment Management Plan for the Santa Cruz Littoral Cell, Pillar Point to Moss Landing (USACE, MBNMS, and Noble Consultants 2015) The Santa Cruz Littoral Cell encompasses the 75-mile coastline from Moss Landing to Pillar Point. The regional Coastal Regional Sediment Management Plan was a scientific summary and guidance document to identify sediment sources to potentially restore and maintain coastal beaches and other critical areas of sediment deficit; reduce the proliferation of protective shoreline structures; sustain recreation and tourism; enhance public safety and access; and restore sandy coastal habitats. The Plan recommends future regional- and site-specific strategies for managing and responding to these erosion issues with sediment to protect coastal resources and infrastructure.

San Mateo-Santa Cruz Unit Strategic Fire Plan—2022
This plan identified and prioritized wildfire mitigation and recovery strategies aimed at reducing risk within the San Mateo–Santa Cruz Unit. The Plan has goals and strategies that address specific planning for vulnerable populations including those in schools and nursing facilities as well as the older adult population.

Other Efforts
California Climate Adaptation Strategy (Central Coast Regional Workshop)—2021 This workshop was led by the California Natural Resources Agency and the Governor’s Office of Planning and Research, and involved an in-person event that was held on June 28, 2021d. Drought, wildfire, and sea level rise were the top three climate hazards of concern among respondents. Strategies focused on the following priorities:
protect climate vulnerable communities, advance public health and safety, build a climate resilient economy, accelerate nature-based climate solutions, make decisions based on best available climate science, and leverage resources for climate action through partnerships and collaboration. d An overview of responses from the event can be found at: https://resources.ca.gov/Initiatives/Building-Climate-Resilience/2021-StateAdaptationStrategy-Update 341
Project Process and Community Engagement
City of Half Moon Bay Climate Action and Adaptation Plan 13 3 Project Process &
Community
Engagement
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City of Half Moon Bay Climate Action and Adaptation Plan 14

3. Project Process and Community
Engagement
A Community-Driven Plan
This Plan follows the climate adaptation planning process recommended by the California Governor’s Office of Emergency Services, as outlined in the 2020 California Adaptation Planning Guide (CalOES 2020), and incorporates the latest climate science available. In alignment with this guidance, the Plan is community-driven. At each step, the technical team integrated community input and ideas to shape and direct the plan (see Figure 4 for a visual timeline).

During the first phase of the planning process, the Project Team gathered feedback from the community through in-person pop-up events, online surveys, engagement with school groups, and community listening sessions. This feedback focused on the climate impacts of greatest concern, the community's needs, and the areas they wish to protect.

This information complemented the development of the vulnerability assessment and associated maps (Chapter 5), which assessed the risks of sea level rise, coastal flooding, and erosion; impacts of rising temperatures, including extreme heat, wildfire, drought, and decreased fog; and changes in precipitation, including extreme storms, creek and stormwater flooding, high winds, and secondary impacts such as landslides.

As part of the vulnerability assessment process, the Project Team analyzed the intersection of spatially explicit hazards, such as storm flooding, with the locations of community assets. For non-spatially explicit hazards such as high heat, this assessment relied on climate change projections from CalAdapt and community information such as U.S. Census data to inform where potentially sensitive population groups reside. This information was analyzed and then synthesized into vulnerability assessment scores for various populations, different assets, and service sectors of the community (see Chapter 5).

Once community concerns were identified and the vulnerability assessment was complete, the Project Team developed a set of problem statements to address the impacts of climate hazards on different community assets and populations (Appendix A). During the second community engagement phase, these problem statements were vetted with the public through an online platform called “Consider.it,” where participants could rate their agreement with the problem statements. City staff also conducted in-person outreach for problem statement feedback. The top problem statements were identified based on participant feedback, providing high-priority focus areas in the Plan. City staff also conducted pop-ups to gather feedback on the problem statements and shared the vulnerability maps with the public.

In addition, based on top concerns and input into problem statements, the Project Team developed a set of community values and a vision to reflect the issues and desires of the community. The Project Team also developed a suite of Plan goals alongside community values, which were similarly developed through the community engagement process with input from staff. City staff conducted in-person engagement on project vision and values, and these goals formed the basis of the Plan strategies and influenced the organization of the Plan strategies into the five goal areas (see Chapter 0 for a full description of the goals). The vision, goals, and values were shared with the community, and are listed in the subsequent section. 343
Project Process and Community Engagement
City of Half Moon Bay Climate Action and Adaptation Plan 15 Based on the problem statements, the Project Team prepared a list of adaptation actions by problem statement category. This included identifying work that has already been done to improve resilience and actions to build from existing plans and programs. City department staff reviewed this list, and the Project Team helped to prioritize adaptation policies and actions to incorporate into this Plan. These actions were workshopped and refined to clarify focus and strategy areas while also being organized by community goals. A full list of these adaptation actions can be found in Appendix B.

Figure 4. A visual timeline of the project
Embedding Equity Into the Plan
The City prioritized equity and the Project Team considered it throughout the planning process, from community outreach to vulnerability assessment and adaptation strategy development. Equity was built into outreach through engagement with community-based organizations, including those representing socially vulnerable communities, who took part in listening sessions during the first round of engagement. The vulnerability assessment considered socially vulnerable populations by analyzing where socially vulnerable groups reside and the challenges they may face due to climate change. Finally, in strategy development, the team prioritized actions that promote equity and foster community resilience. This included strategies that protect the City’s most vulnerable populations and prioritize benefits to communities that are disproportionately vulnerable to climate impacts. 344
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City of Half Moon Bay Climate Action and Adaptation Plan 16 Overview of Stakeholders
Throughout the Plan development process, the Project Team engaged the following stakeholder groups:

City of Half Moon Bay Staff
General Public
Cabrillo Unified School District
California State Parks
Coastside Certified Emergency Response Team (CERT)
Coastside County Water District
Coastside Land Trust
Cunha Intermediate School
Grenada Community Service District
Muchia Te’ Indigenous Land Trust
Puente
San Mateo County Parks
San Mateo Resource Conservation District
Sea Hugger
Senior Coastsiders
Community Engagement Phase 1: Understanding
Vulnerabilities
The first round of engagement took place from December 2023 to February 2024. The engagement process included a mix of in-person pop-ups and an online survey designed to reach community members who would be less likely to participate in traditional engagement opportunities and to reach a broader audience. Approximately 15% of in-person participants in the first round were Spanish speakers.

The next round of community outreach assessed the community needs and vulnerabilities to hazards in Half Moon Bay. This phase included pop-ups throughout the community, an online survey, an educational curriculum for students, and listening sessions with representatives from environmental, recreation, transportation, government, and community organizations. Overall, there were at least 337 separate touchpoints with community members during this phase of engagement. Further information on the separate components of these rounds of engagement is provided below.

Project Kick-off Pop-ups
The first round of pop-ups took place in January 2023 throughout the community. The Project Team conducted a dot-voting exercise for the public, which showcased climate hazards including sea level rise, winter storms, drought, wildfire, and increased heat, along with their respective secondary impacts. The Project Team asked the community which climate impacts they were most concerned about. The community was also presented with a map of Half Moon Bay and asked to identify the areas of Half Moon Bay they loved, and which areas they wanted to protect.

Student Engagement
In addition to the community pop-ups, the Project Team created a student curriculum, worksheets, a scavenger hunt, and a similar dot-voting activity for middle school students in Half Moon Bay. This curriculum included a presentation for students to learn about climate hazards and impacts, and Figure 5. The Project Team at a
pop-up event in Half Moon Bay
(source: Blue Point Planning)
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City of Half Moon Bay Climate Action and Adaptation Plan 17 the expected increases in frequency and severity of climate hazards in the next century. Approximately 40 students participated.

Community Pop-ups
Community pop-ups were held at Mac Dutra Park, the Ted Adcock Community Center, and the Half Moon Bay Library. The Project Team conducted a dot-voting exercise for the public which showcased climate hazards including sea level rise, winter storms, drought, wildfire, and increased heat and their respective secondary impacts, and asked the community which climate impacts they were most concerned about. The community was also presented with a map of Half Moon Bay and asked what areas of Half Moon Bay that they loved, and which areas they wanted to protect. These pop-ups garnered over 55 individual responses and project staff talked to more than 100 community members.

Figure 5. Engagement Community Pop-up events (source: Blue Point Planning) Online Survey
The Project Team also hosted an online survey alongside the community pop-ups that was open until the end of February 2024. The survey asked similar questions to the pop-ups with the aim of identifying the community’s concerns about climate hazards. The survey received 178 responses.

Community Listening Sessions
In addition to understanding community concerns around climate hazards, the Project Team held four listening sessions with representatives from 13 community stakeholder groups, including leaders from CBOs and local agency staff, to understand more about the challenges, needs, and opportunities of each of these organizations.

The listening sessions were split up by Environment and Conservation, Recreation and Transportation; Government Agencies; and Community Organizations such as social services organizations. In addition, City staff also did one-on-one outreach with a tribal representative from the Muchia Te’ Indigenous Land Trust.

Overall Findings from Engagement
Listed below are the overall findings from the first round of engagement activities. • Overall, the Half Moon Bay community is “extremely” or “quite” concerned (the top two most concerned survey options) about the impacts of climate change.
• Overall, 74% of the community is very concerned about coastal erosion caused by sea level rise and winter storms, with a further 20% stating they were somewhat concerned. 346
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City of Half Moon Bay Climate Action and Adaptation Plan 18 • Community members indicated they are concerned with power outages caused by any hazard, particularly during winter storms and flooding, and road blockages. • The community is concerned about impacts on water use due to drought. • The community is concerned about poor air quality in the event of a wildfire. • The community survey found that residents are most concerned about secondary climate impacts:
impacts to the natural landscape (65%) and housing/property values (44%), with the remaining categories receiving 38–39%.
• The coastline is a major asset, and participants love and want to protect the beach and coastal trail. • The community identified impacts on mental health, emergency preparedness, tsunamis, and wave flooding as other top concerns during the pop-ups.
• The community has faced excess flooding, particularly in creeks and rivers. The community is concerned with dead trees and trash that are causing these pile-ups. • The community expressed the need for emergency preparedness and community reliance and importance of strong communication channels for the following reasons:
– The community recognizes that Half Moon Bay is in a remote location with limited routes in and out. In cases of emergency or road closures the City and its neighboring communities, who often rely on key City services, are often isolated and unable to get aid or resources into Half Moon Bay or able to evacuate out of Half Moon Baye.
– The community often faces power outages that last multiple days, leaving many without internet access, phone service, or fresh food.
• Additional support services for seniors should be provided during emergencies. • Senior Coastsiders and the High School offer spaces and resources to create Resilience Hubs and act as shelters for the community to go to in times of emergency. Expanding and bolstering these Resilience Hubs can help connect Half Moon Bay with other nearby Coastside communities and provide areas of refuge to these communities.
• The community is interested in affordable renewable energy sources, especially for its most vulnerable residents, like solar energy with increased energy storage.

Community Engagement Phase 2: Priority Setting
Phase 2 of the engagement took place between August and September 2024 and included in-person outreach at the Half Moon Bay Library, a City Council Meeting, the Senior Coastsiders lunchtime service, and Make It Main Street's back-to-school night. The Project Team also solicited input on problem statements through the online platform Consider.it, which asks users to rate their agreement with each problem statement with the opportunity to provide comments for feedback, similar to the in-person exercise. A total of 13 users participated via the online platform. In-person engagement included four pop-up events, during which City staff interacted with approximately 119 people, resulting in 47 completed surveys (which asked the same set of questions as the online platform). This brought the total survey participation to 60 individuals when combining in-person and online responses. Additionally,132 individual touchpoints were achieved by adding the 13 online responses to the 119 in-person engagements. Below are the top three hazards from the problem statements that received the highest level of agreement during this round of engagement:
• High winds can lead to trees falling and downing power lines, which can block roadways and cause dangerous situations for residents and visitors. These events can also disrupt electrical and communication connections to the broader region.
e Many community members expressed concerns about evacuation. Evacuation is a significant issue for the community and is being considered in the Safety Element update. 347
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City of Half Moon Bay Climate Action and Adaptation Plan 19 • Wildfire can lead to road closures, damage to roads and transportation infrastructure, and also have indirect impacts such as reduced visibility due to wildfire smoke and an increased likelihood of washouts post-fire. Wildfire risk in the region can also lead to public safety power shut-offs, which shut off electricity in the City and beyond, sometimes including infrastructure such as cell towers, traffic lights, and pump stations.
• Flooding impacts, especially to the SAM Wastewater Treatment Plant, are a concern. This facility has flooded in the past and remains at an elevated risk of future flooding in extreme storm events.

Figure 6. Priority setting community engagement event outside of City Hall (source: City of Half Moon Bay) 348
Values and Goals
City of Half Moon Bay Climate Action and Adaptation Plan 20 5 4
Values & Goals
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Values and Goals
City of Half Moon Bay Climate Action and Adaptation Plan 21

4. Vision, Values, and Goals
Vision and Values
Based on input gathered from the community engagement described in the previous chapter, the Project Team developed a series of values and goals to guide the Adaptation Plan effort, which in turn contributed to the Plan’s vision. The Plan’s vision for the City of Half Moon Bay is to be better prepared for future hazards and climate impacts by reducing the impact of climate change and disasters, and by ensuring equitable recovery from disasters when they do occur. This vision formed from community values gathered during the first engagement round: working across the City to form community and resilience to climate impacts, developing regional connections to support regional resilience, supporting vulnerable populations, and safeguarding natural systems.

Below is a list of community values that can help achieve this vision.

Figure 7. Project values including community, connection, equity, and nature 350
Values and Goals
City of Half Moon Bay Climate Action and Adaptation Plan 22 Goals
The first round of community engagement resulted in the following project goals (see Figure 8). City staff and subsequent engagement activities vetted and confirmed the initial goals. These goals reflect the community’s focus for adaptation and serve as the organizing structure for the Plan and strategies. By grounding the Plan in community goals, strategies and actions are more closely aligned to community values and can be more effectively supported and implemented. Each goal serves a distinct community need and has specific City departments associated with action implementation (see Chapter 6). With this approach, each department or community audience can reference this document and use it to help guide future efforts and work priorities.

Figure 8. Project goals developed in conjunction with City staff and the community 351
City of Half Moon Bay Climate Action and Adaptation Plan 23 5 Vulnerability
Assessment
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Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 24

5. Vulnerability Assessment
Overview
The City of Half Moon Bay faces a range of climate-related hazards, including wildfire, coastal and fluvial flooding, landslides, coastal erosion, storm wave flooding, and increased extreme heat events. These hazards can lead to cascading impacts that disrupt infrastructure, businesses, services, and quality of life, potentially causing longterm or even permanent changes.

Climate change hazards interact with the community’s preexisting conditions to determine the level of vulnerability for specific assets, services, or population groups. These conditions include sensitivities such as aging stormwater infrastructure, a shortage of affordable housing, and the community’s adaptive capacity. Adaptive capacity varies based on factors like civic engagement, legal or political challenges, and staffing or funding limitations.

This chapter assesses exposure to climate hazards in conjunction with sector-specific sensitivities and adaptive capacities, providing a comprehensive overview of the most significant vulnerabilities across the City’s social, economic, natural, and built systems.

The most prominent climate change hazards include the following:
• Wildfire and extreme heat, which could directly impact homes, businesses, and infrastructure and have indirect impacts on a wide range of systems, including human health. • Drought conditions are projected to rise, impacting ecosystems, water resources, and the local economy. • Emergent groundwater which could be problematic in low-lying areas such as around the mouth of Pilarcitos Creek.
• Stormwater and fluvial flooding events could increase, leading to disruptions and damage in low-lying areas.
• Coastal erosion and sea level rise could threaten homes, roads, recreation areas, and utilities along the shoreline.
• High winds and other secondary impacts such as tree fall could lead to disruptions to power distribution systems and other utilities.
• Debris flow and landslides could increase due to more intense precipitation and other cascading impacts. The hazard will be highest on steep slopes and creekbanks. • Decreased coastal fog could have impacts on agriculture and coastal habitat areas, especially redwood forests.

Sensitivities and adaptive capacities are characterized by:
• High cost of living impacts the potential adaptive capacity of the community, and especially socially vulnerable populations, including seniors, low-income residents, agricultural workers, and unhoused individuals. Socially vulnerable populations who are exposed to multiple hazards might not be supported by social systems and often lack adaptive capacity.
• Aging and undersized stormwater systems, particularly in older neighborhoods, and even newer neighborhoods that may have deferred maintenance.
• Limited redundancy in utility services that are prone to closure from landslides, flooding, and wind. • Confined geographies and limited space affecting where Highways and other systems can be rerouted.

These intersecting hazards and sensitivities result in the highest vulnerabilities in:
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City of Half Moon Bay Climate Action and Adaptation Plan 25 • The water supply sector, where the collection, storage, and distribution systems have an extremely high degree of exposure to climate change hazards including wildfire, landslides, and changes in precipitation, and the system is particularly sensitive due to limited redundancy and sensitivity to cascading hazards such as reduced snowpack.
• Socially vulnerable groups, who face compounding risks from a wide range of climate impacts and face systemic barriers to recovery.
• Critical infrastructure and transportation corridors, which include Highway 92, where damage or disruption can cascade through other systems and services and affect emergency response, communications, and economic stability.

Overall, vulnerability in Half Moon Bay is driven not just by exposure to climate hazards, but by the ways in which preexisting conditions—like outdated infrastructure, socioeconomic disparities, and geographic constraints— amplify risk and reduce resilience. In the following vulnerability assessment, a narrative with supporting tables and maps outlines the vulnerabilities to the City. In the subsequent chapter (Chapter 6. Adaptation Strategies), the vulnerabilities detailed here are used to inform a suite of adaptation strategies.

Vulnerability Assessment Introduction
Half Moon Bay is already experiencing the effects of climate change, and these impacts are expected to intensify in the coming decades. Rising temperatures, prolonged droughts, increased wildfire risk, coastal erosion, flooding, and sea level rise threaten the City’s residents, infrastructure, ecosystems, and economy. These hazards do not act in isolation; rather, they interact through cascading and compounding effects that can overwhelm systems and accelerate damage.

Local and regional infrastructure and utilities are critical for community function, and much of these assets and services are highly exposed to climate change and climate hazards, which is compounded by the Coastside’s remote and rural nature. As mentioned in the section above, the City’s water supply is highly vulnerable to climate change. This sector includes the imported water supply from the Tuolumne Watershed and the regional surface water supply from the local watersheds. Not only will climate change bring greater uncertainty in precipitation on which the water supply depends, but the pumping and conveyance infrastructure, which is located in and traverses rugged terrain, is highly exposed to wildfire, fluvial flood hazards, landslide and earth movement, and a range of cascading impacts including sedimentation and pollution burden. The Coastside County Water District (CCWD) has developed an Urban Water Management Plan (2021) that outlines the goals, strategies, and actions to address these vulnerabilities. CCWD’s plan sets a vision for developing adaptive capacity, and the City has an opportunity to find alignment with and partner with this agency to ensure success for this vision. 354
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City of Half Moon Bay Climate Action and Adaptation Plan 26 Figure 9. Pilarcitos Reservoir, located north of Half Moon Bay within the San Francisco Peninsula watershed, a 23,000-acre protected area managed by the San Francisco Public Utilities Commission (Photo: Coastside Buzz) Certain areas of the City face elevated risks from climate change hazards due to their geographic location and specific vulnerabilities. Many of the greenhouses are situated in areas prone to wildfires and landslides. Due to the nature of their operations, these businesses are particularly sensitive to changes in temperature and water availability, making them highly vulnerable to climate-related impacts. Half Moon Bay High School is also at risk, not only because of its physical location, but also because of the population it serves, which may be more susceptible to disruption caused by climate events. The former Half Moon Bay landfill, now owned and managed by San Mateo County, is another critical site of concern. Located near the coast at the end of Poplar Street, this 14-acre parcel is exposed to coastal wave action, increasing the risk of coastal erosion. Failure at this site could have serious consequences, potentially exposing humans and wildlife to buried waste and allowing contaminants to reach the Pacific Ocean. There is, however, some adaptive capacity at the landfill site. To address erosion risks, a cap has been constructed to help stabilize the bluff. In 2021, Anchor QEA conducted a comprehensive geotechnical assessment of the site. The evaluation included a range of bluff armoring alternatives and concluded with specific recommendations to further reduce erosion risk (Anchor QEA, 2021).

Figure 10. Former landfill and landfill cap, located at Poplar Beach (source: City of Half Moon Bay) The sections below outline the hazards facing Half Moon Bay, along with the populations, assets, and services that are most sensitive to those hazards. The assessment highlights that while climate change presents risks citywide, certain sectors—such as water supply, stormwater infrastructure, transportation, and socially vulnerable populations—are particularly exposed due to their location, structural condition, or capacity to withstand trauma.

By identifying the areas of greatest vulnerability, this assessment provides the foundation for strategic planning, investment, and community engagement to reduce risk and build resilience. It is intended to inform not only climate adaptation strategies, but also land use decisions and infrastructure investments that will shape the future health and sustainability of Half Moon Bay. The vulnerability assessment and the problem statements helped support the selection of climate adaptation and resilience goals (outlined previously in Chapter 0), as well as the prioritization of adaptation strategies that can help increase community resilience (Chapter 6).

Methodology
The vulnerability assessment focused on determining the threat of different types of hazards to different systems within the Half Moon Bay community. Vulnerability to climate change hazards is evaluated based on three main criteria: 1) exposure to hazards, 2) population, asset, or service sensitivity to hazards, and 3) the adaptive 355
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City of Half Moon Bay Climate Action and Adaptation Plan 27 capacity of the population, asset, or service. The following sections outline the steps taken to perform the vulnerability assessment, including how hazards were characterized, how system-specific sensitivities were identified, and how vulnerability rankings were derived to prioritize areas of greatest concern.

Climate Change Hazards
This Plan utilizes multiple standard data sources to assess and understand climate hazards for Half Moon Bay.

To assess a full range of potential vulnerabilities, this Plan considers two standard scenarios:
• A medium emissions scenario where global greenhouse gases peak in 2045 and then decline (also known as RCP 4.5), and
• A high emissions scenario where global emissions continue to rise through the end of the century unabated (also known as RCP 8.5)
f
Critical data sets and climate hazard considerations for the Vulnerability Assessment include changes in precipitation, increased temperature, and drought stress. g These datasets provide a historic baseline from which to consider future conditions out to 2070 to 2099. Climate change scenarios analyzed in this study used localized (or downscaled) data from California’s Fourth Climate Change Assessment to identify the ranges in both the magnitude and timing of climate-change-related impacts.

Cascading Impacts
Climate hazards do not occur in isolation. Each one can set off a chain of secondary effects that ripple across systems and amplify overall risk. These cascading impacts occur when an initial stressor—such as a prolonged drought coupled with high winds—triggers additional hazards such as wildfire, which then leads to disruptions and impacts such as power outages, degraded air or water quality, or disruption to emergency/essential services.

Because different sectors depend on interconnected systems, the same initial hazard may lead to different outcomes depending on where and how it occurs.

The vulnerability assessment considered cascading impacts unique to Half Moon Bay, and these relationships are illustrated in the network diagram in Figure 11, which links primary climate change drivers—increased heat, sea level rise, altered precipitation patterns (represented as the largest nodes)—to specific hazards and secondary impacts they can initiate. These hazards, in turn, have impacts on critical systems such as infrastructure, water supply, ecosystems, human health, and emergency services. Feedback loops can intensify these interactions; for example, wildfire is worsened by high heat and wind, which can further dry vegetation and increase local temperatures, reinforcing fire-prone conditions. This network diagram is an example of using a systems-based approach, which helps identify where risks may compound and where targeted resilience strategies can have the greatest effect.

By way of illustration, certain stressors and hazards will have greater and further-reaching effects with more cascading impacts than others. The relative impact can be seen in Figure 11 as the greater number of linkages associated with wildfire than the number of linkages associated with reduced fog. While both hazards have significant impacts, the threat of wildfire is likely to have a greater impact on Half Moon Bay’s systems than reduced fog.
f The Intergovernmental Panel on Climate Change (IPCC) uses a range of global climate models (GCMs) to project future climate changes and related hazards. These GCMs are based on a range of relative concentration pathways (RCPs) that relate scenarios of development patterns with emission scenarios, and this study has evaluated both RCPs 4.5 and 8.5 to provide a range of future climate change scenarios.

Note that the latest Sixth Assessment IPPC report uses CMIP6, which relies on SSPs (Shared Socioeconomic Pathways) rather than RCPs.

SSPs encompass broader socioeconomic factors influencing climate change, providing a more holistic view of future scenarios. However, as most prior reports and most of the model data relies on CMIP5, this study has continued to use RCPs to maintain consistency. g These data were sourced from CalAdapt (cal-adapt.org), an online tool that presents historical and modeled projections based on 10 different global climate models that have been localized to 3.7-mile by 3.7-mile grids. These projections are forecasted to the end of the century (2070 to 2099) and are compared to a modeled historical baseline (1961 to 1990). 356
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City of Half Moon Bay Climate Action and Adaptation Plan 28 How the chain of events may play out depends on community decisions and the community’s ability to mitigate and adapt to climate change. As climate-related natural disasters become more frequent and intense, costs for disaster response and relief are anticipated to increase. This may create a financial burden on the community, which may affect some groups more than others, such as underserved communities and socially vulnerable populations. In addition, a loss of homes and businesses in fire- or flood-prone areas may reduce the City of Half Moon Bay’s income from property and sales taxes. Climate change is also anticipated to impact public buildings, critical infrastructure, the transportation network, and community services, which may affect ratepayers directly, as well as impact the quality of service that the community expects. The cost of upkeep, mitigation measures, and recovery post-disaster could have significant impacts on the fiscal health of the City, County, and State. The anticipated financial burden reflects how initiative-taking measures and allocating resources and investment in climate change protection strategies now will function as insurance against the costliest impacts that are projected in this assessment.
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City of Half Moon Bay Climate Action and Adaptation Plan 29 Figure 11. Primary climate change and environmental drivers with their associated cascading impacts that will likely affect social, economic, and life-sustaining systems. 358
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City of Half Moon Bay Climate Action and Adaptation Plan 30 Hazards Considered
The hazards evaluated in this vulnerability assessment reflect the wide-ranging consequences of shifting environmental stressors and are depicted as secondary nodes in Figure 11 (see the medium-sized circles, e.g.

Drought, Stormwater Flooding etc.). As summarized in Table 1, these hazards are grouped into three categories:

Rising Temperatures and Changes in Precipitation (e.g., extreme heat, drought, wildfire, fluvial flooding); Sea Level Rise and Coastal Hazards (e.g., coastal wave flooding, cliff and dune erosion); and Escalating Climate Stressors and Secondary Effects (e.g., high-intensity winds, declining ocean health, and other systemic disruptions).

Table 1. Climate Change Hazards and Data Sets Evaluated in the Vulnerability Assessment. (Data sets are noted in parentheses.)
Rising Temperatures and Changes in Precipitation
• Increased Agricultural and Ecological Drought (CalAdapt) • Increased Extreme Heat (CalAdapt)
• Increased Fire Weather and Wildfire Threat (CalAdapt and Cal Fire) • Stormwater Flooding and Fluvial Flooding (FEMA and Other Studies) • Increase in Landslides, Debris Flow, and Terrestrial Erosion (CGS) Sea Level Rise and Coastal Hazards
• Increase in Coastal Wave Flooding (USGS, FEMA)
• Increase in Coastal Erosion, both Dune and Cliff (USGS, Pacific Institute, and Integral Consulting’s Miramontes Point Study)
• Emerging Groundwater and Saltwater Intrusion (USGS)
Escalating Climate Stressors and Secondary Effects
• Decreased fog (USGS)
• Increase in High Intensity Winds and Extreme Weather
• Reduced Air Quality and Increase in Smoke
• Reduced Ocean Health including Warming, Acidity, Changes in Upwelling, and Increased Contamination • Increased Pollution Burden including Contaminants and Silt • Changes to Biodiversity, Ecosystems and an Increase in Pests Sector Descriptions and Data Sources
Hazards were assessed for Half Moon Bay’s social, economic, natural, and built systems, which were organized into community sectors. Community sectors comprised different elements such as key populations, assets, and services. Some of these elements have management structures such as City of Half Moon Bay, the County of San Mateo, the State of California, PG&E, or the CCWD, and when applicable, those entities are noted in the vulnerability assessment tables (Tables 2–8).

In conversation with City staff, the community sectors included sensitive populations; sensitive structures; areas of natural, cultural, economic and social importance; and key infrastructure systems and critical public services.

These sectors are detailed below.

Socially vulnerable populations include sensitive community groups and rely on data collected by the American Community Survey (ACS).These populations were mapped by neighborhood and indicate areas with a higher percentage of Fixed Income, Low Income, Renters, Linguistically Isolated, Small Business Owners, Service 359
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City of Half Moon Bay Climate Action and Adaptation Plan 31 Industry Workers, Agricultural Workers, Children (under 5), Seniors (65+), Unhoused or Housing Insecure, Climate Refuges, Disabled, Low Resourced People of Color, Visitors, Residents of Mobile Home Parks, Unemployed, and Persons without High School Diplomas.

Homes and businesses include most structures in the City, with building footprints sourced from Microsoft Building Footprints in 2024. These were organized by place, with neighborhoods grouped by North Coastal, North Inland, North Central Coastal, North Central Inland, South Central Coastal, Downtown and 92 Corridor, South Coastal, and South Inland.

Transportation includes state roads, local roads, and public transportation. Transportation data were sourced from OpenStreetMap and the County of San Mateo. This sector does not include active transportation infrastructure such as the California Coastal Trail; this asset has been included in the ‘Parks, beaches, and open space’ sector analysis.

Parks, beaches, and open space include all natural and managed parks and open space areas, including active recreation trails. Open space data were sourced from the California Protected Areas Database. These include the following:
• Natural assets: California state beaches and campgrounds. • Active transportation and recreation: California Coastal Trail, East Side Parallel Trail and Naomi Patridge Trail.
• City parks and other recreation facilities: John L. Carter Memorial Park, Kitty Fernandez Park, Frenchmans Creek Park, Ocean View Park, Smith Field, Oak Avenue Park, Mac Dutra Park, Main Street Park Playground, Moonridge Playground, Skate Park, and Kehoe Park. • City beaches: Cañada Verde/Manhattan Beach, Redondo Beach, Poplar Beach, Surfers Beach.

