TABLE OF CONTENTS
Section 1 - Recognition ...............................................................................................................................4
1.1 Union Recognition...........................................................................................................4
1.2 City Recognition..............................................................................................................4 Section 2 - Union Membership...................................................................................................................4
2.1 Union Membership..........................................................................................................5
2.2 Dues Deduction................................................................................................................5
2.3 D.R.I.V.E ..........................................................................................................................5
2.4 New Employees................................................................................................................6
2.5 Current Employees .........................................................................................................2
2.6 Membership Listing........................................................................................................6
2.7 Forfeiture of Deduction ..................................................................................................6
2.8 Reinstatement..................................................................................................................6
2.9 Hold Harmless.................................................................................................................6 Section 3 - Use of City Facilities and Advance Notice .............................................................................7
3.1 Space and Equipment .....................................................................................................7
3.2 Bulletin Boards................................................................................................................7
3.3 Advance Notice................................................................................................................7 Section 4 - Union Stewards and Official Representatives .......................................................................8
4.1 Attendance at Meetings by Employees..........................................................................8
4.2 Access to Work Locations...............................................................................................8
4.3 Union Access to New Employee Orientation......................................................................8 Section 5 - No Discrimination ....................................................................................................................9 Section 6 - Hours of Work..........................................................................................................................9 Section 7 - Overtime....................................................................................................................................9
7.1 Authorization...................................................................................................................9
7.2 Definition........................................................................................................................10
7.3 Call Back........................................................................................................................10
7.4 Meals on Overtime ........................................................................................................10 Section 8 - On-Call....................................................................................................................................11
8.1 On-Call Duty..................................................................................................................11
8.2 On-Call Procedure ........................................................................................................11 Section 9 - Salaries....................................................................................................................................12
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9.1 Salary Schedule and Progression.................................................................................12
9.2 Qualified Applicator Certificate ..................................................................................13
9.3 Mechanics Tool Allowance ...........................................................................................14
9.4 Class A Commercial Driver’s License.........................................................................14
9.5 California Water Environment Association (CWEA) ...............................................14 Section 10 - Pay for Temporary Appointment to a Higher Classification...........................................14 Section 11 - Holidays.................................................................................................................................14 Section 12 - Vacations...............................................................................................................................15
12.1 Entitlement.....................................................................................................................15
12.2 Vacation Accrual...........................................................................................................16
12.3 Vacation Scheduling......................................................................................................16
12.4 Vacation Cash Out........................................................................................................16 Section 13 - Sick Leave .............................................................................................................................16
13.1 Accrual ...........................................................................................................................16
13.2 General...........................................................................................................................16
13.3 Usage...............................................................................................................................17
13.4 Procedures for Requesting and Approving Sick Leave .............................................17
13.5 Bereavement Leave .......................................................................................................17 Section 14 - Leaves of Absence.................................................................................................................18
14.1 Job Incurred Disability Leave......................................................................................18
14.2 Pregnancy Disability Leave..........................................................................................18
14.3 Family Care Leave ........................................................................................................18
14.4 Military Leave of Absence............................................................................................18
14.5 Leave of Absence Without Pay ....................................................................................19 Section 15 - Jury Duty ..............................................................................................................................19 Section 16 - Hospitalization and Medical Care ......................................................................................19
16.1 Health Plan ....................................................................................................................19
16.2 Domestic Partner Coverage..........................................................................................19
16.3 Retiree Health Plan.......................................................................................................19
16.4 Section 125 Flexible Benefits Plan ...............................................................................19
16.5 Longevity Recognition Program. .................................................................................21
16.6 Alternate Medical Benefit Program ............................................................................21
16.7 Dental Plan.....................................................................................................................21
16.8 Long Term Disability....................................................................................................22
16.9 Life Insurance................................................................................................................22
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16.10 Vision..............................................................................................................................22
16.11 State Disability Insurance.............................................................................................22 Section 17 - Probationary Period.............................................................................................................22 Section 18 - Examinations........................................................................................................................23
18.1 Examination Process.....................................................................................................23
18.2 Promotional Examinations...........................................................................................23 Section 19 - Layoff and Reemployment ..................................................................................................23 Section 20 - Disciplinary Actions.............................................................................................................24 Section 21 - Grievances.............................................................................................................................24
21.1 Definition........................................................................................................................24
21.2 Procedure .......................................................................................................................25
21.3 Extension of Time Limits..............................................................................................26
21.4 Compensation Complaints ...........................................................................................26
21.5 Suspension and Discharge Grievances........................................................................26
21.6 No Change in Memorandum........................................................................................27
21.7 No Strike ........................................................................................................................27
21.8 Contracting Out, Subcontracting, and JPA's.............................................................27 Section 23 - Safety Shoes and Uniforms..................................................................................................28
23.1 Safety Shoes.......................................................................................................................28
23.2 Uniforms............................................................................................................................28 Section 24 - Labor-Management Committee..........................................................................................29 Section 25 - Tuition Reimbursement.......................................................................................................29 Section 26 - Retirement ............................................................................................................................29
26.1 Retirement Notice..........................................................................................................30
26.2 Deferred Comp Match..................................................................................................30 Section 27 - Severability of Provisions, Integration and Waiver ..........................................................30
27.1 Severability ....................................................................................................................30
27.2 Integration .....................................................................................................................30
27.3 Waiver Of Further Bargaining On Covered Matters................................................31 Section 28 - Past Practices and Existing Memoranda of Understanding.............................................31
28.1 Withdrawal of Proposals..............................................................................................31
28.2 Past Practices.................................................................................................................31
28.3 MOU Supersedes Pre-existing Agreements................................................................31
28.4 Personnel Rules Revisions............................................................................................31 Section 29 - Duration. ...............................................................................................................................32
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MEMORANDUM OF UNDERSTANDING
Between the
CITY OF SAN CARLOS
And
LOCAL 856, FREIGHT CHECKERS, CLERICAL EMPLOYEES
AND HELPERS UNION, IBT
This Memorandum of Understanding is entered into pursuant to the provisions of Section 3500, et. seq. of the Government Code of the State of California.
The parties have met and conferred in good faith regarding wages, hours and other terms and conditions of employment for the employees in said representation unit, and have freely exchanged information, opinions and proposals and have endeavored to reach agreement on all matters relating to the employment conditions and employer-employee relations of such employees.
This Memorandum of Understanding shall be presented to the San Carlos City Council as the joint recommendation of the undersigned parties for salary and employee benefit adjustments for the period specified in section 29.
Section 1 - Recognition
1.1 Union Recognition
Local 856, Freight Checkers, Clerical Employees and Helpers Union, IBT, hereinafter referred to as the "Union," is the recognized employee organization for the Field Unit comprised of those classifications listed in Section 9 of this Memorandum of Understanding.
1.2 City Recognition
The City Manager, or any management representative duly authorized by the City Manager, is the representative of the City of San Carlos, hereinafter referred to as the "City" in employer-employee relations as provided in Resolution No. 77-78 adopted by the City Council on July 27, 1977.
Section 2 - Union Membership
The Union shall provide fair and non-discriminatory representation to all employees in all classes in the units for which this section is applicable regardless of whether they are members of the Union.
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2.1 Union Membership
Consistent with California Government Code Section 3500 et. seq. and the provisions of the City’s Employer-Employee Organization Relations Ordinance, employees shall have the right to form, join and participate in the activities of a recognized employee organization, free from interference and discrimination, for the purpose of representation on all matters of employer-employee relations.
Employees covered by this Memorandum of Understanding may, at their own choosing, be members of the International Brotherhood of Teamsters.
The Union shall be entitled to have authorized dues of its members deducted from their paychecks in accordance with the procedures set forth herein.
2.2 Dues Deduction
Payroll deductions for dues shall be made for each individual for whom the City has received a request in writing from the Union for the payroll deduction to be made. The Union shall notify the City of all elected and revoked dues deductions in a timely manner.
The City shall process each change in deductions within 15 days of receiving the Unions’ notification. All dues deductions shall be transmitted to the Union monthly.
All transmittal checks shall be accompanied by documentation which denotes the employee's name and amount of deduction.
The Union shall be the custodian of the “Employee Authorization for Payroll Deduction” forms.
If the City receives any questions from employees regarding union membership or dues, the City shall direct the employee to the Union. The City shall not provide advice to employees about those matters.
2.3 TEAMSTERS D.R.I.V.E. (Democrat, Republican, Independent, Voter Education) Program
The City will provide payroll deductions for those members who voluntarily elect to participate in the Teamster D.R.I.V.E. program (civic engagement for voter registration and political education).
D.R.I.V.E., or Democrat, Republican, Independent Voter Education, is the Teamsters’ political action committee. D.R.I.V.E is non-partisan and independent from any political party. D.R.I.V.E. is supported through voluntary contributions from Teamster members.
Such donations are not U.S. Tax Deductible.
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The employer agrees to deduct from the paycheck of all employees covered by this agreement voluntary contributions to D.R.I.V.E. D.R.I.V.E shall notify the employer of the amounts designated by each contributing employee that are to be deducted from their paycheck on a weekly basis for all weeks worked. The employer shall transmit to D.R.I.V.E national headquarters on a monthly basis, in one (1) check the total amount deducted along with the name of each employee on whose behalf a deduction is made, the employee’s social security number and the amount deducted from that employee’s check.
2.4 New Employees
Within thirty (30) calendar days of hiring, the City shall provide the name, job title, department, work location and telephone number, and personal cellular/home telephone number on file with the City of the new employee in this bargaining unit to the Union.
2.5 Current Employees
An employee in a position covered by this Memorandum of Understanding shall be provided by Union with an “Employee Authorization for Payroll Deduction” form.
2.6 Membership Listing
Every 120 days, the City shall produce and provide to the Union a listing of the name, job title, department, work location and telephone number, home address and telephone number, personal cellular telephone number, and address on file with the City of all represented employees.
2.7 Forfeiture of Deduction
If, after all other involuntary and insurance premium deductions are made in any pay period, the balance is not sufficient to pay the deduction of Union dues, no such deduction shall be made for the current pay period.
2.8 Reinstatement
The provisions of 2.1 above shall not apply during periods that an employee is separated from the representation unit, but shall be reinstated upon the return of the employee to the representation unit. For the purpose of this section, the term separation includes transfer out of the representation unit, layoff, and leave of absence without pay.
2.9 Hold Harmless
The Union shall indemnify, defend, and save the City, its officers, agents and employees, harmless against any and all claims, demands, suits, orders, or judgments, or other forms of liability that arise out of or by reason of this Section, or action taken or not taken by the City under this Section, and shall promptly reimburse the City for legal fees and costs
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incurred by the City in responding to or defending against any claims, disputes or challenges.
The City shall promptly give written notice of any claim to the Union, shall provide any assistance that the Union may reasonably request for the defense of the claim, and the Union has the right to control the defense or settlement of the claim.
The duty to indemnify shall not apply to actions related to compliance with this section.
Section 3 - Use of City Facilities and Advance Notice
3.1 Space and Equipment
City employees or their Union representatives may, in accordance with established City policies, be granted the use of City facilities during non-work hours for meetings of City employees provided space is available.
The use of City equipment other than items normally used in the conduct of business meetings, such as desks, chairs, and chalkboards, is strictly prohibited, the presence of such equipment in approved City facilities notwithstanding.
3.2 Bulletin Boards
The Union may use portions of City bulletin boards under the following conditions:
A. All materials must be dated and must identify the Union that posted them.
B. Unless special arrangements are made, materials posted will be removed thirty-one (31) days after the date of posting. Materials which the Department Head considers objectionable will not be posted. In instances where the Department Head denies posting, the Union may appeal such denial to the City Manager.
C. The City reserves the right to determine where bulletin boards shall be placed and what portion of City bulletin boards are to be allocated for Union material.
D. The City shall provide a bulletin board in the employees' lunchroom to be allocated for Union material in accordance with the provisions of this Section.
3.3 Advance Notice
Except in cases of emergency, reasonable advance written notice shall be given to the Union if it is affected by any ordinance, rule, resolution or regulation directly relating to matters within the scope of representation proposed to be adopted by the City Council, by any board or commission of the City, or by any department, and the Union shall be given the opportunity to meet with such body prior to adoption. In cases of emergency when the City Management determines that an ordinance, rule, resolution or regulation must be adopted immediately without prior notice or meeting with the Union, City Management
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shall provide such notice and opportunity to meet at the earliest practicable time following the adoption of such ordinance, rule, resolution or regulation.
Section 4 - Union Stewards and Official Representatives
4.1 Attendance at Meetings by Employees
City employees who are stewards or official representatives of the Union shall be given reasonable time off with pay to attend meetings with management representatives, or to be present at hearings where matters within the scope of representation are being considered. The use of official time for this purpose shall be reasonable and shall not interfere with the performance of City services as determined by the City. Such Union representatives may be required to submit a written request for excused absence to their respective Department Heads, with an information copy to the City Manager, at least two (2) working days prior to the scheduled meeting whenever possible. Except by mutual agreement, the number of employees excused for such purposes shall not exceed three (3).
4.2 Access to Work Locations
Reasonable access to employee work locations shall be granted officers of the Union and business agents for the purpose of processing grievances or contacting members of the Union concerning business within the scope of representation. Such officers or representatives shall not enter any work location without the consent of the City Manager or his designated representative. Prearrangements for routine contact may be made by agreement between the Union and the Department Head and when made shall continue until revoked. Access shall be restricted so as not to interfere with the normal operations of the department or with established safety or security requirements.
Solicitation of membership and activities concerned with the internal management of the Union, such as collecting dues, holding membership meetings, campaigning for office, conducting elections and distributing literature shall not be conducted during working hours unless approved in advance by the City Manager or his designated representative.
4.3 Union Access to New Employee Orientation.
The City will provide the Union the opportunity to access the orientation of each new City employee new to the bargaining unit for the purposes set forth in Government Code section 3555. The City will notify the Union at least ten (10) days in advance of the scheduled date, time and location of the orientation as provided in Government Codes section 3556 except that a shorter notice may be provided in a specific instance where there is an urgent need critical to the City’s operations that was not reasonably foreseeable. The Union will be granted thirty (30) minutes during the orientation to communicate with the new employee(s) concerning the rights and obligations created by the Memorandum of Understanding, the role of the Union in negotiating and effectuating the terms of the Memorandum of Understanding, to make a presentations, present written materials, and to answer questions. The thirty (30) minute period may be extended, delayed, or rescheduled at the discretion of the City upon request from the Union. The City representative conducting the orientation may observe the Union presentation but may not speak during the Union presentation. The City will schedule the new employee to attend the Union presentation. However, the City will not compel the employee to attend the Union presentation if the employee wishes to refrain from such attendance.
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The City shall provide an adequate and reasonable amount of release time for designated officers and representatives of the Union to participate in the new employee orientations.
The City shall make available for download from its website a copy of this Agreement, the current salary schedule, and a list of all job classifications.
Section 5 - No Discrimination
There shall be no unlawful discrimination by the City or the Union against an employee because of the employee’s race, creed, color, national origin, sex, sexual orientation, age, disability, or religious or political opinion or affiliation, or because he or she engaged or refused to engage in protected union activities.
Section 6 - Hours of Work
The standard workweek for employees occupying full-time positions consists of forty (40) hours in any seven (7) day period.
The City Manager shall fix the hours of work with due regard for the convenience of the public and the laws of the State and the City.
Alternate work schedules (including 4/10 or 9/80 schedules) may be approved by the City Manager upon recommendation of the appropriate department head on an individual or work group basis.
Employees assigned to an alternate 4/10 or 9/80 schedule will continue to work forty (40) hours per week. While the City is supportive of providing alternate schedules when feasible, the City shall remain open for business Monday through Friday from 8:00 AM until 5:00 PM and will continue to provide a high level of service to the citizens of San Carlos.
If it is necessary to amend shift assignments on a permanent or temporary basis, the City will meet with employee representatives to discuss the new assignment and alternatives if appropriate. The parties will use their best efforts to find a mutually acceptable solution. However, the City reserves the right to amend both regular and/or temporary shift assignments as it deems necessary should the parties fail to reach mutual agreement as outlined above. The City will provide the Union and the effected employees with two (2) weeks advance, written notice of the effective date of any new schedule or change in assigned shift, except in the case of a bona fide emergency.
Section 7 - Overtime
7.1 Authorization
All compensable overtime must be authorized by the Department Head or designated representative in advance of being worked. If prior authorization is not feasible because of emergency conditions, a confirming authorization must be made on the next regular working day following the date on which the overtime was worked. Emergency overtime outside of the regular shift shall be assigned following the on-call procedure. Overtime worked must be in the job classification in which the person is regularly employed or in a classification for which the employee is authorized higher pay for work in a higher classification.
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7.2 Definition
Any authorized time worked in excess of eight (8) hours in any workday and over forty (40) hours in the applicable designated FLSA workweek shall be considered overtime and shall be compensable at the rate of one and one-half (1-1/2) times the employee's regular straight-time rate of pay. Any authorized time worked in excess of twelve (12) hours shall be compensable at the rate of two (2) times the employee’s regular straighttime rate of pay. Compensatory time off may be taken in lieu of overtime payment. For purposes of Section 7, Overtime, and any applicable state or federal law, “time worked”, with the exception of paid or unpaid sick leave , includes time in paid status but not worked (e.g. vacation, holiday, disability, or other leave or compensatory time off are considered “time worked”).
Compensatory time off shall be at a time mutually agreeable to the employee and the Department Head. Accrued compensatory time off in excess of one hundred twenty (120) hours in a calendar year shall be liquidated by monetary payment to the employee in the month of October.
7.3 Call Back
An employee recalled to work outside of and not continuous with regularly scheduled hours shall be compensated a minimum of three (3) hours at the overtime rate.
For the purpose of this Section 7.3, pay for call-back shall begin from the time the employee leaves his/her residence to report for work and shall end at the time the employee returns to his/her residence. Such travel time shall not exceed fifteen (15) minutes when reporting to work and fifteen (15) minutes after the work period.
When an employee is called back to work more than once during the initial three (3) hour period, such employee will be compensated for the additional call-back for another three (3) hours at the overtime rate with the following limitation: the City’s maximum payment for compensation for multiple call-backs that occur within the initial three (3) hour period will not exceed an aggregate of four thousand dollars ($4,000), for the entire unit, annually.
Once the four thousand dollars ($4,000) maximum has been met, employees who are called back to work will be paid three (3) hours minimum call-back pay and are not eligible for additional minimum call-back pay until the end of the initial three (3) hour minimum period.
7.4 Meals on Overtime
In the event an employee(s) is required to work more than four (4) consecutive hours of overtime within their regularly assigned work week (12 Midnight the morning before their first scheduled day to 12 midnight the evening after their last scheduled day) or in the event an employee(s) works eight (8) consecutive hours of unscheduled overtime outside of their regular work week, they shall be provided with a meal or reimbursement of up to Ten Dollars ($10.00). The Public Works Supervisor or designee shall make a determination as to whether a meal will be provided by the City or whether the employee will be temporarily released to get a meal.
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Section 8 - On-Call
8.1 On-Call Duty
Effective following the date this MOU is adopted by the Council, either two (2) hours compensatory time off or two (2) hours pay at the straight-time rate, at the option of the employee, shall be granted to employees required to be in an "on-call" status during the period that begins with the end of the workday Monday and ends at the beginning of the next work day.
Either three (3) hours' compensatory time off or three (3) hours' pay at the straight-time rate, at the option of the employee, shall be granted to employees required to be in an "on-call" status during the period that begins with the start of the workday Saturday and ends at the beginning of the workday on Monday.
Either four (4) hours' compensatory time off or four (4) hours' pay at the straight-time rate, at the option of the employee, shall be granted employees required to be in an "oncall" status on the fixed holidays recognized in Section 11 of this Memorandum of Understanding.
Employees designated to be on-call on Christmas Eve, New Year’s Eve or Easter Sunday, shall receive three (3) hours of compensatory time or three (3) hours’ pay at straight-time.
8.2 On-Call Procedure
The following procedure shall be followed for assigning employees to on-call status:
All trained employees shall be placed on an on-call list. Names on this list shall advance one position toward the top during each succeeding on-call period, with the top name from the last period going to the bottom of the list.
One week prior to the on-call scheduling period, starting with the first name on the on-call list, the Public Works Superintendent or Parks Superintendent, whichever applies, or designee shall circulate the on-call schedule sign-up sheet among the employees on the list. Each employee shall be allowed to volunteer for any desired shifts during the scheduling period, and shall indicate such desire by writing his/her name beside the shift(s) desired.
When the list has been circulated to all employees, the Public Works Superintendent or Parks Superintendent, whichever applies, or designee shall be responsible to assign employees to any unfilled shifts. Employees will be assigned based on those employees who have served the fewest on-call shifts in the previous nine (9) on-call scheduling periods, provided no employee will be assigned who was on paid leave, except sick leave, for either of days on which the sign-up sheets for the nine (9) previous periods were circulated; and should the unfilled shift fall on a designated holiday, the employee who has served the fewest on-call shifts in the previous nine (9) on-call scheduling periods shall be assigned.
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If an employee who is scheduled to serve in on-call status reports in sick during the regular workweek Monday through Friday, the Public Works Superintendent or Parks Superintendent, whichever applies, or designee shall first ask for volunteers to fill the vacant shift; if there are no volunteers, he shall assign an employee as outlined above.
If an employee who is scheduled to serve in on-call status reports in sick for a weekend shift, the City Dispatcher shall, as calls come in requiring the services of a Maintenance Worker, call down the on-call list until an employee volunteers to respond to such call.