Economy, business sector, workforce includes the tourist economy, agricultural economy, blue economy/ocean economy, construction workforce, office and institutional workforce, transportation workforce, and service workforce. Due to the highly distributed nature of the businesses and the workforce, this category was not mapped.

Utilities and public services include the critical public services upon which the community depends. These services were further subdivided between regional and local public services. Due to the locational sensitivity of these assets, they were not mapped in the assessment.

Regional utilities and services include the following:
• Energy: Lines and substation, managed by PG&E.
• Communications and internet: Lines, towers, and underground utilities, managed by AT&T, Verizon, and others.
• Wastewater: Treatment plant, lines, tanks, pumps stations, outfall, managed by SAM, City of Half Moon Bay, the Granada Community Services District, and Montara Sanitary District. • Water supply: Regional and local water supply, lines, pump stations, storage tanks, managed by the CCWD and SFPUD.
• Emergency response: Fire and police services, managed by the San Mateo County Sheriff’s Office and the Coastside Fire Protection District.

Locally Managed Infrastructure and Facilities include the stormwater drainage system, outfalls, the corporate yard, schools, and other public buildings.
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City of Half Moon Bay Climate Action and Adaptation Plan 32 Assessment Method
Vulnerability to climate change hazards was evaluated using a vulnerability score, which encompasses a hazard ranking as well as the sensitivity and the current adaptive capacity of a population, asset, or service. A figure illustrating this relationship is provided in Figure 12.

Hazard Ranking
The hazard ranking reflects how much a specific threat—like flooding or heat—might affect different parts of the community. The ranking is based on two main ideas: how likely the hazard is now and, in the future (timing), and how widespread or intense the impact could be (exposure). Timing came from future climate projections described in CalAdapt and from the Phase 1 CAP, and exposure was informed through evaluation of spatially explicit hazard zones and evaluation of the Cascading Impacts network diagram (Figure 11). Every sector has specific elements with varying hazard timings and exposures, and these were quantified using a simple high, medium, or low scale, where:
• Low signifies that community members may not notice much change, or the damage and interruptions may be minor. Generally, this included hazards that are expected to be less severe in the near- to midterm (out to 2050). • Medium signifies noticeable impacts to the community with corresponding impact to the quality of life.

Damage, service interruptions, and other impacts are expected. • High signifies that the well-being of the community declines significantly, and buildings, infrastructure, and services will not function as intended or meet community demand. These hazards are also associated with a severe risk of injury or death to people or of significant or total ecosystem loss.

Generally, this includes hazards that are expected to be more severe in the near-to mid-term (out to 2050).

For each hazard category (rising temperatures and changes in precipitation, sea level rise and coastal hazards, escalating climate stressors and secondary effects), individual hazards were cumulated to create a category hazard ranking. These rankings were then weighted and cumulated to create the overall hazard rankings.

Sensitivity
Sensitivity is the degree to which the sector element would be affected by exposure to a hazard. It is informed by preexisting conditions, which might increase the level of sensitivity. There are many ways sensitivity can be defined for each sector element, depending on whether the sector element is a population, an asset, or a service.

In general, a sector element that is highly sensitive may lose its primary function or experience severe disruptions if exposed to any degree of hazard. If a sector element will lose only part of its function, it is considered moderately sensitive, and if a sector element can maintain its primary function(s) during exposure, it is defined as low sensitivity.

Current Adaptive Capacity
Current adaptive capacity refers to the sector element's ability to function during or recover quickly from any temporary impact (either with no or very little intervention), as well as its ability to adapt to potential impacts or changes resulting from climate hazards. An example of high adaptive capacity would be a facility with backup generators, emergency plans, or an ability to move its primary functions to less hazardous locations. A sector element with a low adaptive capacity would be one that does not have any plans in place, or is unable to maintain or quickly restore operations or functionality following hazard impacts. Barriers that affect adaptive capacity include costs or other resource constraints, lack of available space for relocation, restricted access to technological and other resources, lack of support from decision-makers, and limited access to alternatives that meet the same level of service.
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City of Half Moon Bay Climate Action and Adaptation Plan 33 Figure 12. Factors considered in the vulnerability assessment The vulnerability score is made up of the hazard ranking, sensitivity capacity score, and adaptive capacity score for each sector element. The vulnerability score represents the degree of urgency associated with the level of climate change risk for each element. For example, consider unhoused or housing-insecure individuals (see the first row of Table 2 on pg. 3737), a subgroup within the socially vulnerable populations. This group faces very high exposure to hazards related to rising temperatures and changes in precipitation, and high exposure to escalating climate stressors and cascading impacts. However, because unhoused individuals do not have fixed housing locations, their general exposure to sea level rise hazards is low. These factors together result in a high overall hazard ranking. Due to this population’s limited resources, higher rates of chronic health conditions, and other societal barriers, this population also has low adaptive capacity and high sensitivity, leading to a very high sensitivity ranking. When combined, these elements result in a very high overall vulnerability.

Data Limitations and Disclaimer
There are inherent limitations and uncertainties in the vulnerability assessment analysis that stem from gaps in the data, as well as difficulties in summarizing complex systems. One example of a data gap can be found in the ACS from the U.S. Census Bureau, which often overlooks certain segments of the community (e.g., homeless populations, undocumented immigrants). The spatial aggregation method at the census block group level may hide small population groups or localized differences in populations within the block group. h
In addition, the
hazards data may have gaps or significant uncertainty when projecting changes in future time horizons. For instance, the Federal Emergency Management Agency (FEMA) 100-year flood zone was not available for some portions of Pilarcitos Creek and was supplemented with model data from separate studies. The California Department of Forestry and Fire Protection (Cal Fire) Fire Hazard Severity Zones also have significant uncertainty, as the zones are based on existing vegetation, land use, fire history, and terrain, but cannot account for the wide range of potential future states.
h This is partly done because of the ACS sample sizes, i.e. it wouldn’t be reliable at lower scales even if it were available. 362
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City of Half Moon Bay Climate Action and Adaptation Plan 34 Results
The results of the vulnerability assessment are divided into two sections. The first consists of a vulnerability assessment narrative and tables, and the second section consists of maps.

Sector Narratives and Vulnerability Tables
Socially Vulnerable Populations
Socially vulnerable groups in Half Moon Bay include, but are not limited to, seniors, children, mobile home residents, individuals with health sensitivities or mobility limitations, racially marginalized groups, individuals facing language isolation, and low-income community members. These populations are presented first in the sectoral vulnerability assessment to emphasize their importance. Unlike community assets and services, where physical damage and losses from climate hazards can often be quantified and repaired, harm to people is not easily monetized. While structures and utilities support quality of life, they can be rebuilt or restored. For socially vulnerable groups, the consequences of hazard exposure can be lasting, compounding, and far-reaching.

Almost all socially vulnerable groups (except for tourists) received very high vulnerability rankings due to the combination of high exposure and sensitivity. The reason tourists did not have this high vulnerability is due to their very low sensitivity (i.e., they are only visiting Half Moon Bay and can more easily leave or avoid traveling to Half Moon Bay during a climate hazard, and also do not have their homes or businesses located in Half Moon Bay).

Hazard Ranking
Among all climate-related hazards, extreme heat, wildfire, and air quality degradation pose the greatest threats to socially vulnerable groups due to their widespread exposure and increasing timing (likelihood and frequency of occurrence). These hazards are already affecting the region and are projected to worsen with climate change.

Socially vulnerable groups are often exposed to these hazards at higher rates because of where they live or work.

For example, Half Moon Bay has a substantial number of outdoor workers, many in agriculture, who are already being exposed to higher temperatures and poor air quality with limited current adaptive capacity.

During the July 2023 heat wave, agricultural workers in Half Moon Bay experienced increased risks of heatrelated illnesses and reduced work hours. In other inland California communities, the severity of the heat prompted the issuance of a high-heat hazard alert. In response, the Biden administration called on the Occupational Safety and Health Administration (OSHA) to develop a federal heat safety standard to protect outdoor workers (U.S. Department of Labor 2024). This national policy shift was partly driven by the hardships faced in places like Half Moon Bay.

Sensitivity and Current Adaptive Capacity
Socially vulnerable populations are highly sensitive to climate hazards because of preexisting social, economic, and health conditions. Sensitivity varies depending on whether the population is defined by age, income, health, housing, or other factors:
• Age is one of the most acute drivers of sensitivity. Half Moon Bay’s population has aged significantly over the past three decades. Between 1990 and 2017, the proportion of children (ages 0–17) declined from

24.1% to 18.8%, while adults aged 65 and older increased from 9.6% to nearly 21% (City of Half Moon Bay 2021). This aging trend matters because older adults are more vulnerable to health impacts from heat and wildfire smoke, particularly those with preexisting respiratory or cardiovascular conditions. • Health conditions such as asthma or cardiovascular disease increase sensitivity, especially for outdoor workers who are chronically exposed to poor air quality and high heat. • Occupational exposure compounds sensitivity. Agricultural workers, already exposed to extreme outdoor conditions, often live in housing that lacks insulation or structural protection from the elements.

The 2023 heat wave revealed how these vulnerabilities translate into real impact– reduced work hours, greater illness risk, and amplified public concern.
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City of Half Moon Bay Climate Action and Adaptation Plan 35 • Housing insecurity also amplifies sensitivity. Homeless populations often reside in exposed areas— under bridges, along creeks, or near wildland-urban interfaces—where hazard exposure is highest. For example, during the January 2023 flooding of Pilarcitos Creek, an encampment near Strawflower Plaza was inundated, putting residents at risk and posing secondary threats to water quality, ecosystems, and public health. Debris from the site was washed downstream, a stark visual of how vulnerability and hazard exposure intersect (Figure 13).

Figure 13. Debris from a homeless encampment that has been washed downriver along Pilarcitos Creek (source:

Integral Consulting)
• Mobile home parks are particularly sensitive due to their structural characteristics. Cañada Cove Mobile Home Park, the largest in the City, is located at the southern end of town and houses a significant number of highly-sensitive residents. Mobile homes may be less resilient to flooding, high winds, and heat due to construction materials, lack of insulation, and limited ability to be retrofitted or reinforced. • Limited affordable housing options, which force people into higher-risk locations or substandard structures.
• Limited public transportation and mobility barriers, especially for seniors or those with disabilities. • High cost of living in coastal communities, which limits financial flexibility during emergencies. • Language isolation, which can prevent residents from receiving or acting on emergency communications.
• Racial inequities and historical disenfranchisement, which affect access to public services, trust in government, and representation in planning decisions.
• Limited access to health insurance and high cost of utilities, which create financial stress during and after hazard events.
• Homelessness is a particularly stark example of low adaptive capacity. When disaster strikes, those without housing have limited ability to find safe shelter or relocate. Discrimination or stigma may further reduce access to public recovery resources. During floods, encampments are not only physically threatened but also excluded from most emergency response systems.

Geographic Distribution of Vulnerability
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City of Half Moon Bay Climate Action and Adaptation Plan 36 While socially vulnerable populations live throughout Half Moon Bay, certain areas are disproportionately affected, as illustrated in Table 2. Spatial analysis using data from the San Francisco Bay Conservation and Development Commission (BCDC), based on the U.S. Census ACS, identifies the area south of Kelly Avenue to Main Street and Highway 1—roughly downtown—as having the highest concentration of underserved residents (Figure 32).

These include individuals who are very low-income, disabled, elderly, or living alone. Although this area is relatively close to public services such as the Half Moon Bay Library, the Ted Adcock Community Center, schools, and San Mateo County health offices, proximity does not guarantee access, especially when linguistic, financial, or cultural barriers are present.

Some vulnerable communities are not well-captured in this data. For example, mobile home parks can contain a large share of residents with heightened exposure and limited options for recovery. Because the U.S. Census does not always clearly reflect conditions in manufactured housing communities, targeted outreach and tailored resilience planning are essential for these groups.
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City of Half Moon Bay Climate Action and Adaptation Plan 37 Table 2. Vulnerability assessment for Socially Vulnerable Populations. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking.

Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Socially Vulnerable
Populations
Sea Level Rise Ranking
Rising Temperatures and
Changes in Precipitation
Ranking
Escalating Climate Stressors
and Cascading Impacts
Ranking
Weighted Hazard Ranking Sensitivity Ranking Vulnerability Ranking Unhoused or Housing Insecure Low Very High High High Very High Very High Agricultural Workers Low High High High Very High Very High Disabled Low High Moderate High Very High Very High
Seniors (65+) Low Moderate Moderate High Very High Very High Children (under 5) Low Moderate Moderate High Very High Very High Residents of Mobile Home Parks Low High Low High High High Low Resources People of Color Low High Low Moderate High High Low Income Low Moderate Low Moderate High High
Fixed Income Low Moderate Low Moderate High High
Linguistically Isolated Low Moderate Low Moderate High High Unemployed Low Moderate Low Moderate High High
Renters Low High Low Moderate High High
Climate Refugeesi
Low Low Low Low High Moderate
Service Industry Workers Moderate Moderate Low Moderate Moderate Moderate Persons without HS Degree Low Moderate Low Moderate Moderate Moderate Small Business Owners Low Moderate Low Moderate Low Moderate Visitors Moderate Moderate Low Moderate Very Low Low
i Climate refugees are defined as people escaping inland areas during the summer months 366
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City of Half Moon Bay Climate Action and Adaptation Plan 38 Homes, Businesses and Neighborhood Areas
The homes, businesses, and other structures of Half Moon Bay are highly vulnerable to a range of climate-related hazards, including wildfire, riverine and stormwater flooding, landslides, coastal erosion, and extreme wind events. Older structures, rental units, and areas with older and undersized infrastructure were identified as the most imminent sensitivities. Adaptive capacity is related to a variety of factors, including the availability of insurance, ownership status of the structure, permitting, and building code compliance. Assessing these risks and fully understanding existing adaptive capacity is essential for guiding land use decisions, updating building codes, and prioritizing capital improvement planning.

Several neighborhoods previously considered less at risk are now included in higher hazard categories, according to CalFire’s 2025 Fire Hazard Severity Zone maps. Areas with the highest vulnerability rankings, once primarily limited to the Highway 92 Corridor and the north inland area, have expanded to include more of the eastern half of the city along Highway 1. The south coastal area is now also designated as a moderate fire hazard risk.

The Highway 92 Corridor remains especially vulnerable due to its inland location along a river valley. This area is at risk not only from wildfire, but also from landslides, debris flow, and flooding, due to steep slopes and the dense clustering of homes and businesses within the valley. The north inland neighborhood continues to carry a very high vulnerability ranking because of its heightened exposure to wildfire hazards.

Hazards
Several key hazards pose immediate and growing threats to the built environment in Half Moon Bay:
• Wildfire threat is expected to escalate and increase in severity as the climate warms and dry fuels accumulate. Fires can cause direct structural damage, destroy critical infrastructure, and leave communities without power or communication. Exposure is higher in inland neighborhoods east of Highway 1, where nearby vegetation and less defensible space contribute to structural vulnerability. The north, central, and south inland areas, and the downtown and 92 corridor sections of the city are primarily in High and Very High Fire Hazard Severity Zones designated by Cal Fire (Figure 14).

Figure 14. Fire hazard severity zones by neighborhood group, showing classifications from moderate to very high fire severity, and non-wildland areas.
0 250
500
750
1000
Downtown
and 92
Corridor
North
Central
Coastal
North
Central
Inland
North
Coastal
North Inland South
Central
Coastal
South
Coastal
South Inland
Acres
City of Half Moon Bay - Neighborhood Region
Fire Hazard Severity Zone Area by Neighborhood Region
Very High
High
Moderate
Non Wildland
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City of Half Moon Bay Climate Action and Adaptation Plan 39 • Riverine flooding results from intense rainfall that overwhelms creeks and streams, causing water to overtop banks and flow into developed areas. These floodwaters can carry debris, erode foundations, and cause waterlogging of structural materials, leading to long-term building damage. • Stormwater flooding occurs when local drainage infrastructure is unable to handle high volumes of runoff, especially during back-to-back storms or when culverts and drains are blocked. Flooded streets can limit emergency access, damage homes and vehicles, and shut down businesses. Infrastructure in low-lying areas are especially vulnerable to stormwater flooding, including structures near Pilarcitos Creek, Arroyo Leon, Pullman Waterway, Kehoe Waterway, and Frenchmans Creek. Downtown Half Moon Bay and the commercial corridor near Highway 1, including Strawflower Plaza, which experienced flooding in January 2023, demonstrate existing hazard exposure in these areas. Residential neighborhoods such as Miramar can also experience flooding when drainage ditches are overwhelmed by runoff from the surrounding watershed.
• Coastal erosion and storm surge are driven by wave action and sea level rise, undermining shoreline infrastructure including roads and buildings. These events may occur episodically during king tides or major storms, but they are projected to increase in frequency and intensity over time with climate change and sea level rise. The loss of protective coastal features can accelerate inland flooding and infrastructure failure. West Miramar, where homes are located near eroding bluffs, is particularly vulnerable to coastal hazards, with single-family homes and condominiums potentially being exposed by 2100 or earlier. • Extreme wind events often accompany winter storms and pose risks to buildings, utilities, and transportation systems due to falling trees, which can damage roofs, block roads, and knock out power lines. These events are especially severe in fall and winter when trees still have leaves and are weighed down by precipitation. While local projections of future wind intensity remain uncertain, anecdotal and observed storm impacts suggest that such events are a growing concern for the community. Areas along the Highway 92 corridor and areas with older trees, such as El Granada, have a higher vulnerability and have already been impacted, as seen in Figure 15.

Figure 15. Tree down over a house in El Granada (source: CAL FIRE Santa Cruz Unit) These various hazards have cascading impacts. For instance, wildfire may be followed by landslides which are exacerbated by the charred landscape and lack of vegetation, flooding and erosion can expose hazardous waste, and power outages from wind or fire can disrupt communication and emergency services. Compound events— such as a flood during a high-wind storm can intensify damage, complicate response, and prolong recovery times.

Sensitivity
The sensitivity of Half Moon Bay’s buildings to climate hazards varies across the City and is influenced by location, topography, construction type, and the performance of surrounding infrastructure. Several areas of the City are more exposed due to these factors:
• Limited drainage capacity leads to higher stormwater, and flood sensitivity occurs in neighborhoods with limited drainage capacity. Moonridge, Kehoe, Casa Del Mar, and portions of Kelly Avenue west of 368
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City of Half Moon Bay Climate Action and Adaptation Plan 40 downtown often experience surface flooding during heavy rainfall, leading to property damage and access issues, which can be seen in Figure 16 and Figure 17. • Older infrastructure including older roofs, single-pane windows, and insufficient insulation make these structures more vulnerable to wind, heat, and moisture damage. In some cases, electrical systems and power lines are aboveground, increasing exposure to outages and fire risk during storms or wildfires.

Figure 16. Flooding at Oak Avenue Park (source: City of Half Moon Bay) Figure 17. Flooding off Kelly Avenue (source: City of Half Moon Bay) 369
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 41 Table 3. Vulnerability assessment for Homes, Businesses and Neighborhood Areas. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking. Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Home, Business, or
Neighborhood Area
Neighborhood
Grouping
Sea Level Rise
Ranking
Rising
Temperatures and
Changes in
Precipitation
Ranking
Escalating Climate
Stressors and
Cascading Impacts
Ranking
Weighted Hazard
Ranking Sensitivity Ranking Vulnerability Ranking
92 Corridor Downtown and 92 Corridor Low High Low Moderate Very High Very High Rocket Farms Greenhouse North Inland Low High Low High Moderate High Former Landfill Site at Poplar St South Central Coastal Moderate Low Low Low High High Johnston House South Inland Low Low Low Low High High
Highway 1 and 92 Gas Stations &
Businesses Downtown and 92 Corridor Low Low Low Low High High Heritage Downtown Downtown and 92 Corridor Low Low Low Low High High West Miramar North Coastal Very High Low Low Moderate Moderate Moderate Moonridge South Inland Low Moderate Low Moderate Moderate Moderate Greenhouses South Inland Low Moderate Low Moderate Moderate Moderate Cypress Cove Downtown and 92 Corridor Low Moderate Low Moderate Moderate Moderate Strawflower Village Plaza North Central Coastal Low Moderate Low Moderate Moderate Moderate Hilltop Mobile Home Park Downtown and 92 Corridor Low Moderate Low Moderate Moderate Moderate North Coast Extension to Harbor North Coastal Very High Low Low Moderate Moderate Moderate Belleville North Central Coastal Low Low Low Low Moderate Moderate Canada Cove (Accent Homes) South Coastal Low Low Low Low Moderate Moderate Casa Del Mar North Central Coastal Low Low Low Low Moderate Moderate South Downtown and Senior
Campus Downtown and 92 Corridor Low Low Low Low Moderate Moderate North Downtown Downtown and 92 Corridor Low Low Low Low Moderate Moderate Main Street Park Downtown and 92 Corridor Low Low Low Low Moderate Moderate Frenchmans Creek
Neighborhood North Inland Low Moderate Low Moderate Low Moderate Upper Roosevelt and Pullman
Watersheds North Inland Low Moderate Low Moderate Low Moderate Sea Haven and Spindrift North Central Inland Low Moderate Low Moderate Low Moderate Pilarcitos Park South Central Coastal Low Moderate Low Moderate Low Moderate Glencree Open Space Area North Central Coastal Low Moderate Low Low Low Low Grandview North Central Inland Low Moderate Low Low Low Low Beachwood Open Space Area North Central Inland Low Moderate Low Low Low Low Highland Park and Terrace North Central Inland Low Moderate Low Low Low Low Half Moon Bay RV Park South Coastal Low Low Low Low Low Low 370
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 42 Home, Business, or
Neighborhood Area
Neighborhood
Grouping
Sea Level Rise
Ranking
Rising
Temperatures and
Changes in
Precipitation
Ranking
Escalating Climate
Stressors and
Cascading Impacts
Ranking
Weighted Hazard
Ranking Sensitivity Ranking Vulnerability Ranking
Wavecrest Open Space and
Smith Field Park South Coastal Low Low Low Low Low Low
Ritz-Carlton Hotel South Coastal Moderate Low Low Low Low Low Alsace Loraine South Central Coastal Low Low Low Low Low Low Arleta Park South Central Coastal Low Low Low Low Low Low Half Moon Bay Golf Links South Coastal Moderate High Moderate Moderate Very Low Low Ocean Colony South Coastal Low Low Low Low Low Low
Oceanview Driving Range South Central Coastal Low Low Low Low Very Low Low 371
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 43 Transportation
This sector includes all roadways within the City and includes transportation-related infrastructure and public services such as the Caltrans Corporation Yard.
j Roadways are managed by different entities in the City, with local roads managed by the City’s Public Works Department, and state roads including Highways 1 and 92 managed by Caltrans, the California Department of Transportation. While these state-managed roads are critical to the City’s transportation network, the City does not have direct control over their maintenance or long-term planning. As such, the focus of City actions in this sector will center on City-owned roads. Additionally, the City can play a key role in coordination, communication, and disaster response planning, particularly where statemanaged roads are essential to emergency access and evacuation.

The most vulnerable transportation element is Highway 92, which has a high vulnerability ranking due to its highly sensitive nature, being confined to a narrow river valley and rugged mountain pass.

Hazard Ranking
Among transportation assets, Highway 92 and portions of Highway 1 rank highest in terms of hazard exposure.

These regional roads are vulnerable to a combination of coastal and terrestrial hazards, including flooding, cliff erosion, landslides, and high winds. Due to their critical role in regional connectivity, disruptions along these corridors have citywide implications for mobility, public safety, commerce, and access to services. • Coastal Flooding: Highway 1, north of the city near Surfers Beach, is directly exposed to wave overtopping and seasonal flooding during storm events. Overtopping and ponding of seawater can render the road impassable and contribute to long-term deterioration of the roadway.

Figure 18. Erosion of the walkway and wave overtopping at Surfers Beach (left), waves crashing and overtopping Surfers Beach (right) (sources: City of Half Moon Bay and jamydonaldson) • Cliff Erosion: Erosion poses an ongoing threat along Highway 1. North of the city, between Montara and the Tom Lantos Tunnel at Devil’s Slide, erosion affects long stretches of coastal roadway. South of the city, erosion near Tunitas Creek Beach and Pescadero State Beach has led to emergency mitigation measures, including realignments within the right-of-way and shoreline armoring. j However, the City’s Public Works Corps Yard is included in local infrastructure and facilities sector to maintain sector cohesion. 372
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 44 Figure 19. Slumping and erosion on Highway 1 near Pescadero (source: Coastside Buzz) • Flooding: Highway 92 passes through low-lying areas along Pilarcitos Creek, where creekside flooding threatens both the roadway and nearby homes and tourism-oriented businesses.

Figure 20. Flooding of businesses and Highway 92 (source: Coastside Buzz) • High winds: High wind events along Highway 92 often cause tree falls and downed power lines, prompting lane closures and traffic delays during storms. • Landslides and ground movement: In 2023, a sinkhole developed along Highway 92 due to a Caltrans culvert failure, closing the road in both directions and highlighting the corridor’s vulnerability to subsurface failures.
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Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 45 Figure 21. Sinkhole along Highway 92 (Source KTVU Fox)
Alternate east–west routes, such as Highway 84, offer limited redundancy, and were themselves closed for extended periods in 2023 due to landslides, tree fall, and fire risk.

Sensitivity
Sensitivity in the transportation sector is driven by structural and design limitations that make roads more likely to experience damage or prolonged closures when exposed to hazards. Key contributing factors include:
• Limited structural redundancy, where few alternate routes exist and detours are long or hazard-prone • Aging pavement, drainage systems, and retaining infrastructure, which is more prone to failure under stress
• Constrained rights-of-way that limit realignment and repair options and complicate emergency response • Undersized or outdated stormwater systems, which contribute to roadbed saturation and erosion • Critical choke points, where a single disruption, such as at an intersection, bridge, or tunnel, can block access to or from the wider network
These characteristics increase sensitivity along the following key corridors:
• Highway 92 regularly experiences closures due to fallen trees, drainage issues, and ground movement/ slope instability. Its steep terrain, narrow roadway, and aging infrastructure leave it prone to long-duration outages, as seen in the 2023 sinkhole event, which closed the road in both directions. • Highway 1 is sensitive in confined low-lying areas near the coast and along steep cliffsides. This includes segments near Surfers Beach, Devil’s Slide, and Pescadero. • The Tom Lantos Tunnel serves as a critical pinch point. Disruptions here affect the entire regional connectivity north of the city, with few alternative routes available.

These sensitivities amplify the impacts of coastal erosion, flooding, and storm events, often resulting in full closures, and limited access for residents, businesses, and emergency responders. 374
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 46 Table 4. Vulnerability assessment table for Transportation thoroughfares and features at risk. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking. Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Assets and
Areas at Risk
Management
Entity(s)
Sea Level Rise
Ranking
Rising
Temperatures
and Changes in
Precipitation
Ranking
Escalating
Climate
Stressors and
Cascading
Impacts
Ranking
Weighted
Hazard Ranking
Sensitivity
Ranking
Vulnerability
Ranking
Highway 92 Caltrans Low High Low Moderate Very High Very High County Roads San Mateo County Moderate High Low High Moderate High Local Roads City of Half Moon Bay Moderate Moderate Low Moderate Moderate Moderate Highway 84 Caltrans Low High Low Moderate Moderate Moderate Highway 1 South Caltrans Moderate Moderate Low Moderate Moderate Moderate Highway 1 North Caltrans Moderate Moderate Low Moderate Moderate Moderate Highway 1 in City Caltrans Moderate Low Low Low Moderate Moderate County Bus Lines City of Half Moon Bay Moderate High Low High Low Moderate Half Moon Bay Airport San Mateo County Low Low Low Moderate Low Moderate Caltrans Yard Caltrans Low Low Low Low Low Low
375
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 47 Parks, Beaches, and Open Space
This sector includes managed parks, open spaces, natural habitat areas, and recreational sites within the City of Half Moon Bay. These areas provide physical and mental health benefits, attract tourism, and support essential ecosystem functions that contribute to the City’s overall resilience.

Most parks and open space areas received high hazard rankings for individual hazards; however, due to the higher adaptive capacity of this sector in general, none received very high vulnerability rankings. The locations with high vulnerability rankings were mostly beaches that are threatened by coastal erosion and flooding due to sea level rise and may have limited space to retreat inland due to cliff-backed shorelines.

Total Hazard Ranking
Parks and open spaces are exposed to multiple hazards that affect both ecological integrity and public access:
• Extreme heat and drought place stress on native vegetation and wildlife, disrupting plant reproduction, animal migration, and habitat conditions. Prolonged drought and hotter temperatures increase the risk of vegetation die-off, reduce soil moisture, and weaken ecological resilience. • Wildfire threatens vegetative cover and habitat continuity. • Debris flows and landslides occur on steep slopes and degraded soils, often after wildfire, and can have significant impacts on soils and vegetative cover. • Decreasing coastal fog will have direct impacts on the resilience of coastal redwood trees as fog keeps the trees nourished, the understory and ground moist, and supports the ecosystems that thrive beneath the redwood canopy.
• Increased drought will likely lead to dieback and die off in established trees and increase competition for surface soil moisture which will be detrimental for the establishment of young tree seedlings. • Coastal and terrestrial erosion affects access to public lands and infrastructure within them. Roads, trails, and beach access points are increasingly disrupted by erosion and undermining. • Storm damage and infrastructure failure, including culvert collapse or slope instability, have already affected recreational access in multiple areas.

These hazards can trigger cascading ecological impacts, such as changes in species abundance, shifts in ecosystem function, and degradation of public space. For instance, extended extreme heat conditions will potentially lead to heat stress on plants and animals, which may lead to disrupted reproductive cycles, changes in migration, and other large-scale shifts in species abundance and distribution. Plants and animals that are adapted to current conditions may see large-scale migrations to more suitable conditions, and plants may experience increased disturbance regimes, which can put pressure on native species.

Sensitivity
Sensitivity in this sector is shaped by the condition of natural systems, the reliance of native species on specific environmental conditions, and the vulnerability of park infrastructure:
• Native ecosystems, such as coastal redwood forests, are sensitive to declining fog, prolonged and repeated summer drought, and heat stress. Redwoods rely on fog to maintain moisture in the understory and canopy. Reductions in fog and soil moisture, projected under both RCP 4.5 and 8.5, threaten their ability to regenerate and may result in dieback of mature trees and poor establishment of seedlings. • Hillsides north and south of Highway 92, including areas near Frenchmans Creek and the Johnston House in the southern end of the City,
k are sensitive to landslides and erosion due to slope instability and post-fire exposure.
k A site-specific evaluation of underlying soil and geologic conditions would be needed to understand active landslide areas on site-specific level. This study has relied on data form the California Geological Survey, which was conducted at a regional scale of analysis. 376
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 48 • Access infrastructure—such as roads and
trails within parks—is sensitive to erosion
and storm damage. For example, access to
Roosevelt State Beach has been closed due
to culvert failure (Figure 22), and the
California Coastal Trail near Poplar Beach is
threatened by ongoing coastal erosion
(Figure 23).

Figure 23. Incising erosion at Poplar Bluffs threatening the trail (source: Unsettled Times, YouTube) • The complexity and highly interdependent nature of ecological systems means that climate change can trigger broader disruptions in species distribution, reproduction, and overall ecosystem health.

Together, these sensitivities reduce the resilience of natural and recreational areas, making it more difficult to maintain access, protect biodiversity, and support ecosystem services under escalating climate stress.

Figure 22. Erosion at Roosevelt State Beach, part
of Half Moon Bay State Park (source: City of Half
Moon Bay).
377
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 49 Table 5. Vulnerability assessment table for Parks and Open Areas. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts).

The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking. Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Park Area or Trail
at Risk
Management
Entity(s)
Sea Level Rise
Ranking
Rising
Temperatures and
Changes in
Precipitation
Ranking
Escalating Climate
Stressors and
Cascading Impacts
Ranking
Weighted Hazard
Ranking
Sensitivity
Ranking
Vulnerability
Ranking
Cañada Verde/Manhattan
Beach City of Half Moon Bay Very High Low Low Moderate Moderate Moderate Poplar Beach City of Half Moon Bay Very High Low Low Moderate Moderate Moderate Surfers Beach City of Half Moon Bay Very High Low Low Moderate Moderate Moderate Roosevelt State Beach CA State Parks Very High Moderate Moderate High Low Moderate Francis State Beach CA State Parks Very High Moderate Moderate High Low Moderate California Coastal Trail
State Coastal Conservancy, City
of Half Moon Bay, CA State
Parks
High Moderate Moderate High Low Moderate
Venice State Beach CA State Parks Very High Moderate Moderate High Low Moderate Dunes State Beach CA State Parks Very High Moderate Moderate High Low Moderate Frenchmans Creek Park City of Half Moon Bay Low High Moderate High Low Moderate Oak Avenue Park City of Half Moon Bay Low High Moderate High Low Moderate Sweetwood Campground CA State Parks Moderate Moderate Low High Low Moderate John L. Carter Memorial Park City of Half Moon Bay Low Moderate Moderate High Low Moderate Moonridge Playground MidPen Low High Low High Low Moderate Naomi Patridge Trail City of Half Moon Bay Low Moderate Low Moderate Low Moderate Francis Campground CA State Parks Moderate Moderate Low Moderate Low Moderate Smith Field City of Half Moon Bay Low Moderate Moderate Moderate Low Moderate East Side Parallel Trail City of Half Moon Bay Low Moderate Low Moderate Low Moderate Ocean View Park City of Half Moon Bay Low Low Low Low Low Low Main Street Park Playground MidPen Low Low Low Low Low Low Kehoe Park City of Half Moon Bay Low Low Low Low Low Low Kitty Fernandez Park City of Half Moon Bay Low Low Low Low Low Low Mac Dutra Park City of Half Moon Bay Low Low Low Low Very Low Low Skate Park City of Half Moon Bay Low Low Low Low Very Low Low 378
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 50 Business Sector and Workforce
Many of Half Moon Bay’s residents work outside the City, but the City still has traditional employment areas for local residents including small businesses and agriculture. The economy of Half Moon Bay employs 5,730 people, and the largest industries are professional, scientific, and technical services (1,105 people); educational services (706 people); and retail trade (551 people). The most common workforce groups, by number of people living in the City, are management occupations (1,217 people), office and administrative support occupations (518 people), and sales and related occupations (515 people) (Datause.io 2025).

While not directly listed above, another important sector is the agricultural economy, which remains an important driver of economic and tourist activity for the City and is an important part of the City’s character. Half Moon Bay has traditionally been home to a range of growers of beans, pumpkins, and artichokes as well as cut flowers.

Climate change pressures aside, this industry has faced a range of challenges including competition from foreign markets, shifting consumer trends, as well as rising land and labor costs (Visithalfmoonbay.org 2025). There are agencies and nonprofits with programs that are committed to supporting growers; farms are still an essential part of the landscape, economy, and community, plus are an important driver of tourist visits to the region.

The business sectors with the highest vulnerability rankings were the agricultural economy, blue/ocean economy, and the construction workforce.

Figure 24. Farm fields just north of Half Moon Bay near the airport (source: City of Half Moon Bay) Total Hazard Ranking
Climate change poses a range of direct and indirect hazards to Half Moon Bay’s economy and workforce. These include:
• Extreme weather events—such as flooding, drought, and wildfire—can damage physical business infrastructure, disrupt operations, and break supply chains, especially for businesses that rely on transportation, perishable goods, or seasonal services. • Heat waves pose a risk to outdoor workers, particularly in agriculture, landscaping, and construction.

Rising temperatures increase the likelihood of heat-related illnesses and injuries, reduce work hours, and can degrade productivity.
• Air quality degradation, particularly from wildfire smoke, can pose health risks to both workers and customers, leading to reduced downtown foot traffic, increased sick days, and service disruptions. • Economic uncertainty, driven by climate disruption, may lead to lower investment, reduced consumer activity, and higher operating costs, particularly for small businesses with limited flexibility or insurance. 379
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 51 Though many economic effects are outside the scope of this assessment, these hazards represent clear stressors that threaten local commerce and labor conditions.

Sensitivity
Sensitivity in the economic and workforce sector is shaped by several key factors:
• Outdoor labor reliance: A significant portion of the workforce, including agricultural, landscaping, and construction workers, are directly exposed to heat and smoke. These workers are more sensitive because of their physical exertion in unshaded environments, potential lack of employer-provided protections, and in some cases, undocumented status that may limit access to medical care or worker protections. • Social vulnerability: Many workers in farm work and low-wage service industries are also part of socially vulnerable populations. This increases sensitivity to health risks, lost wages, and unstable working conditions.
• Small business fragility: Many local businesses operate with thin margins and are sensitive to temporary closures and disruptions due to storms, wildfire, or smoke, which can result in permanent losses for businesses with limited financial resources. • Economic sector dependence on tourism and seasonality: The local economy’s sensitivity is heightened by its dependence on tourism, which can be disrupted by weather-related closures, road access issues, or negative air quality conditions during peak visitation times.

Together, these factors make both the workforce and business community in Half Moon Bay more vulnerable to the cascading effects of climate change—particularly when climate shocks intersect with existing economic or social stressors.
380
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 52 Table 6. Vulnerability assessment table for Businesses and Work Force. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking.

Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Business or
Workforce Sector
at Risk
Sea Level Rise
Ranking
Rising
Temperatures and
Changes in
Precipitation
Ranking
Escalating Climate
Stressors and
Cascading Impacts
Ranking
Weighted Hazard
Ranking
Sensitivity
Ranking
Vulnerability
Ranking
Agricultural Economy Low Very High Very High Very High High Very High Blue Economy / Ocean
Economy High Moderate Very High Very High High Very High Construction Workforce Low High Moderate High High High Tourist Economy Moderate Very High High Very High Low High Transportation Workforce Low Very High Moderate High Low Moderate Service Workforce Low Moderate Low High Low Moderate
Office and Institutional
Workforce Low Moderate Low Moderate Very Low Low
381
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 53 Public Services, Utilities, and Local Infrastructure
Regional utilities and public services include water supply, wastewater, stormwater, communications, gas, and power, as well as the public services such as emergency response (fire, police, and emergency operations). Due to the sensitivity of their locations, these sectors were not mapped, but their vulnerabilities are discussed in this section. The most vulnerable infrastructure are the elements within the stormwater system, mostly due to their highly sensitive nature, as well as elements of the energy system.

Half Moon Bay’s infrastructure systems face a range of climate-related hazards, with varying degrees of vulnerability across sectors. Energy and communications are exposed to wildfire, high winds, and landslides, with frequent outages driven by shutoffs, downed lines, and limited grid redundancy. Stormwater infrastructure is challenged by aging systems and undersized drainage networks, making neighborhoods like Downtown and West Miramar prone to localized flooding. Wastewater systems are increasingly at risk from fluvial flooding and groundwater intrusion, particularly around the SAM Wastewater Treatment Plant. Among all systems, the water supply sector faces the highest overall risk due to its high sensitivity and intersecting hazards—including wildfire in watershed areas, landslides along transmission corridors, and vulnerability to erosion, increased evaporation, and groundwater rise. Its reliance on long-distance pipelines heightens the risk of disruption. Ensuring the reliability of this sector is essential to maintaining the City’s long-term resilience.

Energy
PG&E is the owner and operator of the electricity distribution system, including the high-voltage transmission lines as well as the local distribution grid. Two main high voltage lines travel to Half Moon Bay, one just north of Highway 92 over the Coast Ranges, and one that traverses along that same range from Pacifica. These lines arrive at the PG&E substation just north of downtown. Natural gas distribution services are also operated by PG&E. While PG&E is responsible for energy delivery, Peninsula Clean Energy is the primary energy retailer, with 97% of electricity users in the City receiving energy from this service.

The electrical grid will play a central role in the City’s ability to address climate change. This sector will need to move toward alignment with the state’s electrification strategy, while also conducting upgrades to address extreme heat and wildfire vulnerabilities. Electrical system reliability across the City is a critical element to help build adaptive capacity for vulnerable community members, critical facilities, buildings, services, and infrastructure. Currently, outages are common, mostly due to downed trees and/or public safety power shutoffs.

Total Hazard Ranking
Half Moon Bay’s energy systems face increasing threats from climate-related hazards:
• Wildfire and high winds can damage or ignite overhead transmission lines. These hazards also trigger public safety power shutoffs, disrupting energy delivery citywide. PG&E’s Enhanced Powerline Safety Settings (EPSS) have improved powerline safety and
shutoff response, but have also led to more frequent
outages in high-risk areas over the past two years.
• Heat waves increase sag and reduce the carrying
capacity of transmission lines as well as substation
transformers. These events also increase peak electrical demands for cooling, heightening the risk of overload
and failure.
• Landslides and flooding, particularly along the
Highway 92 corridor, threaten natural gas pipelines and overhead transmission lines.
• Sea level rise and coastal erosion could affect
underground utility infrastructure, particularly in low-lying or shoreline-adjacent neighborhoods.

Sensitivity
Figure 25. Fire along a hillside near a high
voltage transmission line (source: Philip
Pacheco/AFP via Getty Images)
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Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 54 The energy system’s sensitivity is influenced by aging infrastructure, limited grid redundancy, and the increasing complexity of managing fire-safe operations:
• The PG&E substation near downtown plays a critical role in local energy distribution and is sensitive to load stress during high temperatures.
• Overhead high-voltage transmission lines, which connect Half Moon Bay to the larger grid via two main corridors over the Coast Range, are vulnerable to tree fall, wildfire damage, earth movements, and weather-triggered shutoffs. These lines lack redundancy and are a single point of failure for much of the City's power.
• Natural gas infrastructure, while underground, is sensitive to earth movement from landslides, flooding, and wildfire along key corridors like Highway 92.
• Many cell towers and internet systems are co-located with electric infrastructure and can experience cascading outages during power loss.
• The lack of microgrid infrastructure, which consists of localized energy systems capable of operating independently from the main power grid, means there are limited backup power options for critical facilities and vulnerable populations during shutoffs.

Communications and the Internet
This sector includes underground and aboveground communications infrastructure, including cell towers.

Broadband internet and phone service are provided by a range of private companies including Comcast and AT&T.

Total Hazard Ranking
The City’s communications infrastructure is exposed to multiple hazards:
• High winds and wildfire threaten overhead communication lines and cell towers, many of which are located on ridgelines and are in fire-prone areas.
• Coastal flooding and sea level rise threaten underground lines and at least one cell tower in Princeton Harbor.
• Power outages resulting from extreme weather events.
• Extreme weather events along Highway 84, the primary communications corridor, have led to weekslong outages in the past and disrupted cell and broadband services, as most systems rely on the electrical grid.

Sensitivity
Communications infrastructure is sensitive because of its reliance on exposed systems and lack of redundancy:
• Cell towers require continuous power and are often located in highly exposed hazard-prone areas, making maintenance and recovery challenging.
• Overhead transmission line infrastructure is aging and vulnerable to tree fall and fire, particularly along Highway 84.
• Underground lines are vulnerable to groundwater rise, coastal erosion, and saltwater intrusion, particularly in West Miramar.
• A lack of redundant infrastructure means outages are more common and often affect large areas.

Stormwater
The City’s stormwater system captures and conveys stormwater from areas within the City to creeks and/or drainage ditches that ultimately lead to the Pacific Ocean. The City Public Works Department conducts various maintenance activities including street sweeping, cleaning catch basins and storm lines, and removing material 383
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 55 from drainage channels. Much of this drainage system consists of a network of man-made ditches or swales originally constructed prior to 1948 or by the mid-1950s as roadside or agricultural drainage features. Between the 1960s and 1980, large portions of agricultural lands in the City were developed as low-density residential development.

Total Hazard Ranking
The City’s stormwater system faces mounting hazards:
• Intensifying rainfall will likely exceed existing system capacity, leading to frequent localized flooding. • Debris flows and landslides triggered by intense rainfall, especially post-wildfire, pose threats to stormwater infrastructure and adjacent utilities.
• Coastal and creek erosion, intensified by stormwater runoff and sea level rise, increases slope instability and can lead to infrastructure loss.

Sensitivity
The stormwater system sensitivity is high due to outdated and undersized infrastructure:
• Much of the system dates back to pre-1950s agricultural drainage networks, and is not designed for urban runoff volumes (City of Half Moon Bay, 2014). • Capacity deficiencies are present in areas including Casa del Mar (Kehoe Ditch), Roosevelt and Pullman Watercourses (West Miramar), Grandview, Newport Terrace, Magnolia St. in Arleta Park, Kelly Ave, and Mill St. Downtown (City of Half Moon Bay, 2014).
• Blocked culverts and limited maintenance capacity reduce drainage effectiveness, increasing flood risk even during moderate rain events. • Older outfalls and steeper slopes contribute to localized landslides and streambank failures, especially in areas adjacent to creeks and coastal bluffs.

Figure 26. Localized erosion along the Kehoe Waterway (source: Sewer Authority Mid-Coastside)
Wastewater
The City of Half Moon Bay provides wastewater collection service to areas south of Frenchmans Creek to Cañada Verde Creek. Wastewater from residences, businesses, schools, restaurants, and other buildings is conveyed through sewer mains owned by the City of Half Moon Bay to the SAM Wastewater Treatment Plant. The SAM Wastewater Treatment Plan provides wastewater treatment services to City of Half Moon Bay residents under a Joint Powers Agreement signed in 1976. The Granada Community Services District provides sewer collection service for residents of the City of Half Moon Bay north of Frenchmans Creek.

Total Hazard Ranking
Wastewater infrastructure is exposed to several compounding hazards:
• Fluvial flooding, especially from Pilarcitos Creek, threatens the SAM Wastewater Treatment Plant and adjacent sewer infrastructure.
• Sea level rise raises groundwater levels, compounding inundation risk and increasing pressure on SAM’s treated effluent outfall systems. Rising waters will also impact the SAM Wastewater Treatment Plant’s underground infrastructure.
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Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 56 • Coastal erosion may eventually compromise the effluent outfall pipe at the SAM Wastewater Treatment Plant, with long-term consequences for wastewater discharge. • Increasing groundwater rise would raise buoyant pressures on wastewater pipes in low-lying areas and increase the potential for failure. The largest risk for groundwater rise is around the Pilarcitos Creek west of Highway 1 and near the SAM Wastewater
Treatment Plant.
• Higher intensity rainfall events can lead to greater inflow and infiltration of stormwater into wastewater lines and manholes, increasing pressure on wastewater treatment infrastructure.

Sensitivity
Wastewater systems are sensitive because of their proximity to hazard-prone zones and vulnerability to groundwater pressure:
• Wastewater lines in Francis Beach Campground and West Miramar are sensitive to erosion and groundwater rise.
• Inflow and infiltration during heavy rains place additional strain on treatment capacity, increasing the risk of overflows or service disruption.

Water Supply
Water supply for the City is provided by Coastside County Water District. CCWD has two surface and two subsurface water supply sources. Surface water is sourced from Pilarcitos Lake and the Upper Crystal Springs Reservoir, and groundwater is sourced from the Pilarcitos Well Field and the Denniston Well Field. The first two water sources are owned and operated by the San Francisco Water Department; the latter two are owned and operated by CCWD. The system consists of two water treatment plants, 17 miles of transmission pipeline, 83 miles of distribution pipeline, and several water storage tanks. The water supply for the City is a hotly contested local issue. The 3% annual population growth in Half Moon Bay between 1980 and 2000 put pressure on the City’s water supply system (LCLUP 2020).

Total Hazard Ranking
Climate change will impact both local and regional water supply systems:
• Wildfire and vegetation loss in local watersheds (e.g., around Pilarcitos Lake) can degrade water quality and increase treatment costs.
• Snowpack declines in the Sierra Nevada would put increased pressure on the water supply that is conveyed to Crystal Springs Reservoir, part of the regional system managed by the San Francisco Water Department.

Figure 27. Flooding at the SAM Wastewater
Treatment Plant (source: Sewer Authority
Mid-Coastside)
Figure 28. Crystal Springs Reservoir
(source: Sundry Photography)
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Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 57 • Increased evaporation due to an increased number of hot days will strain the local water budget. • Landslides and wildfires along the Highway 92 corridor threaten transmission infrastructure connecting sources to the Nunes Treatment Plant.

Sensitivity
The water supply system is sensitive because of its
physical vulnerability and long distribution distances:
• Pipelines in steep slopes and fire zones make
them sensitive to disruption from landslides and wildfire. • Local groundwater and surface water sources,
such as the Pilarcitos and Denniston Well Fields, may
be affected by changing recharge rates or
contamination.
• Water infrastructure in low-lying or erosionprone areas, such as Francis Beach and West Miramar, is exposed to groundwater rise and coastal erosion.
• Increased pressure on water systems during
droughts may result in greater reliance on imported
water, which is costlier and more energy-intensive.

Figure 29. Landslide off Cahil Ridge Road headed
towards Pilarcitos Lake (source: City of Half Moon
Bay)
386
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 58 Table 7. Vulnerability assessment table for Regional Public Services and Infrastructure. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any preexisting conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking. Results are given one of five possible rankings: very low, low, moderate, high, or very high.

Asset at Risk Sector Management
Entity(s)
Sea Level Rise
Ranking
Rising
Temperatures and
Changes in
Precipitation
Ranking
Escalating
Climate Stressors
and Cascading
Impacts Ranking
Weighted Hazard
Ranking
Sensitivity
Ranking
Vulnerability
Ranking
Imported Water Supply
(Tuolumne Watershed) Water Supply San Francisco Public Utilities Commission Low Very High Moderate Very High Very High Very High Regional Reservoir Water
Supply Water Supply Coastside County Water District Low Very High Moderate Very High Very High Very High Transmission Lines Energy PG&E Low Moderate Low Moderate Very High High Groundwater Water Supply Water Supply Coastside County Water District Low High Low Moderate Very High High
Treatment Plant (SAM) Wastewater Sewer Authority MidCoastside Very High Moderate Low Moderate Very High High Cell & Radio Towers Communications and
Internet T-Mobile, Verizon, etc. Moderate Moderate Low Moderate High High Communications Lines Communications and
Internet Comcast, AT&T, etc. Low Moderate Low Moderate High High Substation Energy PG&E Low Low Low Low High Moderate
Wastewater Storage Tanks Wastewater Sewer Authority MidCoastside High Moderate Low Moderate Moderate Moderate Water Supply Major Lines Water Supply Coastside County Water District Low Moderate Low Moderate Moderate Moderate
Water Supply Pump Stations Water Supply Coastside County Water District Low Moderate Low Moderate Moderate Moderate
Wastewater Pump Stations Wastewater Sewer Authority MidCoastside Moderate Moderate Low Moderate Moderate Moderate Tanks Water Supply Coastside County Water
District Low Moderate Low Moderate Moderate Moderate
Major Lines Wastewater Sewer Authority MidCoastside Low Moderate Low Moderate Moderate Moderate Outfall Line Wastewater Sewer Authority MidCoastside Moderate Low Low Low Moderate Moderate Fire Building and Personnel Emergency Response Coastside Fire District Low Moderate Low Moderate Low Moderate Police Building and
Personnel Emergency Response County of San Mateo, City of Half Moon Bay Low Moderate Low Moderate Low Moderate Underground Utilities (Gas,
Fiber, Cable)
Communications and
Internet Comcast, AT&T, PG&E Low Low Low Low Moderate Moderate Emergency Operations
Center Emergency Response City of Half Moon Bay Low Low Low Low Low Low 387
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 59 Table 8. Vulnerability assessment table for Local Public Services and Infrastructure. Each row is a sector element. The weighted hazard ranking is a combined score of the timing and exposure for hazards in three hazard categories (sea level rise, rising temperatures and changes in precipitation, and escalating climate stressors and cascading impacts). The sensitivity ranking takes into account any pre-existing conditions and the current adaptive capacity of each sector element. The vulnerability ranking is a combination of the sensitivity and weighted hazard ranking. Results are given a total of five possible rankings from very low, low, moderate, high and very high.

Assets and Areas at
Risk Management Entity(s) Sea Level Rise
Ranking
Rising
Temperatures
and Changes
in
Precipitation
Ranking
Escalating
Climate
Stressors and
Cascading
Impacts
Ranking
Weighted
Hazard
Ranking
Sensitivity
Ranking
Vulnerability
Ranking
Half Moon Bay High School School District Low Moderate Low High High High Sea Crest School Private Low Moderate Low High High High Alvin S. Hatch Elementary School,
Manuel F. Cunha Intermediate
School
School District Low Moderate Low Moderate High High
Public Works Corp Yard City of Half Moon Bay Low Low Low Low Moderate Moderate Historic Train Depot City of Half Moon Bay Low Low Low Low Moderate Moderate Medical and Care Facilities Private/ County Low Low Low Low Moderate Moderate Stormwater Drainage Features
(basins) City of Half Moon Bay Very High Moderate Low High Low Moderate Waste Management Facilities Private Low High Low Moderate Low Moderate Ted Adcock Community Center City of Half Moon Bay Low Low Low Low Moderate Moderate Boys and Girls Club Non-Profit Low Low Low Low Moderate Moderate Half Moon Bay Library City of Half Moon Bay Low Low Low Low Moderate Moderate Stormwater Outfalls City of Half Moon Bay High Low Low Moderate Low Moderate Stormwater Channels (above
ground) City of Half Moon Bay Low Moderate Low Moderate Low Moderate Stormwater Lines (underground) City of Half Moon Bay Low Moderate Low Low Low Low Stormwater Culverts City of Half Moon Bay Low Moderate Low Low Low Low Seawalls and Revetments City of Half Moon Bay High Low Low Low Low Low City Hall City of Half Moon Bay Low Low Low Low Low Low 388
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 60 Vulnerability Assessment Maps
Each map in this section has a description of how climate change-related hazards may impact the community. For each map, callouts representing acute location-specific climate hazards are noted. Maps use color and shape to organize potential impacts to hazards, where:
• Diamonds represent terrestrial and extreme weather hazards and are associated with warmer and wetter winters.
• Squares represent ocean-related hazards, both chronic events such as rising tides and emergent groundwater, and extreme events such as coastal wave flooding and are associated with rising sea levels and ocean warming.
• Circles represent heat-related weather events and changes in climate and are associated with a hotter and drier summer and fall.

And the colors:
• Light blue represents flooding and high-wind hazards associated with winter storm events. • Yellow represents coastal and terrestrial erosion.
• Orange represents high heat events.
• Red represents the wildfire hazard, which is influenced by a variety of factors including changes in temperature, precipitation, and vegetative and anthropogenic responses. Note, the wildfire hazard icon is only used to represent hazards for general population or asset sector categories, rather than for specific locations.

Depiction of the Study Area
The study area boundary on the maps are represented as a shaded black line, and areas outside the study area boundary have a white opaque tint. See the “Study Areas” section in Chapter 2 for a detailed description of the local study area.

Map Legend
The legend below serves as a reference for each map.
389
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 61 Figure 30. Vulnerability assessment maps legend
390
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 62 Figure 31. Overview of climate change hazards with a description of potential impacts, and some notable locations of highly sensitive areas to climate change hazards and the hazards of greatest concern for these areas 391
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 63 Figure 32. Vulnerabilities to socially vulnerable populations and a list of social vulnerability indicators by neighborhood along with the hazards of greatest concern for these areas. 392
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 64 Figure 33. Vulnerabilities to homes and businesses, and some notable locations of highly sensitive areas to climate change hazards and the hazards of greatest concern for these areas 393
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 65 Figure 34. Vulnerabilities to the transportation and road network, and some notable locations of highly sensitive areas to climate change hazards and the hazards of greatest concern for these areas 394
Vulnerability Assessment
City of Half Moon Bay Climate Action and Adaptation Plan 66 Figure 35. Vulnerabilities to parks and open space, and some notable locations of highly sensitive areas to climate change hazards and the hazards of greatest concern for these areas 395
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 67 6 Adaptation
Strategies
396
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 68

6. Adaptation Strategies
Overview
Adaptation strategies aim to reduce the negative effects of climate change or take advantage of opportunities to build resilience that will mitigate the effects of global warming. The goal of this chapter is to present adaptation strategies that reduce risk (limit exposure or minimize consequence) and/or enhance resilience (increase adaptive capacity) to the vulnerabilities discussed in the previous chapter. The adaptation strategies presented in this chapter are organized by goal areas, which were informed through the initial vulnerability assessment and outreach and engagement activities of this project. The goals are listed in this chapter, and the adaptive policies and actions that seek to increase resilience can be found in Appendix B.

An important element of this Plan is to ensure that the City of Half Moon Bay can effectively and efficiently implement the following strategies and make measurable progress in becoming more resilient to climate change.

To do that, the strategies in this chapter focus on areas where the City either has jurisdiction or direct influence.

This means that some vulnerabilities, such as flooding of Highway 92 or wildfire risks in unincorporated San Mateo County, may not be addressed directly, instead, those vulnerabilities are addressed through partnerships and ongoing coordination that the City must manage.

Goals
The goals listed in this chapter include statements that encapsulate community desires and were refined in conjunction with conversations among the public, City staff, and consultant team during the community outreach events. These goals serve as a guide for the development of adaptation actions and policies, which can be found in the “Adaptation Policies and Actions” section in Appendix B. Each goal is broadly organized around the roles of certain departments within the City, and each goal also encapsulates multiple sub-goals that broadly target a range of climate hazards and the sensitivities of vulnerable populations, assets, or services.

Organizing Goals

1. Ensure a Healthy, Resilient, and Self-Sufficient Community

2. Foster a Thriving and Accessible Coastline and Open Space

3. Protect the City through Increased Resilient Infrastructure

4. Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience

5. Support and Increase Economic Sustainability
It's important to plan for climate change because
it helps us prepare for things like floods, storms,
and hotter temperatures. By getting ready now,
we can preserve our homes, jobs, and health
when changing weather patterns threaten these
fundamental rights. This way, everyone,
including those most at risk as well as future
generations, can adapt and thrive amidst this
global uncertainty.
397
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 69 Tables 9–13. Organizing Goals and Strategies: High-Level Summary Table Goal 1: Ensure a Healthy, Resilient, and Self-Sufficient Community Goal 1 focuses on creating a healthy, safe, and resilient community in the face of climate change. The policies and actions under this goal offer targeted support for vulnerable populations, service industry workers, and local businesses. They aim to address underserved communities by offering tailored services and protections that ensure these populations are not left behind in adaptation efforts. This includes providing housing assistance during climate-related events or access to a climate hub and cooling centers during extreme heat waves or wildfire events. In addition, educating the public about climate-health connections will empower residents to take preventive actions such as using air purifiers during wildfire smoke events, and working with business owners and workers about safety during heat waves.

Policies and actions for this goal are mostly administered by the City’s Administrative Services, Community Development, and Public Works Departments. In addition, coordination with local NGOs will be essential for effective outreach and service delivery, but should be managed by the City to ensure alignment and impact.

Table 9. Goal 1
Goal Strategy Hazards Addressed Neighborhood, Population, or Sector
Goal 1. Ensure a Healthy, Resilient, and Self-Sufficient Community

1.1 Residential Resilience: Increase residential home
hardening and resilience to climate hazards.

Extreme Heat, Wildfire, Fluvial Flood Events;
Coastal Wave Flooding and Erosion All Populations in all Neighborhoods

1.2 Community Capacity: Support community organizations and increase community understanding and adaptive
capacity to better respond and adapt to climate hazards.

All All Populations in All Neighborhoods

1.3 Vulnerable Populations: Protect highly vulnerable
populations from climate-related impacts, especially due to extreme weather.

Rising Temperatures and Changes in
Precipitation
Socially Vulnerable Populations in All
Neighborhoods

1.4 Community Storm Preparedness: Increase the
community's active participation in building resilience for extreme storm events.