An employee who responds to any such call shall be entitled only to pay for that call-out according to the provisions of the Memorandum of Understanding, and not to on-call compensation for that shift; provided, however, that should an employee reached for such on-call volunteer to be available for all calls for that shift, and provided such employee contacts the Public Works Superintendent or Parks Superintendent, whichever applies, or designee and gains permission, the employee shall be entitled to on-call compensation for that shift. In such instances, the employee must contact the Communications Dispatch Center to inform them that he/she has been assigned on-call for that shift.
Employees must respond to emergency calls within forty-five (45) minutes from the time the call was received. Response is defined as arriving at the San Carlos Corporation Yard within forty-five (45) minutes from the time of the call.
Section 9 - Salaries
9.1 Salary Schedule and Progression
Effective on the first day of the first full pay period after September 1, 2023 or the first day of the first full pay period beginning after this MOU is adopted by the City Council and signed by the parties, whichever is later, base salary rates under this Memorandum of Understanding shall be increased by an amount equal to three percent (5.0%) of the base salary rates in effect August 31, 2023. The salary rates for all classifications before and after the various adjustment dates set forth in this subsection 9.1 are listed on “Appendix A” of this Memorandum of Understanding.
Effective on the first day of the first pay period beginning after September 1, 2024 base salary rates under this Memorandum of Understanding shall be increased by an amount equal to three percent (3.0%) of the base salary rates in effect August 31, 2024. The salary rates for all classifications before and after the various adjustment dates set forth in this paragraph are listed on “Appendix A” of this Memorandum of Understanding.
Effective on the first day of the first pay period beginning after September 1, 2025 base salary rates under this Memorandum of Understanding shall be increased by an amount equal to there (3.0%) of the base salary rates in effect August 31, 2025. The salary rates for all classifications before and after the various adjustment dates set forth in this paragraph are listed on “Appendix A” of this Memorandum of Understanding.
Except as herein otherwise provided, the entrance salary for a new employee entering City service shall be the minimum salary for the class to which appointed. When circumstances warrant, the City Manager, or designee, may approve an entrance salary, which is more than the minimum salary. The City Manager's or designee's decision shall be final. Such a salary may not be more than the maximum salary for the class to which that employee is appointed.
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No increase in salary shall be automatic merely upon completion of a specified period of service. All increases shall be based on merit as established by record of the employee's performance and shall require recommendation of the Department Head and approval by the City Manager. In case of an unsatisfactory employee performance evaluation, an increase in salary may be withheld. An employee who is denied an increase in salary may discuss such denial with his/her Department Head and the City Manager. The decision of the City Manager shall be final.
An employee who does not receive a performance evaluation in a timely manner is encouraged to so inform the City's Human Resources Manager. No employee shall be discriminated against because of the exercise of rights under this Sub-Section.
If the City Manager at any time determines that it is in the City's interest, he/she may assign an employee to a higher rate within the salary range fixed for the classification. The City Manager shall regulate the accelerated advancement through the salary range steps.
An employee who has received a satisfactory rating on an employee performance evaluation shall receive increases in salary according to the following plan:
Step 2 upon completion of twelve (12) months' satisfactory service at Step
1. Step 3 upon completion of twelve (12) months' satisfactory service at Step
2. Step 4 upon completion of twelve (12) months' satisfactory service at Step
3. Step 5 upon completion of twelve (12) months' satisfactory service at Step
4. All increases or decreases in compensation that occur under this Memorandum of Understanding shall take effect at the start of the first pay period following the date of the increase or decrease.
Effective each year beginning on the first pay period of September 2023-September 2025 some positions are eligible for equity adjustments based on market comparables in the following agencies:
Burlingame, Cupertino, Foster City, Fremont, Hayward, Menlo Park, Milpitas, Mountain View, Palo Alto, Redwood City, San Mateo, Santa Clara, Sunnyvale, and Union City.
All adjustments have been incorporated into the hourly wage schedule as shown in Appendix A.
9.2 Qualified Applicator Certificate
Employees in the Senior Maintenance Worker and Senior Building Maintenance Worker classifications may be required to obtain and maintain a Qualified Applicator Certificate.
Those employees required to obtain and/or maintain a Qualified Applicator Certificate
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shall be compensated an additional fifty dollars ($50.00) per month. The time, training, and fees associated with the acquisition, retention and maintenance will remain the City’s expense.
9.3 Mechanics Tool Allowance
The City of San Carlos agrees to pay the Mechanic an annual tool replacement allowance of Five Hundred Dollars ($500.00) annually. The allowance is paid on a bi-weekly basis on the regular payroll. In addition, the City will provide property liability insurance for the tools the Mechanic keeps on site for City use.
9.4 Class A Commercial Driver’s License
Employees in the Senior Maintenance Worker and Mechanic classifications may be required to obtain and/or maintain a Class A commercial driver’s license. Those employees required to obtain and/or maintain a Class A commercial driver’s license shall be compensated an additional one thousand dollars ($1,000.00) per year paid on a biweekly basis. The time, training, and fees association with the acquisition, retention and maintenance will remain at the City’s expense.
9.5 California Water Environment Association (CWEA)
The City may designate up to seven total positions in the Senior Maintenance Worker and Maintenance Worker classifications to receive compensation for holding a State of California Water Environment Association (CWEA) certification. Employees in the designated positions holding any level of CWEA certification shall be compensated an additional fifty dollars ($50.00) per month per cerification.
Section 10 - Pay for Temporary Appointment to a Higher Classification When an employee has been appointed temporarily to perform the work of a regular position either within or outside of the Bargaining Unit having a different classification and being paid at a higher rate, and if he/she has worked in such classification for more than four (4) consecutive workdays, including recognized City holidays, or as otherwise determined by the City Manager, he/she shall be entitled to payment at five percent (5%) above his/her regular base wage rate. In no event shall such pay exceed the maximum of the range of the classification in which the employee is temporarily assigned. Payment shall commence with the first (1st) workday and continue, including holidays, during the period of temporary assignment. Such appointment shall be in writing by the Department Head and approved by the City Manager or his designated representative.
Section 11 - Holidays
The holidays to be observed by the City are as follows:
(1) January 1 New Year's Day
(2) Third Monday in January Martin Luther King, Jr. Day
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(3) Third Monday in February President's Day
(4) Last Monday in May Memorial Day
(5) June 19 Juneteenth
(6) July 4 Independence Day
(7) First Monday in September Labor Day
(8) November 11 Veterans Day
(9) Fourth Thursday in November Thanksgiving Day
(10) Fourth Friday in November Day after Thanksgiving
(11) December 25 Christmas Day
Regular full-time employees in established positions shall be entitled to receive eight (8) hours’ pay on all the above designated holidays, provided they are in a pay status on both their regularly scheduled workdays immediately preceding and following the holiday. Regular part-time employees shall be entitled to holiday pay in proportion to the percentage of full-time hours worked during the bi-weekly pay period which includes a holiday; e.g., if a regular part-time employee works fifty percent (50%) of the full-time hours in a pay period, the employee shall be paid for one-half (1/2) for each holiday falling within that pay period.
If any of the above-listed holidays falls on the employee’s first regularly scheduled day off, his or her immediately preceding scheduled work day shall be celebrated as a holiday; if the holiday falls on the employee’s second or third scheduled day off, his or her next scheduled work day shall be celebrated as the holiday.
In addition to the above designated holidays, full-time regular employees shall be granted forty (40) hours of floating holiday time each year. This amount will be prorated for new employees hired during the year. Float time off is to be scheduled at a time agreeable with the Department Heads. Such time shall be arranged at least two (2) weeks in advance of the day desired by mutual agreement with the Department Heads. Unused float time is not paid off upon termination of employment nor carried forward into subsequent calendar years.
Employees assigned to work a full shift on a holiday shall be compensated for such time worked at the overtime rate and, in addition, shall either receive eight (8) hours' straight-time pay or eight (8) hours' compensatory time at the straight-time rate. The provisions of the on call and call back sections of the Memorandum of Understanding may apply when an employee works less than a full shift on a holiday.
Section 12 - Vacations
12.1 Entitlement
All employees who hold full-time, regular positions are entitled to ninety-six (96) hours vacation pay upon successful completion of their first year of continuous service.
Employees may take accrued vacation after the completion of six (6) consecutive months of full-time, regular service. After the first year, employees shall accrue vacation according to the following schedule:
Length of Service Vacation Accrual Rate
1 to 4 years 96 working hours/3.69 hours bi-weekly
5 to 10 years 128 working hours/4.92 hours bi-weekly
After 11 years 136 working hours/5.23 hours bi-weekly
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After 12 years 144 working hours/5.54 hours bi-weekly
After 13 years 152 working hours/5.85 hours bi-weekly
After 14 years 168 working hours/6.46 hours bi-weekly
After 15 years 168 working hours/6.46 hours bi-weekly
After 16 years 176 working hours/6.77 hours bi-weekly
After 17 years 184 working hours/7.08 hours bi-weekly
After 18 years 192 working hours/7.39 hours bi-weekly
After 19 years 200 working hours/7.69 hours bi-weekly
12.2 Vacation Accrual
No employee shall be allowed to accumulate more than two (2) times the amount of vacation he or she would earn in a calendar year at his or her current rate of accrual. The City Manager may grant an exception to this policy. However, if an employee reaches the applicable accumulation ceiling, he or she shall continue to accrue vacation and the hours in excess of the accumulation ceiling as of the end of the last September pay period ending in September will be paid off in the month of October.
12.3 Vacation Scheduling
The time at which employees shall be granted vacations shall be at the discretion of the Department Head. Length of service shall be given consideration when giving preference as to vacation time.
12.4 Vacation Cash Out
An employee may make an irrevocable election to sell back to the City forty (40) hours in a calendar year of accumulated vacation at the employee’s base rate of pay.
Sell back requests must be received by Payroll no later than December 31 for the following calendar year’s elections. Elected hours not requested for distribution (sell back) by December 1 will be automatically distributed in the next pay period (sell back cannot be more than the hours available at time of distribution).
Section 13 - Sick Leave
13.1 Accrual
Employees shall accrue sick leave credit at the rate of eight (8) hours per month. Unused sick leave may be accrued without limit.
13.2 General
Employees shall not be entitled to sick leave as a matter of right, but only in accordance with the provisions of laws, Personnel Rules and Regulations and this Memorandum of Understanding.
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13.3 Usage
Employees are entitled to be paid for sick leave used, to a maximum of the time accrued, under the following conditions:
(A) The employee's illness, injury, exposure to contagious disease, or pregnancy, childbirth, or related medical conditions which incapacitates the employee from performance of duties.
(B) The employee's receipt of required medical or dental care or consultation. (C) The care of the employee's ill or injured immediate family member (as defined in Section 13.5 and applicable state law) to a maximum of fortyeight (48) hours per calendar year.
13.4 Procedures for Requesting and Approving Sick Leave When the requirement for sick leave is known to the employee in advance of his/her absence, the employee shall request authorization for sick leave at such time, in the manner hereinafter specified. In all other instances the employee shall notify his/her supervisor as promptly as possible by telephone or other means.
Subject to the limits of applicable law, the Department Head, in consultation with the Human Resources Division, may require a physician's statement from an employee who applies for sick leave, or make whatever investigation into the circumstances that appear warranted before taking action on the request.
13.5 Bereavement Leave
In case of death within the immediate family of an employee, such employee shall be entitled to remain absent from duty with pay in order to attend the funeral or memorial service for a maximum of three (3) workdays. In the event an employee must travel outside the state of California and at least four hundred (400) miles, the employee shall be entitled to remain absent from duty with pay in order to attend the funeral or memorial service for a maximum of five (5) workdays.
For the purpose of this Section, immediate family is defined as husband, wife, domestic partner as defined by the State of California, father, mother, grandfather, grandmother, sister, brother, son, daughter, grandchild, mother-in-law, father-in-law, stepchild, stepmother, stepfather, or such person who has served in the place of the employee’s parent.
Such leave shall not be charged against the employee as leave without pay, nor deducted from the employee's annual leave.
Employees who qualify for three (3) paid workdays above may request up to an additional two (2) workdays for bereavement purposes. The additional time may be paid utilizing available vacation, sick, or compensatory time or taken unpaid at the employee’s discretion.
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All paid and unpaid bereavement leave must be taken within three calendar months of the date of death.
Section 14 - Leaves of Absence
14.1 Job Incurred Disability Leave
Job incurred disability leave with pay is an employee's absence from duty with pay because of disability caused by illness or injury arising out of and in the course of his/her employment which has been declared to be compensable under the Workers' Compensation Law. Only regular or probationary employees hired on or before September 1, 2015 occupying regular positions are eligible for job incurred disability leave with pay.
Payment of job incurred disability leave shall be at the base pay of the employee, and shall be reduced by the amount of temporary disability indemnity received, pursuant to Workers' Compensation Law.
In order to receive pay for job incurred disability leave an employee must submit a request on a prescribed form to the Administrative Services Director describing the illness or accident and all information required for the City Manager to evaluate the request.
The employee must attach to the request a statement from a physician certifying to the nature, extent, and probable period of illness or disability.
No job incurred disability leave with pay may be granted until after the City has declared the illness or injury to be compensable under the California Workers' Compensation Law and has accepted liability.
Eligible employees shall be entitled to disability leave for a period of incapacity as determined by a physician, but not to exceed a maximum of thirty (30) calendar days for any one illness or injury.
14.2 Pregnancy Disability Leave
Leave from work due to pregnancy shall be provided as required by law and in accordance with existing City policy.
14.3 Family Care Leave
Family care leave is granted to an employee in accordance with the City's Family Care Leave Policy. The City may modify such policy from time to time to conform with changes in the applicable law.
14.4 Military Leave of Absence
The provisions of the Military and Veterans Code of the State of California and the Uniformed Services Employment and Reemployment Rights Act of 1994, as applicable, shall govern military leave of City employees.
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14.5 Leave of Absence Without Pay
Employees shall not be entitled to leaves of absence as a matter of right, but only in accordance with the provisions of law and this Memorandum of Understanding.
Absence from duty without pay for a period not exceeding fifteen (15) days for reasons satisfactory to the Department Head may be granted by the Department Head. A leave of absence without pay not to exceed six (6) months may be granted to a regular employee within the classified service upon the written request of the employee, the recommendation of the Department Head and with the approval of the City Manager. Such leave of absence without pay may be extended upon the recommendation of the Department Head and with the approval of the City Manager for an additional six (6) months. The total leave may not exceed one (1) year.
Section 15 - Jury Duty
An employee summoned to jury duty shall inform his supervisor and, if required to serve, may be absent from duty with full pay; provided, however, the employee must remit to the City, through the employee's Department Head, within fifteen (15) days after receipt, all fees received except those specifically allowed for mileage and expenses.
Section 16 - Hospitalization and Medical Care
16.1 Health Plan
Through August 31, 2026 the City shall contribute the minimum amount per month required by law to provide hospital and medical care benefits under the CalPERS (PEMHCA) Health Plan.
16.2 Domestic Partner Coverage
The City will provide domestic partner medical coverage to the extent and in the manner which CalPERS health plan carriers allow for the domestic partner’s enrollment.
16.3 Retiree Health Plan
If an employee has worked for the City of San Carlos a minimum of ten (10) years and retires with a PERS retirement, the City will allow the retiree only to stay on the City’s dental and vision insurance plans provided the employee pays the full premium(s) plus a two percent (2%) administration fee. This option must be exercised at the time of retirement.
Through August 31, 2026 the City shall contribute the minimum amount required by law toward the monthly premium for hospital and medical care under the CalPERS (PEMHCA) Health Plan for individuals who retire from the City through CalPERS.
16.4 Section 125 Flexible Benefits Plan
A. The City shall continue to provide a Flexible Benefits plan, subject to the requirements and availability of Internal Revenue Code Section 125, allowing employees to use pre-tax compensation for PEMHCA medical premiums, eligible
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dependent care expenses, eligible uninsured medical expenses, or a combination thereof.
B. Effective upon the first day of the first pay period following adoption of this MOU by the City Council, the City shall contribute each month up to the amounts listed below, based on the employee’s level of medical plan enrollment, but not exceeding the amount charged for the plan in which the employee has enrolled, to each active employee’s section 125 Plan account.
Level of Medical Plan Enrollment Amount of Monthly City Contribution No Plan (Opt out)* $1,011.51
Employee Only $1,011.51
Employee + One $1,721.99
Employee + Two or more $2,080.64
Effective January 1, 2024 the City will increase the above contribution amounts.
The increase will be a percentage that reflects that portion of the average January 1, 2024 combined percentage premium increase at all levels of plan enrollment for the City’s current miscellaneous employee PEMCHA plans (offered within San Mateo County) that exceeds two percent (2%). For example, if the combined average increase is ten percent (10%), the City’s contribution will increase by eight percent (8%). (In 2019, the average combined premium increase at all levels of plan enrollment for miscellaneous PEMHCA plans was 7.1%. The City’s contribution increase under this paragraph was 5.10%.)
Effective January 1, 2025 the City will increase the above contribution amounts.
The increase will be a percentage that reflects that portion of the average January 1, 2025 combined percentage premium increase at all levels of plan enrollment for the City’s current miscellaneous employee PEMCHA plans (offered within San Mateo County) that exceeds two percent (2%).
Effective January 1, 2026 the City will increase the above contribution amounts.
The increase will be a percentage that reflects that portion of the average January 1, 2026 combined percentage premium increase at all levels of plan enrollment for the City’s current miscellaneous employee PEMCHA plans (offered within San Mateo County) that exceeds two percent (2%).
*An employee may elect to opt out of medical insurance coverage only in accordance with subsection 16.6 below. The amount shown in this table is the amount resulting from such election.
C. Any amount remaining after the employee has designated that portion of his or her 125 Plan contribution amount for the purposes described in subsection A above will be deemed forfeited.
E. Procedures for the administration of the Section 125 Plan shall be determined by the City. The City shall assume the administrative cost for the Plan.
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16.5 Longevity Recognition Program.
A. Employees hired by the City before January 1, 2009 who have completed at least ten (10) years of continuous City service immediately preceding such retirement shall be eligible for a monthly payment in the amount equal to the City’s monthly employee-only contribution to the Section 125 plan pursuant to section 16.1 above following retirement and continuing until the employee’s death.
B. Employees hired by the City on or after January 1, 2009 but before March 28, 2011 who retire from the City through CalPERS who have completed at least fifteen (15) years of continuous City service immediately preceding such retirement shall be eligible for a monthly payment of three hundred fifty dollars ($350) per month following retirement and continuing until the employee’s death. This amount shall not change after retirement. The City will not make such payments for employees hired on or after March 28, 2011.
C. The City and Union have established a Voluntary Employee Benefit Association (“VEBA”) to allow payments for qualified post-employment expenses to occur on a pre-tax basis. Employees hired on or after the March 28, 2011 shall, on the first pay date following each January 1, contribute to their VEBA account accumulated vacation (that is in their balance and that exceeds forty (40) hours) in an amount equal in value to two hundred dollars ($200) at the time of the contribution. Such contribution shall be deducted from the employee’s vacation balance. Effective September 1, 2021, the union has elected to discontinue participation in the VEBA.
Therefore, effective September 1, 2021 employee contributions to the VEBA shall terminate.
16.6 Alternate Medical Benefit Program
Eligible employees who are covered by health insurance coverage through their spouse or other source with benefits comparable to those provided through City sponsored plans may waive coverage under the City sponsored plans. The employee shall sign a waiver form provided by the Human Resources Department. The City will pay such employee(s) an amount equal to the employee only City contribution under section 16.4 above for each month thereafter the employee continues to receive health insurance through their spouse or other source. Being covered at a later time by one of the City sponsored plans will be subject to the requirements of the health insurance provider chosen by the employee(s).
Re-enrollment in the City sponsored CalPERS (PEMHCA) Plan is subject to the limitations/exclusions/time periods instituted by CalPERS (PEMHCA). Employees are eligible to re-enroll during the CalPERS (PEMHCA) open enrollment period. Upon the effective date of re-enrollment, payments pursuant to this subsection 16.6 cease.
16.7 Dental Plan
The City shall provide the City Dental Reimbursement Plan for eligible employees and their dependents and shall pay a maximum monthly amount of one hundred seventy-five dollars ($175.00) per month. The City may select and implement a substitute plan(s).
Any cost for the current or a substitute plan not paid by the City will be paid by the employee through payroll deduction. The Plan will pay the dentist directly and the employee is responsible for paying any remaining balance directly to the
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dentist/orthodontist. The annual dental maximum benefit per covered individual is two thousand dollars ($2,000).
16.8 Long Term Disability
The City shall continue to provide long-term disability insurance for employees in this Unit; the waiting period for long-term disability benefits shall be forty-five (45) days.
The long-term disability premium is taxed to allow the long-term disability payment to be issued on a tax-free basis.
16.9 Life Insurance
The City shall provide life insurance in the amount of Two Hundred Thousand Dollars ($200,000) for regular employees. The premium for the amount over $50,000 is subject to Federal and State taxes.
16.10 Vision
The City will contribute up to thirty dollars ($30) per month per covered employee in the Unit toward the cost of a vision plan covering the employee only. Such plan shall include annual frames, lenses, and examinations.
Employees will be permitted to enroll their dependents in the Vision Care Plan. The entire premium for the dependents’ coverage will be paid by the employee by payroll deduction at the employee’s expense at the applicable two-party or family rate then in effect ;minus the City’s contribution for the employee’s coverage.