Increased High-Intensity Winds, Coastal
Wave and Fluvial Flooding, Landslides
Homes and Businesses, Utilities,
Transportation, Coastal and Inland Regions

1.5 Communications: Create a robust and reliable citywide communications system and protocols for climate hazards. All All Populations (especially Socially
Vulnerable Populations), Economy, All
Regions

1.6 Community Education and Outreach Planning: Prepare
and communicate using educational materials and outreach addressing climate change adaptation.

All All Populations (especially Socially
Vulnerable Populations), All Regions
398
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 70 Goal 2: Foster a Thriving and Accessible Coastline and Open Space Goal 2 focuses on ensuring a thriving and resilient natural environment. The City’s beaches, open space, and parks are all at risk from climate change stressors and hazards. The policies and actions under this goal focus on scientific research to better understand the specific vulnerabilities of local ecosystems, as well as building partnerships with environmental organizations, research institutions, and other stakeholders. These collaborations will facilitate the sharing of knowledge, resources, and innovative solutions that can help mitigate the impacts of climate hazards on the natural environment.

Structural measures, such as the restoration of wetlands and dune systems, will play a crucial role in safeguarding the City’s ecosystems. These efforts can provide natural protection against flooding and erosion while also enhancing biodiversity and help achieve CAP goals of carbon sequestration. In addition, preserving or expanding native plant species, improving wildlife corridors, and restoring degraded habitats will all contribute to a more resilient ecosystem.

Policies and actions for this goal are mostly administered by the City’s Public Works and Community Development Department.

Table 10. Goal 2
Goal Strategy Hazards Addressed Neighborhood, Population, or Sector
Goal 2. Foster a Thriving and Accessible Coastline and Open Space

2.1 Creekside Flooding Monitoring: Enhance monitoring and maintenance of creeks and drainage areas to reduce flooding impacts.

Fluvial Flooding
Utilities, Transportation, Homes and
Businesses, Downtown and 92 Corridor,
North and South Inland, North and NorthCentral Coastal

2.2 Vegetation Management: Plan, implement, and maintain fuel reduction efforts on City-owned coastline and open space.

Wildfire All Buildings and Utilities that Abut a
Managed Open Space

2.3 Climate-Smart Coastal Development: Set standards for safe development along the coastline. Coastal Erosion, Coastal Wave Flooding Homes and Businesses, Economy, Transportation, Coastal Regions

2.4 Nature-Based Solutions for the Coast: Reduce coastal flooding and erosion by working with nature. This may include protection, restoration, and management of coastal areas.

Coastal Wave Flooding, Coastal Erosion
Parks, Beaches and Open Spaces, Homes
and Businesses, Transportation, Coastal
Regions

2.5 Recreation Improvements: Implement recreation
improvements to reduce erosion and impacts on protected areas. This may include controlling access, signage, and education, or in some cases, improvements in recreational facilities to accommodate higher usage.

Changes to Biodiversity and Ecosystems and
Increases in Pests; Coastal Erosion, Coastal
Wave Flooding
Parks, Beaches and Open Spaces, Coastal
Regions

2.6 Firefighting Resources: Identify additional firefighting equipment, training, and infrastructure to increase firefighting capacity and responsiveness.

Wildfire
Homes and Businesses, Economy,
Transportation, Utilities, Socially Vulnerable
Populations, Moonridge, Half Moon Bay
High School, All City Greenhouses
399
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 71 Goal 3: Protect the City through Increased Resilient Infrastructure Goal 3 of the City’s adaptation strategy is to create a resilient built environment. This goal focuses on policies that promote infrastructure redundancy and integrate climate change considerations into planning. The actions under these policies are organized by subgroups aimed at improving infrastructure resilience to climate change. For example, green infrastructure actions may address storm drain repairs to handle more intense precipitation events, while landslide management focuses on managing infrastructure and monitoring techniques to detect slides as well as hiring a geotechnical expert for specific landslide and erosion-prone areas.

Policies and actions for this goal are mostly administered by the City’s Public Works Department.

Table 11. Goal 3
Goal Strategy Hazards Addressed Neighborhood, Population, or Sector
Goal 3. Protect the City through Increased Resilient Infrastructure

3.1 Green Infrastructure: Improve citywide stormwater
management and reduce extreme heat by adopting
low-impact development guidelines and green
infrastructure approaches.

Fluvial Flooding, Extreme Heat, Incr.

Pollution Burden; Incr. Precipitation
Intensity, Decreased Biodiversity
Homes and Businesses, Transportation, Parks and
Open Space

3.2 Wind Infrastructure: Invest in wind protection
infrastructure that is both natural and manmade to
increase resilience to high wind events.

High Intensity Winds, Changes to
Biodiversity Homes and Businesses, Utilities

3.3 Climate Change Considerations: Incorporate
climate change considerations into municipal
planning, design and construction documents.

All Municipal Businesses, Transportation, Parks and
Open Spaces, Utilities and Public Services

3.4 Increase Water Supply: Increase water conservation
and water supply efforts to increase long-term water
sustainability and reliability.

Emerging Groundwater, Saltwater
Intrusion, Drought, Extreme Heat All Neighborhoods, All Populations, All Sectors

3.5 Landslide Management: Install and manage
infrastructure to prevent landslides and manage
debris.

Increased Landslides Homes, Transportation, Socially Vulnerable Populations, Inland, 92 Corridor

3.6 Energy Resilience: Support electrification strategies and implementation. This may include increasing
opportunities for localized power, battery backups,
and infrastructure upgrades for overall resilience to
power outages due to climate hazards.

Extreme Heat, Wildfire, Increased
Precipitation Intensity, Fluvial Flooding,
Landslides
Economy, Utilities and Public Services, Socially
Vulnerable Populations
400
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 72 Goal 4: Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience Goal 4 focuses on improving internal processes, allocating dedicated funding, and building strong partnerships. These steps will strengthen the City's ability to plan, coordinate, and implement effective resilience strategies. This includes integrating climate considerations into planning, development, and operational practices across departments. This also aims to prioritize budget allocations for climate resilience projects and to seek out additional funding through grants, state and federal programs, or partnerships to increase city staff bandwidth to help manage and implement these strategies effectively. In addition, forging strong partnerships with local organizations, state agencies, and regional/multi-jurisdictional authorities is essential for the success of climate adaptation efforts. These partnerships can provide valuable expertise, resources, and collaborative opportunities to tackle complex local issues and climate change hazards.

Policies and actions for this goal are administered by the Public Works and/or Community Development Departments with assistance from all City departments.

Table 12. Goal 4
Goal Strategy Hazards Addressed Neighborhood, Population, or Sector Goal 4. Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience

4.1 Policies and Procedures: Operationalize climate
considerations into City policies and procedures.

All All Neighborhoods, All Populations, All Sectors

4.2 Build Capacity: Increase staffing for climate projects and train staff in climate implementation. All All Neighborhoods, All Populations, All Sectors

4.3 Build and Maintain Partnerships: Maintain and
expand regional and State partnerships to increase
resilience.

All All Neighborhoods, All Populations, All Sectors

4.4 Build and Sustain Funding: Secure, sustain, and
increase City funding for climate resilience efforts. All All Neighborhoods, All Populations, All Sectors 401
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 73 Goal 5: Support and Increase Economic Sustainability
Goal 5 focuses on promoting policies and initiatives that help local businesses thrive. The City has tools that it can implement to promote economic stability while also encouraging resilience. This includes providing resources and incentives for businesses to adopt sustainable practices, reduce their environmental footprint, and invest in climate adaptation measures. Local businesses play a vital role in the community’s economic sustainability, and their success can be enhanced by facilitating access to green technologies, climate-conscious supply chains, and workforce training in sustainability practices. In addition, supporting business innovation in climate resilience can position the local economy to capitalize on emerging green industries, such as renewable energy, eco-tourism, and sustainable agriculture.

It is also important to ensure that local businesses are prepared to withstand the specific climate change impacts that may affect them by providing businesses with the tools, knowledge, and financial support to strengthen their resilience to climate hazards. Mitigating disruptions to local business operations will safeguard the local business environment while ensuring that businesses are contributing positively to both local prosperity and climate adaptation.

Policies and actions for this goal are administered by the City Manager’s Office with assistance from a range of City departments.

Table 13. Goal 5
Goal Strategy Hazards
Addressed Neighborhood, Population, or Sector
Goal 5. Support and Increase Economic Sustainability

5.1 Resilience Incentives: Improve the
resilience of homes to climate hazards
through economic programs.

Coastal Wave Flooding,
Decreased Air Quality, High
Intensity Winds, Extreme
Heat
Homeowners and all Residents

5.2 Strong Local Businesses: Work
collaboratively with local businesses to
build their resilience and adaptive capacity.

Coastal Wave Flooding,
Coastal Erosion, Wildfire
Decreased Air Quality, High
Intensity Winds, Extreme
Heat, Drought, Increased
Precipitation, Reduced
Ocean Health
Local Business
402
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 74 Adaptation Strategies and Actions
To achieve the five adaptation goals outlined in the section above, a set of adaptation strategies was developed. The strategies that were identified fall into 10 general categories:
1) Programs—involves a wide range of strategies that may expand or create new programs, activities, and initiatives, including those that incentivize or disincentivize action 2) Funding and Capacity Building—aims to enhance local capabilities 3) Partnerships—includes developing coordination and collaboration with stakeholders 4) Monitoring—involves evaluation and developing the means to judge success 5) Study—includes a range of activities that can improve feedback, data, and analysis and lead to better understanding of impacts and increase preparedness 6) Plans, policies, regulations—involves a wide range of strategies to develop or revise existing plans, policies, regulations, and guidelines; for example, this may include actions that influence the way land and buildings are developed to reduce hazards 7) Capital Improvements—typically follow from planning and policy and involve a wide range of actions designed to address physical and functional deficiencies and needs in the built and natural environment; this may include the construction of structures to reduce the impact of a hazard or the restoration of natural systems.
8) Ongoing Efforts—strategies that build on existing city efforts 9) Communications—improved communication and coordination within the community, and may involve early warning systems and communications plans post-disaster 10) Internal Procedures—involves building stronger internal processes, trainings, and internal communications
Strategies were developed by the Project Team and informed through public outreach events. Specific strategy actions and details are listed in Appendix B. Strategies were developed to target specific problem statements that emerged from the vulnerability assessment and focus on the most vulnerable populations, assets, and services in Half Moon Bay. To ensure the creation of effective strategies, the Project Team developed a short list of selection criteria to prioritize strategies. These criteria include the impact/protective value of the approach, the number of hazards addressed and alignment with the problem statements, the cost/level of effort of the approach, the level of feasibility and capacity to implement the approach, co-benefit considerations such as equity, and alignment with existing plans and policies.

Prioritization Process
A prioritization process was used to provide a relative ranking of adaptation actions that are “Low,” “Medium,” and “High” priorities for the City. While all strategies are worthwhile, some strategy’s effect on climate change mitigation and hazard reduction may be less impactful than others. Clear prioritization helps to focus resources and staff time on the most impactful areas, or on strategies that need to be done earlier to enable other strategies.

The prioritization process included the development of performance criteria, which included the scoring and weighing of each action. The result was an aggregated score (or performance rating) and a ranking as a high, medium or low priority action. Note that overall prioritization across goals is not undertaken, as the types of actions aligned with each goal are affected in different ways by the criteria weighting process. 403
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 75 In addition, there are other factors that are not easily quantified, but should be considered as the City selects actions for implementation (see the section below on additional factors for consideration).

Performance Criteria and Ratings
For each criterion, actions were assigned a performance rating, and the criteria and rating levels used to assign these scores are listed below.

The impact and protective value were scored from very high to low, where higher priority was given to strategies that will create a measurable increase in resilience and or reduction in harm. The strategies were judged according to how effective the strategy is at addressing a problem(s) and what future losses might be avoided. The measure included:
• Very High—Action will provide an immediate and ongoing reduction of risk exposure for life and property to a highly vulnerable or large area/population. • High—Action can be implemented in the mid-term to provide a reduction of risk exposure for life and property to a highly vulnerable or large area/population, or action will provide an immediate reduction in the risk exposure for property to a moderately sized area/population. • Medium—Action can be implemented in the long term to provide a reduction of risk exposure for life and property, or action will provide an immediate reduction in the risk exposure for property to a smaller area/population.
• Low—Long-term benefits of the action are difficult to quantify or minimal in nature, or benefits cannot be determined with adequate certainty.

Alignment with the Problem Statements
The number of problem statements addressed by an action was also included as a factor. 12 Cost/level of effort was given a relative score from highest to lowest to prioritize lower cost/more fundable strategies where:
• $$$$—Cost is very high, and existing funding will not cover the cost of the action; implementation would require new revenue through an alternative source (e.g., outside funding sources, bonds, grants, levies, or fee increases).
• $$$—Cost is high, and existing funding will not cover the cost of the action; implementation would require new revenue through an alternative source (e.g., outside funding sources, bonds, grants, and fee increases).
• $$—The action could be implemented with existing funding but would require a reapportionment of the budget or a budget amendment, or the cost of the action would have to be spread over multiple years (including those with significant ongoing costs). • $—The action could be funded under the existing budget. • Enabling—No direct cost to the City, but enables or supports an existing program from a local or regional partner.
• Within Current—The action is part of an existing program funded by the City.

The level of feasibility and capacity accounts for responsibility for implementing the action and the City or partner’s level of organizational capacity:
• High—Preference for City administered programs that align with existing plans and programs or is aligned with the LCIP
12 Across all actions, the scores for this factor ranged from 1 to 6. 404
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 76 • Medium—Preference for outside entity-administered programs that align with existing plans and programs or is aligned with the LCIP
• Low—Organizational capacity to implement the strategy is low or unknown Additional Benefits considerations are strategies to minimize maladaptation (which refers to an action that is intended to be beneficial, but worsens the situation or increases vulnerability), and promotes cobenefits to the community (such as improved recreational opportunities) and ecological systems, and leads to more sustainable practices such as a reduction in greenhouse gas emissions. Scores were given to strategies with more co-benefits. Some examples of the co-benefits considered include:
• Equity: The strategy involves meaningful and active engagement with the most impacted communities, fosters community resilience, and protects the City’s most vulnerable populations.

This involves explicitly prioritizing communities that are disproportionately vulnerable to climate impacts, while ensuring that the costs of the action do not fall disproportionately on those sectors of the community.
• Environmental performance: What are the potential environmental impacts or considerations of implementing the strategy?
Normalization of Performance Ratings
For each of the criteria, the performance score was assigned, normalized13, and then multiplied by a relative importance factor for each criterion. These weightings prioritize actions that have low costs, address multiple hazards and problem statements, provide additional co-benefits, and are actions that the City has the capacity to implement. Criteria weightings used in the calculation of the final ranking are outlined below:
• Cost—20%
• Impact and protective value—30%
• Number of problem statements addressed by an action—10% • Feasibility and operational capacity to implement—25% • Additional Benefits—15%.

While overall scores were calculated in the same way for actions across all goals, the prioritization ratings of each action were determined within each goal. This prioritization rating is based on a rule of thirds, with actions scored in the top third of the range of scores for each goal assigned a rating of High, actions with scores in the bottom third assigned a Low priority, and the balance being assigned a priority rating of Medium.

Priority Actions
This section provides a summary of the top adaptation actions that received the highest priority scores under each goal. Many actions that received lower priority rankings may be worthwhile strategies to pursue for the community; however, their effect on climate change mitigation and hazard reduction is considered less impactful than the other strategies. This list does not necessarily indicate the first actions to be undertaken by the City, or that the ordering has a sequence of implementation. Full results of the prioritization process are available in Appendix B.
13 Numeric scores were converted to a score between zero and one, by dividing the score by the number of potential scores (the range). For example, if there were six potential scores (0 to 5), then a score of 5 would be assigned the maximum value of 1, and a score of 4 would be assigned a value of 0.8 (4 divided by 5). A constant linear relationship between the scores was assumed. 405
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 77 Goal 1: Ensure a Healthy, Resilient, and Self-Sufficient Community Actions rated most highly under this goal represent actions that enable greater agency and capacity for members of the community via local planning activities and provision of information and economic incentives. The five actions rated most highly under this goal are:
• Action 1.4.9. Develop neighborhood-specific climate adaptation plans with local stakeholders • Action 1.4.2. Establish financial incentives, including stormwater fee discounts (requires imposition of stormwater fees), tax credits/rebates/reimbursements, permit rebates (e.g., freeboard incentives), awards/recognitions, etc., to homeowners who mitigate flood risk on at-risk properties.
• Action 1.2.1. Host annual educational events for residents and businesses on weatherproofing and fireproofing their homes and businesses. Continue to coordinate with the CERT program to help distribute information to increase resident and homeowner awareness and knowledge of how to prepare for emergencies.
• Action 1.2.3. Bolster and further promote the neighborhood-level CERT program. Work with existing CERT leads to identify neighborhood-level gaps in membership, and develop emergency preparedness by organizing the City by blocks and sections, plus recruiting new Block Captains as needed
• Action 1.5.4. Build on existing email newsletters, websites, and social media for community outreach, and communication for storm and disaster readiness. Coastside Buzz, Half Moon Bay Review - Coastside News, etc.

Goal 2: Foster a Thriving and Accessible Coastline and Open Space Actions rated as high priorities under this goal focus on management of public open space adjacent to hazard source areas, plus planning and operational measures to improve knowledge of and reduce risk of private and commercial structures to coastal hazards. The top five equally rated actions under this goal are:
• Action 2.1.2. Identify public land near creeks that will benefit from sustainable landscaping and other stormwater management to slow water infiltration along steep stream channels. • Action 2.2.2. Develop staff guidance and education materials for selection of plants and landscaping alternatives that increase drought resilience and comply with FireWise requirements. • Action 2.4.2. Track current state efforts around artificial reefs and sediment management. If alignment exists, study the viability of artificial reefs, reef augmentation, and opportunistic sediment placement in key areas prone to coastal flooding and erosion (e.g., three rocks off Miramontes Point14, West Miramar, etc.)
15 .
• Action 2.1.3. Increase the frequency of creekside debris (trash) removal. • Action 2.1.4. Partner with the San Mateo Resource Conservation District (RCD) to restore wetlands in high-impact areas vulnerable to flooding.
• Action 2.3.1. Identify adaptation pathways with specific actions and triggers for neighborhoods especially vulnerable to shoreline hazards. Identify hazard-prone critical facilities and infrastructure and plan for relocation, and structural and nonstructural retrofitting measures as necessary.
14 Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment—2023 15 The California Department of Fish and Wildlife is developing a framework with guidance and currently studying the viability of artificial reefs under the California Artificial Reef Program (CARP). 406
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City of Half Moon Bay Climate Action and Adaptation Plan 78 Goal 3: Protect the City through Increased Resilient Infrastructure Actions with the highest priority ratings under this goal are focused on improving knowledge about the asset-specific climate vulnerabilities of key assets and Public Works properties, and actions to increase the availability of generators and backup power in the case of an emergency. The top five rated actions under this goal are:
• Action 3.6.2. Develop a community resilience hub(s) by adding solar energy, water supply, communications, and battery storage at a publicly available site, such as the library or an established resilience hub.
• Action 3.3.1. Climate change facilities master plan for the City Corporation yard and City-owned downtown buildings.
• Action 3.4.2. Upgrade municipal watering systems to be more water efficient. • Action 3.3.2. Update the Storm Drain Master Plan. Consider the projected future intensity and duration of precipitation events to recalculate flood hydrographs and inform the design of infrastructure upgrades and retrofits. Aligns with 4.1.2. • Action 3.6.3. Ensure that all critical facilities have backup solar/generator systems so that they are operational during multiday power outages. Installation and replacement of emergency generators at critical facilities (cell towers, library, city hall, community center, police/fire).

Continue to monitor, maintain, and perform condition assessments for the existing emergency generators (serviced monthly by Public Works).

Goal 4: Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience
Actions under this goal that were rated as high priorities include actions focused on improving the financial and technical capacity of staff through training and grant applications, plus strengthening regional partnerships. The actions with the five highest priority ratings are:
• Action 4.2.2. Hire a full-time grant writer, or contract these services on an as-needed basis, to increase funding and resources for Half Moon Bay's climate and resilience projects. • Action 4.3.2. Continue with and expand the working relationship with PG&E to improve coordination. Work with PG&E to better understand the grid map and power grid with historical outages and causes, and study where the grid could become more resilient. Develop partnerships on vegetation management; identify key locations for undergrounding electric lines; conduct a feasibility study to determine potential locations for microgrids; ensure dedicated backup power systems for key infrastructure (resilience hubs, key City facilities such as the SAM Wastewater Treatment Plant, traffic signals, and telecommunications infrastructure). • Action 4.3.15. Coordinate with Coastside Fire Protection District to enhance fuel break and fuel reduction efforts and increase participation in CERT program. • Action 4.3.8. Work with regional partners to maximize the number of residents that have health insurance, especially for vulnerable populations.
• Action 4.3.16. Work with Cabrillo Unified School District to distribute emergency response kits to students.

Goal 5: Support and Increase Economic Sustainability
Actions under this goal that were rated as higher priorities focused on education, facilitating support for businesses via recovery and resilience actions, and improving the urban canopy. The five actions rated most highly for this goal are:
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City of Half Moon Bay Climate Action and Adaptation Plan 79 • Action 5.2.1. Work with the City's businesses and business organizations to support their efforts to become more resilient, including providing resources related to energy resilience, increased defensible space, backup power, water, and communications continuity. Conduct outreach campaigns to engage business leaders to understand risks and identify opportunities. • Action 5.2.4. Foster business partnerships and mentoring to support business continuity planning and enterprise risk management. Coordinate with regional businesses to ensure they understand the ramifications of, and are planning for, wildland fires including power shutoffs, data backup, chain of command in leadership, evacuation, defensible space, and building hardening. • Action 5.1.1. Evaluate the provision of incentives to encourage homeowners and business owners to improve home/building hardening practices and implement accordingly. • Action 5.1.4. Where permitted by FireWise regulations, using existing contractors, incrementally improve and maintain the urban canopy in downtown and throughout the City to provide shade and beautification.
• Action 5.2.5. Establish a local business pre-disaster recovery planning and coordination group and/or committee to update or initiate business continuity planning programs. Include considerations of physical assets and workforce.

Additional Factors for Consideration
Alignment with other plans is noted if a strategy has already been identified in or builds on a policy or plan that has already been developed. The parties responsible are listed to note the City department that could take ownership of the strategy. Ideally, these strategies would build upon existing institutional structures within the City, and the identification of a champion to see the action through should be identified.

If a strategy is of interest, the following additional considerations should be evaluated once the specific nature of implementation is identified.
• Funding: What resources are available to pay for implementation (both to implement and over the life of the project)?
• Legality and Regulatory Environment: Is the strategy consistent with applicable laws and/or compatible with the existing regulatory environment?
• Adaptability: Does the strategy respond to continual changes in climate, ecology, and the economy using adaptive management that incorporates regular monitoring? • Flexibility: Does the strategy employ adaptive and flexible governance approaches? For example, maximizing collaborative partnerships, or among numerous knowledge holders and stakeholders, accelerate effective problem solving.
• Accountability: Can the responsible party ensure success of the strategy, and are they capable of transparency on decisions, actions, and outcomes, and taking corrective measures when needed.
• Equity: Does the strategy directly impact or support vulnerable communities and help to increase resilience, adaptive capacity or otherwise improve the ability of identified socially vulnerable populations to withstand climate hazards.

Considerations of Socially Vulnerable Populations
Vulnerability has underlying historical roots that should be considered when developing strategies, and historically, socially vulnerable and underserved communities have faced barriers to disaster preparedness and recovery due to factors such as limited financial and technical resources, reliance on others for basic needs and transportation, and potential discrimination or stigma that could impact recovery efforts. Recognizing these challenges, the City has an opportunity to lead by example. Proactive 408
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City of Half Moon Bay Climate Action and Adaptation Plan 80 planning can help the City identify potential impacts and community needs, engage with vulnerable communities, and work to reverse past injustices that have placed undue strain on these populations.

It is important that the City aims to reduce the health risks associated with climate change for disadvantaged communities by prioritizing programs and improvements to address public health and other social needs. The City may have difficulty addressing the needs of disadvantaged groups and aiding socially vulnerable groups because of limited funding, political and community will, competing interests, and differing priorities on the allocation of public safety dollars. The City should identify and work with local groups with connections to socially vulnerable groups, such as nonprofits, faith groups, the various affordable housing programs in the City, mobile home and RV park management, and other community groups. Venues for outreach and the building of trust include the public library, the community center, and local events.

Implementation
Once the adaptation strategies are prioritized, chosen strategies must be implemented. Developing an adaptation implementation plan for each prioritized strategy helps City departments agree on how and when a strategy should be implemented. To ensure that implementation of each strategy is effective, a designated party will need to monitor, evaluate, and modify strategies as needed based on their observed effectiveness, local changes, and in response to new science. The implementation plan also lays out the roles and responsibilities for implementation, as well as providing some description of the existing resources to enact it, those that are still needed, and potential barriers to implementation.

Aligning strategies and actions with existing City programs is an effective way to leverage the implementation of the CAAP. Many of the steps and recommendations developed in this plan align with policies that the City developed in its recent update of the LCP. Appendix C notes the primary alignments between this plan and the policies of the LCP. The Project Team also identified other existing programs, plans, and policies that are best suited to drive strategy implementation. In some cases, the best approach to implementation was unknown, and in these cases, the City will need to identify the planning document(s) or other mechanisms best suited to drive strategy implementation.

Roles and Responsibilities
Adaptation strategies, irrespective of the specific plan or program in which they are embedded, must be effectively implemented to realize their objectives. This necessitates the allocation of the approach to a leader within the City, as well as the identification of personnel and supporting departments or other agencies. This section provides a list of City departments and their responsibilities.

City Government Departments
Figure 36 provides an overview of the City of Half Moon Bay’s organizational structure. The departments include the City Manager’s Office, the Communication/City Clerk’s Office, Administrative Services, Public Works, and Community Development.

The City contracts with the San Mateo County Sheriff’s Office for police services and is served by the Coastside Fire Protection District, which has a cooperative fire protection contract with Cal Fire. The City is also served by CCWD for water service and participates in the SAM Joint Powers Authority. 409
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City of Half Moon Bay Climate Action and Adaptation Plan 81 Figure 36. City of Half Moon Bay organization chart
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City of Half Moon Bay Climate Action and Adaptation Plan 82 City Departments
The Departments of Community Development and Public Works have key roles in all climate adaptation actions.

The role of Community Development guides development in a manner that protects public health and safety, and ensures economic vitality by developing long range plans, setting policy and regulating projects through building and planning permits. This is mostly closely aligned with strategies and actions outlined in Goal 1. Ensure a Healthy, Resilient, and Self-Sufficient Community, and Goal 4. Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience.

The role of Public Works is targeted towards physical interventions to reduce climate risk exposure and vulnerabilities, and the maintenance of existing infrastructure and facilities. With a key role in implementation, Public Works will be heavily involved in Goal 2. Foster a Thriving and Accessible Coastline and Goal 3. Protect the City through Increased Economic Sustainability.

The Department of Administrative Services is critical to actions that involve partnerships with regional, state and federal entities, and would be involved in Goal 4. Build and Sustain the City of Half Moon Bay Government’s Capacity to Increase Resilience.

The City Manager’s Office has responsibilities over economic and community vitality and would be involved in Goal 5. Support and Increase Economic Sustainability.

Partners
Provided below is a short list of the partners referenced in the adaptation strategies in Appendix B. The CAP provides a much more comprehensive list of public sector and nonprofit partner organizations, and Bay Area Climate Action Mapping Projectp provides an up-to-date list of organizations actively working on climate action. • Coastside Fire Protection District (Cal Fire)—A special district government agency responsible for fire protection on the Coast of San Mateo County. Cal Fire is the operational service provider for the district and is included with the City above as they are a key partner. • Coastside County Water District (CCWD)—A public utility that provides treated potable water to the City of Half Moon Bay and the unincorporated coastal communities of El Granada, Miramar, and Princeton-by-the-Sea in San Mateo County. Serving an area of approximately 14 square miles, the district serves nearly 20,000 residents across more than 7,600 accounts. • Sewer Authority Mid-Coastside (SAM)—A Joint Powers Authority that provides wastewater treatment and collection services to the communities of Half Moon Bay, El Granada, Miramar, Montara, Moss Beach, and Princeton-by-the-Sea in San Mateo County. SAM's member agencies include the City of Half Moon Bay, the Granada Community Services District, and the Montara Water and Sanitary District. • Land Trusts—There are numerous land trust organizations that are active landholders and managers in the Half Moon Bay region. Within the City, one of the largest is the Coastside Land Trust, a nonprofit organization that has significant holding in the Wavecrest area. • California State Parks—These are public lands preserved and managed by the California Department of Parks and Recreation (California State Parks). Half Moon Bay State Beach is in the City, and includes Francis Beach, Venice Beach, Dunes Beach, and Roosevelt Beach, as well as two campgrounds. • Pacific Gas and Electric Company (PG&E)— is a major utility provider in the City and broader region. • Peninsula Clean Energy (PCE)— The main electricity provider for 97% of Half Moon Bay Residents. • California Department of Transportation (Caltrans)—The state agency responsible for planning, maintaining, and improving California's transportation infrastructure, including State Routes 1 and 92. p More information can be found here: https://www.bayareaclimateactionmap.org 411
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City of Half Moon Bay Climate Action and Adaptation Plan 83 • County of San Mateo—Operates under a five-member Board of Supervisors system. The Board oversees county operations, including health services, public works, and law enforcement. The Sheriff is an independently elected official responsible for law enforcement duties. • California Coastal Commission (CCC)— Is a state agency that protects and regulates California's coastal resources ensuring public access and sustainable development within the coastal zone Monitoring and Evaluation
The science and certainty around climate impacts is constantly evolving, however, projections of climate change impacts are fraught with uncertainty. Adapting to climate change should be approached as an ongoing, flexible, and adaptive process. The City needs to prepare for inevitable changes, while also managing and overseeing its day-to-day responsibilities.

Monitoring and evaluation will play a crucial role in documenting changes caused by climate change and identifying points in time where it is important to adjust adaptation strategies to avoid emergencies and the worst possible consequences of climate change. For example, if all ice on Earth melted, sea levels would rise ~200 feet, causing significant global changes including localized flooding and erosion impacts along the entire City shoreline.

However, if that were to occur, it will take time, and adapting to climate change should not be an evacuation.

Monitoring sea level rise and erosion over time will indicate when it is time to move away from the current shoreline and avoid emergency damage to infrastructure and property.

Each department in the city should evaluate day-to-day actions and identify opportunities to start collecting longterm monitoring data as part of daily routine actions. This will require subtle changes in each department to begin tracking various monitoring information. For example, Public Works should document how many times the department needs to close a road due to flooding, measure the distance between a road surface and a cliff edge after an erosion event, or how much is spent annually to repair infrastructure due to elevated groundwater, flooding, high heat, or fire. These monitoring elements could be integrated into daily work orders and completion procedures.

The Community Development Department could add items to a permit checklist to account for more fireproof or floodproof construction considerations. Integrating these changes into daily practices could include upgrading checklists, tablet templates, end-of-day reporting, completion of project accounting, and this information can then establish a long-term monitoring data set. This long-term data set will play a crucial role in tracking climate impacts and help identify when to adjust adaptation efforts and when and where changes may be necessary.

The City should create a strong monitoring and evaluation plan that covers all actions that are implemented either in part or in full, by department, and reported annually or interannually. Developing a streamlined central database that is automated in these daily workflow adjustments will help with reporting and is key to avoiding wasted staff time and resources. Such a plan should clearly define desired outcomes, specify what will be monitored and how, establish thresholds that indicate if goals aren’t being met, and outline alternative actions to take if those thresholds are crossed. Monitoring and evaluation processes should also track the uptake and effectiveness of actions that are implemented both by the community at large and by regional partners.

A monitoring and evaluation plan should be revisited on a routine basis to maintain relevance and address changing needs, limitations of the plan, or changes in the political landscape (such as funding). Reporting progress of CAAP actions as well as any needed adjustments to goals should be presented to City Council every 1-2 years. This will provide updates on the implementation of individual actions, as well as an opportunity for feedback on priority reevaluation as needed.

Funding and Financing Mechanisms
Effective implementation of a climate adaptation plan requires capital investment, funding, and staff time.

However, climate adaptation, while costly, is significantly more economical than the escalating damages resulting from inaction. These expenses can be reduced through the utilization of grants, leveraging public and private 412
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City of Half Moon Bay Climate Action and Adaptation Plan 84 partnerships, low-interest financing, fees, and effective use of current funds, lessening the financial burden on the City and community.

Requirements of Climate Adaptation Project Funding
As an overarching concept, due to the unique nature of climate projects (specifically their uncertainty in costs, benefits, timing, longevity, and interconnectedness to other natural and human/cultural processes), funding sources should have the following characteristics:
• They should be matched to the demands or costs, both in terms of scope and timing. • They should have a broad base with a low unit cost, meaning that the burden is spread across as large a number of sources or payees as possible.
• They should have sufficient longevity or, through investment, allow for streams of ongoing funding, such that capital repayments and operational and maintenance costs can be covered over the entire life of the project.
• They should align the beneficiaries of a given project with the means of raising revenue, noting that there may be multiple beneficiaries of the same project.
– For example, rain gardens or permeable pavement reduce flooding, improve water quality, and enhance neighborhood aesthetics, benefiting both public agencies and private stakeholders.

Shared funding can come from stormwater fees, developer contributions, and environmental grants.
• They should be equitable.
q
How To Decide between Viable Funding Sources
An important aspect of funding and financing is the practical question: Once the City has found viable funding sources, how should it choose between them and ensure that the source, scale, and duration of funding is aligned with the implementation of that action? To support the strategic and rigorous evaluation of financing options, Keenan (2019) suggests a multi-criteria decision analysis framework. This framework can be used to consistently weigh choices against one another in as transparent a manner as possible, based on the relative importance placed on particular aspects or outcomes of a funding source, such as cost, flexibility, and sustainability of a funding source. Further explanation and process development for these tools is included in Appendix D.

Other Resources
Several thorough reports have already been developed to explore the possibilities for funding and financing climate adaptation in California, including:
• Proposed Funding Pathways for Adaptation to Climate Change in California (Robert et al. 2021) • Paying for Climate Adaptation in California: A Primer for Practitioners (AECOM 2018) This report contains a comprehensive list of funding and financing tools (p.14), highlighting the benefits and drawbacks of each. This list is an excellent summary of the variety of funding categories available for climate adaptation in the state. It can be used as a starting point to assess and weigh options as funding opportunities are considered.
• Climate Adaptation Finance and Investment in California (Keenan 2019) q Even with ad valorem taxes that are equitable in principle, the increases in property values in coastal regions of California over the past decades have created a class of long-term residents who are asset-rich, but do not have ample free capital resources for additional fees and charges. This must be considered when selecting adaptation actions reliant on property taxes. 413
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City of Half Moon Bay Climate Action and Adaptation Plan 85 Each of these supplementary resources should be reviewed as a complement to this report for a thorough review of funding and financing general principles and overarching guidelines. This section focuses on avenues relevant to Half Moon Bay.

The following subsections explore several avenues for climate adaptation funding: existing city and county funds, state sources, non-governmental organizations, federal sources, and others. Each category and specific option has its own opportunities and challenges that are explored in detail and summarized at the end of this section.

Existing City Programs and Funds
Although the City of Half Moon Bay is a small, low-density community with a smaller residential property tax base, it hosts several established funding mechanisms that could be directed toward climate resilience initiatives. While monies for these funds have already been allocated, there is a process in place to reallocate funds. Each revenue stream has a set of initiation documents that lay out the types of projects that funding stream considered. These initiation documents could be reviewed and the types of projects expanded or weightings changed to prioritize longer-term benefits to the City. The City should consider doing so for necessary infrastructure upgrades and resilience measures that benefit City infrastructure, open space, and the Half Moon Bay community as a whole.

According to the fiscal year 2024–2025 budget, there is an expected shortfall in the next 3 years that, without intervention, would deplete the City’s reserve balance by fiscal year 2026–2027 (Rossi et al. 2024). Because climate resiliency measures often suffer from complacency due to climate change’s uniquely sporadic, insidious nature, they are typically some of the first initiatives to be cut during financial stress. However, due to the expected increased future costs to the City if climate resiliency programs are delayed, it is important that the City continues to prioritize climate resiliency as it would any other pressing, risk-reduction measure, such as reinforcing a degraded bridge or clearing away dry, natural debris from electrical infrastructure. The return on investment of climate resilience activities is substantialr.

As such, it may be helpful to create a special fund for climate resilience projects that can house dedicated funds (rather than tracking multiple projects from funding streams of many sources independently) to keep it insulated from spending cuts.

The following options present opportunities to finance adaptation programs with minimal structural changes to existing funding frameworks; a priority action should be to investigate whether these funds can be used to support resilience projects directly either as is or with modifications to the governing documents of the funds, or potentially be funneled into a resiliency Special Fund, if one were to be created:

Streets and Roads Special Revenue Fund
This fund consolidates multiple revenue streams, including gas tax funds, transportation-related taxes, and targeted grants, for street and road maintenance and improvement projects (excluding capital projects). With streets and roads being particularly vulnerable to climate impacts (flooding, extreme heat affecting road surfaces, etc.), a portion of these funds could be allocated to climate-resilient transportation infrastructure projects (assuming it is possible to amend the allowed expenses, or to amend the prioritization process within those approved spending categories). Although they cannot be used for new projects, they could be used for climaterelated repairs until a threshold is met, requiring additional investment for new infrastructure. The number of repairs should be documented as part of routine maintenance to support longer-term climate monitoring and evaluation.

Capital Projects Fund (Fund 151)
This fund supports capital improvement projects outlined in the City of Half Moon Bay Capital Improvements Plan.

This plan was developed to “ensure major infrastructure - such as streets, parks, trails, public facilities, sewers, r ROI typically ranges from $6-$13 in return per dollar spent, but the returns (savings) and costs are not aligned. i.e. costs may be incurred by the City, with many of the savings accruing to higher levels of government or to the residents. https://www.uschamber.com/security/thepreparedness-payoff-the-economic-benefits-of-investing-in-climate-resilience 414
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City of Half Moon Bay Climate Action and Adaptation Plan 86 and drainage - are well-maintained for maximum safety, public use, and enjoyment” (City Council Strategic Plan 2025). As of June 20, 2024, this fund contained $1.7 million (Rossi et al., 2024). The purpose of these funds is to support projects that address the City’s identified priorities, one of which being Community and Climate Resilience and Sustainability (City Council Strategic Plan 2025). This fund could further support climate adaptation strategies through capital projects, such as infrastructure improvements.

Lot Acquisition/Retirement Fund
This fund, which collects in lieu fees for development rights, allocates funds to retirement of lots from development. An example of this type of transaction is the transfer of 21 parcels in the Wavecrest area to the Coastside Land Trust in 2025. These parcels were acquired in 2024, with funding coming in part from lot retirement payments associated with the Ailanto Pacific Ridge development, allowing the City to facilitate conservation and extension of the California Coastal Trail with reduced financial impacts to City finances.

The process of selecting parcels for acquisition and retirement could be reoriented toward managed retreat or removal of properties in high-risk areas. As of June 2024, this fund housed $1.4 million. This fund could be expanded to prioritize acquisition of properties in flood zones, coastal erosion areas, or wildfire-prone locations, facilitating orderly withdrawal from areas where adaptation may be impractical.

Parks Development Funds
This fund is used to support the acquisition, development, and capital improvements of the City’s parks and trails.

This fund consists of funding acquired by development impact fees, state grants, and federal grants, comprising a total of $894,000 as of June 2024. This fund is particularly relevant for supporting nature-based climate solutions, some of which may correspond with programs in the City’s Green Infrastructure Plans, which should be reviewed periodically in cases where land has either been reclaimed from development of some kind or could be protected from development. For example, if a few lots were acquired with acquisition funding, they could be returned to the public trust as parks and trails whose design is specifically attuned to climate adaptation needs such as erosion control, defensible space, and storm setback buffering. These funds could potentially support development of green infrastructure projects in the City’s Green Infrastructure Plan as they relate to improvements in parks and open space.

Usage Fees
The City of Half Moon Bay already has a few usage fees (or franchise fees) in place already. The Storm Drainage Fee and Solid Waste Franchise Fee are examples, garnering $7,900 and $613,923 in fiscal year 2023–2024, respectively. This report suggests that the City consider reallocating those revenues (in whole or in part) to resilience projects (understanding that a portion of the franchise fee goes toward this already) and introducing more usage fees that are thematically linked to climate adaptation. These might include an Electrical Utilities Franchise Fee, Parking Fees (other than at Poplar Beach), Hazardous Waste Removal Fee, and Water Usage Fees (above the water price).

Existing County Programs and Funds
In addition to the City of Half Moon Bay, the greater San Mateo County also hosts several established funding mechanisms that could support climate resilience initiatives. s https://www.half-moon-bay.ca.us/617/Green-Infrastructure 415
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City of Half Moon Bay Climate Action and Adaptation Plan 87 San Mateo County Resiliency Grants
The Community Resilience Grants Program supports projects that assess sea level rise impacts and implement innovative adaptation strategies. The County has awarded $310,000 in grants to cities and nonprofit organizations for developing adaptation plans and building community coalitions focused on climate resiliencet.

San Mateo County Joint Powers Financing Authority
Formed as a partnership between San Mateo County and its Community Development Commission, the Joint Powers Financing Authority (JPFA) is a specialized entity that finances county capital projects by issuing and facilitating the repayment of lease revenue bonds (County of San Mateo 2025). This means that San Mateo County is the holder of the bond revenue, and that if Half Moon Bay wanted an adaptation-focused capital improvement project, the City would need to appeal to the County. Lease revenue bonds are restrictive in that they only finance capital projects that generate rental income, which may be a difficult category of adaptation project to find. In the case where an adaptation project is aligned with this mechanism, this could be a good option if the debt servicing of an alternative financier would be larger than a monthly lease payment to the County. If the alternate is a private bank, this would likely be the case since the County would be able to lend at a lower rate than private competitors due to its financial standing.

This JPFA is classified as a major governmental fund, with a fund balance of $79.6 million as of fiscal year 2023−2024 (Rossi et al., 2024). In addition, this San Mateo County JPFA was assigned an AA+ rating by Standard & Poor, indicating to investors a high capacity to meet financial obligations, and low risk of default thus allowing for low interest rates (lease payment obligations for Half Moon Bay) u
.

Capital Projects Fund
Similar to the City’s Capital Projects Fund, this County fund supports infrastructure and development projects within the County, with an overall fund balance of $173.6 million for fiscal year 2023–2024 (Rossi et al., 2024).

State
State programs include both grants and loans. There are several sources of such funding opportunities in California set aside for various purposes. Like philanthropic organizations, competitiveness is high because the funds are available to so many entities (state-wide). State opportunities involve application processes, monitoring and reporting, and spending limitations that can be administratively burdensome; however, as long as there is substantial overlap between the intent of the funding program and the project to be funded, this can be a comparatively more streamlined, less costly, and secure source of funding than other options.

Proposition 4
In November 2024, California Proposition 4 was passed, which allowed the State to issue $10 billion in general obligation bonds to fund climate and water projects. Proposition 4 funding will be well aligned with City goals as it includes funding for coastal resilience and sea level rise, flood planning, and nature-based solutions (Figure 37). t See more information here: https://resilientca.org/projects/2e2d0006-0ec0-463c-917f-56542df5e97f/ u See more information here in the County’s annual comprehensive financial report: https://www.smcgov.org/controller/annual-comprehensivefinancial-report-acfr 416
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City of Half Moon Bay Climate Action and Adaptation Plan 88 Figure 37. Proposition 4 funding categories for the State of California. Source: Public Policy Institute of California.

California Infrastructure and Economic Development Bank The California Infrastructure and Economic Development Bank (IBank) aims to support “the transition to net-zero GHG emissions while strengthening resilience to climate impacts, including municipal lending for climate-smart wastewater management infrastructure.” Ultimately, IBank’s goal is to act as California’s green bank, “facilitating investments of more than $35 billion in California’s clean energy economy and the safeguarding of its environment” through various financial instruments (California Infrastructure and Economic Development 2025).

Like traditional bank instruments, there are financing costs (although much lower than with a traditional bank), which makes this option less desirable than a grant or even some public-private partnership (P3) arrangements; however, the potential for large (multimillion dollar), lump-sum investments and flexibility to partner with aligned companies makes IBank a compelling option to pursue. More detailed information on IBank’s offerings are attached in Appendix E.

California Climate Investments
California Climate Investments (CCI) is an entity that facilitates the funding of greenhouse gas-reducing projects via various state agencies. CCI allocates revenues from California’s cap-and-trade program. The CCI endorses the use of loans, grants, and rebates as incentive mechanisms; which financial product Half Moon Bay might encounter depends on which state agency and program it pursues. Agencies that currently offer CCI-funded programs include California Air Resources Board, California Coastal Commission, California Conservation Corps, California Department of Community Services and Development, California Department of Fish and Wildlife, and several others. A full list of current programs and participating agencies can be found here. Although the mission of CCI focuses on greenhouse gas-reducing projects, there are many other goals that align with adaptation planning and execution. Some examples of currently offered projects are below. • California Ocean Protection Council—Senate Bill 1, Sea Level Rise Adaptation Planning Grant Program: “The overall goal of the SB 1 Grant Program is to provide funding to develop sea level rise adaptation plans and projects to build resilience to sea level rise along the entire coast of California and San Francisco Bay.”
• California Natural Resource Agency—Urban Greening Program: “Establishment, enhancement, and expansion of community spaces and parks, tree planting, green infrastructure in streets and alleys, and the construction of active transportation infrastructure.” Clean Water State Revolving Fund
California State Water Resources Control Board
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City of Half Moon Bay Climate Action and Adaptation Plan 89 The Clean Water State Revolving Fund (CWSRF) program is a state-funded grant program for water infrastructure improvements. The CWSRF provides low-interest loans for projects ranging from under $1 million to over $100 million in scale.

Applicants consist of municipal governments, tribal governments, and nonprofit organizations. While wastewater treatment plants and sewer system upgrades constitute the majority of funded projects, the CWSRF also supports a variety of water quality initiatives including nonpoint source pollution control and estuary protection efforts. This grant program offers a funding opportunity for water infrastructure improvements that improve community climate resiliency (State Water Resources Control Board 2025).

Sustainable Transportation Planning Grant
California Department of Transportation
The Sustainable Transportation Planning Grant Program offers three different programs that focus specifically on local and regional transportation infrastructure that aligns with State climate goals of Caltrans:
1) Sustainable Communities Grants ($29.5 million purse) provide both competitive ($17 million) and formula-based ($12.5 million purse) funding to support local projects and planning that are aligned with state greenhouse gas emissions goals. These grants support Regional Transportation Plan Sustainable Communities Strategies while achieving California's greenhouse gas reduction targets of 40% below 1990 levels by 2030 and 80% by 2050. 2) Climate Adaptation Planning Grants ($3.7 million purse) identify transportation-related climate vulnerabilities through the development of comprehensive adaptation plans. This funding also supports project-level adaptation strategies for transportation infrastructure facing climate risks. This is the only grant type of the three that would fund physical infrastructure changes such as road relocation.
3) Strategic Partnerships Grants ($4.5 million purse) support “statewide, interregional, and regional transportation improvements on the State highway system in collaboration with Caltrans. A specialized subcategory within this grant focuses on transit planning projects that address multimodal transportation” needs across jurisdictions.

Fire Prevention Grants Program
California Department of Forestry and Fire Protection
The Fire Prevention Grant Program prioritizes projects that promote community wildfire resilience, including:
“hazardous fuels removal, wildfire prevention planning, wildfire prevention education, and wildfire prevention research with an emphasis on improving public health and safety.” Through a competitive selection process, eligible entities—including local governments, tribal authorities, certified conservation corps, qualified nonprofits, and Fire Safe Councils with 501(c)(3) status—can access funds to implement proactive wildfire management strategies. Joint Powers Authorities are acceptable applicants if they consist of the above-listed entities.

Federal
Although federal funding may appear uncertain at the time of this report, there are still several federal resources available. The main benefits of the following programs are that they are all grants, meaning there are no capital costs, and they can be for large, lump-sum amounts. However, the (potentially short-term) unpredictability of these funds suggests that the City considers complementing these sources with other financial tools to diversify their portfolio against risk. In addition, federal programs often involve application processes, monitoring and reporting, and spending limitations that can be administratively burdensome. However, when there is substantial overlap between project and funding program goals, this can be a comparatively more streamlined and less costly source of funding than other options.
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City of Half Moon Bay Climate Action and Adaptation Plan 90 Federal Emergency Management Agency
Although FEMA is more typically associated with rapid-pace devastating events such as hurricanes, tornados, and floods, there are funding levers that should be explored within the context of climate change’s slower-paced, sometimes less-obvious devastation.

The Pre-Disaster Mitigation and Building Resilient Infrastructure and Communities (BRIC) grant programs are two funding sources that could be creatively applied to the unique needs of climate adaptation projects. The PreDisaster Mitigation program was turned into the BRIC program in 2023, yet they remain separate entities on the FEMA website. The Trump Administration discontinued the BRIC program in spring 2025. There has been no change in the Pre-Disaster Mitigation program resources online. The City will need to contact FEMA directly to get the most recent funding options available.

The general outline of both programs is the same: funds any project that aims to insulate a community from losses due to a future disaster through a federal-state/local cost-share; all non-federal, government entities and tribes may apply; applicants tend to sign as sub-applicants on a state application; example projects could be retrofitting a community center to accommodate a double-use as a tsunami emergency gathering place or naturebased erosion control and flood management solutions.

Although the above grant program(s) rest(s) under the Hazard Mitigation Assistance Grants umbrella, the eponymous Hazard Mitigation Grant Program is not well suited to adaptation goals. It only becomes available after a presidentially declared disaster (i.e., a disaster needs to occur and the president must declare it a disaster). The goal of the funding is to rehabilitate a community after a disaster in a manner that will insulate the community from future disaster. The City should be aware of this funding source, but it should not be relied upon as a primary source of adaptation funding as it is reactive rather than proactive.

U.S. Bureau of Reclamation WaterSMART Water and Energy Efficiency Grants The U.S. Bureau of Reclamation (USBR) provides 50/50 cost-share funding for projects that improve water conservation and efficiency, water reuse, and water supply reliability, and reduce risk of future water shortages.

Any entity with water or power delivery authority may apply. Projects with 2- to 3-year time frames are preferred.

In 2024, projects ranged in size from approximately $250,000 to $5,000,000 and included activities such as ditch reclamation, underground pipeline construction, and advanced metering installations.

U.S. Army Corps of Engineers Continuing Authorities Program The U.S. Army Corps of Engineers (USACE) Continuing Authorities Program provides funding for feasibility studies and implementation of water and environmental projects related to flood control, aquatic ecosystem restoration, erosion control and prevention, and storm damage reduction, among others. Each feasibility study is federally funded up to $100,000, and any additional costs are shared 50/50 with the project's nonfederal-agency sponsor.

U.S. Department of Agriculture Disaster Assistance Programs The U.S. Department of Agriculture (USDA) disaster assistance programs help farmers protect and recover from drought, wildfire, and winter storms. The USDA offers several programs that provide coverage for agricultural producers to help them manage risk and protect their operations from climate hazards and disasters that fall into the following categories: livestock, farm loans, farmland damage, and crop losses.

Philanthropic and Nonprofit Organizations
Grants from private foundations can be well-suited for projects that build upon public funds to add further value to existing funding streams or initiatives. Local governments may consider applying for grants from adaptationfocused foundation programs, such as those at The Kresge Foundation, Doris Duke Charitable Foundation, the MacArthur Foundation, the California Endowment, or The William and Flora Hewlett Foundation. 419
Adaptation Strategies
City of Half Moon Bay Climate Action and Adaptation Plan 91 The City of Goleta took advantage of these philanthropic opportunities to form and adopt its Creek and Watershed Management Plan in November 2020. It received funding from Union Bank, University of California Santa Barbara Coastal Fund, and Clif Bar Family Foundation to fund a Watershed Protection and Education Program (Trautwein et al. 2020). Although this project was a success, this project’s funding makeup represents the typical struggles of sourcing from philanthropies; they typically, but not always, fund smaller projects, and thus a patchwork of various sources may need to be collected in order to fully support a single project. In the case of the Goleta project for example, University of California Santa Barbara provided $8,912.32 in funding, which was specifically awarded for the hiring of a single intern (Coastal Fund UC Santa Barbara Associated Students). The Kresge Foundation, however, consistently funds projects ranging from $50,000 to $800,000. The City of Half Moon Bay will need to be particularly strategic in weighing competitiveness, size, administrative burden, and goal overlap when considering philanthropies and NGOs.

Creative Strategies
Municipal (Green) Bonds
Municipal bonds are another fiscal instrument that the City of Half Moon Bay can use to fund climate resilience projects; municipal bonds give projects access to the funding capacity of capital markets while distributing those costs over time in a predictable and relatively low-cost manner.

A relatively new instrument in sustainable financing, Municipal Green Bonds can be issued by governments as a means to raise funds for specified climate-resilience programs (Flammer 2020). Although Half Moon Bay has yet to issue any of its own green bonds, nearby San Francisco Public Utilities Commission issued green bonds to fund critical repairs of the Mountain Tunnel, an essential component of the regional water system that supplies drinking water to 2.7 million Bay Area residents (World Economic Forum 2023).

Although they require similar legislative processes, bonds are attractive as compared to taxation methods because they are a dedicated and protected source of funding for a specific type of spending. The capital costs are distributed through time (i.e., the current constituents of Half Moon Bay will not be the only ones paying for a project that benefits those 30 years from now), large sums can be generated immediately without placing the immediate cost on the current residents, and the total annual borrowing and financing cost to the local residents is typically lower than the amount that would be required in annual tax increases to pay for the project directly. In addition, as compared to taxation that is confined by the geographic jurisdiction of the City, the City can allow participation from any entity, regardless of whether it is within City jurisdiction.

The major drawback is that there is no guarantee of bond purchase, unlike in a taxation scheme where there is a guarantee that funds will be raised by some amount.

Public-Private Partnerships
A P3 would involve collaboration between a private company and the City of Half Moon Bay to provide a marketable public asset or service (AECOM 2018). These partnerships, invited by a competitive bidding process, can improve service quality and efficiency. California’s Infrastructure Finance Act authorizes local governments to use P3s for this purpose. P3s are often used to execute infrastructure projects. However, one drawback of P3s is that they cannot be executed in cases where private and municipal interests do not align. In other words, P3s are only attractive to private partners when there is revenue to be made from their involvement. Although this strategy would be beneficial for an adaptation measure, such as the revitalization of a local beach park where revenues can be garnered from parking meters, other projects, such as urban tree planting for the mitigation of urban heat island effects, would need to be financed differently given the lack of a clear revenue stream.

One example of a P3 was the partnership between the City of Long Beach and the private company Plenary Properties to build the new Long Beach Civic Center in 2016–2019. The project included “the creation of a new City Hall, a new Main Library, a revitalized Lincoln Park, parking facilities, and a new Port of Long Beach headquarters, as well as a complementary private development in downtown Long Beach” (Plenary, n.d.). The 420
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City of Half Moon Bay Climate Action and Adaptation Plan 92 project cost approximately $900 million and Plenary was given a 40-year concessionary period during which it would manage operations and maintenance to collect revenue from its investment.

By using a P3, the City of Long Beach was able to redevelop the Civic Center at a lower cost than it had been paying to maintain its existing facilities, without assuming any new debt or levying any new tax measures. The private solution also offered lower financing costs than tax-exempt lease revenue bonds and better risk allocation for the City of Long Beach.

The key benefits of a P3 are that they:
• Include access to private capital
• Avoid public debt and associated debt-raising requirements • Share risk between the public and private sector and assign the risk to the partner best equipped to manage or avert it
• Use private sector knowledge
• Manage risk as well as support maintenance and operations activities for projects with long lifespans.

PG&E
Self-Generation Incentive Program
The PG&E Self-Generation Incentive program offers rebates to customers installing battery storage systems.

Although this program is targeted at PG&E residential and business customers, this could be a great opportunity for the City to facilitate/encourage customers to enhance the City’s energy resiliency. In addition, this program is a prime candidate for IBank’s Climate Incentive Bridge Loans and the Infrastructure State Revolving Fund loans.

Summary of Funding and Financing Mechanisms
The City of Half Moon Bay’s small tax base and predicted, upcoming budget shortfalls indicate that although there are several preexisting funding and financing tools available to the municipality, they may not be sufficient to fund medium- and large-scale projects. Preexisting city funds can be creatively applied to sponsor adaptation projects with minimal procedural and administrative burden, save new taxation schemes, which may outweigh its relatively small contribution as compared to other similarly sized options such as NGOs and philanthropies. The benefit of NGOs and philanthropies as funding sources, although administratively burdensome and offering similarly sized awards, are that they are not subject to City budget cuts, which insulates them against local policy changes and budget shortfalls. Aligning capital improvement plans and the multi-jurisdictional hazard mitigation plans with adaptation priorities will help position the city for state and federal funding.

County programs are similarly insulated from local policy changes and budget shortfalls with the added benefit of preexisting programs with no voter approval required. However, compared to other funding categories explored in this section, the county offers few programs that, although do address aspects of adaptation like sea level rise, are not expansive enough in scope to fund multiple aspects of adaptation.

Federal funding has the capacity to sponsor large-scale projects at no or low cost to the municipality and its constituents. There is a moderate number of agencies and programs the City could pursue to achieve various facets of an adaptation strategy. However, recent Federal changes indicate that grants and programs that were previously available may not be accessible in the future. For example, FEMA’s Building Resilient Infrastructure and Communities (BRIC) program has been terminated, and it is unclear if other programs such as the United State Bureau of Reclamation (USBR) water program will be impacted. At the time of writing, other than the BRIC program, all federal programs listed in this section are still available. It is possible that programs that are terminated or reduced will be funded in the future and should be kept in mind as future options.

The City has the unique advantage of being part of the most aggressive, state-wide, climate policy initiative in the United States. As such, there are many state-wide opportunities to choose from, varying in both targeted recipient 421
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City of Half Moon Bay Climate Action and Adaptation Plan 93 (private or public), size ($1K–$100M) and financial product (subsidy, grant, loan, bond). There is strong overlap between the intent of the financial products offered and the goals of a climate adaptation plan. Although the administrative burden and competition for funds are high, the size, thematic overlap in goals, and stability make state-sponsored programs a promising avenue to pursue.

Other options such as P3s and municipal bonds require the City to initiate and administer the entire program. P3s can be streamlined and attract large investment as long as the project outcome is marketable while bonds are attractive for purely public-good and long-term benefits outcomes.

In evaluating these options, the Project Team recommends deploying an MCDA to narrow down and compare options before undergoing a full cost–benefit analysis for a single option. The more concrete the MCDA inputs and assumptions, the more helpful it is and the less work a cost–benefit analysis will be. In this manner the city will be able to rigorously and consistently apply the needs of a project to the myriad of characteristics of a funding mechanism. The following table is a summary of the “Funding and Financing” section and can be used as a precursor to an MCDA.