16.11 State Disability Insurance.
The City will deduct the premiums for the State Disability Insurance (SDI) program from each employee’s paycheck and forward payment to the State.
Section 17 - Probationary Period
The probationary period shall be an essential part of the examination process, and shall be utilized for the most effective adjustment of a new employee and for the elimination of any probationary employee whose performance is not satisfactory. The appointing authority may terminate a probationary employee at any time during the probationary period without right of appeal in any manner and without recourse to the procedures provided in Section 21 (Grievances) hereof, except when the employee alleges and substantiates in writing that the termination was due to discrimination prohibited by the City, State or Federal statutes or regulations. If discrimination is alleged, the appeal or grievance shall be decided solely on the basis of whether or not the termination was due to discrimination; and unless it is determined that there was discrimination, the person or persons hearing the appeal or grievance shall not substitute their judgment for that of the appointing authority.
The probationary period for a new or promoted employee filling a regular position shall be twelve (12) months.
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The probationary period shall include time served in a temporary appointment if the temporary employee qualified as an eligible employee and is appointed while in the temporary position.
A probationer who is laid off during the probationary period shall, in the event of reemployment, be required to complete the balance of the probationary period.
Regular appointment of a probationary employee shall begin with the date ending the probationary period and his/her length of service shall include the probationary period.
Section 18 - Examinations
18.1 Examination Process
The selection techniques used in the examination process shall be impartial and relate to those subjects that, in the opinion of the Human Resources Manager, fairly measure the relative capacities of the persons examined to execute the duties and responsibilities of the class to which they seek to be appointed. Examinations shall consist of selection techniques that will test fairly the qualifications of candidates such as, but not necessarily limited to, achievement and aptitude tests, other written tests, oral interviews, performance tests, physical agility tests, evaluation of daily work performance, work samples, pre- placement medical tests, psychological tests, successful completion of prescribed training, or any combination of these or other tests. The probationary period shall be considered as a portion of the examination process. Examinations shall be designed to provide equal opportunity to all candidates by being based on an analysis of the essential requirements of the classification, covering only factors related to such requirements.
18.2 Promotional Examinations
In order to fill a promotional position within this unit, an examination(s) will be conducted.
To be eligible to compete for a promotional position, an employee must have regular status in a lower related class.
A minimum of three (3) eligible candidates as determined by the Public Works and Parks and Recreations Directors, must be available and actually participate in the promotional examination process in order to keep the testing “in-house”. In the event there are less than three (3) eligible employees taking the exam, the City may, at its discretion, open the exam to outside, qualified candidates who meet the eligibility criteria.
An employee failing his/her probationary period in a promotional class shall have the right to return to the classification from which he/she was promoted provided that he/she had regular status unless the City denies such return for just cause.
Selection decisions shall be made by the City based on the City’s determination of relative qualifications and merit.
Section 19 - Layoff and Reemployment
Regular employees may be laid off, without prejudice, due to lack of funds or curtailment of work.
No regular employee, however, may be separated while there are temporary employees serving in the same class or position in the City service, unless that employee has been offered the temporary work.
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When a Department Head is instructed by the City Manager or the City Council to reduce the number of employees, layoff shall be made in accordance with the following rules:
Layoffs shall be by job classification according to reverse order of seniority as defined by total continuous full-time City service. A regular employee working in a full-time position who accepts a reduction to less than full-time but at least half-time position in the same classification will receive credit for such time worked on a prorated basis.
The employee to be laid off may displace the least senior employee in the lateral or next lower classification in which he or she previously held regular status provided the displaced employee has less total continuous City service.
An employee may, with the approval of the City Manager, demote or transfer to a vacant position for which he/she possesses the necessary skills.
The name of each employee laid off shall be entered on a Reemployment List in order of seniority for two (2) years.
Former employees appointed from a reemployment eligibility list shall be restored all rights accrued prior to being laid off, such as sick leave, vacation accrual level, and credit for years of service. However, such re-employed employees shall not be eligible for benefits for which they receive compensation at the time of or subsequent to the date they were laid off.
Section 20 - Disciplinary Actions
Employees who have passed probation may be suspended, reduced in pay, or discharged or demoted only for cause. Whenever an employee is required to meet with a supervisor and the employee reasonably anticipates that such meeting will involve questioning leading to disciplinary action, he/she shall be entitled to have a Steward present if he/she so requests. It is not the intention of this provision to allow the presence of a Steward during the initial discussion of an employee's performance evaluation.
Section 21 - Grievances
21.1 Definition
A grievance is any dispute which involves the interpretation or application of any provision of this Memorandum of Understanding excluding, however, those provisions of this Memorandum of Understanding which specifically provide that the decision of any City official shall be final, the interpretation or application of those provisions not being subject to the grievance procedure.
Letters of Reprimand are not subject to the grievance procedure. Letters of Reprimand will be removed from employees’ personnel files after three (3) years with no additional Letters of Reprimand regarding behavior similar to that which gave rise to the initial Letter of Reprimand. Such removal is further conditioned on the employee making a request to the Human Resources Department for such removal. If the letter is left in the file beyond the date that it qualifies for removal it will be deemed to have no standing or effect and will be disregarded.
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21.2 Procedure
Grievances shall be processed in the following manner.
STEP 1. Immediate Supervisor. A grievance may be filed by an employee in his/her own behalf, or jointly by a group of employees or by the Union.
Within ten (10) calendar days of the event giving rise to a grievance, the employee who believes he/she has a grievance may discuss his/her complaint with the immediate supervisor in the presence of a Union representative if the employee so requests. Grievances not presented within the time period shall be considered resolved. No grievance involving suspension, dismissal or demotion of an employee will be entertained unless it is filed in writing with the immediate supervisor within ten (10) calendar days of the time at which the affected employee was notified of such action.
The immediate supervisor will meet with the employee to discuss the grievance and attempt to resolve the matter. If the issue is not resolved at this level, or if the employee elects to submit the grievance directly to the Union, the matter will be taken up in the following manner.
STEP 2. Department Head. If the grievance is not resolved in Step 1, within ten (10) calendar days of the event-giving rise to a grievance, the employee or official of the Union may present the grievance in writing to the Department Head. The written grievance shall include a statement of the relevant facts, cite the specific provisions of this MOU allegedly violated, and the specific remedy sought. The Department Head shall investigate the issues, meet with the complainant and attempt to reach a satisfactory resolution of the problem. The Department Head shall respond to the grievance in writing within ten (10) calendar days from receipt of the written grievance.
STEP 3. City Manager. If the grievance is not resolved in Step 2, the employee or official of the Union may, within ten (10) calendar days from receipt of the response from the Department Head, present the grievance in writing to the City Manager. The City Manager, or a representative designated by the City Manager who shall not be the Department Head, shall investigate the merits of the complaint, meet with the complainant and, if the complainant is not the Union, meet with the officials of the Union and attempt to resolve the grievance. The City Manager shall respond to the grievance in writing within ten (10) calendar days after the conclusion of his or her investigation into the grievance, including any meeting with the Grievant.
STEP 4. Arbitration. If the grievance remains unresolved through step 3 above, either the Union or the City may require that the grievance except those specifically outlined above as to proceeding beyond Step 3, be referred to an impartial arbitrator. The arbitrator shall be selected by the parties by alternately striking names from the predetermined panel of five (5) local arbitrators. Prior to selecting an arbitrator, the Parties will determine by mutual agreement whether or not to submit the grievance to an expedited process which will provide for a bench decision and no post-hearing briefs. The fees and expenses of the arbitrator and of a Court Reporter shall be shared equally by the Union and the City.
Each party, however, shall bear the cost of its own presentation, including preparation and post-hearing briefs, if any.
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Decisions of arbitrator on matters properly before them shall be final and binding on the parties hereto to the extent permitted by the laws governing General Law Cities in the State of California.
An arbitrator shall not entertain, hear, decide or make recommendations on any dispute unless such dispute involves a position in a unit represented by this Union and unless such dispute falls within the definition of a grievance as set forth in Section 21.1 Proposals to add to or change this Memorandum of Understanding or written agreements or addenda supplementary hereto shall not be grievable and no proposal to modify, amend or terminate this Memorandum of Understanding, nor any matter or subject arising out of or in connection with such proposal, may be referred to the Grievance Procedure. Neither any Adjustment Board nor any arbitrator shall have the power to amend or modify the Memorandum of Understanding or written agreements or addenda supplementary hereto or to establish any new terms or conditions of employment.
21.3 Extension of Time Limits
The above specified time limits may be extended by mutual agreement between the parties.
Failure of the employee or the Union to act within the specified time limits, unless extended, shall dismiss and nullify the grievance. Failure by the City to observe such time limits, unless extended, shall cause the grievance to be moved to the next level of the grievance procedure.
21.4 Compensation Complaints
All grievances concerning the payment of compensation shall be initially filed in writing with the City manager. In such cases adjustment of compensation, if owed, shall not be retroactive for more than sixty (60) days from the date upon which the grievance was filed. Only complaints that allege that employees have not been compensated in accordance with the provisions of this Memorandum of Understanding shall be considered as grievances. Any other matters of compensation are to be resolved in the meeting and conferring process and if not detailed in the Memorandum of Understanding which results from such meeting and conferring process, shall be deemed withdrawn until the meeting and conferring process for a successor MOU is next opened for such discussions.
21.5 Suspension and Discharge Grievances
If the Parties resolve a grievance challenging a suspension without pay, a reduction in pay, or discharge, they may agree to reinstatement with or without restoration of pay or benefits lost due to the challenged action. If the dispute is referred to arbitration and the arbitrator finds that the City had the right to take the action complained of, the arbitrator may not substitute his judgment for the judgment of management, and if he finds that the City had such right, he may not order reinstatement and may not assess any penalty upon the City.
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21.6 No Change in Memorandum
No change in this Memorandum of Understanding or interpretation thereof (except interpretation resulting from arbitration proceedings hereunder) will be recognized unless agreed to by the City manager and the Union.
21.7 No Strike
The Union, its members and representatives agree that it and they will not engage in, authorize, sanction, or support any strike, slowdown, stoppage of work, curtailment of production, concerted refusal of overtime work, refusal to operate designated equipment (provided such equipment is safe and sound) or to perform customary duties; and neither the Union nor any representatives thereof shall engage in job action for the purpose of effecting changes in the directives or decisions of management of the City, nor to effect a change of personnel or operations of management or of employees not covered by the Memorandum.
21.8 Contracting Out, Subcontracting, and JPA's
The City will notify the Union of its intent to contract, subcontract, or place in a joint powers agreement (JPA), work customarily performed by members of this bargaining unit where such contracting or subcontracting would result in loss, or potential loss, through attrition or layoff of such bargaining unit members. The notice shall include an explanation of the City's reason for proposing such contracting/subcontracting. Such notice shall also be given if the City proposes to merge or consolidate a portion of operations affecting Bargaining Unit employees.
The Union shall be given the opportunity to meet with the City to discuss the effect of the proposed action upon its members and, upon request, to propose effective and economical alternative ways in which such services could continue to be provided by the City's own employees. The City shall allow the Union forty-five calendar days, from notice by the City, in which to make such proposals and to conduct necessary meetings prior to formal action by the City Council.
If the City decides to subcontract, undertake a merger, or enter into a joint powers agreement (JPA), the City shall endeavor in good faith to negotiate for the assumption of all affected employees into the proposed successor operation. However, if the City determines in good faith that such assumption is not feasible, the City will attempt to mitigate the impact on displaced employees, including the possibility of placement in City suitable vacancies and/or retraining.
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Section 22 - Personnel Files
Each employee, or upon written authorization from the employee, the employee's designated representative shall have the right to inspect and review any official record relating to his/her performance as an employee or to a grievance concerning the employee which is kept or maintained by the City. The contents of such records shall be made available to the employee for inspection and review at reasonable intervals during the regular business hours of the City.
An employee shall receive a copy of any written reprimand or warning prior to its being placed in the employee's personnel file.
The City shall provide an opportunity for the employee to respond in writing, or personal interview, to any information about which he/she disagrees. Such response shall become a regular part of the employee's personnel record. The employee shall be responsible for providing the written responses to be included as part of the employee's regular personnel record.
Section 23 - Safety Shoes and Uniforms
23.1 Safety Shoes.
The City has established and maintained a safety shoe purchase program through which employees may purchase safety shoes at no cost to the employee. This reimbursement shall be based on the calendar year (January-December). The City shall provide a maximum allowance of Three Hundred Fifty Dollars ($350.00) annually. The unused annual allowance, if any, may be applied toward receipted safety shoe repair costs, safety shoe maintenance items, or toward a second pair of safety shoes. The cost of safety shoes under this section shall be covered only if they meet or exceed the requirements of American Society for Testing Materials (ASTM) standard F2413-05 or its successor(s), if any, and bear the manufacturer’s mark denoting such compliance.
23.2 Uniforms.
The City provides uniforms to employees at the City’s expense, which employees are required to wear during the performance of their work.
The required uniform for all maintenance workers in the Public Works department consists of provided shirts and trousers. The City shall provide each new employee with eleven (11) sets of uniforms consisting of shirts and trousers. The City shall provide replacements when necessary for any shirts and/or trousers damaged due to normal wear and tear in the course of work.
Additionally, the City shall provide five (5) City logo orange t-shirts and one (1) hat to each employee.
The City shall also provide three (3) coveralls and one (1) set if rain gear for each full-time employee under the City’s safety protective gear policy/practice. The City shall provide replacements on an as-needed basis or as determined by the Public Works Supervisor.
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Upon termination of employment, the employee shall turn in all uniforms and other items issued to the City.
The City shall continue to report up to a maximum of seven hundred twenty-five dollars ($725.00) per employee annually to CalPERS as special compensation as Uniform Allowance to the extent permitted by law. The amount reported to CalPERS for each employee is calculated based on the actual costs for the care and maintenance of the employee’s uniform. “New Members” as defined under the Public Employee’s Pension Reform Act of 2013 will not have the value of the uniforms reported as special compensation.
Section 24 - Labor-Management Committee
A Labor-Management Committee comprised of two (2) representatives appointed by the Union and two (2) representatives appointed by the City Manager shall meet at the request of any representative, but not more frequently than on a quarterly basis for the purpose of discussing and making recommendations in areas which will improve and contribute to make efficient methods and operations and to improve and promote increased productivity of all City employees, including matters relating to safety.
Section 25 - Tuition Reimbursement
Employees covered by this Memorandum of Understanding are eligible for reimbursement of educational expenses in accordance with the City's Tuition Reimbursement Policy, which provides for reimbursement of up to Three Thousand dollars ($3,000.00) per employee per year of expenses incurred in job related educational programs or job-related certificate programs which are recommended by the employee's Department Head and approved by the City Manager. In order to be eligible for reimbursement the employee must attain a grade of "C" or better or "pass" in a pass/fail system.
Section 26 - Retirement
The City shall continue to offer the voluntary salary reduction option offered by Section414(h)(2) of the Internal Revenue Service Code and the Public Employees' Retirement System.
For employees hired on or before March 16, 2009 the City provides the PERS 2.7% at 55 retirement benefit formula with PERS single highest year final compensation average and will continue to provide the option allowing employees service credit for accrued sick leave upon retirement from the City of San Carlos.
For employees hired on or after March 16, 2009 the City provides the PERS 2.5% at 55 retirement benefit formula with PERS single highest year final compensation average and will continue to provide the option allowing employees service credit for accrued sick leave upon retirement from the City of San Carlos.
For employees hired on or after April 23, 2012 the City provides the PERS 2.0% at 55 retirement benefit formula with the average of the three highest years compensation as the basis for calculating the pension and will continue to provide the option allowing employees service credit for accrued sick leave upon retirement from the City of San Carlos.
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The City will continue to contract with PERS for the Industrial Disability Benefit at no cost to the employees, subject to the limitations of applicable law.
The City will also provide employees the opportunity to “buy-back” some of their military time and have it applied as service credit towards a PERS retirement to the extent heretofore provided, subject to the limitations of applicable law.
Effective January 1, 2013, the City implemented the California Public Employee Pension Reform Act of 2013 in the manner required by that Act.
26.1 Retirement Notice
An employee who intends to retire from the City must deliver to the City Manager a written notice of the employee’s planned retirement date as far in advance of that date as possible, but not less than one hundred eighty (180) days in advance of the employee’s last anticipated day of actual work. If such notice is given, the employee will be allowed to use his or her accumulated unused vacation credits after his or her last actual day of work and prior to his or her retirement date. However, if less notice is given, the employees will not be allowed to run out his or her accumulated unused vacation credits prior to retirement unless the employee provides documentation of extenuating circumstances that, in the City Manager’s judgment, rendered the giving of the notice infeasible to the extent it was not given.
26.2 Deferred Comp Match
Effective the first full pay period beginning after September 1, 2023 or the first day of the first full pay period beginning after this MOU is adopted by the City Council and signed by the parties, whichever is later}, the City shall provide a contribution to an employee's deferred compensation account in an amount equal to the employee's contribution at a ratio of 1:1, to a maximum of two hundred and twenty-five dollars ($225.00) per month..
This shall not imply any City endorsement or responsibility for the performance of any deferred compensation account or instrument selected by the employee.
Section 27 - Severability of Provisions, Integration and Waiver
27.1 Severability
If any provision of this Memorandum of Understanding is declared by a court of competent jurisdiction to be illegal or unenforceable, that provision of the Memorandum of Understanding shall be null and void but such nullification shall not affect any other provisions of this Memorandum of Understanding, all of which other provisions shall remain in full force and effect.
27.2 Integration
The parties acknowledge that each has had the unlimited right and opportunity to raise, discuss, and meet and confer with the other on all matters within the scope of
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representation, and that the agreements reached between the parties are fully set forth herein in writing. There are no agreed upon terms, promises, or conditions except as expressly set forth in this written MOU.
27.3 Waiver Of Further Bargaining On Covered Matters
The parties agree that neither shall be required or attempt to require the other to meet and confer over any term contained in this MOU for the life of the agreement, except for purposes of negotiating an entire successor MOU on timely notice given pursuant to Section 31 below, and that any legal duty to do so is hereby waived. However, the City Manager (or his or her expressly authorized delegate) and the Union Business Representative may enter into a joint written memorandum of interpretation to settle the meaning of any ambiguous provision of this Memorandum Of Understanding.
Section 28 - Past Practices and Existing Memoranda of Understanding
28.1 Withdrawal of Proposals
The Parties agree that proposals made by the City or Union during the negotiations that led to the conclusion of this MOU (or its predecessors) between them that were withdrawn will not be raised or submitted in any future labor relations forum (e.g. grievances, grievance arbitration, etc.) as evidence that either party sought but did not obtain or did not already possess rights, authority, or privileges addressed in those proposals.
28.2 Past Practices
Continuance of working conditions and practices not specifically authorized by ordinance or by resolution of the City Council is not guaranteed by this Memorandum of Understanding.
28.3 MOU Supersedes Pre-existing Agreements
This Memorandum of Understanding shall supersede all existing memoranda of understanding between the City and the Union.
28.4 Personnel Rules Revisions
The City may modify or supplement its Personnel Rules and Regulations. To the extent such changes in the rules or regulations are within the scope of representation, the City will notify the Union in writing of such changes at least ten (10) days in advance of their tentative effective date. Within ten (10) business days after the City delivers such notice to the Union, the Union may request to meet and discuss the changes. Such request shall be in writing and delivered to the Human Resources Manager within the (10) business day request period. Any such discussions shall commence within ten (10) business days after the City’s receipt of the notice and shall conclude within thirty (30) days after that deadline, and the changes shall be held in abeyance during that period. However, the changes as originally written or as modified by the City during the parties’ discussions may be implemented thereafter. However, such change must be reasonable. If a conflict exists
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between the terms of this MOU and the modified or new rule or regulation, the terms of this MOU will prevail.
Section 29 - Duration.
This Memorandum of Understanding shall be effective on adoption by the City Council, and shall remain in effect through August 31, 2026. Nothing herein will operate to negate or interfere with the implementation of any provision for which a specific earlier effective date is specified. If, by March 5, 2026, the Union delivers written notice to the City Manager of its intent to negotiate the terms of a successor to this 2023-26 Memorandum of Understanding, the City agrees that such negotiations will commence no later than May 1, 2026. Negotiations will be conducted in accordance with the provisions of the City’s Employee Relations Resolution and the MyersMilias-Brown Act.
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APPENDIX A
CITY OF SAN CARLOS TEAMSTERS UNIT
Hourly Wage Schedule
Effective on the first day of the first full pay period after September 1, 2023 or the first day of the first full pay period beginning after this MOU is adopted by the City Council and signed by the parties, whichever is later,
Step 1 Step 2 Step 3 Step 4 Step 5
Maintenance Worker $36.0520 $37.8545 $39.7472 $41.7344 $43.8215 Senior Maintenance Worker $43.1600 $45.3178 $47.5837 $49.9629 $52.4614 Senior Mechanic $43.7448 $45.9320 $48.2286 $50.6400 $53.1720 Effective 09/09/2024
Step 1 Step 2 Step 3 Step 4 Step 5
Maintenance Worker $38.0730 $39.9766 $41.9754 $44.0740 $46.2781 Senior Maintenance Worker $45.7884 $48.0778 $50.4815 $53.0056 $55.6563 Senior Mechanic $46.4404 $48.7624 $51.2005 $53.7605 $56.4485 Effective 09/08/2025
Step 1 Step 2 Step 3 Step 4 Step 5
Maintenance Worker $40.2073 $42.2176 $44.3285 $46.5447 $48.8724 Senior Maintenance Worker $48.5769 $51.0057 $53.5558 $56.2336 $59.0458 Senior Mechanic $49.3021 $51.7672 $54.3555 $57.0733 $59.9269 *Actual salary may be at or below this maximum at the discretion of the City Manager.