Table 14. Overview of funding mechanisms, opportunities, and challenges by categories of funding Mechanism Category Opportunities Challenges
City Programs and Funds
 Pre-existing, proven concepts
 No application or vote needed to
approve (aside from taxes/fees)
 Clear alignment between activity and
adaptation goals (e.g., electric utilities
franchise fee)
 Unlikely to finance large projects
 Near-term, budget shortfalls may
stagnate reallocation to resiliency
projects
County Programs and Funds
 Relatively stable source of funding
 No vote or approvals required
 Fewer options to choose from
 More competition from other cities in
the county
 Potentially high administrative burden
State Programs and Funds
 Stable
 Can finance large projects
 Offers a mix of financial tools
 No vote or approvals required
 Offers a mix of both private-entity and
public-entity focused financial products
 Highly competitive
 Often focus on GHG-reduction only,
but cases can be made for resiliencyfocused projects
 Higher administrative burden
Federal Programs  Can finance large projects
 Unstable but not unavailable
 Higher administrative burden
 Relatively few options with limited
scope
 Highly competitive
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City of Half Moon Bay Climate Action and Adaptation Plan 94 Mechanism Category Opportunities Challenges
Philanthropies and NGOs
 Clear overlap between funder goals
and City goals
 No vote or approvals required
- Typically grants
 May not be able to fund a project
from a single source
 High administrative burden
 Potentially highly competitive
Creative Strategies
 Flexible—can be molded to meet
each project’s specific needs
 Established/proven concepts
 Minimal administrative burden
 Requires conceptualization and
initiation from the City
 May require voter approval (green
bonds)
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Conclusions
City of Half Moon Bay Climate Action and Adaptation Plan 95 7 Conclusions & Next
Steps
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Conclusions
City of Half Moon Bay Climate Action and Adaptation Plan 96

7. Conclusions and Next Steps
The City of Half Moon Bay benefits from a spectacular setting on the coast of California, with a unique small town character nestled into the hills. This beauty is also a challenge as climate change intensifies droughts, wildfires, winter storms, and flooding. This Plan, in concert with the City’s CAP, offers a strategic and clear set of strategies to make the Half Moon Bay community more resilient and able to navigate future hazards.

This community-driven plan identifies the vulnerabilities associated with various climate hazards within the City and the Half Moon Bay region more broadly. Goals and actions for future adaptation have been identified based on community preferences and objectives that will guide adaptation responses to those risks both in the present day, and as they worsen and expand over time with climate change.

Climate hazards, and the way in which the City responds, will impact different sectors of the community and the local economy in different ways. This Plan outlines the community vision and prioritizes actions that the City should take to respond to these threats reflecting the priorities expressed and recorded through community outreach activities.

The process and results of the vulnerability assessment should serve as a reference for ongoing adaptation planning efforts in response to the climate hazards such as rising temperatures, prolonged droughts, increased wildfire risk, coastal erosion, flooding, and sea level rise. As the City faces increasing risks associated with climate change, the assessment serves as a guidance tool to prepare for these risks and prioritize adaptation and resilience planning across multiple sectors and jurisdictions. By identifying the vulnerabilities facing the built assets, open space and community members, the City can more effectively advocate for funding and improve the eligibility of the City to qualify for grant funding to study, monitor, and implement adaptation projects and develop resilience programs.

Having established vulnerabilities and community priorities, this Plan outlines adaptation strategies, policies, and actions that address those vulnerabilities and move Half Moon Bay towards the desired future vision. Across all City departments, the City must identify routine activities that can be tracked as part of a long term monitoring and evaluation plan to document climate impacts and help the community prepare for the uncertainties of a changing climate. The Plan recognizes the need to prioritize actions that align with community priorities but also reflect a realistic assessment of existing feasibility and operational capacity. Some actions require strengthening partnerships with other organizations, while others can be quickly implemented by the City under existing programs and policies.

For high-priority adaptation actions with strong alignment with existing plans and policies, the City can move forward in integrating these actions into City documents, such as the Capital Improvement Program, MJHMP, and LCP. These foundational documents guide land use, and infrastructure investments, making them key levers for advancing long-term community resilience. Integrating climate adaptation and resilience into the update of City plans and policy will allow Half Moon Bay to proactively manage climate-related risks, protect public safety, and ensure sustainable development. As a next step, the City should look to further the adaptation actions identified in this Plan, either through direct action directed by council, an Adaptation Work Plan or similar document, and drawing upon the initial prioritization presented in Section 6.

For adaptation actions that are high priorities but are not yet reflected in the existing plans and policies, the City should look to identify additional studies to inform implementation of those actions. This may include the development of neighborhood-level plans and adaptation pathways, with community workshopping of adaptation priorities.

The City acknowledges that this Plan is just one part of its activities directed toward a more sustainable future.

Coupled with other efforts focused on emissions reductions, green infrastructure, park improvements, and resilience-building, the City can lead by example and promote community leadership and development to address oncoming climate challenges. Through this approach, the City can build a more adaptive, equitable, and futureready community that safeguards its people and its resources and activities for generations to come. 425
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City of Half Moon Bay Climate Action and Adaptation Plan 97 8 Appendix
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8. Appendix
A.Problem Statements
Problem statements target citywide climate vulnerabilities that are broadly applicable to Half Moon Bay community members as well as specific geographic areas and frontline populations that necessitate a similarly targeted or project-level adaptation strategy. Problem statements were developed based on the findings of the City Vulnerability Assessment along with community engagement efforts, including community pop-ups, a survey, and stakeholder listening sessions, which assessed the community’s needs, concerns, and vulnerabilities relating to climate change and the environment.

Problem statements combine sectors and the major climate hazards that stress that sector, for example, homes and businesses + wildfire, along with any specific locations that are experiencing the impacts of the hazards.

Problem statements consider pre-existing conditions that may exacerbate the problem. Each statement also identifies potential leaders and partners to understand the responsibility of the problem and the City’s level of agency. The timeframe considered for each problem statement sector is out to approximately 2100. Adaptation planning efforts will focus on short-, medium-, and long-term strategies.

1. Homes and Businesses
Description
This sector includes impacts to homes and businesses in Half Moon Bay. This sector includes planned future community land use. Homes and businesses are threatened by wildfire, fluvial and stormwater flooding, coastal erosion, landslides and debris flow, and extreme weather and high winds. The conditions that may affect the City’s ability to adapt to the challenges facing this sector include staff capacity, the potential for litigation, community pushback on revised building codes, changes to zoning, and potential future development.

Additionally, this sector is affected by pre-existing conditions including a lack of affordable housing, isolated community location, undersized and aging infrastructure, and limited water supply.

1.1 Wildfire – Problem Statement
While the entire city is threatened by wildfire, and increasingly so with climate change, the highest threat area for wildfire is the wildland-urban interface just outside the city limits of Half Moon Bay. The regional risk of wildfire can impact the ability of homes to be insured, can affect home values and rents, and can lead to increased development pressures within the City. Post-fire consequences may include direct losses, higher insurance rates and inability to be insured, spiking rents, and the potential exodus of residents and businesses, which could have an impact on the tax base, further exacerbating staffing and funding challenges. The City has some ability to directly plan for and adapt to this hazard. Partners include the County of San Mateo, neighboring land owners, land trust organizations, California State Parks, PG&E, Cal Fire, and the CA Department of Insurance.

1.2 Urban Stormwater and Creekside Flooding – Problem Statement Winter storm events increase the frequency and intensity of creek-side flooding, which can lead to direct flooding of creek-side homes and businesses, as well as indirect impacts to roadway access and transportation (see problem statements for Transportation in 2.1). Localized flooding during storm events also occurs in low-lying areas where runoff accumulates and where stormwater infrastructure may be undersized or impeded. The City has significant ability to affect this hazard as it has jurisdiction for local roads, stormwater, and the urban forest within many rights of way. Potential partners include CA State Parks, FEMA, Caltrans, San Mateo RCD, local property owners, and One Shoreline.
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City of Half Moon Bay Climate Action and Adaptation Plan 99

1.3 Landslides and Debris Flows – Problem Statement
Increased intensity of rainfall during winter storms increases the likelihood of landslides and debris flows, particularly after long periods of rain or in scarred landscapes where vegetation has been impacted by fires, drought, construction, or other events. Landslides and debris flows can cause significant damage to homes and buildings. After effects of a landslide can create significant challenges in moving and managing debris, including truck availability, emissions increases, and appropriate places to move, sort, and clean debris.

The City has some ability to adapt to this hazard, however, some of the most at risk areas include areas of steep slopes adjacent to the city boundary and areas upstream of the City, and the City may need to work with property owners to reduce the potential for hazards. Potential partners include CA State Parks, San Mateo RCD, the County of San Mateo, and land trust organizations.

1.4 High Winds – Problem Statement
High wind events can cause downed trees, which can damage property, cut power and other utilities, and injure pedestrians. The City has a significant ability to affect this hazard within the City’s right of way and partners include PG&E, Caltrans, and local property owners.

1.5 Blufftop Coastal Erosion – Problem Statement
The threat of coastal erosion is localized to a narrow strip of land along the coast however the permanent loss of land has high consequences to the City and residents. Several homes, businesses and their associated utilities, as well as coastal access locations are at risk of coastal erosion. Private development assets at risk include homes in the West Miramar Neighborhood and the Ritz Carlton Hotel at Miramontes Point. Partners for regionalscale adaptation planning include CA State Parks, One Shoreline and County of San Mateo.

2. Transportation
Description
Transportation and roadways move people and goods throughout the City. This sector includes the network of roads in Half Moon Bay as well as the 1, 92, and 84 corridors that connect the City to the Bay Area. Emergency response, evacuation routes, and the ability of the Half Moon Bay community to move throughout the region is compromised when transportation routes and roadways are blocked by climate impacts such as wildfire, flooding, landslides, or high wind. The isolated coastal location of the City makes it critical for the City to become more selfsufficient in critical public services that are conveyed through these corridors to the Bay Area.

2.1. Wildfire – Problem Statement
Wildfires can lead to road closures, damage roads and transportation infrastructure, and can also lead to indirect impacts such as reduced visibility due to wildfire smoke, and increase the likelihood of washouts post-fire. The threat of wildfire on transportation affects evacuation routes and planning, which are being evaluated in the County’s Safety Element.

2.2 Stormwater Flooding – Problem Statement
Localized stormwater flooding occurs regularly along Magnolia St. in Arleta Park, Miramontes Point Rd. in Moonridge, the West Miramar Neighborhood, and Kelly Ave. Downtown. With increased storm intensity combined with potential stressors to vegetation communities (plants that grow together in a specific location and a similar environment) from drought and wildfire, stormwater management issues may escalate, and it may become more difficult to retain and slow site runoff. Impermeable surfaces including roads and sidewalks contribute to runoff, burdening the City’s stormwater infrastructure.
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City of Half Moon Bay Climate Action and Adaptation Plan 100 Undersized stormwater infrastructure is an existing condition that exacerbates the issue. Limited data exists for the City staff to understand where obstructions may occur in the stormwater system, and where the system is undersized or underperforming. The city has a significant ability to affect this hazard, and potential partners include stormwater management consultants, land trusts, MidPen Housing, Mercy Housing, San Mateo County Resource Conservation District, One Shoreline, and local property owners.

2.3 Landslides and Debris Flows– Problem Statement
Increased intensity of rainfall during winter storms increases the likelihood of landslides and debris flows, particularly after long periods of rain, and in situations where vegetation has been impacted by fires, drought, or other events. Landslides can block roadways, cutting off access to emergency response and preventing the ability of the Half Moon Bay community to move throughout the City and the region. Debris in waterways can also damage transportation infrastructure such as bridges and lead to clogging of culverts. After effects of a landslide can create significant challenges in moving and managing debris, which can affect the use of beaches. The City has a significant ability to adapt to this hazard on local roads. Potential partners include the County of San Mateo and Caltrans.

2.4 High Winds– Problem Statement
High winds can lead to trees falling, and downing power lines, which can block roadways and cause dangerous situations for residents and visitors. The City has a significant ability to adapt to this hazard within the City’s right of way. Potential partners include PG&E and San Mateo County.

3. Parks, Beaches, and Open Space
Description
Cliff-backed areas of coastline in Half Moon Bay host public assets including roads, trails, parks, and campgrounds. The California Coastal Trail, largely managed by the State, is a vital active transportation thoroughfare and recreational amenity. It is located just inland of the clifftop edge in many locations and is an important thoroughfare both for recreation and transportation.

In addition, the City owns and maintains 12 parks, beaches, and a number of open spaces. Preexisting conditions that affect the ability of parks to maintain their ecological and recreational function include the availability of recreation land, sensitive species and habitat protection, summer droughts and reduced water supply, threats from pests and disease, and City staff funding. Parks and open space areas also provide many opportunities and alignment with green infrastructure and sustainability goals. These areas may provide opportunities for stewardship and engagement, and certain open space areas may provide opportunities for local food production and economic activity.

3.1 Beach Narrowing, Dune, and Cliff Erosion– Problem Statement Winter storms, sea level rise, and increased coastal erosion are already threatening Poplar and Redondo Beaches, State-operated beaches, and beach access locations that are central to the communities’ livability and tourism economy, leading to inland migration of beaches. The City’s beaches, which are mostly backed by cliffs, will have limited room to migrate inland with sea level rise, which eventually will limit recreational uses. The California Coastal Trail is already threatened by coastal erosion, landslides, and creek/coastal wave flooding, and these threats will escalate. The parking lot at Redondo Beach is threatened by cliff erosion. The City does not control the state-managed lands but will need to continue to coordinate and align planning along a connected coastline and work with partners to identify potential sources of sediment. Key partners include CA State Parks, USACE, FEMA, NOAA, One Shoreline, and local property owners.

3.2 Debris Management – Problem Statement
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City of Half Moon Bay Climate Action and Adaptation Plan 101 The mobilization of debris during winter storm events and landslides, as well as the pile-up of debris along creeks and along the coast, directly impacts the ability of Half Moon Bay’s residents and visitors to utilize the coastline and beaches. Debris is largely comprised of natural material such as trees and vegetation, but also includes pieces of farm equipment such as fencing, and parts of homes and infrastructure that have been washed away or damaged in storm events. Debris from agricultural and residential lands can have ecological impacts to waterways and other natural areas. Debris can also damage California Coastal Trail bridge infrastructure and clog culverts under the trail. The city has limited ability to manage sources or locations of debris on non-city land. Key partners include CA State Parks, San Mateo RCD, and the San Mateo Countywide Water Pollution Prevention Program.

3.3 Extreme Heat– Problem Statement
High temperatures and extreme heat can pose a threat to recreational uses, especially in parks and areas with less vegetation and shade, such as the skate park. City-run beaches are already experiencing significantly higher visitor demand during periods of high heat. The City may also be forced to close certain parks to sports groups or others during times of extreme heat. Extreme heat will exacerbate ecological drought conditions and cause ecosystem shifts in the City’s parks and open spaces, particularly in coastal scrub landscapes. City parks provide an important opportunity in reducing the urban heat island effect and provide localized cooling. However, the City may be constrained on opportunities for park expansion or intervention in parkland spaces due to highly sensitive species and habitat, high cost of land, and permitting constraints.

3.4 Flooding – Problem Statement
Flooding can occur during heavy rainfall events and can impact City parks and amenities and the ability of the community to utilize these spaces for recreation. John L Carter Memorial Park, adjacent to Pilarcitos Creek, is prone to flooding as is Frenchmans Creek Park and the area adjacent to the Old Train Depot near Arroyo Leon. A current park update may help to address some of the flood issues. Key partners include CA State Parks, FEMA, land trusts, One Shoreline, and San Mateo RCD.

3.5 Wildfire – Problem Statement
Drought and increased heat will lead to higher wildfire risk in the City. While the highest wildfire risk is in the wildland-urban interface outside of city limits, wildfire spreading from the wildland-urban interface into the City’s inland parks and open spaces (located closer to these areas) could have a multi-year negative impact on tourism and residents in Half Moon Bay. The City may be forced to close parks and open space areas during periods of poor air quality. Cascading impacts post-fire may include increased risk of debris flow, and a large influx of ash and debris in the City’s waterways and shoreline following rain events. This can have impacts on water quality, habitat, ocean health, and debris management (see problem statement 3.2).

4. Public Services, Utilities, and Local Infrastructure Description
This includes a wide range of public services including water supply, wastewater, stormwater, power, natural gas, internet, and communications.

Water and Sewer
Description
Water and sewer services are critical to the City; however, the City has limited direct control over these utilities.

The majority of the City’s water, depending on the season, comes from the Hetch Hetchy Reservoir in the Sierra Nevada. A reduction in snowpack in the mountains and decreased or changing intensity of rainfall could threaten 430
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City of Half Moon Bay Climate Action and Adaptation Plan 102 the City’s water supply. Water supply for the City is provided by the Coastside County Water District (CCWD).

Wastewater collection service is provided by Sewer Authority Mid-Coastside (SAM) where the City has appointed board members, but limited control of the management and operation of the Treatment Plant. The Bay Area Water Supply and Conservation Agency (BAWSCA) provides regional water supply planning, resource development, and conservation services to the City.

4.1 Drought – Problem Statement
Statewide drought could impact the water supply to the City and increase the costs for residents and businesses.

The City does not have control over the supply; however, it can adopt water conservation efforts for municipal buildings, parks and lands, and support residential savings programs to reduce demand and mitigate future rate increases. Potential partners include CCWD, BAWSCA, and the Bay Area Integrated Regional Water Management Program.

4.2 Flooding – Problem Statement
SAM operates the Wastewater Treatment Plant in the City through a joint powers authority. The SAM Plant has flooded in the past and is at high risk of future flooding in extreme storm events. Flooding of the SAM Plant would temporarily shut down the facility, preventing wastewater collection and processing in the City, and potentially causing dire public health consequences. The City does not have direct control over the plant but does have some indirect influence through its appointed board members. Partners include regional board member agencies, including Granada Community Services District, Montara Water & Sanitary District, SAM, San Mateo RCD, and One Shoreline.

CCWD operates wells, a water treatment plant, and a pump station in a low-lying area near Denison Creek, and a pump station near Frenchmans Creek. These facilities are in a potential flood hazard area and flooding could impact these facilities directly and impact water supply systems.

4.3 Wildfire, Debris Flow, and Landslides – Problem Statement CCWD operates numerous facilities and pipelines in unincorporated San Mateo County that are located in areas of high wildfire risk, and many of these facilities and pipelines are located near steep slopes that are at risk of failure, and this could impact both facility access and the facilities themselves. The majority of the City’s water travels by pipe from Crystal Springs Reservoir and Pilarcitos Lake to the Nunes Water Treatment Plant along Highway 92. This corridor is highly vulnerable to wildfire and landslides. Impacts to the reservoirs, pipelines, water tanks, and the water treatment plant in these areas could have lasting and severe impacts on the city’s water supply. Additionally, wildfires and landslides can compromise water quality both during events and for months and years after. The City has limited direct control over this utility. Potential partners include CCWD, Calfire, and the County of San Mateo.

4.4 Emergent Groundwater– Problem Statement
SAM operates the wastewater treatment plant that is located in a low-lying area near the convergence of Pilarcitos Creek and the Kehoe Waterway. Many pieces of key infrastructure for the plant are located underground and seepage of groundwater is a persistent nuisance for the facility. The projected rise in sea level will lead coastal groundwater to rise, which will further exacerbate this issue. The City has appointed board members to SAM and should ensure that the wastewater treatment plant is monitoring environmental conditions within and around the facility, and is engaged in future planning and decision-making.

Power and Communications
Description
431
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 103 Power outages caused by high winds or wildfire can cause significant disruptions to daily life, including the interruption or access to certain medical devices that require power, negatively impacting residents with significant health issues in the City. Power outages can also cause communication outages, which can make it impossible to call for 911 assistance, making the City less safe for residents. It also affects streetlights and traffic lights, making moving around the City much riskier, and potentially increasing the probability of accidents. Both power and communication outages also negatively impact Half Moon Bay’s small businesses. Pacific Gas and Electric (PG&E) is the owner and operator of the electricity distribution system, including the high-voltage transmission lines as well as the local distribution grid.

The pre-existing conditions that affect public services include outdated and aging infrastructure and the isolated coastal location of the City. This makes it more critical for the City to become self-sufficient in the case of power outages.

4.5 High Winds – Problem Statement
High wind events, especially during winter storms, can cause downed power lines and disrupt the electricity and communication delivery to the energy system. A loss of power can create a significant public safety concern by potentially knocking out streetlights and stoplights, and creating difficulties for those that rely on medical devices.

Power and communication outages have long been a challenge for the City and if high wind events intensify into the future, these issues will be exacerbated. The City has a significant ability to adapt to this for trees within the City’s ROW. Potential partners include PG&E and San Mateo County.

4.6 Wildfire – Problem Statement
Wildfire risk in the region can lead to direct damage to infrastructure, and Public Safety Power Shut offs, shutting off electricity in the City and beyond, sometimes including telecommunications infrastructure like cell towers.

These shutoffs can coincide with hot days and an inability to run air conditioners, fans and other cooling devices impacting vulnerable populations (see 6.1 for impacts of extreme heat). Cell towers, often located along ridgelines, are at an increased threat by wildfire. Potential partners include PG&E and Calfire.

5. Socially Vulnerable Populations
Description
Socially vulnerable population groups are more likely than the general population to experience impacts from climate hazards and may have less adaptive capacity in the face of cascading issues. Socially vulnerable groups include, but are not limited to, seniors, mobile home residents, individuals with health sensitivities and mobility limitations, language isolation, racially marginalized groups, and low-income community members. Racially marginalized groups and low-income community members are more likely to live in higher risk locations and be exposed to hazards, and may be less able to recover from climate impacts. As a whole, vulnerable groups may face issues accessing the basic needs and services they need to recover from climate change impacts.

The pre-existing conditions that may affect these groups include lack of affordable housing, limited public transportation, high cost of living, racial inequity, isolated communities, linguistic isolation, housing quality, agency in housing decisions, high cost of public services including utilities, health insurance coverage, and potential lack of trust in City Government workers due to a history of disenfranchisement and lack of representation.

It is important that the City aim to reduce the health risks associated with climate change for disadvantaged communities by prioritizing programs and improvements to address needs. The City may have difficulty addressing the needs of disadvantaged groups and providing assistance to socially vulnerable groups due to limited funding, political and community will, competing interests, and differing priorities on the allocation of public 432
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 104 safety dollars. The City should identify and work with local groups with connections to socially vulnerable groups such as non-profits, faith groups, MidPen housing, mobile home and RV park management, and other community groups. Venues for outreach and the building of trust include the Public Library, the Community Center, and local events.

5.1 Extreme Heat, Air Quality and Wildfire Smoke – Problem Statement A. Outdoor Workers
Individuals who rely on outdoor jobs, such as agriculture, landscaping, and construction where they are required to be outdoors, are significantly more exposed to the extreme heat, wildfire smoke, and poor air quality, than the general population.

B. Mobile Home Residents
Residents in mobile home parks have significantly less shade/tree cover, creating urban heat islands. The homes are also less likely to have improvements including A/C, ventilation/filtration systems, quality insulation, etc.

C. Seniors
Seniors, particularly those living alone, have less adaptive capacity for the impacts related to extreme heat, wildfire smoke and poor air quality. This can lead to health issues such as heat exhaustion and heat stroke for these populations, and exacerbate underlying health conditions such as heart disease.

5.2 Severe Winter Storms – Problem Statement
A. Outdoor Workers
Individuals who rely on outdoor jobs, such as agriculture, landscaping, and construction where they are required to be outdoors are more likely to be directly impacted by severe winter weather conditions and bear a heavier burden in post-storm cleanup activities.

B. Seniors
Seniors, particularly those living alone, are especially vulnerable to power outages resulting from severe winter storms and may experience difficulty preparing for these hazards and cleaning following these events.

C. Renters
Severe storms may lead to an increased chance of flood damage to impact homes directly. These issues can result in mold problems and direct damage to property. Renters may be less able to prepare for these hazards and recover after these events.
433
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 105 B.Adaptation Strategies and Actions
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434
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 106 Goal 1. Ensure a Healthy, Resilient, and Self-Sufficient Community Strategy Action Type of
Intervention
Responsible
Party
Support
Alignment with
Local Coastal Land
Use Plan
Cost
Impact/
Protective
Value
No. Problem
Statements
Addressed
Feasibility/
Capacity
Additional
Benefits
Final
Score
Prioritization

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.1 Evaluate and update existing City residential and commercial permitting and codes to determine
appropriate enhancementsfor climate resilience,
including wildfire, flooding and drought
protections for buildings and landscapes.

Policy/Regulation
Community
Development Public Works
7-7: Building Codes and
Standards, 7-1: Hazard
Avoidance, 7-5: LongTerm Adaptation, 7-8:

Shoreline Hazards and
New Development
Within
Current
High 5 Medium No 0.605 Medium

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.2 Assure compliance with LUP fire safety policies
through condition compliance review and
enforcement.

Policy/Regulation
Community
Development
Coastside Fire
Protection
Within
Current
High 5 Medium No 0.605 Medium

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.3 Utilize the CalFire ArcGIS Collector App to
inventory structuresthat do not comply with
firesafe practices and codes.

Monitoring Public Works Coastside Fire
Protection $ High 5 Medium No 0.525 Medium

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.4 Establish a Firewise Community Certification
Program.

Partnership,
Program
Administrative
Services
Coastside Fire
Protection $ Medium 5 Medium Yes 0.575 Medium

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.5 Develop a partnership mechanism between
private property owners (and Homeowners
Associations) and agency landowners (i.e.

City/County/State/Fed) to enhance wildfire
protection, preparedness, and recovery efforts.

Partnership
Economic
Vitality/City
Managers Office
Public Works
Within
Current
Medium 5 High No 0.63 High

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.6 Create a voluntary vegetation management
program for property owners, including education
materials, "how to" support, and servicessuch as
free chipping, for residential properties to
increase their defensible space.

Program,
Communications Public Works
Community
Development
Within
Current
Low 5 Medium No 0.405 Low
435
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 107

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.7 Ensure that new subdivisions are established with adequate emergency vehicle access, evacuation
standards for residential development, and can
be maintained without requiring fuel modification
within ESHAs and their buffer areas. Prohibit the
creation of new developable lots within high fire
hazard zones.

Policy/Regulation Public Works Community
Development
7-2: Subdivisions, 7-68:

Fire Hazard Avoidance for
New Subdivisions
$$ Medium5 Medium No 0.385 Low

1.1 Residential
Resilience: Increase
residential home
hardening and
resilience to climate
hazards.

1.1.8 Identify and implement projects and programs to
enhance road and circulation capacity, ensuring
adequate evacuation capability.

Program, Capital
Improvement
Public Works Community
Development
$ Medium5 Medium Yes 0.575 Medium

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.1 Host annual educational eventsforresidents and
businesses on weather-proofing and fire-proofing
their homes and businesses. Continue to
coordinate with the CERT program to help
distribute information to increase resident and
homeowner awareness and knowledge of how to
prepare for emergencies.

Program,
Communications,
Partnership
Emergency
Preparedness
Coastside Fire
Protection
Within
Current
High3 High No 0.69 High

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.2 Establish incentives and directsupport for
individual and household emergency
preparedness.

Program
Emergency
Preparedness CERT
$ Medium3 Low No 0.26 Low

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.3 Bolster and further promote the neighborhood-
level Coastside Certified Emergency Response
Team (CERT) program. Work with exiting CERT
leads to identify neighborhood-level gaps in
membership, and develop emergency
preparedness by organizing City by blocks and
recruiting new Block Captains as needed.

Communications,
Program
Emergency
Preparedness
Public Works,
CERT
Within
Current
High3 High No 0.69 High

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.4 Work with local schools to ensure every family
has a disaster preparedness kit. Consider
securing localsponsorship to hosta "make-a-kit"
events.

Partnership Emergency
Preparedness
Coastside Fire
Protection
$ High3 Medium Yes 0.635 High
436
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 108

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.5 Identify and developa resilience hub asa cooling
center and shelter during climate disasters and
extreme weather. Consider existing city-owned
facilities such as the Library, Ted Adcock
Community Center, Schools. Add solar energy,
water supply, communications, and battery
storage at a publicly available site, such as the
library.

Capital
Improvement
Emergency
Preparedness Public Works $$$ High
3 High No 0.53 Medium

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.6 Work with local CBOs and farmers to establish
and maintain a local small Farm Resilience
Network.

Partnership
Community
Development
Resource
Conservation
District
$ Low3 High No 0.41 Low

1.2 Community
Capacity: Increase
community
understanding,
cohesion, and
adaptive capacity to
better respond and
adapt to climate
hazards.

1.2.7 Seek public/private partnershipsthatfacilitate
the distribution of cheap and effective air
filtration units for communities of concern.

Partnership Sustainability
Resource
Conservation
District?
$$ High3 High No 0.57 Medium

1.3 Vulnerable
Populations: Protect
highly vulnerable
populationsfrom
climate-related
impacts, especially
due to extreme
weather.

1.3.1 Expand services and shelter for unhoused
populations in creekside homeless
encampments.

Ongoing Effort
City Manager’s
Office Public Works $$ High
3 High No 0.57 Medium

1.3 Vulnerable
Populations: Protect
highly vulnerable
populationsfrom
climate-related
impacts, especially
due to extreme
weather.

1.3.2 Establish defined extreme heatresponse policies
and partner with community organizations to
monitor these requirements, including for
schools and for outdoor workers, which would
require minimum safety measures in place for
extreme heat days and/or prevent work from
occurring during that period.

Policy/Regulation
Emergency
Preparedness/C
MO
Public Works
Within
Current
High3 Low No 0.44 Medium
437
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 109

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.1 Consider participation in incentive-based
programssuch asthe Community Rating System,
Arbor Day Foundations' Tree City, and
StormReady to leverage resources to improve city
resilience.

Program Public Works
Within
Current
Medium4 Medium No 0.485 Medium

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.2 Establish financial incentives, including
stormwater fee discounts(requiresimposition of
stormwater fees), tax
credits/rebates/reimbursements, permitrebates
(e.g., freeboard incentives), awards/recognitions,
etc., to homeowners who mitigate flood risk on at-
risk properties.

Program Public Works CDD
Within
Current
High4 High No 0.71 High

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.3 Create a neighborhood-based Adopt-a-Storm
Drain program to fund storm drain maintenance.

Program Public Works CMO$ Low4 Medium No 0.305 Low

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.4 Support drought management and rainwater
storage by developinga rainwater barrel giveaway
program and associated education.

Program
Community
Development Public Works
$ Low4 Medium No 0.305 Low

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.5 Create incentive program for regenerative
landscaping practices to support native plants
and soil management to increase drought
tolerance.

Program
Community
Development Public Works
$ Medium4 Medium Yes 0.555 Medium

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.6 Create an education and incentive program for
landowners– especially upstream landowners– to
improve stormwater retention on their property.

Program
Community
Development
Public Works/San
Mateo
County/One
Shoreline
$ Medium4 High No 0.53 Medium
438
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 110

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.7 Create Building Department, Code and Permitting
Resources that support Passive House practices
for New and Major Renovations for passive
cooling.