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CITY COUNCIL
STAFF REPORT
MEETING DATE: August 28, 2023
ITEM TITLE: Consideration of Adopting a Resolution Authorizing an Additional Appropriation of $445,000 in Fiscal Year 2023-24 from the General Capital Fund 0025 (Fund 25) Unassigned Fund Balance to Project C2105 – Downtown Planning Initiative; Authorizing the City Manager to Execute Professional Services Agreements with WRT, LLC in the Amount of $768,781 and with W-Trans in the Amount of $118,690; and Authorizing an Expenditure of Contingency up to the Revised Project Budget.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution authorizing:
- An additional appropriation of $445,000 in Fiscal Year 2023-24 from the General Capital Fund 0025 (Fund 25) unassigned fund balance to Project C2105 Downtown Planning Initiative; and
- The City Manager to execute a contract with WRT, LLC to prepare the Downtown Specific Plan in an amount of $768,781 and with W-Trans to prepare a Downtown Traffic Operation Study to support the preparation of the Downtown Specific Plan in amount of $118,690; and
- An expenditure of contingency up to the revised project budget.
FISCAL IMPLICATIONS:
Funding for Project #C2105 – Downtown Planning Initiative (Specific Plan) was appropriated in the Adopted Fiscal Year (FY) 2021-22 Capital Improvement Budget in the amount of $1,000,000.
A total of $582,212.70 is remaining. The City applied for and was awarded a grant on June 28, 2023 in the amount of $300,000 from the Metropolitan Transportation Commission (MTC) accordingly, staff requests the City Council increase the project budget to include this additional funding. In addition, to cover any optional work that may be needed as part of project, staff recommends a contingency of 11% in the amount of $145,000. The current available project balance is $582,213, and the additional appropriation of $445,000 would increase the available project funding to $1,027,213. Any unused funds would revert back to Fund 25. There is sufficient balance in Fund 25 to cover this request.
Budget Overview
Project Balance $582,213
Additional Appropriation – MTC Grant $300,000
Additional Appropriation - Contingency $145,000
Total Additional Appropriation $445,000
Total Available Project Funding after Appropriation $1,027,213
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Project Costs to Date $417,787
WRT, LLC Specific Plan Contract $768,781
W-Trans Traffic Study Contract $118,690
Project Contingency Funds $139,742
Total Not-to-Exceed Contract Amount $1,445,000
Project C2105 Adopted Budget $1,000,000
Additional Appropriation for Grant $300,000
Additional Appropriation for Contingency $145,000
Total Revised Project Budget $1,445,000
BACKGROUND:
Project Overview
Approximately two years ago in 2021, the City Council advanced the idea of creating a new plan for downtown San Carlos. It had been 12 years since a vision statement and accompanying policies for the downtown were established in the 2009 General Plan. In addition, the 2020 pandemic gave rise to new expectations for downtown, including its management and operations.
Around the same time, other efforts were at play, including creation of a brand-new Bicycle and Pedestrian Master Plan (approved in 2020) and a new Climate Mitigation and Adaptation Plan (adopted in 2021). Together, with the closure of the 700 block of Laurel Street to pedestrian-only access, new ideas and a robust discussion about Laurel Street began to emerge. Thus, it became the ideal time to address the future of downtown Laurel Street and its surroundings. For these reasons, in 2021, the City Council established the following goal in its 2021 Strategic Plan, which has since been reaffirmed in both the 2022 and 2023 Strategic Plans:
“The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.” Subsequently, the Downtown Specific Plan Project began in spring 2022. The Specific Plan study area runs along the El Camino Real and Laurel Street corridors and is framed by Holly Street at the north end and Greenwood Avenue on the south side, with El Camino Real to the east and Walnut Street to the west. As shown in the map below, the Specific Plan will look at these two corridors and downtown environs with a holistic perspective to provide the community with improved access within and through the downtown, including desired improvements.
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Figure 1. Downtown Specific Plan Boundary Map
Since the project was launched, two communitywide workshops, an open house, multiple meetings with the Downtown Advisory Committee (“DTAC”), and community feedback from two surveys were collected to obtain community input on several foundational components of the Specific Plan including: the 700 block of Laurel Street, the public plaza on the 600 block of Laurel Street, and the alley network.
On April 24, 2023, the City Council provided staff with feedback and direction on these foundational pieces, and staff is now positioned to move ahead to develop additional transformational proposals (vetted with the community) to complete the Specific Plan project.
Consultant Selection
When the City released the request for proposals (RFP) in fall 2021, staff received seven proposals for the Downtown Specific Plan. To assist staff in completing the remaining phases of work, staff reached out to one of the top firms that was interviewed at that time, WRT, LLC, which is a local firm based in San Francisco who recently completed a Downtown Specific Plan and accompanying Streetscape Master Plan for the City of Millbrae in 2022. WRT, LLC’s recent work includes the City of Santa Clara’s Precise Plan, the City of Brisbane’s Baylands Specific Plan, and Castro Valley’s Boulevard transformation.
San Carlos planning staff recommends WRT, LLC as the City’s partner to complete the Downtown Specific Plan. Subconsultants under WRT, LLC include Bay Area Economics (who prepared San Carlos’ Economic Development Plan), W-Trans (who completed many traffic and transportation related work in San Carlos), GRES (a retail market advisor), MJB Consulting (specializing in public-space activation), and Rincon Consultants (for environmental analysis pursuant to the California Environmental Quality Act, or “CEQA”).
WRT, LLC – Scope of Work
Based on the expectation for transforming the 700 block of Laurel Street and enhancing pedestrian and bicycle access throughout downtown, a new recommended task is the Downtown Streetscape Master Plan (“Master Plan”). This Master Plan will provide illustrative plans, sections and renderings, and details of planting, materials, street furnishings, amenities, street lighting,
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parking, curbside management, and programming recommendations to transfer to San Carlos’ Engineering Division to prepare construction drawings for phasing downtown physical improvements selected by the City Council. This strategy will help speed up implementation of the City’s vision to transform the downtown streetscape. The scope of work also includes an updated and expanded Infrastructure Development and Services Plan which will determine, at a preliminary engineering level, the infrastructure needed to support land use and public improvements identified in the preferred alternative.
The work now includes a more robust Traffic Operations Study that will evaluate a range of alternatives for street closures, redesigns, and road diets that support pedestrian and bicycle access in the downtown area (see below, W-TRANS Scope of Work – Downtown Traffic Operations Study).
Scope of Work
1. Project Commencement (includes project management; informational gathering/project understanding; background and existing conditions write-up for the Specific Plan; and strategy for remaining civic engagement events, including Plan adoption)
2. Concept Alternatives
a. Development of street design, circulation, and parking facilities, as well as the built character of downtown. This will specifically include the 600 block of Laurel Street, the 1100 and 1200 blocks of San Carlos Avenue, the 800 block of Laurel Street, El Camino Real, and all other streets in the downtown plan area. 3D simulations will be provided. This will also include case studies on three cities with successful street closure programs to inform San Carlos’ decision about how to manage Laurel Street.
b. Case studies on other cities with successful street closure programs to inform the process.
c. Community and Stakeholder Engagement
i. Immersive experiences in collaboration to develop the preferred vision (i.e. in person meetings, workshops, focus group meetings, surveys, pop-up engagement booths, DTAC meetings, study sessions, City Council Subcommittee meetings, etc.).
d. Developing a preferred concept (based on community input from the above task and following study sessions with the Planning and Transportation Commission and the City Council).
e. Stakeholder and community engagement on the preferred concept (this preferred concept, or vision, for downtown will be presented for input by City of San Carlos department directors and division managers, focus group/stakeholder meetings, business community and property owners, DTAC, community meeting, surveys, and study sessions with the Planning and Transportation Commission and the City Council).
3. Specific Plan Preparation (includes urban design components; prosperity strategy, with activation/programming, zoning audit, and downtown branding strategy; infrastructure needs assessment; financing strategy for infrastructure, services, facades, and parking) a. Administrative review draft of Downtown Specific Plan b. Streetscape Master Plan (prepared alongside the Specific Plan) i. Includes street schematics; plans and cross sections; specifications for street trees, landscaping, light standards, paving, furnishings, materials; 2D and 3D renderings; parking and curbside management; engineering
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identification where current utilities may need to move; hydrology assessment; programming recommendations; and operational details. c. Infrastructure Development and Services Plan (to determine, at a preliminary engineering level, the infrastructure needed to support land use and public improvements identified in the Preferred Concept; includes water, wastewater, storm drainage, electricity, gas, cable, telephone service, internet/fiber, transportation, greenways, and parks; this also includes identification of increase demand for public services such as transit, school, police, fire with estimated costs) d. Prepare Public Review Draft of Specific Plan
e. Prepare Final Draft Specific Plan for Adoption
4. Specific Plan Adoption
a. Environmental Review
b. Planning and Transportation Public Hearing
c. City Council Adoption Hearing
d. Final Specific Plan Document
The scope of work calls for the Principal and Project Manager at WRT, LLC to meet with the City Council Downtown Subcommittee and the remaining three Councilmembers individually; staff will work with the City Manager’s office to arrange these meetings once the contract has been executed. Consistent with past practices, staff will continue to meet with the City Council Downtown Subcommittee, including the new team with WRT, LLC, throughout the remainder of the Specific Plan process.
W-Trans Scope of Work – Downtown Traffic Operations Study In support of closure of the 700 block of Laurel Street, and options for street redesign, including narrowing travel lanes to make room for pedestrians and bicyclists, City staff and the consultant team will be analyzing the implications for vehicular, pedestrian, and bicycle travel in key areas within the downtown Specific Plan area. This work will examine traffic operations (traffic = autos, pedestrians, cyclists) at key intersections in an existing scenario and under future scenario alternatives. A total of four scenarios will be evaluated. The purpose of the study will be to inform the City of the potential effects of various proposed changes in the street network as envisioned, and offer insight into future decision making as the Specific Plan evolves. This work specifically includes the five primary tasks:
1) Traffic data collection of 30 intersections in the downtown area.
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2) Traffic analysis of existing conditions plus four future conditions 3) Concept plan alternatives that strive to enhance multi-modal circulation and safety 4) Downtown traffic operations study report
5) Meeting attendance and project administration
A summary of key findings and specific recommendations based on this analysis will help guide decisions and inform the Specific Plan’s vision, goals, policies, actions, and implementation items.
Next Steps
One of the first steps will include a kick-off meeting with the project team, meetings with the City Council Downtown Subcommittee and Councilmembers, and planning for the next phase of civic engagement.
The targeted completion date for the Specific Plan and Streetscape Master Plan is the end of 2024.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution authorizing an additional appropriation of $445,000 in Fiscal Year 2023-24 from the General Capital Fund 0025 unassigned fund balance to Project C2105 Downtown Planning Initiative; authorizing the City Manager to execute a contract with WRT, LLC to prepare the Downtown Specific Plan in an amount of $768,781 and with WTrans to prepare a Downtown Traffic Operation Study to support the preparation of the Downtown Specific Plan in an amount of $118,690; and authorizing an expenditure of a contingency up to the revised project budget; or
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2. Do not adopt the proposed Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Al Savay, Community Development Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
Exhibit A to the Resolution: WRT, LLC Scope of Work, Fee and Draft Schedule Exhibit B to the Resolution: W-Trans Scope of Work, Fee and Draft Schedule
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RESOLUTION NO. 2023 - _______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AUTHORIZING AN ADDITIONAL APPROPRIATION OF $445,000 IN FISCAL YEAR 2023-24 FROM THE GENERAL CAPITAL FUND 0025 UNASSIGNED FUND BALANCE TO PROJECT C2105 - DOWNTOWN PLANNING INITIATIVE; AUTHORIZING THE CITY MANAGER TO
EXECUTE PROFESSIONAL SERVICES AGREEMENTS WITH WRT, LLC IN THE AMOUNT OF $768,781 AND W-TRANS IN THE AMOUNT OF $118,690; AND AUTHORIZING AN
EXPENDITURE OF A CONTINGENCY UP TO THE REVISED
PROJECT BUDGET.
___________________________________________________________________________ WHEREAS, the City of San Carlos has traditionally applied for grants to offset the costs of or to supplement work generated by State mandates and the City Council’s direction; and WHEREAS, the Community Development Department applied for and was awarded a grant on June 28, 2023 from the Metropolitan Transportation Commission (MTC) in the amount of $300,000 to be used for the Downtown Specific Plan Project; and WHEREAS, City staff requests the appropriation of the grant of $300,000 to be used to supplement the costs to carry out the City Council’s Downtown Planning Initiative Strategic Objective to prepare a Specific Plan for downtown San Carlos; and WHEREAS, City staff requests an additional appropriation of $145,000 for optional work to prepare the Downtown Specific Plan. Optional costs require authorization by the City. The ability to proceed with any optional item is contingent upon receiving future additional funding (e.g. from grants, etc.) and would need to be authorized by the City Council; and WHEREAS, the City of San Carlos has traditionally used the expertise of consulting firms to respond to the workload generated by State mandates and City Council direction; and WHEREAS, the City Council of the City of San Carlos has made the planning for the future of its downtown one of its top strategic objectives as set forth in the City’s adopted 2021 Strategic Plan and reaffirmed in its 2022 and 2023 Strategic Plans; and WHEREAS, following the request for proposals process, City staff from multiple departments held an interview with the WRT, LLC team and found the firm to be one of the top candidates to prepare a Specific Plan for San Carlos; and WHEREAS, WRT, LLC’s proposed scope of work (Exhibit A to this Resolution) satisfies the needs of the City’s Downtown Specific Plan project objectives; and WHEREAS, W-Trans’ proposed scope of work (Exhibit B to this Resolution) will complement the Downtown Specific Plan project and provide strategic analysis of various scenarios of street closures and roadway redesigns that will help guide decision making and development of the Specific Plan for downtown.
NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Carlos hereby authorizes this additional funding, consisting of a total of $445,000, as an additional appropriation to the fund balance of Project C2105 in FY 2023-24, and unused funds would revert back to the General Fund; authorizes the City Manager to execute Professional Services
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Agreements with WRT, LLC in the amount of $768,781 and with W-Trans in the amount of $118,690; and authorizes an expenditure of contingency up to the revised project budget. * * * * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 28th day of August, 2023, by the following vote:
AYES, COUNCILMEMBERS: ______________________________________________ NOES, COUNCILMEMBERS: ______________________________________________ ABSENT, COUNCILMEMBERS: ______________________________________________ CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibits:
A. WRT, LLC Scope of Work, Draft Schedule and Fee
B. W-Trans Scope of Work, Draft Schedule and Fee
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August 10, 2023
SAN CARLOS DOWNTOWN SPECIFIC PLAN
WRT Team Scope of Work
Phase 1 – Project Commencement
Task 1.1 – Kick-Off Meeting with Key City Staff & Consultant and Site Tour The WRT team and City staff will meet to review and finalize the work scope and project schedule. The meeting will include a discussion of project goals (i.e. building from goals in existing City Plans if applicable to Downtown - Task 1.1), opportunities and constraints (i.e. draft map based on early site reconnaissance and work conducted to date), provision of relevant background information and documents for the existing conditions analysis and report (i.e. Task 1.1.), arrangement of informational meetings with relevant City staff members, development of the remaining community engagement program (i.e. draft Community Engagement Strategy - Task 1.3), and project management (i.e. draft of recommended project management protocols).
The WRT Team will work closely with City departments throughout the process, so that issues are well understood, and opportunities and recommendations vetted prior to public review.
Task 1.1 Deliverables:
Draft materials for review as described above and below:
o
o
o
Draft Project Goals
Draft Opportunities and Constraints
Draft Project Management Protocols (e.g. roles & responsibilities, emails, scheduling, invoicing, project schedule management & updates)
Project commencement kick-off meeting with City staff (this includes a site tour with a focused group of city staff to assist the WRT team in understanding of the downtown) Memorandum summarizing the meeting and action items and due dates.
Task 1.2 – Information Gathering, Background Review, and Existing Conditions Report
1.2.1 Information Gathering & Background Review
The WRT team will review relevant plans and documents, provided by City staff, to become familiar with recently completed and ongoing planning efforts that will inform the San Carlos Downtown Specific Plan (SCDTSP), and to get up to speed on the work completed to date. The Information Gathering and Review task will help build the Existing Conditions Report and include background review of:
1. General Plan
a. Review relevant downtown-oriented background information, goals, policies, and actions items contained in the General Plan (spreadsheet provided by City).
2. 2009 General Plan EIR
3. General Plan Capacity Revision (on-going)
4. Zoning Ordinance
City of San Carlos | Downtown Specific Plan 1
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August 10, 2023
5. Housing Element, 2023-2031
6. Wayfinding Program led by the City’s Economic Development and Housing Division
7. Climate Mitigation and Adaptation Plan
8. Bicycle and Pedestrian Master Plan
9. East Side Innovation District Vision Plans
10. Economic Development Plan
11. Northeast Area Specific Plan
12. Work to date:
a. Community Feedback Summary Report (public input from June 2022- April 2023, Downtown Business Meeting in May 2023, and DTAC meeting in June 2023) b. Draft Existing Conditions Infrastructure Memo
c. Draft Existing Conditions Transportation Memo
d. Draft Existing Conditions Historic Resources Memo
e. Draft Existing Conditions Economic Memo
f. City Council Staff Report from April 24, 2023, and accompanying presentation, City Council video recording, and meeting notes.
g. Draft existing conditions/cross sections, streets.
The WRT team will review and use this information and submit data needs request to city staff if any.
This information will be the foundation of the Existing Conditions Report.
1.2.2 Existing Conditions Analysis
For the Existing Conditions Analysis, WRT will review the previous team’s work and conduct a Site Visit to understand and document on the ground conditions, challenges, and opportunities. We will evaluate the existing physical and regulatory conditions in the project study area. This information includes existing land use; physical conditions; environmental conditions; urban form; public realm; streetscape; pending and approved development projects; planned public and private realm improvement projects; circulation network; transit use; and development constraints. Based on analysis of existing conditions, potential opportunities and constraints in the Plan area shall be identified. We will prepare opportunities and constraints maps that consider past work and incorporate the WRT Team’s new analysis.
The Existing Conditions report will provide an overview of the key infrastructure systems in the area and note which systems will require updates to support development allowed under the current General Plan. The team will incorporate the City’s existing infrastructure plans (sewer, stormwater, streets, and traffic) and capital improvement projects.
For each issue area, WRT will prepare a SWOT analysis describing strengths, weaknesses, opportunities, and threats. Issue areas of particular concern include:
City of San Carlos | Downtown Specific Plan 2
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August 10, 2023
1. Land Use & Built Form. WRT will illuminate existing patterns of street-level activity and spatial enclosure by mapping existing ground-floor land uses (distinguishing storefronts, restaurants, personal services, office, auto-oriented, and residential uses), frequency of building entry, and street-facing façade setback and continuity.
2. Architectural Character. WRT will review past analysis combined with field observations to summarize – in general terms – buildings and areas of downtown with notable or sensitive architectural character.
3. Street Character. WRT will utilize measurements prepared by W-Trans and represent cross sections for Downtown streets including Laurel, El Camino Real, San Carlos Avenue, etc. We will provide approximate dimensions for sidewalks, traffic lanes, parking lanes, bicycle facilities, and other features.
4. Mobility & Parking. The WRT Team will utilize transportation analysis completed by W-Trans to date. Our team will prepare maps to show pedestrian and bicycle networks to illustrate connectivity to downtown from other parts of the City, connectivity of downtown to parks and open spaces in the vicinity, and constraints and opportunities for enhanced connectivity to and from downtown.
Optional Service A: Flow Modelling of Existing Conditions (W-Trans + Systematica) Develop a visual flow model to understand current flows and then, later in subsequent phases, explore models for different flows depending on street closure assumptions, street calming assumptions, modal rebalancing, pedestrian & bicycle improvements, and the introduction of additional density that will likely be an outcome of the new zoning allowances.
5. Infrastructure. The previous team completed an existing public and private utility assessment within the Specific Plan Area in a memorandum dated November 14, 2022. While the memorandum documents the existing conditions within the study area pertaining to water, wastewater, storm drainage, power, and telecommunications infrastructure, it has limited information on their capacity to serve future demands.
WRT will coordinate with the respective sewer, water, and power providers to ascertain capacity. While quantitative modeling may exceed budget, we recommend a quantitate assessment.
6. Fiscal Context. For this task, BAE will selectively update key, demographic, economic, and real estate market trends data as well as planned and proposed projects (both inside and outside the plan area) for the purpose of providing economic and real estate context for the Downtown Specific Plan and its Downtown Prosperity Strategy component. BAE with GRES will review prior work by the Natelson Dale Group that has been provided by the City and the San Carlos Economic Development Plan 2021 – 2024 (which BAE prepared) and validate existing conditions data generated to date for the Downtown Specific Plan. Pertinent data and updated data will be presented in graphically rich form for easy comprehension.
Data will include a profile of existing downtown businesses derived from both City sources and BAE’s and GRES’s start-up tour of the plan area. BAE will discuss and evaluate the implications of existing parcel configurations and ownership patterns on the prospects for development and financing of public improvements. As part of this narrative, BAE will update its prior downtown SWOT (strengths, weaknesses, opportunities, and threats) in the context of major moves proposed as part of the Downtown Specific Plan.
7. Climate Adaptation & Sustainability Planning. Rincon, CSW|ST2 and WRT will consider climate vulnerabilities as they pertain to Downtown and in light of San Carlos’ climate adaptation and sustainability policies and programs.
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8. Opportunities & Constraints Summary
The WRT Team will summarize the analysis components described above in an Opportunities and Constraints summary.
Task 1.2 Deliverables:
Annotated bibliography of primary sources noted, including goals that apply to Downtown.
List of requested data to be delivered by the City to the WRT team.
Existing Conditions and Opportunities Report, (WRT team will work to incorporate and expand upon work completed to date on draft infrastructure, transportation, and economics memos). The Final report will address the following and WRT will describe/deliver as part of a regular project management meeting(s):
o Project Background
o Planning and Policy Framework
o Land Use & Built Form
o Public Realm
o Architectural Character
o Street Character
o Mobility & Parking
o Infrastructure
o Economic Context
o Climate Adaptation & Sustainability Planning
o Opportunities and Constraints Summary
Task 1.2 Optional Services Deliverables:
Optional Service A: Flow Modelling for Existing Conditions Task 1.2.3 – Meetings with City Council Members
WRT will meet City Council members – sub-committee and individuals – to introduce the WRT Team to Council.
The Scope assumes 4 virtual meetings, one hour long each, organized by City staff.
1. One meeting with the two-member City Council Downtown Subcommittee
2. Three meetings, held separately, with the remaining three City Council members.
Task 1.2.3 Deliverables:
WRT attendance at 4 virtual 1-hour long meetings (principal and project manager) A brief slide deck/PPT to showcase some of WRTs work (e.g. Millbrae Specific Plan and Streetscape Plan) and approach to downtown, including preparation of a Streetscape Master Plan.
Task 1.3 – Community Engagement Strategy
WRT understands the importance of engaging stakeholders and the community early in the process and maintaining on-going transparent communication to provide project updates and gather feedback. We are committed to meaningful equitable engagement and bring expertise with a wide array of methods, both digital and in-person.
We understand that the main goals of the community engagement strategy will be to:
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Build upon the City’s Community Feedback and Summary Report (June 2022-April 2023), the Business Community meeting in May 2023, the Online Survey from March 2023 to April 2023, and DTAC Meeting #5 held in June 2023, to suggest an approach for the duration of the project.
Consider integration of key city staff in the vetting proposals/decision-making process; this includes Directors of Community Development Department, Public Works/Traffic/Engineering/Maintenance, Parks and Recreation Department, Fire Department, and Sherriff’s Office.
Engage the Downtown Advisory Commission (DTAC) representing a wide range of community stakeholders.
Provide information to the DTAC and broader community regarding the goals and policies of the existing Specific Plan.
Invite input on features of the existing City policies and programs that have been successful and those that have been less successful.
Provide information to the community and City commissions and committees, including but not limited to the Planning and Transportation Commission, Economic Development Advisory Commission, Parks, Recreation and Culture Commission, the Youth Advisory Council and the 2-member Planning and Transportation Commission Downtown Subcommittee and the City Council Downtown Subcommittee regarding the purpose of the Plan update and clearly describe the impacts, benefits, the scope and contents of the Plan, and implementation timing.
Provide opportunities for stakeholders and interested community members to plan for the future of their community, including seeking input on the vision for the area, land use refinement as needed, building and shopfront design/articulation, the public realm, streetscape, and the final preferred scenario.
WRT will work with City Staff to tailor our Community Engagement Strategy to address San Carlos’ unique issues and constituents. In collaboration with City staff, WRT will develop an Engagement Plan for remainder of the Specific Plan process, to build upon the engagement and feedback received till date.
Below is a comprehensive list of Outreach Groups that are expected to be brought into the process.
1. Focus Group Stakeholders (meetings/connections can be virtual).
2. General Community Members (through a variety of venues such as open houses, workshops, pop-ups, surveys).
3. The 18-member citizens committee: Downtown Advisory Committee (or “DTAC”) (Note: meetings required to be held in person).
4. Planning and Transportation Downtown Subcommittee: Commissioners David Roof and Janet Castaneda (alternates, Kristen Clements, and Jim Iacoponi) (meetings/connections can be virtual).
5. City Council Downtown Subcommittee: Councilmembers Ron Collins and Pranita Venkatesh (meetings/connections can be virtual).
6. City of San Carlos department directors and division managers for feedback, direction, and support for the Specific Plan.
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Moving forward in the process for completing the San Carlos Downtown Specific Plan, we anticipate focused engagement activities to be included in the Community Engagement Strategy inclusive of:
1. The Downtown Advisory Committee (DTAC). The DTAC is made up of a wide range of community stakeholders, and the purpose of the DTAC is to involve the community in the Plan process in a focused, technically oriented manner, to be leaders and a voice for the community, and to ensure that their input and interests are heard and reflected. We expect that the DTAC will help review plan concepts developed by the WRT team and ensure that community sentiment is reflected in the Plan.
2. Study Sessions or Informational Presentation to San Carlos’ committees and commissions such as:
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Youth Advisory Council
Parks and Recreation and Culture Commission
Economic Development Advisory Commission
Planning and Transportation Commission
City Council
3. Regular check-ins with:
The two-member Planning and Transportation Downtown Subcommittee, and City Council Downtown Subcommittee
4. Additional engagement (as needed) with stakeholders such as key business owners, property owners and Chamber of Commerce. WRT and the Economics team (BAE/Greensfelder/MJB) will work with staff to confirm the list of key stakeholders, business and property owners, and members of the San Carlos Chamber of Commerce, to reach out to. The WRT team will review all information to date from Stakeholder interviews. Some additional interviews may be needed to fill in any gaps in information or community needs. A defined number of hours are reflected for this purpose in Task [2.2].
5. Project Website Review. WRT will work with City staff to develop minor upgrades to the existing project website and continue to provide background and meeting information, reports, and maps related to the project in formats ready for public consumption. The external project website will be linked to the City’s website. WRT will provide content as needed while city staff will be responsible for updating the project website. WRT will work with the City to craft all the public messaging for the project website, city’s social media channels, and print media.
6. Community Workshops. WRT will lead and facilitate community workshops in an interactive format with graphic-rich materials to engage the broader community at key project milestones and gather input on issues, opportunities, and concept alternatives.
7. Strategic Working meetings with City of San Carlos department directors and division managers.
The project budget includes the cost of preparing community meeting notices/messaging, as well as any meeting materials (such as informational or educational materials, staff report reviews, and presentations, etc.), renderings, graphics/charts/diagrams and photographic simulations that will assist in the engagement process.
Task 1.3 Core Service Deliverables related to Community Engagement:
Community Engagement Strategy Report identifying stakeholders, focus groups, outreach methods, engagement events and tools, engagement schedule, and roles and responsibilities between consultant team and staff.
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Project Website Review
Task 1.4 – Project Management
Bi-Weekly Conference Calls
WRT will schedule and facilitate biweekly (weekly when needed) project update conference calls between the consultant team and City staff throughout the duration of the project. The conference calls will be 1 hour long.
These calls will also serve the purpose of essential coordination with W-Trans on the (1) Downtown Parking Occupancy, Management, and Strategies Plan and (2) Downtown Traffic Operations Study. WRT will submit a final project schedule based on discussion with staff.
Project Coordination & Administration
WRT will be the primary point of contact with City staff and will coordinate with the subconsultant team for developing concept alternatives and draft and final deliverables.
WRT will prepare monthly invoices and submit them to the City in compliance with invoicing protocols set by the City.
Task 1.4 Deliverables:
Project Management –Biweekly Conference Calls (up to 48 meetings), including notes/meeting minutes.
Monthly invoicing
Team coordination
Final Project Schedule
Phase 2 – Concept Alternatives
Task 2.1: Development of Concept Alternatives
Following the initial meetings (from 1.1.a and 1.2) and outreach (from Task 3.2), the WRT team will develop alternative urban design concept scenarios (“Alternatives”) that focus on, built character, street design, circulation, and parking facilities. The Alternatives will be “high level,” and include a vision statement(s). Alternative will promote development of walkable neighborhoods and enhance opportunities for residents to easily access services and facilities throughout the Downtown and beyond the Plan’s boundaries. Changes to development standards and standards overseeing the public realm and right-of-way may be considered. The Alternatives will consider information prepared through the planning process to date (from the Community Summary and Feedback Report from June 2022 through April 2023 as well as input from the Business Community Meeting in May 2023) and from additional outreach conducted in Task 2.2).
The Alternatives will illustrate themes that emerge in the Existing Conditions and Opportunities Report (Task 1.1) and/or arise as part of out of Task 2.2. For example, for the 600 block of Laurel, the alternatives will explore if this is street redesign (wider sidewalks, beautification) or full closure (to complement the 700 block of Laurel, and the new plaza off the 600 block of Laurel), or something in between or intermittent. For San Carlos Avenue (serving the primary gateway moment from Caltrain into the downtown) the Alternatives will explore a road diet on the 1100 and 1200 blocks to accommodate wider sidewalks, buses, and rearranging parking from diagonal to parallel or maybe no parking in this area. The Alternatives will also address the 800 block of Laurel, El Camino Real, and all the other streets in the downtown plan area and how they integrate with and are part of the larger downtown area. 3D simulations will accompany built character and street design options. Evaluation criteria will be provided, City of San Carlos | Downtown Specific Plan 7
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such as to understand the Alternative’s implications on walkability, traffic congestion, and vehicle miles traveled (VMT). This work will include:
Land Use & Built Character. A 3D model will be prepared for the downtown study area and will have multiple uses for studying the Alternative design strategies, as an interactive tool with community workshops and to derive 3D views of specific improvements as described above.
The Alternatives will explore how commercial storefronts along Laurel could extend south of Arroyo.
Massing alternatives will give additional emphasis to underutilized parcels where development is more likely.
The Alternatives will contrast whether upper stories of buildings should be part of unmodulated street walls, or whether upper-story step backs should be employed.
Street Design. WRT and W-Trans will develop street design options (with dimensions and ROW lines) for San Carlos Avenue, Laurel Street, El Camino Real, and other streets within the DTSPA, which may be accompanied by time-of-day/week variation in traffic operations. Support for parklets will be tested.
Circulation. W-Trans and WRT will illustrate multimodal circulation options within and extending from the Downtown. Support for street closures and/or traffic diverters will be tested.
As part of analysis of the Alternatives, W-Trans will estimate future volumes of vehicles, pedestrians, and bicycles for each street segment for up to two growth horizons assuming a single street closure/circulation pattern (e.g., only close 700 block of Laurel Street). W-Trans will use the CAPCOA Handbook for Analyzing Greenhouse Gas Emission Reductions or a similar resource to estimate the reduction in the number of vehicle trips from standard Institute of Transportation Engineers’ Trip Generation rates for new development based on each scenario’s built environmental factors (e.g. increased residential or commercial density, affordable housing, etc.) It is assumed that the reduction in vehicle trips will equal the increase in future non-drive alone trips (i.e. ridesharing, transit, bike, or walk trips). Future pedestrian and bicycle trips will be distributed to downtown street segments based on either the current distribution of trips and/or assumptions using likely development sites. It is assumed that Systematica will use this data to make visualizations should the City desire to move ahead with Optional Service B as outlined above.
Optional Service B: Flow Modeling of Concept Alternatives Develop a static or dynamic visual flow model to explore models for different flows depending on street closure assumptions, street calming assumptions, modal rebalancing, pedestrian & bicycle improvements, and also the introduction of additional density that will likely be an outcome of the new zoning allowances.
W-Trans will summarize existing vehicle, pedestrian, and bicycle count information collected in May 2023 for each street segment within the downtown for which data is available. It is assumed that Systematica will use this data to make visualizations.
Parking Facilities. Alternative locations for public parking garages can be examined and paired with consideration of reduced parking ratios supported by TDM programs. The implications of reduced parking ratios and/or parking maximums on built form and affordability can be explored. This work will draw upon the Downtown Parking Occupancy, Management, and Strategies Plan being prepared by W-Trans.
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The WRT team will provide evaluation/support for micro-mobility, including locations for drop off and pick up zones, rideshare, bike racks and bicycle storage, etc. The curbside parking may be reduced based on the work by W-Trans: Parking Occupancy, Management, and Strategies Plan, currently underway.
Each Alternative shall address at a high-level:
Massing (setback, step back, etc.) of building infill.
Modal split of reduced/consolidated parking within the Plan area and increased transit, walking, and bicycling.
Motor vehicle, transit, bicycle, and pedestrian circulation.
Roadway design alternatives including sidewalk width, public amenities/furniture, and on-street parking.
Location and design of public spaces, sustainability features and community facility options, illustrating how these fit into the built environment.
This stage of the process will bring all the elements/concepts for downtown public space strategies to the table such as the 700, 600 and 800 blocks of Laurel St., Frank Harrington Park, new plaza in the 600 Block of Laurel, the first two blocks of San Carlos Avenue (1100 and 1200 San Carlos Avenue), El Camino Real strategies, give consideration to the design/function of a small plaza at the Arroyo Street undercrossing leading to the east side as part of the downtown connectivity context, and all the other streets – design, parking configuration (e.g. going from diagonal to parallel). These concepts will be brought in to get the community’s response and ideas. Scenarios being analyzed by W-Trans, as identified in their Downtown Traffic Operations Study, will be considered as well.
Task 2.1.a Downtown Business Case Studies
The WRT team proposes to collect information on three cities with successful street closure programs to inform San Carlos’ decision about how to manage Laurel Street. The case studies would focus on issues related to: (i) impact on patronage and sales; (ii) merchant and community satisfaction; (iii) programming; (iv) parklet policy, fees, and design standards; (v) traffic management and parking; (vi) operating experience and costs, (vii) management of pick-up and delivery services/ride sharing; (viii) upfront investment; (ix) small business support programs; (x) supporting wayfinding programs and (xi) other issues that the team identifies with City staff. These case studies will be presented in a concise two-page format presenting key information and lessons learned. To select case studies, the team will draw upon its collective local, national, and international experience and confer with City staff to confirm a final selection of city programs for study.
Task 2.1.b Interdepartmental City Meeting. Check in with key city Department Directors and Division Managers on the Concept Alternatives before proceeding exploration of concepts with the broader community in Task 2.2.
Task 2.2: Community and Stakeholder Engagement
Task 2.2.1: Multi-day Visioning and Ideation Workshop
WRT proposes conducting a 3-day community event in this phase for an immersive experience in collaborative creation of a vision for the downtown and preliminary exploration of ideas and scenarios developed in Task 2.1.
Described below is an example of how the multi-day event might be scheduled, potential tools and techniques used for gathering input and the various groups to be engaged. WRT will finalize the format and design of this event in close collaboration with Staff.
Day 1: Community Engagement Kick-off
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Project HQ: We will coordinate with Staff to identify a vacant storefront to set up the project HQ, which will serve as a place for community members to drop in anytime during the 3 days to learn about the project, meet the project team, become familiar with the technical analysis conducted by the project team, and provide feedback outside the organized community meetings. The project team will participate in active listening and document field observations of how the community spends time downtown, circulation of all modes at different times of the day, etc. We will set up small meeting areas to conduct focus-group meetings with stakeholders, commissions, and committees over the three days.
Community event kick-off and Open House: There will be a small reception to welcome community members to the 3-day Visioning and Ideation workshop. We will have a large-scale map of the Plan Area, and exhibits summarizing technical analysis of the existing conditions, and opportunities and constraints.
We will also have exhibits for a process diagram for the project, goal of the multi-day workshop, schedule of events and ways to engage.
Day 2: Community Visioning
Day 2 of the workshop will focus on community visioning and also a time for the project team to conduct focus group meetings with key stakeholders, committees and commissions, and continue to document field observations and feedback from Day 1 of the workshop.
Focus group meetings: WRT will coordinate with Staff to identify key stakeholders and focus groups to engage at in this phase of the project and schedule meetings with them. We will develop a questionnaire and meeting agenda in prior to the event for Staff review. Staff will be responsible for scheduling and sending out meeting invitations to respective groups.
Team Working Session: During the times when there are no scheduled engagement activities, the project team will have team working sessions to prepare meeting summaries, study sketches, or meet with Staff for collaborative study sessions.
Community Meeting: Visioning. WRT will lead a facilitated Community Visioning Session in break-out groups, to discuss community preferences, priorities, and vision for the downtown. We will consider feedback received from the previous engagement efforts, to design the Visioning exercise. Facilitators will document the ideas generated in the break-out discussion. At the end of the discussion time, the groups will report back on their group’s ideas on vision and key guiding principles that surfaced from the DTAC visioning and guiding principles meeting.
Day 3: Ideation
Day 3 of the workshop will focus on gaining consensus on Guiding Principles and early concept exploration.
Focus group meetings: WRT will continue to facilitate focus group meetings with key stakeholders and city committees/commissions to gather feedback on focused topics.
Team Working Session: During the times when there are no scheduled engagement activities, the project team will synthesize previous night’s community visioning exercise and summarize emerging themes to share back during community meeting #2. We may continue to have team working sessions to prepare study sketches or meet with Staff for collaborative study sessions.
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Community Meeting: Concept Exploration/Alternatives Development. WRT will lead a hands-on interactive working session with community members in small break-out groups. The project team will summarize the Vision and Guiding Principles from the previous night and emerging themes. Following that, each group will work with a scaled map and/or street cross-section and scaled pieces representing different uses and programming. The objective of this exercise is to establish Vision and Guiding Principles and explore ideas for realizing the vision while navigating trade-offs needed to achieve it. Each group will report back highlights of their concepts.
Task 2.2.2: Online Surveys
WRT will develop online engagement tools such as online surveys in parallel to the multi-day event to ensure broad participation of community members. Outcomes from the Visioning and Ideation Workshop will be uploaded to the project website. WRT will provide one additional on-line survey to highlight and receive community input on outcomes from the multi-day charette. WRT will prepare a written summary of the online comments collected.
Task 2.2.3 – Up to Four Meetings: Up to four (4) consultant/staff meetings with community groups, residents, business owners, etc. upon request
Task 2.2.4: DTAC Meeting:
The consultant team will develop concept alternatives based on the concepts emerged during the Multi-day Visioning and Ideation Workshop. WRT will facilitate a working session with the DTAC to share the Concept alternatives and gather input.
Task 2.2.5: Planning & Transportation Commission and City Council Study Sessions The WRT team will present Concept Alternatives, developed based on community and DTAC input, to the Planning & Transportation Commission and City Council respectively in two study sessions, for their input on a preferred alternative. This will also be an opportunity for community members to provide additional feedback on concept alternatives during attendance at the public hearing. WRT will prepare a written summary of the takeaways and direction received from the Planning and Transportation Commission and City Council Study Sessions.
Task 2.2.6: Pop-up Engagement Booths. Pop-up engagement booths at farmers market or other city-wide events to provide project information to the broader community. The City has booths at Farmers Market that can be utilized. 2 pop-ups are assumed.
Task 2.2.7: Meeting in a Box. As a supplemental engagement tool-kit to reach constituents that are unable to attend community workshops.
Task 2.2: Core Service Deliverables:
Display graphics illustrating the alternative land use, circulation, and urban design plans with additional sketches, 3D visual simulations, elevations, and street sections needed to convey each alternative.
Quantified development potential for each alternative
Task 2.1.a Interdepartmental City Meeting
Multi-day Visioning and Ideation Workshop (engaging the DTAC, focus groups, and broader community) o Community Workshop / Day 1 – notice, agenda, facilitation, materials, and summary o Community Workshop /Day 2 – notice, agenda, facilitation, materials, and summary o Community Workshop / Day 3 – notice, agenda, facilitation, materials, and summary Online survey (for those that could not attend the community workshop) City of San Carlos | Downtown Specific Plan 11
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DTAC Meeting
Up to four (4) consultant/staff meetings with community groups, residents, business owners, etc. upon request.
Separate Study Sessions with the Planning Commission and City Council to share community feedback from the DTAC and Community meetings/open house, and online survey.
Task 2.2 Optional Service Deliverables:
Optional Service B. Flow Modelling of Concept Alternatives Task 2.3 Preparation of Preferred Concept
Based on direction given from the City Council Study Session in Task 2.2, the WRT team will present the preferred alternative at a variety of meetings described below in Task 2.4. At these meetings, WRT will use creative, interactive techniques to understand participants’ preferences. This may result in a clear preference for one alternative or in a hybrid concept that combines components of each. Based upon input received, WRT will develop a preferred alternative that will serve as the basis for the Plan. Input received will be used to refine and develop the preferred alternative.
This step will be the most important and public outreach-intensive part of the process; accordingly, WRT will propose a creative and extensive public outreach process. The proposed preferred concept plan alternative would be reviewed by the Youth Advisory Council; Economic Development Advisory Commission; Parks, Recreation and Culture Commission; and followed by Planning and Transportation Commission and City Council, who would give final direction on the preferred concept plan alternative prior to drafting the Plan.
We propose that the following issue areas be addressed at the same time as the Preferred Alternative, so that preliminary recommendations will be discussed at public meetings, before beginning and completing the Public Review Specific Plan Draft.
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Land use & Built Character
Ground floor Activation
Street Design
Circulation
Parking Facilities
Task 2.4 Stakeholder & Community Engagement for Preferred Concept Department Directors, division managers, City Manager
Planning and Transportation Downtown Subcommittee
City Council Downtown Subcommittee
Focus group meetings: WRT will facilitate focus group meetings with Youth Advisory Council; Economic Development Advisory Commission; and the Parks, Recreation and Cultural Commission to gather input on the Preferred Alternative
Business Community / Property Owners
DTAC Meeting: WRT will facilitate a working session with DTAC to receive input on the Preferred Alternative to include in the Specific Plan.