Communications
Community
Development
Within
Current
Medium 4 Medium Yes 0.635 High

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.8 Create and promote set of incentives for building improvements that increase air tightness and
overall resilience to wildfire and wildfire smoke.

Work with regional partnerssuch as PGE and PCE
to promote.

Program
Community
Development Public Works
Within
Current
Medium 4 Medium No 0.485 Medium

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.9 Develop neighborhood-specific climate
adaptation plans with local stakeholders.

Policy/Regulation Emergency
Preparedness
Community
Development/Pub
lic Works
$ High 4 High Yes 0.78 High

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.1 0
Consider opportunities to support communitylevel agriculture as well as agriculture-compatible and ancillary uses in urban and open space
reserve and PD areas. Partnering with Andreotti
property on Kelly Avenue west of Highway 1.

Partnership Public Works
Resource
Conservation
District
$ Medium 4 Medium No 0.405 Low

1.4 Community
Storm Resilience:

Increase
community's active
participation in
building resilience for
extreme storm
events.

1.4.1 1
Perform habitat restoration, assisted migration
studies, and education on tribal land use
practice including food self-sufficiently, fire
ecology and impacts and proper use of grazing
on open spaces. Sites could include: Peninsula
Open Space Land Trust(POST), the Coastside
Land Trust, and Beachwood, Glencree and
Andreotti properties.

Partnership
Community
Development
Public
Works/Resource
Conservation
District
Enabling High 4 High No 0.67 High
439
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 111

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.1 Develop an annualresidentsafety and education
campaign for climate hazards(home hardening,
flooding, etc.).

Program
Administrative
Services
Community
Development $ Low 3 High No 0.41 Low

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.2 Partner with SMC Alerts to develop a robust
digital communication and warning systemsfor
hazards (coastal flooding, post-fire landslides,
extreme heat) through text messages, phone
alerts, and on-site updates.

Partnership
Administrative
Services
Public Works, Law
Enforcement,
Coastside Fire
Protection
7-3: Emergency Warning
System
Within
Current
High 3 Low No 0.44 Medium

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.3 Increase participation and awareness of Genasys
(formerly known as ZoneHaven) and SMC
notification systems through an outreach
campaign.

Communications
Communication
s
Community
Development $ High 3 High No 0.61 High

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.4 Building on existing email newsletters, websites, and social media for community outreach, and
communication forstorm and disaster readiness.

Coastside Buzz, Half Moon Bay Review -
Coastside News, etc.

Communications
Communication
s
Within
Current
High 3 High No 0.69 High

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.5 Collaborate with local non-profits, HOAs, Mobile
Home Parks, and other community-based
organizations to develop an inventory of locations
with isolated elderly residents and people with
disabilities and develop a plan for a social
support network to increase resilience to climate
change.

Partnership
Administrative
Services
Community
Development $ Medium 3 High Yes 0.66 High
440
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 112

1.5 Communications:

Create a robust and
reliable citywide
communications
system and protocols
for climate hazards.

1.5.6 Supportresidential compliance with permitting
requirements through increased education
materials and awareness of resilience benefits.

City can go beyond code, enhancing educational
materialsthat define climate resilient materials
and building standards and reduce barriers to
implementation. Develop a project checklistfor
building and site adaptation measures.

Communications
Community
Development Public Works $ High 3 High No 0.61 High
441
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 113 Goal 2. Foster a Thriving and Accessible Coastline and Open Space Strategy Action Type of
Intervention
Responsible
Party
Support
Alignment
with Local
Coastal Land
Use Plan
Cost
Impact/
Protective
Value
No.

Problem
Statements
Addressed
Feasibility
/ Capacity
Additional
Benefits Final Score
Prioritization

2.1 Creekside Flooding:

Enhance monitoring and
maintenance of creeks and
drainage areas to reduce
flooding impacts.

2.1.1 Automate responsesfromUSGS creek gauge
system.

Capital Improvement Public Works $ Low 3 Low No 0.16 Low

2.1 Creekside Flooding:

Enhance monitoring and
maintenance of creeks and
drainage areas to reduce
flooding impacts.

2.1.2 Identify public land near creeksthat will benefit from sustainable landscaping and other
stormwater management to slow water
infiltration along steep stream channels. Could
be integrated as part of the CIP for Park
Improvements
Capital Improvement Public Works
Comm
unity
Develo
pment
7-56: Flood
Hazard
Abatement
$$ High 3 High Yes 0.72 High

2.1 Creekside Flooding:

Enhance monitoring and
maintenance of creeks and
drainage areas to reduce
flooding impacts.

2.1.3 Increase the frequency of creekside debris
(trash)removal.

Ongoing Effort,
Enforcement
Public Works CMO $ Low 3 High Yes 0.56 High

2.1 Creekside Flooding:

Enhance monitoring and
maintenance of creeks and
drainage areas to reduce
flooding impacts.

2.1.4 Partner with SM RCD to restore wetlandsin highimpact areas vulnerable to flooding.

Partnership Public Works One Shoreline
7-56: Flood
Hazard
Abatement.
$$$ High 3 Medium Yes 0.555 High

2.2 Vegetation Management:

Plan, implement, and maintain
fuel reduction efforts on Cityowned coastline and open space.

2.2.1 Create Sustainable Open Space Vegetation
Management Plan to reduce risk of wildfire,
landslide and debris flows, and coastal erosion.

Include considerations for natural vegetation
management (i.e. goats), native plants,
regenerative landscape practices, natural grass
recovery, dune restoration, drought tolerant
landscapes, and prescribed burning. Include
considerations for future changes to climate.

Capital Improvement Public Works Community
Development
7-67.

Unavoidable Fuel
Modification in
ESHA, 7-17:

Beachfront or
Blufftop
Vegetation, 7-32:

Soft Protection
Devices
$ Medium 4 Medium Yes 0.555 High

2.2 Vegetation Management:

Plan, implement, and maintain
fuel reduction efforts on Cityowned coastline and open space.

2.2.2 Develop staff guidance and education materials
for selection of plants and landscaping
alternatives that increase drought resilience
and comply with FireWise requirements.

Capital Improvement Public Works Community
Development
7-17: Beachfront
or Blufftop
Vegetation, 7-63:

Siting andDesign
for Fire Hazard
Avoidance
$ Medium 4 High Yes 0.68 High
442
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 114

2.2 Vegetation Management:

Plan, implement, and maintain
fuel reduction efforts on Cityowned coastline and open space.

2.2.3 Where permitted by FireWise regulations, identify and plant drought and fire-resistanttree species
(fire-smart or fire-wise trees) in City owned
parks, open space, and streets.

Capital Improvement Public Works Community
Development
7-17: Beachfront
or Blufftop
Vegetation, 7-63:

Siting andDesign
for Fire Hazard
Avoidance
$ Medium 4 Medium Yes 0.555 High

2.2 Vegetation Management:

Plan, implement, and maintain
fuel reduction efforts on Cityowned coastline and open space.

2.2.4 Promote fire-resistant landscaping through
educationalmaterials, particularly on properties
adjoining high risk fire zones.

Communications Communications Public Works $ Medium 4 High No 0.53 Medium

2.2 Vegetation Management:

Plan, implement, and maintain
fuel reduction efforts on Cityowned coastline and open space.

2.2.5 Create fire breaksin City-owned open space in
high risk fire zones.

Capital Improvement Public Works
7-61: Minimize
Fire Hazards
$$ High 4 Medium No 0.465 Medium

2.3 Climate-Smart Coastal
development: Limit further
development along coast. (ormore positive framing- create safe development along coast)

2.3.1 Update Local Coastal Program with triggersto
account for updated sea levelrise forecasting
and new State guidance. Updated LCP policies
include rolling setbacks, tagging (warning
system), property acquisition, and planned
retreatfor the handful of propertiesin West
Miramar that are exposed to future erosion.

Identify hazard-prone critical facilities and
infrastructure and plan for relocation, and
structural and nonstructural retrofitting
measures as necessary.

Policy/Regulation
Community
Development Public Works
7-29: Protection
for Critical
Facilities, 7-41:

Incremental
Removal, 7-48:

New Critical, High
Occupancy, and
Public Facilities
in Geologic
Hazard Areas
-
$$ High 1 Medium Yes 0.555 High

2.3 Climate-Smart Coastal
development: Limit further
development along coast. (ormore positive framing- create safe development along coast)

2.3.2 Establish risk disclosure requirements for
properties along high-risk coastal areas.

Policy/ Regulation Community
Development
Public Works
7-4: Disclosure of
Hazard Presence
Within
Current
Very High 1 Low No 0.5 Medium

2.4 Nature Based Solutionsfor
the Coast: Reduce coastal
flooding and erosion through
nature-based solutions.

2.4.1 Establish a winter beach maintenance program
to protect against coastal erosion and flooding,
including considerations for beach scraping or a
winter storm berm
Capital Improvement,
Program
Public Works Community
Development $$$ High 2 Medium Yes 0.535 High

2.4 Nature Based Solutionsfor
the Coast: Reduce coastal
flooding and erosion through
nature-based solutions.

2.4.2 Track current state efforts around artificial
reefs and sediment management. If
alignment exists, study the viability of
artificial reefs, reef augmentation, and
opportunistic sediment placement in key
areas prone to coastal flooding and erosion
(ex. three rocks off
Miramontes Point, West Miramar, etc.)
Study Public Works Community
Development
$ Medium 2 High Yes 0.64 High
443
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 115

2.4 Nature Based Solutionsfor
the Coast: Reduce coastal
flooding and erosion through
nature-based solutions.

2.4.3 Create a beach and bluff monitoring program to
identify flooding and erosion. Continue to
monitor bluff and coastal drainage system
erosion and continue to assess appropriate
mitigation opportunities (such as clean closure)
forthe closed Half Moon Bay landfill located on
the coastal bluffs near Poplar Beach. Monitor
erosion at coastal access stairs. Communicate
with Ritz and their consultants on coastal bluff
erosion at Miramontes Point.

Monitoring Public Works
San Mateo
County/One
Shoreline
$ Medium 2 Medium No 0.365 Medium

2.5 Recreation Improvements:

Implement recreation
improvements to reduce
erosion.

2.5.1 Improve and increase fencing and off-trail
regulation signage along coastal open spaces to
reduce erosion.

Capital Improvement Public Works $$ Low 2 Medium Yes 0.375 Medium

2.5 Recreation Improvements:

Implement recreation
improvements to reduce
erosion.

2.5.2 Conduct beach access improvements to allow
greater recreation access and protect bluffs and
dunes. This will also increase safety along the
coast.

Capital Improvement Public Works Community
Development
$$$ Medium 2 Medium No 0.285 Low

2.6 Firefighting Resources:

Identify additional firefighting
equipment, training, and
infrastructure to increase
firefighting capacity and
responsiveness.

2.6.1 Expand Citywide firefighting infrastructure by
establishing and maintaining a priority list for
upgrading fire flow capabilities in neighborhoods
that may have inadequate fire flows.

Capital Improvement Coastside County
Water District
Coastside Fire
Protection
7-73: Fire Flow
Upgrades
$$$$ Very High 2 Medium No 0.445 Medium

2.6 Firefighting Resources:

Identify additional firefighting
equipment, training, and
infrastructure to increase
firefighting capacity and
responsiveness.

2.6.2 Ensure that all roads, streets, and major public
buildings are identified in a manner thatis clearly
visible to fire protection and other emergency
vehicles.

Capital Improvement
Public Works
Coastside Fire
Protection,
Law
Enforcement
7-71: Street
Identification and
Visibility
$$ Medium 2 Medium Yes 0.475 Medium
444
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 116 Goal 3. Protect the City through Increased Resilient Infrastructure Strategy Action Type of
Intervention
Responsible
Party
Support
Alignment with Local
Coastal Land Use
Plan
Cost
Impact/
Protective
Value
No. Problem
Statements
Addressed
Feasibility/
Capacity
Additional
Benefits
Final
Score
Prioritization

3.1 Green Infrastructure: Improve citywide
stormwater management and reduce
extreme heat by adopting low impact
development (LID) guidelines and green
infrastructure approaches.

3.1.1 Increase flood monitoring
capabilities along roadways
and intersections where
flooding is frequent.

Monitoring Public Works
7-33. Mitigation and
Monitoring for Shoreline
Protection Impacts
$ Low 5 Medium No 0.325 Low

3.1 Green Infrastructure: Improve citywide
stormwater management and reduce
extreme heat by adopting low impact
development (LID) guidelines and green
infrastructure approaches.

3.1.2 Continue and expand
inspections and cleanouts of
storm drains, culverts, and
ditches. Utilize CCTV and
improve geodata.

Ongoing Effort Public Works $$ Medium 5 High No 0.51 Medium

3.1 Green Infrastructure: Improve citywide
stormwater management and reduce
extreme heat by adopting low impact
development (LID) guidelines and green
infrastructure approaches.

3.1.3 Where permitted by FireWise
regulations, identify suitable
locations and plant species to
provide shade in community
spaces.

Capital Improvement Public Works
Community
Developmen
t
$$ Medium 5 Medium Yes 0.535 High

3.1 Green Infrastructure: Improve citywide
stormwater management and reduce
extreme heat by adopting low impact
development (LID) guidelines and green
infrastructure approaches.

3.1.4 Establish policy promoting
permeable paving on new Cityowned paved driveways, walk and bikeways, and parking lots.

Policy/ Regulation
Community
Development Public Works
Within
Current
Low 5 Medium No 0.405 Medium

3.2 Wind Infrastructure: Invest in wind
protection infrastructure that is both natural
and manmade to increase resilience to high
wind events.

3.2.1 Implement natural and
manmade wind breaksin open
space areas prone to high
winds.

Capital Improvement Public Works $ Low 4 Medium No 0.305 Low 445
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 117

3.3 Climate Change Considerations: Incorporate
climate change considerations into municipal
planning, design and
construction documents.

3.3.1 Publisha Climate Change
Facilities Master Plan for
Corporation Yard and
Downtown buildings.

Program Public Works
Community
Developmen t
$ Medium6 High No 0.57 High

3.3 Climate Change Considerations: Incorporate
climate change considerations into municipal
planning, design and
construction documents.

3.3.2 Update the Storm Drain
Master Plan. Consider the
projected future intensity and
duration of precipitation
events to recalculate flood
hydrographs and inform the
design of infrastructure
upgrades and retrofits. Aligns
with 4.1.2.

Policy/ Regulation
Public Works,
Community
Development
Within
Current
Medium1 High No 0.55 High

3.4 Increase Water Supply: Increase water
conservation and water supply efforts to
increase long-term water sustainability and
reliability.

3.4.1 Monitor groundwater salinity
within the Pilarcitos Drainage
basin.

Monitoring One Shoreline Public Works$ Medium1 Medium No 0.345 Low

3.4 Increase Water Supply: Increase water
conservation and water supply efforts to
increase long-term water sustainability and
reliability.

3.4.2 Upgrademunicipal watering
systems to be more water
efficient.

Advocacy Coastside County
Water
Public
Works/Com
munity
Developmen t
$$ High1 Medium Yes 0.555 High

3.4 Increase Water Supply: Increase water
conservation and water supply efforts to
increase long-term water sustainability and
reliability.

3.4.3 Explore recycled water or
graywater use in City
operations(i.e. park and open
space watering).

Capital Improvement
Public Works
Community
Developmen t
$ Low1 Medium Yes 0.395 Medium

3.4 Increase Water Supply: Increase water
conservation and water supply efforts to
increase long-term water sustainability and
reliability.

3.4.4 Partner with CCWD to install a
network of piezometers to
monitor groundwatersupply. If
feasible, plan, design and build
emergency watersupply wells
to increase local watersupply.

Aligns with 4.3.10.

Monitoring Coastside County
Water
Public
Works/San
Mateo
County
Health
$$$ High1 Low No 0.24 Low

3.5 Landslide Management: Install and manage
infrastructure to prevent landslides and deal with
debris.

3.5.1 Create Debris Management
Plan that develops protocol for
removing debris on City-owned
land after landslides.

Policy/ Regulation Public Works
Community
Developmen t
$ Medium3 High No 0.51 Medium

3.6 Energy Resilience: Increase opportunitiesfor
localized power, battery supply and overall
resilience to power
outages due to climate hazards.

3.6.1 Conduct power supply
feasibility studies to assess
need and optionsfor back-up
power.

Study Public Works$ High4 Medium No 0.505 Medium

3.6 Energy Resilience: Increase opportunitiesfor
localized power, battery supply and overall
resilience to power outages due to climate
hazards.

3.6.2 Develop a community
resilience hub(s) by adding
solar energy, water supply,
communications, and battery
storage ata publicly available
site, such as the library or an
established resilience hub.

Capital Improvement Public Works $$$ Very High4 Medium Yes 0.675 High 446
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 118

3.6 Energy Resilience: Increase
opportunitiesfor localized power, battery
supply and overall resilience to power
outages due to climate hazards.

3.6.3 Ensure that all critical facilities
have backup solar/generator
systems so that they are
operational during multiday
power outages. Installation
and replacement of
emergency generators at
critical facilities (cell towers,
library, city hall, community
center, police/fire). Continue
to monitor, maintain, and
perform condition
assessments for the existing
emergency generators
(serviced monthly by Public
Works).

Capital Improvement Public Works $$$ Very High 4 Low Yes 0.55 High 447
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 119 Goal 4. Build and Sustain the City's Capacity to Increase Resilience Strategy Action Type of
Intervention
Responsible
Party
Support
Alignment with
Local Coastal
Land Use Plan
Cost
Impact/
Protective
Value
No.

Problem
Statements
Addressed
Feasibility/
Capacity
Additional
Benefits
Final
Score
Prioritization

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.1 Provide an annual Climate Hazards
Report for Council and the
Community to track impacts and
identify potential vulnerabilities.

Internal
Procedures
Public Works
Community
Development
Within
Current
High 6 High No 0.75 High

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.2 Develop/ update a Stormwater
Management Plan that increases
green infrastructure across the City
with limited, key improvements to
gray infrastructure. Include
considerations for the following
green infrastructure improvements:
retention basins, bioswales,
pollutant traps for storm drains,
green infrastructure along streets.

Consider the following gray
infrastructure improvements:storm
drain resizing, culvert resizing,
stormwater pumps. Prioritization of
effortsshould include considerations
for areas that impact fire/ police/
rescue response time. Aligns with

3.3.2. Capital
Improvement,
Policy/ Regulation
Public Works Community
Development
7-56: FloodHazard
Abatement
$ High 6 Medium Yes 0.695 High

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.3 Create a municipal guide for ditch/
retaining wall maintenance. Create
and maintain geodata for this effort.

Internal
Procedures
Public Works Community
Development
Within
Current
Medium 6 Medium No 0.525 Medium

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.4 Include mostrecent climate change
considerationsin the development
and phasing of the Public Works
Capital Improvement Plan.

Policy/ Regulation Public Works Within
Current
High 6 High No 0.75 High
448
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 120

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.5 As part of the State-required update
to the General Plan Open Space
Element, develop policies for
routine implementation of climate
change actions (drought,
stormwater retention, fluvial
flooding, native plants, efficient
irrigation) in parks and open space
management and maintenance
identified in parks planning and
Parks and Recreation Master Plan
guidelines. Implement active
transportation routes into parks.

Policy/ Regulation
Community
Development Within
Current
High 6 High No 0.75 High

4.1 Operationalize climate
considerationsinto City policies and
procedures.

4.1.6 Create a post-storm monitoring
checklist. Where feasible, note high
water marks following storms on
creeks(vegetation markers) and on
the coasts (driftwood etc.) following
storms. Record in a geodatabase.

This is valuable data for future
modeling efforts.

Policy/ Regulation Public Works Within
Current
High 6 Medium No 0.625 Medium

4.2 Increase staffing for climate projects
and train staff on climate
implementation.

4.2.1 Federal Training: Floodplain
managementstaff training: FEMA
Training, Association of State
Floodplain Managers Training.

Internal
Procedures
Public Works Community
Development
Within
Current
High 6 High No 0.75 High

4.2 Increase staffing for climate projects
and train staff on climate
implementation.

4.2.2 Hire a full-time grant writer, or
contract these services on an asneeded basis, to increase funding and resourcesfor Half Moon Bay's
climate and resilience projects.

Funding City Manager’s Office Public Works
Within
Current
Very High 6 High No 0.85 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 Cooperate with RCD, State parks,
and local trusts to prioritize
vegetation management and thinning
efforts on their lands, in a way that
reduces the risk transferred to City
and private properties.

Partnership
Public Works Coastside Fire
Protection
7-61: Minimize Fire
Hazards
Enabling Medium 6 High No 0.61 Medium
449
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 121

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.2 Continue and expand working
relationship with PG&E to better
understand the grid map and power
grid with historical outages and
causes, and study where the grid
could become more resilient.

Develop partnerships on vegetation
management; identify key locations
for undergrounding electric lines;
conduct feasibility study to
determine potential locations for
microgrids; ensure dedicated backup
powersystems for key infrastructure
(resilience hubs, key City facilities
such as the SAM plant, traffic signals,
and telecommunications
infrastructure).

Partnership
Public works Coastside
Fire
Protection
7-61: Minimize Fire
Hazards Within
Current
Very High 6 High No 0.85 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.3 Work with PCE to ensure dedicated
backup power systems and sources
for key infrastructure, including for
resilience hubs, key City facilities
such as the SAM plant, traffic signals,
and telecommunications
infrastructure during power outages.

Conduct feasibility study to
determine potential locations for
microgrids.

Partnership Public Works
PCE $$ Very High 6 High No 0.73 High

4.3 Maintain and expand regional and
State partnerships increase resilience. 4.3.4
Partner with CalFire to enhance fuel
break and fuel reduction efforts.

Continue to partner with existing
Wildfire EarlyDetection and Warning
Systems(UCSD ALERTCalifornia) and
implement additional cameras to
cover any gapsthat may be identified
for the region.

Partnership
Public Works and
Community
Development
Coastside
Fire
Protection
7-61: Minimize Fire
Hazards $$ Very High 6 High No 0.73 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.5 Work with AT&T and Verizon to
streamline permitting for
underground telecommunications.

Partnership
Public works
and Community
Development
7-61: Minimize Fire
Hazards
$$$$ High 6 Low No 0.3 Low

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.6 Partner with San Mateo County
Health Department to enhance
extreme heat warning systems for
residents; establish, manage, and
monitor extreme heat day protocols
and to support cooling centers.

Partnership Communications
7-3: Emergency
Warning System
Within
Current
High 6 Medium No 0.625 Medium
450
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 122

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.7 Coordinate with regional healthcare
providers to enhance outreach and
education aboutsmoke, wildfire, and
extreme heat impacts.

Partnership City Manager’s Office
Within
Current
High6 High No 0.75 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.8 Work with regional partners to
maximize the number of residents
that have health insurance,
especially for vulnerable populations.

Partnership City Manager’s Office Enabling Very High6 Medium Yes 0.835 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.9 Continue working with Coastside
Water District to create incentives
for water conservation efforts for
residents, prioritizing low-income
groups. Internally,review city
infrastructure opportunities for
implementing additional water
conservation
measures
Partnership
Community
Development
and Public
Works
Enabling High6 Medium Yes 0.735 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 0
Partner with the CCWD or the County
to monitor groundwater levels and
model groundwater availability into
the future using scenario-based
models. Aligns with 3.4.4.

Partnership Public Works
CCWD,
County Enabling Medium
6 High No 0.61 Medium

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 1
Coordinate with Caltrans on the
following efforts: On-road tree
removal; annual pre-winter
inspections of 92 and HWY1 North
for landslides; State Highway
Operation and Protection Program
(SHOPP); Minor Program funding
pipeline.

Partnership Public Works
Coastside Fire
Protection,
Caltrans
Within
Current
High6 Medium No 0.625 Medium

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 2
Work with CA State Parks and the
Coastal Conservancy to explore
dredging the harbor and using harbor
sediment for beach nourishment
along the City's Panhandle. Work
with the State to conduct a phased
realignment of the Coastal Trail to
account for impacts of coastal
erosion.

Partnership
Community
Development Public Works Enabling High
6 Medium No 0.585 Medium

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 3
Partner withOne Shoreline to assist
with managed retreat solutions in
West Miramar.

Partnership
Community
Development
One Shoreline Within
Current
High6 High No 0.75 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 4
Continue to partner with the Ritz-
Carlton and Ocean Colony HOAsto
coordinate and monitor coastal and
ecological health of the shoreline.

Partnership
Community
Development
Ritz-Carlton
and Ocean
Colony HOAs to
coordinate
Within
Current
Medium6 High No 0.65 Medium
451
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 123

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 5
Coordinate with Coastside Fire
Protection to: enhance fuel break and
fuel reduction efforts; increase
participation in CERT program.

Partnership Public Works
Coastside
Fire
Protection
Within
Current
Very High 6 High No 0.85 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 6
Work with School District to
distribute emergency response kits
to students.

Partnership Emergency
Preparedness
School
District
$ High 6 High Yes 0.82 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 7
Collaborate with SAM on future
upgrades and resilience efforts with
directlinksto city infrastructure (ex.
sewer lines, I&I, manholes, outfall
pipe, Caltrans wetland and Kehoe).

Maintain staff/council personnel as
liaisons to SAM.

Partnership Public Works SAM Enabling Very High 6 Medium No 0.685 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 8
Work with stakeholders (SFPUC,
County, others) to address
inundation concerns along Pilarcitos
Creek.

Partnership Public Works
SFPUC,
County
Within
Current
High 6 High No 0.75 High

4.3 Maintain and expand regional and
State partnerships increase resilience.

4.3.1 9
Partner with institutionsto study and
install coastal monitoring cameras.

At high-impact locations, promote
citizen-science and education using
CoastSnap.

Partnership Public Works
CoastSnap,
Various
Institutions
Enabling Medium 6 Low Yes 0.51 Medium

4.4 Increase City funding for climate
resilience efforts. 4.4.1
Establish a citywide Climate Resilient
Tax District to fund stormwater
upgrades, wildfire vegetation
management, and other climate
specific infrastructure
improvements. Align with the CAP to
co-fund and support multiple needs.

Funding
Public Works City Manager’s
Office Enabling High 6 Low No 0.46 Low

4.4 Increase City funding for climate
resilience efforts.

4.4.2 Create Improvement District for highrisk coastal areas.

Funding Public Works Finance Enabling Very High 6 Low No 0.56 Medium

4.4 Increase City funding for climate
resilience efforts.

4.4.3 Evaluate and implement a Business
District Assessment to help manage
and pay for green infrastructure
improvements, and other similar
resilience enhancements and
services.

Funding
City Manager’s
Office Finance Enabling High 6 Low Yes 0.61 Medium
452
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 124 Goal 5. Support and Increase Economic Sustainability
Strategy Action Type of
Intervention
Responsible
Party
Support
Alignment with
Local Coastal
Land Use Plan
Cost
Impact/
Protective
Value
No.

Problem
Statements
Addressed
Feasibility/
Capacity
Additional
Benefits
Final
Score
Prioritization

5.1 Resilience Incentives: Improve the
resilience of homes to climate hazards
through economic programs.

5.1.1 Evaluate the provision of incentives to
encourage homeowners and business
owners to improve home/building
hardening practices and implement
accordingly.

Program
Public Works
and Community
Development
Within
Current
High 3 High No 0.69 Medium

5.1 Resilience Incentives: Improve the
resilience of homes to climate hazards
through economic programs.

5.1.2 Incentivize both passive and active
cooling strategiesfor buildings. Identify
the most energy and cost-effective
strategiesincluding light-colored roofing
for homes and businesses, or initiate a
heat pump retrofit program, and
strategiesto improve indoor air quality.

This can go beyond state minimum
requirements (reach codes). Prioritize
at-risk populationsforretrofit
incentives. This could align with strategy

5.1.3. Program
Public Works Community
Development
$$ High 3 Medium Yes 0.595 Medium

5.1 Resilience Incentives: Improve the
resilience of homes to climate hazards
through economic programs.

5.1.3 Where permitted by FireWise
regulations, coordinate and partner
with HMB Beautification Committee on
landscaping downtown to reduce heat.

Connect to Green Infrastructure
Development planning, and look for
funding from sourcessuch as the Arbor
Day Foundation Tree City program.

This could align with strategy

5.1.2. Capital
Improvement
Public
Works,
HMB
Beautificatio
n
Committee
$ Medium 3 Medium Yes 0.535 Low

5.1 Resilience Incentives: Improve the
resilience of homes to climate hazards
through economic programs.

5.1.4 Where permitted by FireWise
regulations, using existing contractors,
incrementally improve and maintain the
urban canopy in downtown and
throughout the City to provide shade
and beautification.

Capital
Improvement
Public Works $ Medium 3 High Yes 0.66 Medium
453
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 125

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.1 Work with the City's businesses and
business organizations to support their
efforts to become more resilient,
including providing resourcesrelated to
energy resilience, increased defensible
space, backup power, water and
communications continuity.

Communications
, Program
Economic
Vitality/City
Manager’s
Office
Within
Current
Very High 3 High Yes 0.94 High

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.2 Incentivize vegetation management with
free chipping services, work days, and
other similar programs that encourage
engagement and ongoing best
practices.

Program Public Works $ High 3 Medium No 0.485 Low

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.3 Design and implement water
conservation programs and incentives
for homes and businessesin Half Moon
Bay. See the 'One Water' approach.

Program
Community
Development
Coastside
County
Water
$ High 3 Medium Yes 0.635 Medium

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.4 Foster business partnerships and
mentoring to support business
continuity planning and enterprise risk
management. Coordinate with regional
businesses to ensure they understand
the ramifications of, and are planning
for, wildland fires (power shutoffs, data
back-up, chain of command in
leadership, evacuation, defensible
space, and building hardening).

Partnership City Manager’s
Office
Public Works
Within
Current
High 3 High Yes 0.84 High

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.5 Establish a local business pre-disaster
recovery planning and coordination
group and/or committee to update or
initiate business continuity planning
programs. Include considerations of
physical assets and workforce.