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Community Meeting: WRT will lead a community meeting to gather input from the broader community on the Preferred Concept.
Online survey
Planning & Transportation Study Session and City Council Study Sessions (2 separate – open to public) to gather input on the Preferred Alternative. City Council will give its final direction on the preferred concept plan for staff and WRT to move ahead and develop the Specific Plan.
Task 2.4: Core Services Deliverables:
Meeting with key city staff: department directors/division managers, and city manager Meeting with the Planning and Transportation Downtown Subcommittee Meeting with the City Council Downtown Subcommittee
DTAC Meeting 2 notice/agenda (review preferred concept plan), including attendance, facilitation, and materials, and meeting summary.
Community Workshop 3 notice/agenda, including attendance, facilitation, and materials, and meeting summary.
Online survey (for those that could not attend the community workshop) Three separate meetings with the Youth Advisory Council; Economic Development Advisory Commission; and Parks, Recreation and Culture Commission
Planning and Transportation Commission Study Session
City Council Study Session
Refinements to the preferred concept plan based on Council input/direction.
Phase 3 –Specific Plan Preparation
Task 3.1 Admin Draft of Downtown Specific Plan
3.1.1 Urban Design Components
As in the Concept Alternative stage, strategies, goals, policies and guiding principles for Land use and Built Character, Mobility, Street Design and Public Space, Mobility (Circulation & Parking) will be developed in further detail.
3.1.2: Draft Plan Preparation: Downtown Specific Plan Prosperity Strategy Under this task, BAE and GRES will build and expand upon the recently adopted San Carlos Economic Development Plan 2021 – 2024 by preparing a specific Downtown Prosperity Strategy, in collaboration with City staff and decision-makers, and business and community stakeholders. This strategy would be a component of the Downtown Specific Plan. The goal is to ensure that the downtown’s success is shared broadly among retailers providing diverse goods, food and beverages, and personal services in a setting that is attractive, welcoming, and safe while retaining and supporting the City creating an environment conducive to a unique mix of independent “local mom-and-pop” retailers in the downtown. The Strategy will include other programs, enhancements and activating measures that will help ensure this shared success. It would identify what retail and other commercial use categories are missing and would be desirable (such as co-working spaces, etc.). This strategy would consist of the following elements and subtasks:
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3.1.2.1: High Level Activation Programming
Based upon the team’s knowledge of downtown, input from the City and stakeholders, and the case studies, the team will prepare a high-level programming matrix that presents a variety of actions and programs the City and its partners can pursue. GRES will lead the team to collect information on current Laurel Street branding and promotional efforts and community event programming and then formulate a set of expanded marketing and programming options for further consideration by the City. As part of this work, the team will review prior work and notes from stakeholder meetings. For this task, the team will also identify streets, plazas and/or parks that would be suitable for activation programming and indicate the broad steps required for implementation.
3.1.2.2: Retail Zoning Audit
For this subtask, GRES will draw upon its substantial development experience and review the City’s zoning code for the downtown to identify any changes in development standards, permitted uses, and permit processing that would further support downtown activation and retail activity. GRES will prepare a mixed-use ground floor retail checklist that the City can use to evaluate project applications for new development downtown.
3.1.2.3: Downtown Branding Strategy
Successful retail environments must create a point of differentiation from other alternatives in the same market, and those that don't are destined to obscurity. Downtown San Carlos operates in an ecosystem in which the consumer has a variety of options to consider. These options range from established downtowns such as exist in Burlingame to recently resurgent areas such as Downtown Redwood City or University Avenue in Palo Alto to highly curated environments such as Stanford Shopping Center. GRES will (a) participate in a community workshop addressing the factors that go into creating a vision for retail vibrancy and resilience in the future as well as explaining how retailers make their site selection decisions, (b) address future retail opportunity in the Study Area with a particular focus on the entire length of the Laurel Street commercial district (as extended), and (c) address retail tenant recruitment in terms of identifying the sorts of retail uses likely to be most successful going forward (including providing examples of retailers in each category) as well as actionable tenant attraction strategies for districts in which there are multiple ownerships.
3.1.2.4: Prepare Downtown Specific Plan Prosperity Strategy Based upon the work completed in Tasks 3.1.21 through 3.1.2.5, BAE, with input from GRES, will support the WRT Team to prepare a Downtown Specific Plan Prosperity Strategy.
Optional Service C: Small Business and Start-Ups
BAE with input from GRES will provide an overview of existing City policies and programs that support small businesses and start-ups and identify potential local partners active in small business development and entrepreneurship. This work will also report on noteworthy practices for supporting small businesses and start-ups in other cities, including practices that ensure equitable economic opportunity across diverse populations. We will also draw upon information from prior stakeholder meetings as well as additional input received under this new effort.
3.1.3 Infrastructure Needs Assessment:
Based upon the preferred street and land use plan, our team will estimate the increase in utility demands. Using the qualitative models created in task 2.1 and discussions with the utility system operators, we will provide City of San Carlos | Downtown Specific Plan 14
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recommendations for upgrades and rehabilitation to the utility systems. We will provide an exhibit that illustrates key utility infrastructure as well as provide recommendations for sizing and locations of green infrastructure within the public right of way. This effort will include evaluating improvements in the storm drain system outside of the study area, which may help to reduce inundation along Laurel Street.
3.1.4 Financing Strategy – Infrastructure, Services, Façades & Parking.
CSW/ST2 will provide a cost analysis to implement the proposed public improvements. This will include a plan to phase implementation consistent with community’s goals, budget, and/or private development interests. Thus, while we will develop the base estimate using 2024 dollars, we will provide recommendations for escalating costs for construction in future years consistent with the phasing plan. As some of the improvements may benefit future private development, we will provide recommendations to assign the costs as impact fees.
The increased intensity of use will likely require the upsizing of wastewater, water, and power to private properties.
We will develop a cost to serve these facilities (impact fee and construction cost) to assist future developers during their due diligence investigations.
BAE will work with the WRT Team to develop an infrastructure financing plan that matches public improvements to market opportunities and available public funding and maximizes leveraging of private investment. Using the scope of improvements under the preferred alternative and cost estimates from the WRT Team, BAE will identify, catalogue, and discuss financing tools available to the City to implement the Plan. As part of this work, BAE will prepare a funding matrix that matches proposed infrastructure improvements to potential private and public funding sources. BAE will consider the establishment of a bond measure, a business façade improvement loan program as a mechanism to assist small businesses, recommending a target level of funding and general program parameters. In addition, BAE will prepare a fiscal analysis to support its discussion of potential funding tools which will include estimates of new assessed value, local tax and fee revenues, increased demand for public services such as transit, schools, police, and fire required, and the costs associated with providing new services.
For parking, BAE will collaborate with the City and WRT Team to review the City’s parking assessment district and schedule of in-lieu parking fees to strengthen this tool and incorporate qualifying Plan recommendations related to transportation. This task includes two meetings with City staff to review in-progress work and provide feedback.
Task 3.1: Core Services Deliverables:
Administrative Draft Downtown Specific Plan
Draft Prosperity Strategy
Infrastructure Upgrade Summary memo
Financing Strategy
3.2 Streetscape Master Plan
After the City Council has commented on the Preferred Alternative Concept’s Street design recommendations, we propose to develop a Streetscape Master Plan. This will accelerate implementation of the Specific Plan and take advantage of the WRT Team’s extensive award-winning experience in the design and implementation of pedestrian-friendly complete streets. WRT’s streetscape experience includes implemented complete streets projects such as Castro Valley Boulevard in Castro Valley, Miller Avenue in Mill Valley, Contra Costa Boulevard in Pleasant Hill, and University Avenue in Palo Alto. More recently, WRT has prepared Streetscape Masterplans for City of San Carlos | Downtown Specific Plan 15
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Downtown and El Camino Real in Millbrae, San Mateo Avenue in San Bruno, The Alameda in San Jose, and several more.
At the beginning of this service, typical dimensions and lane movements will have been determined at a high level.
This service will go farther by providing street schematics will include plan and cross sections for the 1100 and 1200 block of Laurel, El Camino Real, and cross streets including Holly Street, San Carlos Avenue, Cherry Street, Olive Street, Arroyo Avenue, Morse Boulevard, Brittan Avenue and Greenwood Avenue where major improvements are proposed. We will accompany these concepts with specifications for street trees, landscape, light standards, paving, and furnishings. Our civil engineer, CSW | ST2 will identify where utilities will need to move and how drainage can be handled, and W-Trans will guide recommendations, such as operational details not yet addressed. A reliable site survey and wayfinding signage are not proposed but can be provided. In addition, the City may desire more meetings than are indicated.
Site Analysis. A detailed site analysis will be conducted at a schematic design level of detail.
Site Reconnaissance. WRT, CSW | ST2 and W-Trans will visit the streets to assess the on-ground conditions and prepare an inventory of existing infrastructure and street character, landscape, and furnishings. The assessment will include pavement condition, handicap accessibility, street signs, crossings, bike and pedestrian facilities, street furniture, lights, planting, building character, and ground floor building features.
Utility and Hydrology Assessment: CSW | ST2 will coordinate with the City to determine if modifications to street drainage system and utilities might be needed. *Note from the City: The City’s Public Works Department is working on a Storm Drain Master Plan for the Pulgas Creek Watershed, which includes downtown. They are building the model that will be ready by Spring 2024 and will have recommendations by fall 2024 and can be considered/ included in the plan. In addition, Public Works Department is also kicking off a citywide sewer assessment and will also have recommendations also by fall 2024.
Opportunity and Constraint Analysis: We will prepare an opportunity and constraints diagram to indicate physical constraints and areas for improvement. The diagram will indicate potential locations for seating and gathering areas, outdoor dining, parklets, stormwater-management planting areas, street trees, bus stops with shelters, and other improvements.
Preliminary Streetscape Design Concepts. The Consultants will develop an exhibit of drawings and precedent images illustrating potential design concepts for City staff review.
Study Session with the Planning Commission and Transportation Commission. The Consultants will facilitate a study session with Planning and Transportation Commission to review our work to date and provide direction on Streetscape Master Plan goals, priorities, and design concepts. A study session is recommended to give attention to community character and circulation issues.
Refined Streetscape Design Concepts. Based on direction from City staff and the Planning and Transportation Commission, and City Council, the Consultants will prepare refined concepts to include the following:
Illustrative plan, sections, and 2D and 3D renderings
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Enlarged plans at specific intersections.
Planting design
Materials
Street furnishings and amenities
Street lighting
Parking and curbside management
Programming recommendations
Drafts of Streetscape Master Plan. The Consultants will prepare the Administrative Draft Streetscape Master Plan that includes the above listed elements and related graphics, for City staff review. We will respond to City staff comments in a Public Review Draft. After Commission comments and Council direction, we will prepare a Final Draft for adoption.
Study Session of the Planning Commission and Transportation Commission. The Consultants will present recommendations and record comments for City Council consideration.
City Council. We assume one meeting with City Council for review of Streetscape Master Plan.
Task 3.2 Deliverables:
Site Analysis Conditions & Considerations Memorandum
Preliminary Design Concepts Boards
Draft Master Plan Document (Administrative, Public Review, Final Draft) Study Session with Planning and Transportation Commission, including summary of Commission Comments for City Council.
City Council Meeting Study Session
Note: Streetscape Master Plan to be adopted concurrently with Downtown Specific Plan Task 3.3 Infrastructure Development & Services Plan
The consultant shall prepare an Infrastructure Development and Services Plan and Budget to determine, at a preliminary engineering level, the infrastructure needed to support land use and public improvements identified in the preferred alternative. The analysis shall describe infrastructure conditions and improvements needed to support the plan in terms of water, wastewater, storm drainage (including low impact development and green infrastructure), electricity, gas, cable, telephone service, internet/fiber, transportation, greenways, and parks.
Distinction shall be made between improvements needed for existing versus future development so future costs can be appropriately attributed. In addition, increased demand for public services such as transit, schools, police, and fire required to serve the Plan area should be identified, with an estimate of costs associated with providing those services.
The plan and public improvement & services costing budget shall:
Analyze and summarize existing and needed service capacities.
Assess the services envisioned in the Specific Plan and those that would be needed with the preferred alternative.
Include phasing and construction issues and strategies.
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Provide descriptions of needed public improvements, including street improvements to City standard, traffic, and transit improvements (both capital and service), upsizing of water and wastewater mains and storm drains, undergrounding utilities, and park acquisition and development costs.
Provide descriptions of needed improvements associated with private utilities, such as natural gas, electric, phone, cable, and internet connectivity.
Provide descriptions of any changes required to public services and facilities; and provide cost estimates and phasing recommendations for needed improvements and services by system or type within the Plan area.
The draft Infrastructure Development and Services Plan will be reviewed by staff and service providers. Any comments will be provided back to the consultant for correction prior to inclusion into the Specific Plan.
Task 3.3: Deliverables:
Draft Infrastructure Development and Financing Strategy Report Incorporation of staff and agency comments to prepare final report for inclusion in the Specific Plan Planning & Transportation Commission Study Session (WRT will prepare a presentation) City Council Study Session (WRT will prepare a presentation) Task 3.4 Prepare Public Review Draft of the Specific Plan The consultant shall prepare a draft Specific Plan in compliance with State law. The updated Plan will serve as the City’s long range, comprehensive land use, circulation, and implementation plan for guiding development within the Plan boundary. The Plan shall contain the following components:
Land Use Plan. General description of the land uses, maps, diagrams, policies, development standards, development guidelines, massing, etc. WRT will recommend ground-floor including any recommended changes to zoning to overcome obstacles to desirable uses and activities.
Transportation. (Included in separate W-Trans scope of services). Description of circulation for motor vehicles, transit, bicycles, and pedestrians. Policies regarding complete streets and multimodal transportation. We will make policy recommendations for public parking (on-street & garages), private on-site parking, and transportation demand management (TDM). This element will also include recommendations related to pick up drop off, rideshare, loading areas, bicycle infrastructure like parking areas and lockers, with a micro-mobility focus.
Urban Design. The WRT team will recommend refinements as may be appropriate to the Design and development standards and guidelines for development being developed by others, streetscapes, and open space. Objective standards refinements may address building height, setback, massing, roof form, modulation (e.g. bay windows), entry, and fenestration. Guidelines will address Downtown character and complement historic styles to be emulated in new construction. Street design will be addressed by cross sections, intersection designs, and recommended street trees, furnishings, and other features.
Infrastructure & Public Services. Includes information about services and infrastructure needed to implement the Plan. This should include specific policies regarding utilities, public safety, parks, educational facilities, libraries, and cultural facilities.
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Access and Connectivity Plan. Addresses access to and through the Plan area, with specific focus on connecting housing with all transportation modes including walking, bicycling, driving, and transit. Accessible design for disabled and elderly persons should be a component of this section. This section may be combined with the Transportation chapter described above. The WRT team will consider connectivity/context to key sites outside of the downtown specific plan, for example – connectivity to the east side (e.g. the Arroyo underpass), to Brittan Park (which is a focal point of activity, outdoor movies, concerts, etc.; connection to Caltrain station, and the Civic Center/City Hall/Library.
Implementation and Financing Plan. Identifies actions and strategies for Plan implementation, along with completion date estimates, phasing, and cost estimates. Includes infrastructure improvements needed for Plan implementation. Policies will address financing public improvements and services based on BAE’s financing analysis and strategies.
Task 3.4.1 –Specific Plan Consultation and Referrals
State Law requires consultation with a variety of Federal, State, regional, and local agencies whenever a jurisdiction updates or emends its general plan (e.g., Native American Tribes, Military Branches, Airport Land Use Commission). These statutes are located throughout the Government Code and have varying requirements for when draft and final documents must be submitted and how long agencies have to review and provide comments.
The consultants will maintain a checklist of agency consultation requirements that we will use to ensure the City provides the Specific Plan to the appropriate agencies.
Task 3.4.1: Deliverable:
Agency checklist and routing of draft Specific Plan for comments Draft letter to Tribes and help us determine ALUCP consistency if warranted.
Task 3.4.2 – Prepare Administrative Draft of the Specific Plan An administrative draft Plan shall be prepared for review by City staff. Comments received shall be incorporated into the preparation of a public review draft Plan in Task 3.7.
Task 3.4.3 – Prepare Public Review Draft Specific Plan
Consider all the input from Task 3.6, and then release a public draft specific plan for community comment and feedback.
Optional Service D: Professional Renderings
The WRT Team will coordinate the preparation of 2 professional renderings for inclusion in the Specific Plan Draft.
Task 3.4.4 – Stakeholder & Community Engagement
In preparing final goals, policies, programs, action items, and implementation phasing, etc. the WRT Team will engage with various groups and stakeholders generally in the order listed below:
1. Community Meeting: WRT will present the Public Review Draft Specific Plan at a community meeting for gathering input.
2. Online Survey and updates to the project website: WRT will work with staff to post the public review draft Specific Plan to the project website and develop/prepare an online survey to gather input from those who may not be able to attend the community workshop. Survey results will be compiled by WRT.
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3. DTAC Meeting – provide survey and community workshop input to the DTAC; obtain DTAC feedback.
4. Meetings with the Youth Advisory Council, Economic Development Advisory Commission, Parks Recreation and Culture Commission.
5. Planning and Transportation Commission Study Session to review goals, policies, programs, action items, and implementation phasing of the Public Review Draft Specific Plan.
6. City Council Study Session to review goals, policies, programs, action items, and implementation phasing of the Public Review Draft Specific Plan.
Task 3.4.4: Deliverables:
Meetings/Review with city department directors/division managers, city manager, and the PTC and CC downtown subcommittees regarding policy review before daylighting it to the public.
Up to 4 (four) consultant/staff meetings with community groups, residents, business owners, etc. as needed.
Administrative Draft Specific Plan
Public Review Draft Specific Plan
DTAC Meeting notice/agenda on Specific Plan Public Review Draft, including attendance, facilitation, and materials, and meeting summary.
Community Workshop notice/agenda, including attendance, facilitation, and materials, and meeting summary.
Three separate meetings with the Youth Advisory Council; Economic Development Advisory Commission; Parks, Recreation and Culture Commission
Online survey & Website Updates (for those that could not attend the community workshop) Planning and Transportation Commission Study Session to review draft Specific Plan, including attendance and presentation.
City Council Study Session to review draft Specific Plan, including attendance and presentation.
Optional Service D: Professional Renderings
Task 3.5 – Prepare Final Draft Specific Plan for Adoption The consultant shall prepare a final draft Specific Plan based on comments received during the review period in Task 3.4.4.
Task 3.5: Deliverable:
Final Draft Specific Plan
Phase 4 –Specific Plan Adoption
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Task 4.1 – Environmental Review
General Approach: Rincon Consultants will be the team’s lead for advising the City on CEQA requirements and process and will prepare the necessary CEQA documentation. Rincon’s approach to CEQA documentation focuses not only on meeting the legal requirements of the CEQA processes but in problem solving, identifying innovative solutions to planning and environmental challenges, and making the process useful for the City and the community. Our teamwork approach will ensure that the City has direct access to strong technical expertise, while the consultant team will have direct access to community issues and local political concerns.
We understand that the City of San Carlos’s preferred CEQA approach for the Downtown Specific Plan is to prepare an addendum to the forthcoming General Plan Update programmatic EIR. Our scope of work is based on this assumption. Accordingly, this scope of work assumes that the General Plan EIR will be certified and appropriate for use as a first-tier document before the addendum is finalized; that the project would not result in new or substantially increased significant impacts; and that, pursuant to CEQA Guidelines Section 15164, an EIR Addendum will be the appropriate level of supplemental CEQA review for the project.
In accordance with Section 15164 of the CEQA Guidelines, a lead agency may prepare an addendum to a previously certified environmental impact report (EIR) if some changes or additions are necessary but none of the conditions described in Section 15162 calling for preparation of a subsequent EIR have occurred. The conditions described in Section 15162 include the following:
(1) Substantial changes are proposed in the project which will require major revisions of the previous EIR or negative declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; (2) Substantial changes occur with respect to the circumstances under which the project is undertaken which will require major revisions of the previous EIR or Negative Declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; or
(3) New information of substantial importance, which was not known and could not have been known with the exercise of reasonable diligence at the time the previous EIR was certified as complete or the Negative Declaration was adopted, shows any of the following:
a) The project will have one or more significant effects not discussed in the previous EIR or negative declaration;
b) Significant effects previously examined will be substantially more severe than shown in the previous EIR;
c) Mitigation measures or alternatives previously found not to be feasible would in fact be feasible, and would substantially reduce one or more significant effects of the project, but the project proponents decline to adopt the mitigation measure or alternative; or d) Mitigation measures or alternatives which are considerably different from those analyzed in the previous EIR would substantially reduce one or more significant effects on the environment, but the project proponents decline to adopt the mitigation measure or alternative.
If a new impact or increase in magnitude of a previous impact, or other significant new information, is identified during the analysis, Rincon will notify the consultant team and City immediately to determine the appropriate course of action. This could include preparation of a Program Mitigated Negative Declaration or EIR, which would require preparation of a new scope, schedule, and cost estimate for the more involved process.
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EIR Addendum
The scope of work for the addendum will be as follows:
Task 4.1.a: Project Mobilization, Document Review and Kickoff Meeting Rincon’s lead staff will compile and review relevant background information, including the forthcoming General Plan Update programmatic EIR and planning and environmental documents related to San Carlos and its downtown, and will tour the plan area to observe and photograph conditions and key features. As part of this task, Rincon’s Project Manager and/or Principal in Charge will prepare for and attend a kickoff meeting (remote or inperson) with the consultant team and City staff. This meeting will serve as a forum to review and confirm study objectives and to discuss the expectations of stakeholders in the process. Working schedules will be finalized and details for scheduled tasks will be discussed. We will use this opportunity to collect any relevant studies and project information not already transmitted. The meeting will also allow an opportunity to discuss the approach to environmental evaluation and community concerns regarding the project.
Task 4.1.b: Key Issues Consultation
Rincon’s lead staff and technical experts will be available to consult and advise on key issues including climate mitigation and adaptation, sustainability planning, and existing conditions/environmental constraints in the plan area. This could include providing limited plan text regarding consistency with climate planning and adaptation plans. We will also allocate time under this task for targeted review of draft plan sections as they relate to environmental issues. If additional hours are needed for this assistance, we reserve the right to augment the budget for this task.
Task 4.1.c: Draft EIR Addendum
Rincon will prepare a Draft EIR Addendum pursuant to the requirements set forth in Section 15164 of the CEQA Guidelines. The Draft EIR Addendum will include the following content:
Introduction and Project Description. The EIR Addendum will include introductory information, including a brief description of the project history and an explanation of the relationship of this document to previous analysis, as well as a description of the required contents and applicability of preparing an Addendum. The Addendum will include a project description containing sufficient plan information, including graphic and tabular information as needed, to analyze the plan’s environmental effects in the context of the certified program EIR. We assume that information on the Specific Plan components and estimated buildout of development under the Specific Plan will be provided to us.
Environmental impact evaluation. The EIR Addendum will evaluate whether the proposed project would have different environmental impacts or a different degree of impact than those identified in the certified EIR. The impact evaluation will either be in a narrative format or in a modified Initial Study checklist format based on CEQA Guidelines Appendix G but tailored to the requirements of Guidelines Section 15162, depending on the City’s preference, and will address all issue areas discussed in the certified EIR, with particular emphasis on the key issues most likely to be affected by plan implementation. Key issues anticipated to be the focus of the addendum include aesthetics, cultural resources, greenhouse gas emissions, land use/planning, transportation, public services, and utilities and service systems, among others. No specialized technical studies are included in the scope and cost for the addendum, based on the assumption that the certified EIR will have generally accounted for the impacts of buildout in the downtown area, and will include mitigation measures to address potentially significant impacts, if any, City of San Carlos | Downtown Specific Plan 22
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that could also be applied to the Downtown Specific Plan if needed. For the same reason, Rincon’s scope of work and budget does not include quantitative analysis such as modeling of noise, air quality and greenhouse gas impacts. If assumptions change, technical studies and modeling may be added to our scope at an additional cost.
The Draft EIR Addendum will be in the format of a stand-alone report. Rincon will submit an electronic copy of the Draft EIR Addendum in Microsoft Word and PDF formats for consultant team and City review and comment. There will be one round of City comments and then a review of a screencheck. The screencheck review assumes that the second-round comments will be very minor, generally things like typos or other very simple changes.
Task 4.1.d: Final EIR Addendum
Rincon will address City comments on the Draft EIR Addendum and prepare the Final EIR Addendum. We assume that consistent with the CEQA Guidelines, the document will not be specifically and separately circulated for public comment.
Task 4.1.e: Meetings and Public Hearings
Rincon will prepare for and attend up to four meetings (client, team or public) and two public hearings to discuss the project and the CEQA approach, advise on environmental or regulatory issues, or to present our analysis and/or respond to questions on our analysis or the addendum process.
Schedule
The draft addendum can be completed for consultant team and City review within approximately eight to 10 weeks from receipt of all necessary project information, including the draft Plan and its buildout estimates and an electronic copy of the certified program EIR. We can complete the Final EIR Addendum within two to three weeks of receipt of City comments on the Draft EIR Addendum, assuming no substantial new analysis is required. If review of additional versions of the Draft EIR Addendum is required, Rincon will respond to comments on subsequent versions within one week.
Task 4.1: Deliverables:
Project Mobilization, Document Review and Kickoff Meeting Key Issues Consultation
Draft EIR Addendum
Final EIR Addendum
Meetings and Public Hearings
Up to 4 meetings (e.g., CEQA approach and/or analysis presentation) Up to 2 Public Hearings
Task 4.2 – Planning and Transportation Commission Public Hearing The process of adoption will integrate the following documents:
1. Downtown Specific Plan
2. Downtown Streetscape Master Plan
3. Downtown Parking Management Plan (prepared by W-Trans under separate scope). This includes: Parking Data Collection, Current and Future Parking Demand Analysis, Parking and Transportation Demand Management Strategies, Downtown Parking Management Plan.
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The consultant will facilitate a public hearing with the Planning and Transportation Commission to review and make a recommendation to the City Council regarding the Specific Plan. The consultant team will make refinements to the Plan based on Planning and Transportation Commission input, if required.
Task 4.2: Deliverables:
Review and input on staff report for meeting
PowerPoint presentation
Presentation
Task 4.3 – City Council Adoption Hearing
The Consultant will facilitate a City Council public hearing to consider the Planning and Transportation Commission’s recommendation and adopt the Specific Plan.
Task 4.3: Deliverables:
Review and input of staff report for meeting
Presentation slides and attendance at City Council public hearing Task 4.4 – Final Specific Plan Document
Following public review of the Specific Plan, the Consultant will prepare the Final Specific Plan.
Task 4.4: Deliverable:
Final Specific Plan (soft copy in original file format, e.g., InDesign and as a PDF file, and 1 printed copy) City of San Carlos | Downtown Specific Plan 24
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The Downtown Traffic Operations Study will examine the traffic operations at key study intersections and street segments under existing and several future scenarios as well potential effects to other modes such as bicycling, walking and transit. The purpose of the study is to inform City staff of the potential effects of various proposed changes such as road closures and road diets. The downtown study area is bounded by Holly Street, El Camino Real, Greenwood Avenue and Elm Street, and also includes the City Hall block. This area covers intersections close to the potential street closures on Laurel Street, the proposed road diet on San Carlos Avenue, residential areas to the west of downtown that could potentially see the effects of redistributed traffic, and major intersections on Holly Street in the north and Brittan Avenue in the south.
Task 3 of the Downtown Specific Plan (DTSP scope of work includes development of concept plan alternatives and qualitative analysis of multi-modal concepts. The remaining work under Task 3 of the DTSP scope of work has been incorporated into this more detailed traffic operations study, which will provide a more detailed quantitative analysis.
Kenny Jeong will serve as Project Manager and Mark Spencer as Principal-in-Charge. Kenny has managed several traffic operations studies and on-call assignments in San Carlos and is very familiar with the key issues associated with this project. Any project management changes to the consultant team will be approved by City staff.
W-Trans will conduct new weekday intersection turning movement counts at 30 intersections (see map on next page), as follows:
Weekday Morning (7:00 – 9:00 a.m.), and Weekday Afternoon (4:00 – 6:00 p.m.)
1. Holly Street/Elm Street
2. Holly Street/Walnut Street
3. Holly Street/Laurel Street
4. Holly Street/El Camino Real
5. San Carlos Avenue/Chestnut Street
6. San Carlos Avenue/Elm Street
7. San Carlos Avenue/Walnut Street
8. San Carlos Avenue/Laurel Street
9. San Carlos Avenue/El Camino Real
10. Cherry Street/Chestnut Street
11. Cherry Street/Elm Street
12. Cherry Street/Walnut Street
13. Cherry Street/Laurel Street
14. Cherry Street/El Camino Real
15. Olive Street/Elm Street
16. Olive Street/Walnut Street
17. Olive Street/Laurel Street
18. Olive Street/El Camino Real
19. Arroyo Avenue/Elm Street
20. Arroyo Avenue/Walnut Street
21. Arroyo Avenue/Laurel Street
22. Arroyo Avenue/El Camino Real
23. Morse Boulevard/Elm Street
24. Morse Boulevard/Walnut Street
25. Morse Boulevard/Laurel Street
26. Morse Boulevard/El Camino Real
27. Brittan Avenue/Elm Street
28. Brittan Avenue/Walnut Street
29. Brittan Avenue/Laurel Street
30. Brittan Avenue/El Camino Real
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2 Deliverable:
1.1 May 2023 weekday a.m. and p.m. peak period intersection turning movement counts at 30 study intersections
W-Trans will analyze the following scenarios:
1. Existing 2023 Conditions
2. Existing + Future 2043 Conditions (including Downtown Specific Plan land use changes) plus a. Closure of 700-block of Laurel Street only
b. Closures of 600 and 700 blocks of Laurel Street
c. Closures of 600 and 700 blocks of Laurel Street and a Road Diet on San Carlos Avenue (lane reduction from four to two lanes between El Camino Real and Walnut Street/1100 and 1200 blocks of San Carlos Avenue, including parallel parking and wider sidewalks on San Carlos Avenue)
d. Closure of 700 Block of Laurel Street only, with parallel parking and wider sidewalks on the 600 and 800 blocks of Laurel Street, and a Road Diet on San Carlos Avenue (lane reduction from four to two lanes between El Camino Real and Walnut Street/1100 and 1200 blocks of San Carlos Avenue, including parallel parking and wider sidewalks on San Carlos Avenue)
The future horizon year for Project Conditions is proposed to be 20 years after existing conditions (2043) to coincide with buildout of the proposed Downtown Plan.
The traffic operations analysis will include:
1. Reassignment of traffic volumes due to roadway segment closure(s) and road diet. This will be done manually based on street patterns and location of traffic control devices in the area (e.g., traffic signals, stop signs).
2. Effect on operations (LOS/Delay) at the 30 study intersections in the DTSP study area that may be potentially affected. This will be done using Synchro software.
3. Effect on travel time and queues in the DTSP study area. This would be done using Synchro SimTraffic software. We will note the changes in travel time between opposite ends of the DTSP study area, and the size of the queue changes and on which streets they may form in the DTSP study area.
4. Potential improvement measures to address traffic operational deficiencies at study intersections.
Deliverables:
2.1 Traffic Volume and Distribution Figures for each scenario
2.2 Synchro traffic analysis model and operations results for each study scenario.
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The alternatives development will include an analysis of vehicle miles traveled (VMT) and the respective differences between the alternatives. Better integration of pedestrian and bicycle safety, access, and parking will also be a key element of the alternatives analysis, and W-Trans will collaborate with the project team to develop alternatives that strive to enhance multi-modal circulation and safety to and within the downtown area.
A comparative analysis of multimodal circulation will be conducted for each alternative. Evaluation criteria will include pedestrian and bicycle connectivity within the Downtown, level and convenience of transit service including bus and rail access, multimodal connectivity to existing and planned networks beyond the Downtown, influences of parking strategies, and the effects of vehicle traffic for selected relevant roadway segments.
W-Trans will incorporate the multimodal transportation analysis findings and a summary of parking changes (number of spaces removed) into the Downtown Traffic Operations Study and will assist the DTSP project team with incorporating the information in the DTSP Concept Alternatives.
Meetings:
During this project phase, W-Trans will attend one (1) community workshop and one (1) Downtown Advisory Committee (DTAC) meeting (as noted in Task 5 below). In addition, the optional tasks include one additional DTAC meeting. W-Trans will make a presentation at each meeting and be available for questions and answers from the participants. W-Trans will also provide meeting notes of the transportation or parking related portions of the meeting.
Deliverables:
3.1 Alternatives Multimodal Transportation Analysis Technical Memorandum for DTSP.
3.2 Summary Matrix or Table of Trade Offs. To help facilitate decision making of the preferred alternative, the memo will include a basic matrix or table that summarizes the trade offs of each alternative with respect to traffic operations as well as changes in the number of parking spaces.
W-Trans will compile all data analysis and recommendations into a comprehensive Draft Downtown Traffic Operations Report. The report will include a summary of the proposed roadway segment closures and road diet, study approach, and data analysis and methodology. In addition, the report will include a summary of key findings and specific recommendations based on the quantitative analysis. The report will be written in a concise and clear style that will separate CEQA and non-CEQA elements, with appropriate graphics to ensure that it is a user-friendly document.
W-Trans will submit a Draft Downtown Traffic Operations Report for City staffreview. Based on a single set of electronic comments from the City, W-Trans will revise and submit a Final Downtown Traffic Operations Report.
Deliverables:
4.1 Draft Downtown Traffic Operations Report
4.2 Final Downtown Traffic Operations Report
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4 5.1 W-Trans will attend and present at up to four (4) formal meetings associated with the Downtown Traffic Operations Report and/or Parking Study, in addition to meetings noted in Task 3 above. These may include meetings with the Planning and Transportation Commission, the City Council, the Community, and/or City staff.
5.2 Optional: W-Trans will attend and present at up to four (4) additional meetings associated with the DTSP on an as-needed basis.
5 . 3 Bi-Weekly Virtual Progress Meetings and Project Coordination. W-Trans will provide meeting minutes within one week of each held progress meeting. Time has also been allocated for overall project coordination and administration.
Deliverables:
5.1 Four (4) formal meetings
5.2 Four (4) optional meetings
5.3 Bi-Weekly virtual progress meetings with City staff, and overall project administration W-Trans will prepare SimTraffic video simulations of roadway scenarios. SimTraffic is useful for showing the movement of vehicles and the extent of queue at intersections. The videos will include side-by-side comparisons to the existing conditions and be useful for both analysis and public engagement purposes.
All roadway scenarios assume traffic changes associated with the future Downtown Specific Plan land use.
6.1 SimTraffic video of Scenario A. Closure of 700-block of Laurel Street only
6.2 SimTraffic video of Scenario B. Closures of 600 and 700 blocks of Laurel Street
6.3 SimTraffic video of Scenario C. Closures of 600 and 700 blocks of Laurel Street and a Road Diet on San Carlos Avenue (lane reduction from four to two lanes between El Camino Real and Walnut Street/1100 and 1200 blocks of San Carlos Avenue, including parallel parking and wider sidewalks on San Carlos Avenue)
6.4 SimTraffic video of Scenario D. Closure of 700 Block of Laurel Street only, with parallel parking and wider sidewalks on the 600 and 800 blocks of Laurel Street, and a Road Diet on San Carlos Avenue (lane reduction from four to two lanes between El Camino Real and Walnut Street/1100 and 1200 blocks of San Carlos Avenue, including parallel parking and wider sidewalks on San Carlos Avenue) Deliverables:
SimTraffic Videos
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Task Mark
Spencer
Brian
Canepa
Kenny
Jeong Mark Brown Assistant Engineer Admin 2 Misc Total Hours
1. Traffic Data Collection (30 int, am/pm) 0 2 0 2 $14,250 4
2. Traffic Operations Analysis 15 67 95 67 $145 244
2.1 Traffic Volume and Distribution Figures 0 4 80 60 $0 144
2.2 Traffic Operations Analysis (Existing, 4 Future Scenarios) 15 63 15 7 $0 100
3. Concept Plan Alternatives 6 18 10 1 $60 35
3.1 Alts Analysis Tech Memo for DTSP 4 12 4 0 $60 20
3.2 Summary Table of Trade Offs 2 6 6 1 $0 15
4. Traffic Operations Report (Draft, Final) 10 36 54 28 $0 128
4.1 Draft Report with separate CEQA and non-CEQA sections 7 26 40 24 $0 97
4.2 Final Report with separate CEQA and non-CEQA sections 3 10 14 4 $0 31
5. Meetings(4) and Project Administration 57 28 54 10 0 10 $1,320 159
5.1 Formal Meetings (4) 28 28 33 10 0 6 $1,235 105
5.2 Optional Formal Meetings (4) - see below
5.3 Bi-Weekly Virtual Meetings (12) and Project Admin 29 0 21 0 0 4 85 54 88 28 177 10 159 108 $15,775 570
Task $300 $270 $185 $150 $130 $130 LS TOTAL
1. Traffic Data Collection (30 int, am/pm) $0 $0 $370 $0 $0 $260 $14,250 $14,880
2. Traffic Operations Analysis $4,500 $0 $12,395 $0 $12,350 $8,710 $145 $38,100
2.1 Traffic Volume and Distribution Figures $0 $0 $740 $0 $10,400 $7,800 $0 $18,940
2.2 Traffic Operations Analysis (Existing, 4 Future Scenarios) $4,500 $0 $11,655 $0 $1,950 $910 $0 $19,015
3. Concept Plan Alternatives $1,800 $0 $3,330 $0 $1,300 $130 $60 $6,620
3.1 Alts Analysis Tech Memo for DTSP $1,200 $0 $2,220 $0 $520 $0 $60 $4,000
3.2 Summary Table of Trade Offs $600 $0 $1,110 $0 $780 $130 $0 $2,620
4. Traffic Operations Report (Draft, Final) $3,000 $0 $6,660 $0 $7,020 $3,640 $0 $20,320
4.1 Draft Report with separate CEQA and non-CEQA sections $2,100 $0 $4,810 $0 $5,200 $3,120 $0 $15,230
4.2 Final Report with separate CEQA and non-CEQA sections $900 $0 $1,850 $0 $1,820 $520 $0 $5,090
5. Meetings(4) and Project Administration $17,100 $7,560 $9,990 $1,500 $0 $1,300 $1,320 $38,770
5.1 Formal Meetings (4) $8,400 $7,560 $6,105 $1,500 $0 $780 $1,235 $25,580
5.2 Optional Formal Meetings (4) - see below
5.3 Bi-Weekly Virtual Meetings (12) and Project Admin $8,700 $0 $3,885 $0 $0 $520 $85 $13,190 $26,400 $7,560 $32,745 $1,500 $20,670 $14,040 $15,775 $118,690 Optional Tasks and Meetings
Optional Tasks and Meetings can be authorized as follows:
Virtual Meetings are $578 each (based on 1 hr of Mark Spencer + 1.5 hrs of Kenny Jeong, including meeting time and meeting notes) In-person meetings (traffic only) are $2,000 each based on five hours of total time (travel + meeting), plus mileage and expenses, and 1 hour of preparation time.
In-person meetings (traffic + parking combined) are $5,250 each based on total time for staff (travel + meeting), plus mileage and expenses, and preparation time.
Optional Task 6.1 - SimTraffic video of Scenario A. Closure of 700-block of Laurel Street only $4,900 (based on 1.5 hr of Mark Spencer @$300/hr + 10 hrs of Kenny Jeong @185/hr + 20 hrs of Assistant Engineer @$130/hr) Optional Task 6.2 - SimTraffic video of Scenario B. Closures of 600 and 700 blocks of Laurel Street $4,900 (based on 1.5 hr of Mark Spencer @$300/hr + 10 hrs of Kenny Jeong @185/hr + 20 hrs of Assistant Engineer @$130/hr) Optional Task 6.3 - SimTraffic video of Scenario C. Closures of 600 and 700 blocks of Laurel St and a Road Diet on San Carlos Ave $4,900 (based on 1.5 hr of Mark Spencer @$300/hr + 10 hrs of Kenny Jeong @185/hr + 20 hrs of Assistant Engineer @$130/hr) Optional Task 6.4 - SimTraffic video of Scenario D. Closure of 700 Block of Laurel St, parallel parking and wider sidewalks on 600 & 800 blocks of Laurel St, and a Road Diet on San Carlos Ave $4,900 (based on 1.5 hr of Mark Spencer @$300/hr + 10 hrs of Kenny Jeong @185/hr + 20 hrs of Assistant Engineer @$130/hr) San Carlos Downtown Traffic Operations Study
W-Trans Fee Estimate
HOURS BY STAFF MEMBER
FEE AT HOURLY RATES INDICATED
These rates are valid for work performed prior to December 31, 2023. Work performed after January 1, 2024, and any subsequent year may be billed at the revised rates established for that year. * Mileage charge will be based on the IRS Standard Mileage Rate (set at $0.655/mile effective January 1, 2023) plus 10 percent. 8/ 9/ 2023
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Task
09/04/2309/11/2309/18/2309/25/2310/02/2310/09/2310/16/2310/23/2310/30/2311/06/2311/13/2311/20/2311/27/2312/04/2312/11/2312/18/2301/08/2401/15/2401/22/2401/29/2402/05/2402/12/2402/19/2402/26/2403/04/2403/11/2403/18/2403/25/2404/01/24 Project Kick-Off
1. Traffic Data Collection
2. Traffic Operations Analysis City Review
3. Concept Plan Alternatives
4. Downtown Traffic Operations Study Report(s) City Review
5. Meetings and Project Administration * * * * * * * * * * * * LEGEND: * = bi-weekly mtg
Meetings Deliverables
5.1. Formal Meetings (4) as needed 1.1 Traffic Data Collection Sept 4, 2023
5.2. Optional Meetings (4) as requested 2.1 Traffic Volume Maps Nov. 1, 2023
5.3. Bi-Weekly Check-In Meetings 2.2 Synchro Traffic Model/Operations Results Nov. 1, 2023
3.1 Alts Analysis Technical Memo for DTSP Dec. 18, 2023
3.2 Summary Table of Trade Offs Dec. 18, 2023
4.1 Draft Traffic Ops Report Dec. 18, 2023
4.2 Final Traffic Ops Report Jan. 24, 2024
4.1 4.2
Downtown San Carlos Traffic Operations Study
W-Trans Schedule
1.1 2.2
3.1,3.2
2.1 8/ 9/ 2023
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CITY COUNCIL
STAFF REPORT
MEETING DATE: August 28, 2023
ITEM TITLE: Consideration of Adopting a Resolution Providing Authority to the City Manager to Administer a Program Allowing for the Temporary Closure of the 700 Block of Laurel Street for Special Events and Other Time-Limited Purposes, Extending the Temporary Downtown Parklet Program, and Providing for Expiration of Both Programs on September 15, 2024.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution providing authority to the City Manager to administer a program allowing for the temporary closure of the 700 Block of Laurel Street for special events and other time-limited purposes, extending the Temporary Downtown Parklet Program, and providing for expiration of both programs on September 15, 2024.