Internal
Procedure
City Manager’s
Office Public
Works/CERT
Within
Current
Low 3 High Yes 0.64 Medium

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.6 Implementinnovative soil management
practices and regenerative land
management for agricultural businesses
through ordinances, incentives,
emerging technologies, and other
innovative practices.

Policy/
Regulation,
Program
Resource
Conservation
District
Public Works $ Low 3 High No 0.41 Low
454
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 126

5.2 Work collaboratively with local
businesses to build their resilience and
adaptive capacity.

5.2.7 Develop and support a tourism strategy
that is proactive in preparing for and
adapting to anticipated climate
changes. Incentivize tourism sector
diversification.

Policy/
Regulation
City Manager’s
Office/Economic
Vitality
Public Works
Within
Current
Low 3 High No 0.49 Low
455
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 127 C.Coastal Land Use Plan Policies Supporting Climate
Action Plan Goals
Goal and
Strategy Specific Actions LUP Policies Supporting Policy Direction

1. Ensure a Healthy, Resilient, and Self-Sufficient Community - Residential Resilience

1.1 Ensure subdivisions support emergency
access and fire avoidance; prohibit lots in
high fire hazard zones.
7-68
Ensure that new subdivisions provide emergency vehicle
access, meet evacuation standards, avoid fuel modification within ESHA, and prohibit creation of new lots in high fire hazard zones.

1.1 Prohibit new subdivisions in fire, flood,
and geologic hazard zones unless risks
are mitigated.
7-2
Prohibit subdivisions in areas of high fire, flood, and seismic risk unless all applicable risks are mitigated to meet LCP development standards.

1.1 Update building codes for resilience to
fire, flood, and climate hazards.
7-7
Establish minimum requirements for fire, flood, and geologic hazard resilience through building codes, and require
hazard disclosures for all developments.

1.3 Prioritize resilience investments and
engagement for historically excluded,
marginalized, or under-resourced
populations.
1-5
Ensure equitable access to environmental benefits,
prioritize Coastal Act and Local Priority Uses, and support affordable and workforce housing and culturally inclusive uses.

1.4 Develop climate-resilient building and
siting standards for hazard-prone areas.
7-1
Require geologic and geotechnical analysis for hazard
avoidance, limit development in hazardous areas, and
implement siting/design strategies to reduce risk from
environmental hazards.

1.4 Integrate long-term sea level rise and
climate change projections into hazard
mitigation and planning for private
development and public infrastructure.
7-5
Integrate long-term sea level rise and extreme weather
projections into planning and development standards.

1.5 Update and maintain hazard warning
systems; partner with alert services to
disseminate emergency info to residents
7-3
Require citywide hazard warning systems and coordination with San Mateo County's emergency alert system to ensure early warnings and evacuation notices.
456
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 128 Goal and
Strategy Specific Actions LUP Policies Supporting Policy Direction

2. Foster a Thriving and Accessible Coastline and Open Space - Climate-Smart Coastal Development

2.3 Require 100-year site stability analysis for
new development; establish adaptive
setbacks and prohibit protective devices
2-47
Require site assessment for PD areas that accounts for
ESHA, hazards (e.g., flooding, landslides, erosion), and ensures development avoids bluff erosion over its economic life.

2.3 Site development to avoid future shoreline
protection devices; anticipate sea level
rise impacts
7-8
Site development to avoid future need for shoreline
armoring, consider erosion and SLR in siting standards, and require alternatives to hard protection.

2.3 Implement rolling easements, relocation
triggers, and shoreline management plans
to allow landward migration of beaches
and wetlands
7-40 to 7-43
Policies require relocation plans for structures in shoreline hazard areas, use of rolling easements, and shoreline
management planning to enable beach migration.

2.5 Enhance and protect public coastal
access; site trails and recreation
infrastructure to adapt to erosion and sea
level rise
5-1 to 5-12
Policies protect and expand public access to beaches and the Coastal Trail, require sea level rise adaptation for trails and access points, and integrate public access with natural resource protection.

2.5 Collaborate with tribes on cultural
resource protection, use interpretive
elements in coastal spaces
8-1 to 8-6
Policies require coordination with tribes for cultural
resources, ensure monitoring and mitigation, and require development to avoid disturbance of archaeological and
tribal cultural sites.

3. Protect the City through Increased Resilient Infrastructure - Green Infrastructure

3.1 Promote LID and BMPs to treat
stormwater; use ESHA-adjacent green
infrastructure for natural erosion and
sediment transport balance
6-76
Require use of green infrastructure to treat stormwater; avoid hard engineering solutions and protect ESHAadjacent sediment dynamics.

3.1 Implement habitat restoration (e.g.,
wetlands and riparian zones) that support
stormwater retention and improve
ecosystem resilience
6-77
Support hydrology restoration and natural floodplain
functionality to improve stormwater infiltration and
ecosystem services.
457
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 129 Goal and
Strategy Specific Actions LUP Policies Supporting Policy Direction

3.1 Prioritize green infrastructure over
traditional stormwater outfalls 6-94
Prioritize green infrastructure over new stormwater outfalls; otherwise, design outfalls to minimize impacts from sea level rise and coastal resource degradation.

3.1 Continue implementing NPDES and
Countywide stormwater pollution
prevention
6-95
Continue implementation of NPDES and Countywide
programs to reduce stormwater pollutants through design controls and construction standards.

3.4 Support reclaimed water development;
reserve water supply for priority uses;
monitor capacity to ensure supply for
future needs
3-13 to 3-17
Policies ensure monitoring of water system capacity,
promote new water connections for priority uses, support recycled water systems, and phase water infrastructure to avoid growth-inducing impacts.

3.5 Elevate habitable floors, retrofit buildings
in flood-prone zones, and prohibit
habitable use below flood risk elevation
7-55
Require elevation of habitable areas in flood-prone zones, prohibit use below the risk elevation, and encourage flood risk retrofits.

4. Build and Sustain HMB's Capacity to Increase Resilience - Operationalize climate considerations into City policies and procedures

4.1 Establishes a governance framework to
integrate climate and hazard concerns
into General Plan and LUP updates
2-10
Establish procedures for initiating amendments to its
General Plan, including the LUP. The procedures shall set forth a process for amendments proposed by the City
Council, Planning Commission, and private applicants. The City will not process private General Plan amendment
applications, or associated development applications
(except as required by State law), unless the City Council has approved initiating the General Plan amendment.

Authorization to proceed with a General Plan amendment
application shall in no way presume approval of the
amendment or project.

4.1 Require utilities in new development to be
undergrounded unless infeasible;
encourage visual impact minimization and
infrastructure resilience through early
planning and in-lieu fees
9-37 to 9-39
Policy 9-37: “Locate utilities including traffic control boxes, transformers, meters, backflow prevention devices, and
others in underground vaults where feasible; or if above finished grade, in discrete locations outside of any
pedestrian path or sidewalk.” Policy 9-38: “Require
applications for new development to include preliminary utilities plans to ensure that undergrounding and minimizing the negative visual impacts of utilities are considered during 458
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 130 Goal and
Strategy Specific Actions LUP Policies Supporting Policy Direction the earliest phases of project design. For all new
development and new subdivisions, utilities shall be
underground unless infeasible...” Policy 9-39: “Require all telecommunications facilities to place support facilities underground where feasible. New communication
transmission lines shall be sited and designed to be located underground, except where doing so would result in a
hazardous condition...”

4.3 Encourages coordination and integration
of regional planning efforts (e.g.,
watershed restoration, stormwater
resilience)
3-43
Update and implement the Green Infrastructure Plan and
Storm Drain Master Plan consistent with Land Use Plan
policies to improve stormwater system function and
management; support regional resilience objectives and
coordinated infrastructure planning.

4.3 Supports interagency coordination (SAM,
Caltrans) to protect critical infrastructure
and integrate climate resilience into
capital planning
3-28
Coastal development permit review for new development or redevelopment of wastewater treatment systems shall
require that such improvements will operate so as to:
minimize or eliminate marine resource pollution; incorporate facilities for reclamation of wastewater for reuse; and minimize noise, vibration, odor, and visual impacts on
surrounding areas
5 Support and Increase Economic Sustainability - Strong Local Businesses/Coastline Development

5.3/5.4
Support coastal workforce housing and
economic stability for coastal workers;
align land use with Coastal Act priorities
2-70
Designate Workforce Housing Overlay areas for affordable housing close to jobs and transit, integrate into PD areas, and ensure compatibility with LCP goals.
459
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 131 D.Multi-criteria Decision Making and Cost- Benefit
Analysis
Evaluating a variety of financing opportunities against funding requirements can be a complicated process. To support the strategic and rigorous evaluation of financing options, Keenan (2019) suggests a multi-criteria decision analysis (MCDA) framework. This framework can be used to consistently weigh choices against one another in as transparent a manner as possible, based on the relative importance placed on particular aspects or outcomes of a funding source. This avoids potentially overlooking specific benefits of a funding source, ambiguity in how the decision to pursue a source was made, and inconsistency in evaluating sources due to doublecounting or over-/underweighting aspects such as risk aversion, administrative burden, opportunity cost, and impatience.

This process involves first, developing a list of criteria and second, evaluating the strength of each option against the criteria to assign a performance score for each option. Weightings can then be applied to each criteria, to calculate an overall score for the option. The more concrete the scores and categories, the more reliable the ultimate comparison, and there is less need for multiple cost-benefit analyses. Keenan (2019) developed an example scoring table; an adapted version is shown in Table 15. The categories are not exhaustive; for example, risk evaluation such as likelihood of default or missed payment is not included below.

Table 15. Example of performance scoring of funding strategies for climate adaptation based on pre-determined criteria, truncated from Keenan (2019). Each attribute could be weighted depending on how important that attribute/criteria was to the planner.

Funding
strategy
Source of
funds
Revenue
generating
potential
Cost of
funds
Long-term
sustainability
Flexibility of
funds Timing
Trade-offs for
other city
needs
State/federal
political
feasibility
Local/regional
political
feasibility
Administrative
complexity
Equity/Cost
burden
Local property tax
increment from
Infrastructure
financing districts
4 4 4 5 4 4 5 4 4 5 4
Community
facilities district
4 4 4 4 4 3 5 4 3 3 4
USACE CAP 103
Program
4 4 5 3 3 4 4 5 4 3 4
State property tax
increment from
Infrastructure
financing districts
4 4 3 4 4 3 5 3 4 3 4
General obligation
bonds
4 4 4 4 3 3 2 4 3 4 5
In the category of Cost of Funds, for example, the planner could use their professional judgment to arrive at a score, or be as detailed as calculating the specific financing costs using interest rates and an estimated payment schedule. Choosing the form of a specific scoring schedule for Cost of Funds, or whether to use one at all, is also an important decision (e.g., $0–$100K = 5, $100K–$500K = 4, $500K–$1,000K = 3 and so on, would be just one conceivable scoring schedule.) The more specific and concrete the scores are, the more reliable the final scores and the more likely the comparison of scores is to reflect their true comparative advantages.

Although much of the work of a cost–benefit analysis will have already been done in creating a robust table, a full cost–benefit analysis is recommended for the chosen strategy, or strategies, depending on how close the scores are to one another and how rigorous the MCDA, to finalize the decision (“Closeness” would also need to be defined by the planner).
460
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 132 E. IBank Funding and Financing Options
IBank offers three categories of financial products to businesses, non-governmental organizations, and governments whose projects relate to climate initiatives:
• Green bonds: In this case, IBank would be a “conduit issuer” that would issue bonds on behalf of the City of Half Moon Bay (or partner organizations, depending), and then loan the raised funds to the City (or partner entity) on agreed-upon terms. The four types of bonds IBank issues that are available for “green designation” are:
– Industrial Development Bonds—tax exempt; designed for private-company applicants up to $10 million that strictly focuses on manufacturing and processing tangible goods, which makes this option less aligned with the City’s climate adaptation goals; could be an opportunity for a P3 arrangement
– 501(c)(3) Bonds—tax-exempt; designed for nonprofit applicants; focuses on capital improvements but might be applicable to beach restoration and recreation improvements, for example; no listed funding limit; could be an opportunity for the City to facilitate adaptation initiatives of aligned organizations without putting forth its own financing – Public Agency Revenue Bonds—tax-exempt; designed for government applicants with a project outcome that includes enhancing “the economic, social or cultural quality of life for residents in the community;” no listed funding limit; does not require outside-agency collaboration to access and there is substantial overlap with climate adaptation goals – Exempt Facility Bonds—tax-exempt, designed for government applicants targeted at infrastructure improvements, can be for private projects on leased government land, no listed funding limit
• Direct lending: Like a private bank, IBank would agree to loan terms with the City; these loans are more flexible and lower cost than private-bank alternatives. There are two kinds of loans available:
– Infrastructure State Revolving Loan Fund Loans—“directly provides low-cost public financing to local governments, as well as nonprofits sponsored by public agencies, for a wide variety of infrastructure and economic expansion projects that improve and sustain communities, including projects with energy efficiency, distributed clean energy generation and storage, and climatesmart design elements;” financing from the “ISRF program is available in amounts ranging from $1 million to $65 million with loan terms for the useful life of the project up to a maximum of 30 years;” current examples of ISRF financed projects include water and wastewater treatment plant upgrades or construction, venue or airport construction or street repair and upgrades” – Climate Incentives Bridge Loans—“provide bridge financing for public, private, and nonprofit sector borrowers that anticipate receiving incentives to finance project costs, such as utility and state agency rebates, federal clean-energy tax credits, and reimbursable grant funds. The Incentive Bridge [L]oan is typically structured as a term loan with no prepayment penalty and includes an expectation that incentive payments will be used to retire outstanding debt” • Loan guarantees: IBank may guarantee a portion of a loan for the loan issuer in cases where repayment by the borrower is less certain. Loan guarantees effectively reduce the risk that a lender faces when financing particularly new/untested technologies, products, or programs. In this case, Half Moon Bay would partner with an institution (nongovernmental organization [NGO], private business, or government agency) that seeks financing from a private bank. IBank would then guarantee any loan that the private bank issues to the company. These guarantees are large, accommodating multimillion-dollar investments, and thus large-scale and/or expensive projects. IBank offers two kinds of loan guarantees for climaterelated initiatives:
461
Appendix
City of Half Moon Bay Climate Action and Adaptation Plan 133 – Climate Tech Finance Loan Guarantee—80% guarantee with maximum guarantee of $5 million, maximum loan of $20 million, up to 7-year term; applicant criteria are broad; great opportunity for a P3; example projects could include wave energy startups, energy storage companies, climate modeling software development, or carbon capture – Climate Loan Guarantee—70% to 80% guarantee with maximum guarantee of $100 million, (target $30 million), guaranteed for life of loan, 0.5% to 1% of outstanding guarantee servicing fee; must reduce greenhouse gas or other air pollutant emissions; stricter criteria on state of technology to be deployed
• Loan Participations: IBank effectively participates in a loan matching system where it will lend up to 50% of the amount of an initial loan; target size is $10 million to $40 million; terms of the loan are negotiable based on merit criteria.
462
References
City of Half Moon Bay Climate Action and Adaptation Plan 134 9 References
463
References
City of Half Moon Bay Climate Action and Adaptation Plan 135

9. References
AECOM. (2018). Paying for Climate Adaptation in California: A Primer for Practitioners.

Alta Planning and Design and City of Half Moon Bay. (2019). City of Half Moon Bay Bicycle and Pedestrian Master Plan, Approved September 2019.

Anchor QEA. (2021). Geotechnical Engineering Assessment and Erosion Study Report.

Blue Point Planning and City of Half Moon Bay. (2019, January). City of Half Moon Bay Parks Master Plan.

CALFIRE and RCD. (2022). San Mateo-Santa Cruz Unit Strategic Fire Plan.

CalOES. (2020). California Governor’s Office of Emergency Services California Adaptation Planning Guide.

California Infrastructure and Economic Development. (2025). Our Impact. https://ibank.ca.gov/climatefinancing/our-impact/.

California Natural Resources Agency. (2021, June 28). California Climate Adaptation Strategy Workshop Summary.

City of Half Moon Bay. (2014). Plan Half Moon Bay, Existing Conditions, Trends, and Opportunities Assessment.

Revised July 2014.

City of Half Moon Bay. (2019). CAAP Outreach Pilot Project Final Report.

City of Half Moon Bay. (2020). Sustainability Implementation Plan. Approved September, 2020.

City of Half Moon Bay, Dyett and Bhatia, Lester Coastal Policy, et. al. (2021). City of Half Moon Bay Local Coastal Land Use Plan. Certified April, 2021.

City of Half Moon Bay. (2024). Capital Improvement Plan FY 2023-24 to FY 2027-28.

City of Half Moon Bay. (2025). City Council Strategic Plan. https://www.half-moon-bay.ca.us/241/City-CouncilStrategic-Plan.

County of San Mateo. (2025). Joint Powers Financing Authority. https://www.smcgov.org/ceo/joint-powersfinancing-authority.

CSG Consultants. (2019). City of Half Moon Bay Green Infrastructure Plan. September 2019.

Datause.io. (2025). Half Moon Bay. Data USA. Retrieved February 2025, from https://datausa.io/profile/geo/halfmoon-bay-ca.

DNV and Rincon Consultants. (2023). City of Half Moon Bay Climate Action Plan (CAP Phase 1). August 2023.

Dyett & Bhatia. (2014). Plan Half Moon Bay: Existing Conditions, Trends, and Opportunities Assessment. July 2014.

Flammer, C. (2020). Green bonds: Effectiveness and implications for public policy. Environmental and Energy Policy and the Economy. 1:95–128. https://www.journals.uchicago.edu/doi/epdf/10.1086/706794.

Integral Consulting and RCD. (2022). San Mateo County South Coast Sea Level Rise Vulnerability Assessment.

Integral Consulting. (2023). Miramontes Point Sea Level Rise Vulnerability and Fiscal Impact Assessment.

Integral Consulting. (2024). Sewer Authority Mid-Coastside Plant Vulnerability Assessment.

Keenan, J.M. (2019). Climate Adaptation Finance and Investment in California. Routledge. www.routledge.com/.

Noble Consultants and Dyett and Bhatia. (2016). City of Half Moon Bay Sea Level Rise Vulnerability Assessment.

April 2016.
464
References
City of Half Moon Bay Climate Action and Adaptation Plan 136 Pena, L. (2025, January 23). First homes for HMB farmworkers arrive 2 years after mass shootings exposed poor conditions. ABC 7 News. https://abc7news.com/post/first-homes-half-moon-bay-farmworkers-arrive-2- years-mass-shootings-exposed-poor-conditions/16174067/.

Plenary. (n.d.). Long Beach Civic Center Redevelopment. Retrieved March 2025, from https://plenary.com/project/long-beach-civic-center-redevelopment.

Rossi, L., et al. (2024). Adopted Operating Budget. The City of Half Moon Bay Annual Budget. The City of Half Moon By. Retrieved May 16, 2025, from https://www.half-moonbay.ca.us/DocumentCenter/View/6738/FY-2024-25-City-of-Half-Moon-Bay-Annual-Budget---Adopted.

Roberts, A., et al. (2021). Proposed Funding Pathways for Adaptation for Climate Change in California. Resource Legacy Fund. https://resourceslegacyfund.org/wp-content/uploads/2021/05/Proposed-Funding-Pathwaysfor-Adaptation-to-Climate-Change-in-California.pdf.

San Mateo County OneShoreline and AECOM. (2018). San Mateo County Sea Level Rise Vulnerability Assessment.

State Water Resources Control Board (2025). Clean Water State Revolving Fund. CA.gov. Retrieved March 2025, from https://www.waterboards.ca.gov/water_issues/programs/grants_loans/srf/.

Trautwein, B., et al. (2020, June 10). Goleta’s Creeks and Watersheds: Opportunities for Enhancement and Restoration.

UC Santa Barbara. (n.d.). Coastal Fund UC Santa Barbara Associated Students. Spring 2020 Funded Projects.

Retrieved January 2025, from https://coastalfund.as.ucsb.edu/spring-2020-funded-projects/.

U.S. Department of Labor. (n.d.) Department of Labor Takes Critical Step in Heat Safety Rulemaking, Continues Heightened Enforcement Efforts, Focuses on Dangers to Agricultural Workers. Retrieved May 2025, from https://www.dol.gov/newsroom/releases/osha/osha20240508-0.

USACE, MBNMS, and Noble Consultants. (2015, September). Coastal Regional Sediment Management Plan for the Santa Cruz Littoral Cell, Pillar Point to Moss Landing.

Visit Half Moon Bay. (2025). visithalfmoonbay.org.

West Yost and CCWD. (2021, June). Coastside County Water District Planning 2020 Urban Water Management Plan.

World Economic Forum. (2023). What are municipal green bonds and how are global cities using them to finance green projects? World Economic Forum. November 20. https://www.weforum.org/stories/2023/11/hereshow-3-cities-are-using-municipal-green-bonds-to-finance-climate-infrastructure/. 465

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: December 2, 2025
TO: Honorable Mayor and City Council
FROM: Matthew Chidester, City Manager
TITLE: AUTHORIZE INTERIM LEGAL SERVICES AGREEMENT
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the Mayor and Vice Mayor to negotiate and execute an interim legal services agreement with Burke, Williams & Sorensen LLP for a period of six months, with the option to convert to a permanent appointment.

FISCAL IMPACT:

The City Attorney Department adopted budget for FY 2025-26 (July 2025 through June 2026) is $1,164,000. Per the fee proposal, the cost for general legal services will be $285 per hour for Partner Attorneys, $250 per hour for Associate Attorneys, and $155 per hour for Paralegals. The cost for specialized services will be $350 per hour for Partner Attorneys, $300 per hour for Associate Attorneys, and $175 per hour for Paralegals. The actual amount will vary based upon the amount of services provided, which is variable depending upon the legal issues that may arise during any given fiscal year, and so cannot be predicted with certainty. The remaining FY 2025-26 adopted budget includes sufficient funds to cover the cost of legal services for the remainder of the fiscal year.

STRATEGIC ELEMENT:

This recommendation supports all elements of the Strategic Plan.

BACKGROUND:

The City has contracted with Shute, Mihaly, and Weinberger for legal services since July of 2017. At its September 16, 2025, meeting, the City Council voted in Closed Session to discharge the firm, effective 90 days after written notice, and that the Council would begin looking for a law firm.

On October 24, 2025, the City issued a Request for Proposals for Interim Legal Services, and the City received five qualified responses. Following a thorough review and interview process, the City Council selected the firm of Burke, Williams & Sorensen, LLP (BWS) to represent the City of Half Moon Bay for contract legal services going forward. 466
DISCUSSION:

The Mayor and Vice Mayor are developing and negotiating an interim legal services agreement, whereby BWS would represent the City for a period of six months, with the option to convert to a permanent appointment. Services provided would be in accordance with the attached Fee Proposal.

Staff recommends that the City Council authorize the Mayor and Vice Mayor to complete the negotiation of the interim legal services agreement and execute the agreement on behalf of the City.

ATTACHMENT:

1. Resolution

2. Burke, Williams & Sorensen, LLP Fee Proposal, submitted September 10, 2025 467
Resolution No. C-2025-

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

AUTHORIZING THE MAYOR AND VICE MAYOR TO NEGOTIATE AND EXECUTE AN INTERIM

LEGAL SERVICES AGREEMENT WITH BURKE, WILLIAMS & SORENSEN LLP FOR A PERIOD OF SIX

MONTHS, WITH THE OPTION TO CONVERT TO A PERMANENT APPOINTMENT WHEREAS, the City has contracted with Shute, Mihaly, and Weinberger for legal services since July of 2017; and
WHEREAS, at its September 16, 2025, meeting, the City Council voted in Closed Session to discharge the firm, effective 90 days after written notice, and that the Council would begin looking for a law firm; and
WHEREAS, the City Council and staff require the services of legal counsel to functionally operate as a municipal agency; and
WHEREAS, on October 24, 2025, the City issued a Request for Proposals for Interim Legal Services; and
WHEREAS, a thorough review and interview process, the City Council selected the firm of Burke, Williams & Sorensen, LLP (BWS) to represent the City of Half Moon Bay for contract legal services.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the Mayor and Vice Mayor to negotiate and execute an interim legal services agreement with Burke, Williams & Sorensen LLP for a period of six months, with the option to convert to a permanent appointment.
***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of December 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 468
October 1, 2025
Community Development Department
Attn: Scott Phillips
501 Main Street
Half Moon Bay, CA 94019
Subject: Measure D Phasing Agreement; 940 Main Street (APN: 064-272-100) Dear Mr. Phillips,
We are submitting this letter and associated attachments to demonstrate our intention to move forward with our request for a Measure D Phasing Agreement for our proposed affordable housing project at 940 Main Street. Please find herein our analysis of development impact, project description, assumed entitlement path, and project schedule. On September 13, 2024, MidPen submitted our response to the items identified in the City’s Incompleteness Letter dated April 22, 2024. In the intervening year as the Phasing Agreement was under review with the City, MidPen secured an additional 5 allocations under a single allocation application, for a total of 10 allocations allocated toward the project. This submittal provides an update to the proposed Phasing Agreement delivery for 2026 and 2027.

The MidPen team appreciates the support and input from the City of Half Moon Bay and we look forward to our continued work together on this project.

Project Overview
The proposed development project concept remains unchanged from our previous submittal. The project proposes 52 affordable housing units and associated site amenities, including up to 106 parking spaces, bike parking, and common open space.

Assumed Entitlement Path
This Phasing Agreement request assumes the project is eligible for SB 35 ministerial approval and will satisfy criteria outlined in SB 423, including zoning requirements. The site is currently zoned R-2, which does not permit multifamily; however, the land use designation adopted in 2020 is Residential High Density, which does permit multifamily thus enabling SB 35/423. Per AB 821, if a zoning ordinance becomes inconsistent with the general plan due to amendments, a local agency must either a) amend the zoning to process the application or b) process the application based on the objective general plan standards. These options are outlined in the opinion of land use attorney Holland & Knight, which is included with this application as Attachment A.

MidPen’s entitlement plan assumes path b above and that the project will utilize SB 35/423 and is incorporated in the detailed development timeline below.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 273 469
Per conversations with City staff, the City is in the process of adopting objective standards with a target approval of January 2025, following which an entitlement submittal could be processed.

Phasing Agreement

1. Payment for Measure D Allocations
MidPen has provided payment for the 10 Measure D allocations.

2. Proposed Measure D Allocations
Density Calculation and Allocations
Base density is based on maximum density of the High Density Residential land use designation (30 dua) for the 1.48 acres. The additional 8 units will be requested as a part of a State Density Bonus Application submitted with the entitlement application.

Base Density 44.4
Bonus Units 8
Total Project Units 52
Allocations To Date 10
Remaining Allocations 34
Proposed Allocation Schedule
The allocation schedule below takes into consideration both MidPen’s development timeline and the analysis of anticipated development, included as Attachment B.

Between 2024 and 2025, MidPen was awarded a total of 10 single unit allocations to put toward the project. To reach the remaining 34 units, we propose a distribution of 17 allocations per year (2026 and 2027) to reach the full allocation (44) by 2027. 2024: 5
2025: 5
2026: 17
2027: 17
Total: : 44
Detailed Timeline
Per City ordinance, the project would need all of its Measure D allocations in place prior to building permit issuance. Per the draft schedule below, a building permit would be pulled prior to construction closing in 2027. Per this schedule, the project would be it’s seeking its remaining allocations in 2026 and 2027.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 274 40
Milestone Date
Purchase & Sale Agreement Execution June 2024
Site Due Diligence Completion October 2024
Objective Standards Approval (City) January 2025
Land Sale Closing January 2026
SB 35 Entitlement Submission May 2026
SB 35 Entitlement Approval October 2026
Soft Financing Committed – Anticipating
City, County & State Sources
December 2026
9% TCAC Application Submission February 2027
Building Permit Application February 2027
9% TCAC Award May 2027
Building Permit Approval September 2027
Construction Finance Closing October 2027
Construction Start October 2027
Construction Complete April 2029
100% Lease Up August 2029
Permanent Loan Conversion December 2029

3. Effects of Phasing Agreement on Anticipated Development MidPen has put together the attached analysis (Attachment B) showing Measure D application and approval data from 2021-2025 for the area outside of Downtown and projections for 2026-2027 reflecting historical data. Based on the average of 2021-2025 application data, this project would require 77% of the Outside Downtown allocations for the 2026-2027 period. As shown in the Development Impact section of Attachment B, there will be an estimated 5 allocations remaining for other applicants requesting allocations in the Outside Downtown pool. This will primarily impact ADU and ADU + Single Family development in the Outside Downtown area, which represents the greatest number of requests. However, underutilization of Downtown unit allocations provides an opportunity to approve additional Outside Downtown requests. We estimate that with a transfer of unused Downtown base allocations to Outside Downtown, an additional 18 units can be allocated. This would leave 12 applicants not receiving an allocation each year, which is less than the average number of applicants that have not received an allocation in 2021-2025.

As demonstrated in MidPen’s two single allocation applications for 2024 and 2025, the proposed project meets the majority of the City’s goals for residential development. In particular, the project is a well-positioned infill site with convenient access to Downtown amenities and transit. The project will comply with the Objective Design Guidelines to provide efficient, accessible, and sustainable site design.

Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 275 41
Importantly, the project is 100% affordable for families and individuals earning up to 60% area median income.

4. Revised Concept Design
Please see attached revised concept design (Attachment C) reflecting City comments.

The revised concept design includes the following updates/clarifications:
• No changes proposed to the existing residence
• Maximum density shown per Residential High Density land use designation • Zoning standards shown for current zoning (R-2), pending City adoption of objective standards to incorporate for entitlement submission • Minimum short term and long-term bike parking shown
Thank you for your consideration and review of the Phasing Agreement to bring new affordable housing to Half Moon Bay. The project team is available for any questions as you conduct review.

You can email Project Manager Allison Vogt at [email protected] or call at 650-678- 8576.

Sincerely,
Kevin Griffith
Vice President of Housing Development
Attachments:

Attachment A – Holland & Knight SB 35/SB 423
Eligibility Attachment B – Phasing Allocations and Development Analysis Attachment C – Revised Concept Designs
Docusign Envelope ID: CE12A1C2-12A3-4810-8D2C-E796D481F74C 276 42