FISCAL IMPLICATIONS:
There are no fiscal implications. Existing operational costs are included in the Fiscal Year 2023- 25 Adopted Budget.
BACKGROUND:
In response to the COVID-19 pandemic and the governor’s emergency order, the City Council authorized the temporary closure of portions of Laurel Street and elimination of certain parking spaces to accommodate outdoor dining. This was last extended in March 2022 and expires on September 15, 2023.
ANALYSIS:
The current temporary closure is located on the 700 Block of Laurel Street between Cherry Street and Olive Street. Parking for this block is available on the 600 and 800 blocks of Laurel, and the City parking lots at Clark, Williams, Wheeler, and South Plaza. The temporary closure of the 700 block of Laurel and the City parklet program was originally established to support restaurants and businesses and to promote safe distancing during the COVID-19 pandemic. Many businesses took advantage of this temporary closure to expand outdoor seating areas and establish parklets granted through revocable encroachment permits. The Downtown Specific Plan Project and conceptual urban design concepts for improvements to streetscape downtown and Laurel Street with a potential permanent closure were presented to the City Council at its April 24, 2023 meeting. This has resulted in Council consideration of initiating the process for establishing a pedestrian mall on the 700 block of Laurel Street (as a separate agenda item at this meeting).
Other cities have undertaken this process or are actively considering it, such as San Mateo, Redwood City and Mountain View.
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In light of the ongoing City plans to study and consider a permanent closure of the 700 block of Laurel Street under the Pedestrian Mall Law of 1960, it makes sense for the City to continue to study and plan for the future of Laurel Street with a continued temporary closure until consideration of a pedestrian mall is completed.
By providing the City Manager or his designee with authority to manage temporary closures, this need not come before the Council’s consideration of modifications required by changed circumstances, especially until the proposed pedestrian mall process is considered and potentially established.
Environmental Review.
The extension of the temporary closure for a proposed pedestrian mall on the 700 block of Laurel Street is categorically exempt from CEQA. California Code of Regulations, title 14, section 15306 provides that basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource and are conducted strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded are categorically exempt from the provisions of the California Environmental Quality Act. Additionally, the project is exempt as an “existing facility,” because the project consists of only minor alterations to an existing City street (CEQA Guidelines Section 15301, Class 1). Finally, the project is exempt as closing the street to personal vehicles is “minor alterations to land,” with no significant physical alterations to the right of way (CEQA Guidelines Section 15304, Class 4). The proposed action is also exempt under the Public Resources Code section 21080.25 since it will be improving pedestrian and bicycle facilities and not increasing automobile capacity.
In light of these circumstances, staff is recommending a modification of the current parklet and street closure program to provide for a one-year extension of the temporary closure of the 700 block for events and other purposes and to provide authority to the City Manager to make decisions for temporary closures of public streets in the City, including Laurel Street, if found necessary for the safety and protection of persons who are to use that portion of the street during the temporary closing.
ALTERNATIVES:
The options available to the City Council include:
1. Adopt a Resolution providing authority to the City Manager to administer a program allowing for the temporary closure of the 700 Block of Laurel Street for special events and other time-limited purposes, extending the Temporary Downtown Parklet Program, and providing for expiration of both programs on September 15, 2024; or
2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Gregory Rubens, City Attorney
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Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
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RESOLUTION NO. 2023 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
PROVIDING AUTHORITY TO THE CITY MANAGER TO ADMINISTER A PROGRAM ALLOWING FOR THE TEMPORARY CLOSURE OF THE 700 BLOCK OF LAUREL STREET
FOR SPECIAL EVENTS AND OTHER TIME-LIMITED PURPOSED, EXTENDING THE
TEMPLORARY DOWNTOWN PARKLET PROGRAM AND PROVIDING FOR EXPIRATION OF BOTH PROGRAMS ON SEPTEMBER 15, 2024.
WHEREAS, in response to the COVID-19 pandemic and the governor’s emergency order, the City Council authorized the temporary closure of portions of Laurel Street and elimination of certain parking spaces to accommodate outdoor dining; and WHEREAS, the City Council desires to provide to the City Manager as a public official with authority to administer temporary closures of the 700 block of Laurel Street or special events and other time limited purposes, consistent with Vehicle Code Section 21101; and WHEREAS, the City Council is considering a Notice of Intent to establish a pedestrian mall under the Pedestrian Mall Law of 1960 on the 700 Block of Laurel street at its August 28, 2023, which would, if approved, end the temporary closures and create a pedestrian mall; and WHEREAS, under the California Environmental Quality Act (“CEQA”) the extension of the temporary closure for a pedestrian mall on the 700 block of Laurel Street is categorically exempt from CEQA. California Code of Regulations, title 14, section 15306 provides that basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource and are conducted strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded are categorically exempt from the provisions of the California Environmental Quality Act. The City has determined that this project is categorically exempt under CEQA guidelines section 15301, Class 1 existing facilities. A CEQA Exemption was prepared in March 2022 to support the exemption determination as none of the exceptions as outlined in CEQA Guidelines section 15300.2 apply to this project. Finally, the project is exempt as closing the street to personal vehicles is “minor alterations to land,” with no significant physical alterations to the right of way (CEQA Guidelines Section 15304, Class 4). The proposed action is also exempt under the Public Resources Code section 21080.25 since it will be improving pedestrian and bicycle facilities and not increasing automobile capacity; and WHEREAS, the analysis presented in the Certificate of Exemption provides substantial evidence that a Class 1 CEQA Exemption is applicable to the proposed program and that no additional environmental analysis is required under CEQA. Accordingly, the Consultant prepared a Certificate of Exemption, and if the City Council approves extending the temporary street closure, staff will record the Certificate of Exemption with the County Clerk.
NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of San Carlos hereby authorizes the City Manager to Administer a Program allowing for the temporary closure of the 700 block of Laurel Street for special events and other time-limited purposes, extending the Temporary Downtown Parklet Program on Laurel Street and San Carlos Avenue and providing for expiration of both programs on September 15, 2024.
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* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 28th day of August 2023, by the following vote:
AYES, COUNCILMEMBERS: ___________________________________________ NOES, COUNCILMEMBERS: ___________________________________________ ABSENT, COUNCILMEMBERS: ___________________________________________ ________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
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CITY COUNCIL
STAFF REPORT
MEETING DATE: August 28, 2023
ITEM TITLE: Consideration of Adopting a Resolution of Intent for the Closure of the 700 Block of Laurel Street Between Cherry and Olive Streets to Vehicular Traffic Under the Pedestrian Mall Law of 1960.
RECOMMENDATION:
Staff recommends that City Council adopt a Resolution of Intent initiating a process for the closure of the 700 block of Laurel Street between Cherry and Olive Streets to vehicular traffic under the Pedestrian Mall Law of 1960.
FISCAL IMPLICATIONS:
There are no fiscal impacts and no additional appropriations are needed at this time.
After the creation of the pedestrian mall, funding for the improvements would need to be appropriated and assigned as a capital improvement project.
BACKGROUND:
The City Council adopted a Resolution at their June 8, 2020 meeting, approving the temporary closure of the 600-700 blocks of Laurel Street and temporarily eliminating parking on portions of Laurel Street and San Carlos Avenue. The intent of the temporary street closures was to 1) encourage pedestrian activity; 2) to allow restaurants and other businesses to use the street rightof-way for outdoor dining and/or showcasing merchandise; and 3) to provide space for additional social distancing in the downtown during the COVID-19 pandemic. In March 2022, the temporary street closure was extended to September 15, 2023.
The temporary street closure has been a success with the community and businesses alike and it continues to add to the vibrancy of the downtown. Given the success of the temporary street closure, the City Council directed staff to initiate the process to create a pedestrian mall on the 700 Block of Laurel Street, between Cherry and Olive Streets.
The City Attorney will be presenting the extension of the temporary street closure and parklet program in a separate staff report.
ANALYSIS:
The California State Legislature granted municipalities the power to create a “pedestrian mall” as cited in the Streets and Highways Code Section 11000, et seq., Pedestrian Mall Law of 1960 (Mall Law). The Mall Law authorizes municipalities the ability to close streets to vehicular traffic and to
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construct improvements necessary for the convenience to the operations of the streets as a pedestrian mall. Following are the steps in the process to establish a pedestrian mall.
The City Council adoption of the attached Resolution of Intent would declare its intention to establish a pedestrian mall on the 700 Block of Laurel Street and set a public hearing on November 27, 2023, which is at least 90 days after the adoption of the Resolution. After Resolution adoption, the notice of intent will be posted on the proposed street segment and mailed to all property owners and businesses abutting the street.
At the November 27, 2023 public hearing, the abutting property owners and tenants may submit their objections, file legal claims for damages, and seek compensation if they believe that the street closure will cause harm to their property. If a majority of the property owners abutting the closure submit written objections, the City cannot move forward with the street closure.
If any abutting property owners submit claims for damage prior to the public hearing, these claims must be resolved prior to the City establishing the street closure. If property owners do not submit claims in advance of the public hearing, then they waive the right to submit any future claims.
At the conclusion of the November 27, 2023 public hearing, the City Council could introduce an ordinance to establish the pedestrian mall and any related regulations governing the use of the roadway. such as allowing delivery and service vehicles during limited hours.
State law also allows for an assessment district to be formed at the time of establishment of the pedestrian mall to cover the anticipated expenses. It does not preclude the formation of an assessment district at a later date. Staff recommends that the Council defer the possible formation of an assessment district to a later date, when the costs of the mall improvements are better known. Therefore, the resolution of intent will state that there will be no assessment district formed at this time, but one may be considered in the future.
California Environmental Quality Act (CEQA) Review – The City has determined that this project is categorically exempt under CEQA guidelines section 15301, Class 1, Existing Facilities.
A CEQA Exemption memo was prepared in March 2022, to support the exemption determination as none of the exceptions as outlined in CEQA Guidelines 15300.2 apply to the project.
Additionally, the project is exempt as an “existing facility,” because the project consists of only minor alterations to an existing City street (CEQA Guidelines Section 15301, Class 1). Finally, the project is exempt as closing the street to personal vehicles is “minor alterations to land,” with no significant physical alterations to the right of way (CEQA Guidelines Section 15304, Class 4). The proposed action is also exempt under the Public Resources Code section 21080.25 since it will improve pedestrian and bicycle facilities and not increase automobile capacity. Moreover, the notice of intention is not a final action under CEQA for the establishment of a pedestrian mall on the 700 block of Laurel Street. The notice of intention is subject to protest by property owners and a subsequent ordinance is required to establish the mall. The Council retains the authority not to establish the pedestrian mall.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution of Intent initiating a process for the closure of the 700 block of Laurel Street between Cherry and Olive Streets to vehicular traffic under the Pedestrian Mall Law of 1960; or
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2. Do not adopt the Resolution; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Steven Machida, Public Works Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
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RESOLUTION NO. 2023 – ____
A RESOLUTION OF INTENT OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS FOR THE CLOSURE OF THE 700 BLOCK OF LAUREL STREET BETWEEN CHERRY AND
OLIVE STREETS TO VEHICULAR TRAFFIC UNDER THE PEDESTRIAN MALL LAW OF 1960.
WHEREAS, given the success of the temporary street closure on Laurel Street, the City Council directed staff to initiate the process to create a pedestrian mall on the 700 Block of Laurel Street, between Cherry and Olive Streets; and
WHEREAS, the City Council declares its intention to establish a pedestrian mall on the 700 Block of Laurel Street, between Cherry and Olive Streets, while maintaining through east-west traffic on Cherry and Olive Streets; and
WHEREAS, the State Pedestrian Mall Law of 1960 (Streets and Highways Code Section 11000 et seq.) authorizes municipalities to close streets to vehicular traffic and to establish pedestrian malls where the City Council determines that the public interest and convenience require the establishment of a pedestrian mall and that vehicular traffic will not be unduly inconvenienced by the mall; and
WHEREAS, the City wishes to prohibit vehicular traffic on the proposed pedestrian mall, except for emergency and utility maintenance vehicles, which shall be allowed access at all hours, and garbage vehicles, which shall be allowed access between the hours of 5:00 a.m. and 10:00 a.m.; and
WHEREAS, the City will make improvements to the proposed pedestrian mall by installing planters, bollards, barriers, gates to limit vehicular access, and/or restriping of the street, which will be financed by the City; and
WHEREAS, the City does not intend to form an assessment district to pay for the proposed improvement at this time, but may consider the formation of such an assessment district in the future to pay for additional improvements that may be considered; and WHEREAS, the City will hold a duly noticed public hearing on November 27, 2023 to hear protests and objections to the establishment of the proposed pedestrian mall and to review any claims of damages from those holding any legal or equitable interest in any real property which might suffer legal damage by reason of establishment of the proposed pedestrian mall.
NOW, THEREFORE, that the San Carlos City Council hereby resolves,
1. Pursuant to the Pedestrian Mall Act of 1960 (California Streets and Highways Code Section 11000 et seq), the City Council of the City of San Carlos declares its intention to establish a pedestrian mall located on the 700 Block of Laurel Street between Cherry and Olive Streets and that the public interest and convenience require the establishment of a pedestrian mall and that vehicular traffic will not be unduly inconvenienced by the proposed pedestrian mall is shown on Exhibit A. Vehicular through traffic shall remain available on the intersecting streets of Cherry and Olive Streets.
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2. The City intends to adopt an ordinance prohibiting vehicular traffic on the proposed pedestrian mall, except for emergency and utility maintenance vehicles, which shall be allowed access at all hours, and garbage vehicles, which shall be allowed access between the hours of 5:00 a.m. to 10:00 a.m.
3. The City intends to make improvements to the proposed pedestrian mall by installing planters, bollards, barriers, and/or other traffic blocking devices, and will be responsible for financing those improvements.
4. The City’s General Fund will be the likely source of funds for damages, if any, allowed or awarded to any property owner by reason of the establishment of the pedestrian mall.
5. The City will hold a public hearing on November 27, 2023 at 7:00 p.m. at San Carlos City Hall, City Council Chambers, 600 Elm Street, San Carlos, California, with both live and remote participation where the City Council will hear protests and objections to the establishment of the proposed pedestrian malls. Any and all interested persons having any objections to the establishment of the proposed pedestrian mall may file a written protest with the City Clerk of the City of San Carlos not later than 7:00 p.m. on November 27, 2023.
6. Notice is hereby given that any person owning or having any legal or equitable interest in any real property which might suffer legal damage by reason of the establishment of the proposed pedestrian malls may file a written claim for damages with the City Clerk not later than 7:00 p.m. on November 27, 2023. Such a claim must describe the real property as to which the claim is made, must state the exact nature of the claimant’s interest therein, and must state the amount of the damages claimed. Failure to file such a written claim within the time provided shall be deemed a waiver of any claim for damages or compensation and shall operate as a bar to any subsequent action seeking to prevent establishment of the proposed pedestrian malls or to recover damages on account of such establishment. Furthermore, the filing of such a claim shall operate as a bar in any subsequent action to the recovery of any damages or compensation in excess of the amount stated in such claim.
7. The City has determined that this project is categorically exempt under CEQA guidelines section 15301, Class 1 existing facilities. A CEQA Exemption was prepared in March 2022 to support the exemption determination as none of the exceptions as outlined in CEQA Guidelines section 15300.2 apply to this project. Additionally, the project is exempt as an “existing facility” because the project consists of only minor alterations to an existing City street (CEQA Guidelines Section 15301, Class 1). Finally, the project is exempt as closing the street to personal vehicles is “minor alterations to land,” with no significant physical alterations to the right of way (CEQA Guidelines Section 15304, Class 4). The proposed action is also exempt under the Public Resources Code section 21080.25 since it will be improving pedestrian and bicycle facilities and not increasing automobile capacity.
Moreover, the notice of intention is not a final action under CEQA for the establishment of a pedestrian mall on the 700 block of Laurel Street, the notice of intention is subject to protest by property owners and a subsequent ordinance is required to establish the mall.
The Council retains the authority not to establish the pedestrian mall. * * * * *
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I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 28th day of August 2023, by the following vote:
AYES, COUNCILMEMBERS: ___________________________________________ NOES, COUNCILMEMBERS: ___________________________________________ ABSENT, COUNCILMEMBERS: ___________________________________________ ________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibit A – Proposed Pedestrian Mall
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August 28, 2023 Packet Pg. 454
CITY COUNCIL
STAFF REPORT
MEETING DATE: August 28, 2023
ITEM TITLE: Consideration of Actions for the Life Science/Research & Development Project at 841 Old Country Road (APNs 046-133-160, 046-134-050, 046-134-060, 046-135-010, 046-135-020, 046-135-030, 046-135-040, 046-182-100, 046-182-110, 046-182-150): Adopt a Resolution Adopting the Mitigated Negative Declaration and the Associated Mitigation Monitoring and Reporting Program; Introduce an Ordinance Amending the Zoning Map to Change the Zoning of the Site from IH – Heavy Industrial Zoning District to PD – Planned Development Zoning District and Approving the Associated Planned Development Plan; and Introduce an Ordinance Approving a Development Agreement with the Sobrato Family Foundation.
RECOMMENDATION:
The Planning and Transportation Commission and staff recommend that the City Council:
1. Adopt a Resolution adopting the Mitigated Negative Declaration and the associated Mitigation Monitoring and Reporting Program;
2. Introduce an Ordinance amending the Zoning Map to change the zoning of the site from IH – Heavy Industrial Zoning District to PD - Planned Development Zoning District and approving the associated Planned Development Plan; and
3. Introduce an Ordinance approving a Development Agreement with The Sobrato Family Foundation.
FISCAL IMPLICATIONS:
The applicant has paid the appropriate application fees and provided deposit funds to pay for expenses related to the environmental review and other reports and analyses associated with the project. The project will be required to pay building permit fees and City impact fees. City impact fees total over $12.9 million and include: commercial linkage (affordable housing), childcare, sewer, and traffic fees. The proposed development agreement includes community benefits, which are outlined in the analysis section below and are valued at $7 million.
The proposed development will also benefit the City with increased property tax, increased sales tax revenue, and new job creation. The estimated increased revenue to the City is $13.6 million over 20 years.
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BACKGROUND:
The Property and Applicant: The property is located at 841 Old County Road and identified as Assessor Parcel Numbers 046-133-160, 046-134-050, 046-134-060, 046-135-010, 046-135-020, 046-135-030, 046-135-040, 046-182-100, 046-182-110, 046-182-150 (“Property”). On June 2, 2021, SI 74, LLC, a California limited liability company, and an entity controlled by members of the Sobrato family, submitted an application for a Zoning Map Amendment, Planned Development Plan, a Development Agreement, Design Review, Tentative Parcel Map, Transportation Demand Management Plan, and a Grading and Dirt Haul Certificate.
On September 30, 2022, SI 74, LLC transferred title to the Property to the Sobrato Family Foundation, a California non-profit public benefit corporation (the “Applicant” or “Developer”) and the City has since updated the application to reflect that all entitlements will be issued to Sobrato Family Foundation. The Sobrato Family Foundation is also controlled by members of the Sobrato family.
Process: The Planning and Transportation Commission, at its June 7, 2023 meeting, conducted a public hearing and adopted Resolution PTC2023-11, recommending that the City Council adopt the Mitigated Negative Declaration and associated Mitigation Monitoring and Reporting Program and adopted Resolution PTC2023-12 recommending the City Council adopt the Ordinance to zone the site Planned Development (PD) Zoning, approve the associated Planned Development Plan, and adopt the Ordinance approving the Development Agreement. The Planning and Transportation Commission also approved the Design Review, Tentative Parcel Map, Transportation Demand Management Plan, and Grading and Dirt Haul Certificate subject to the approval of the Planned Development zoning.
The items for consideration by the City Council are the Mitigated Negative Declaration, Planned Development Zoning, Planned Development Plan, and the Development Agreement.
Existing Conditions: The 3.41-acre Project site is located at the northeast corner of Commercial Street and Old County Road, with Bransten Road located along the northern side of the site. The site is currently improved with several commercial buildings, one of which is occupied by Garden Supply and the others are currently vacant. The proposed Alexandria life science campus development is located to the south of this site and another life science development is proposed to the north at 789 Old County Road (currently Cemex). The site is located across the street from the pedestrian undercrossing, which aligns with Olive Street to the west across El Camino Real and provides access to downtown.
The site is zoned Heavy Industrial (IH) and has a General Plan designation of Planned Industrial.
The site is located within the East Side Innovation District Vision Plan area.
PROJECT DESCRIPTION
Building: The Applicant proposes to demolish the existing commercial buildings and construct the Project which will include: two new life science/research and development buildings (one at four stories and one at five stories); two levels of below-grade parking beneath the buildings; surface parking; a bike path; and, a central courtyard. The four-story (north) building is proposed at 133,923 square feet, at a height of 74’-6” to the roof parapet and 83’ to the top of the mechanical screen. The five-story (south) building is proposed at 205,247 square feet, at a height of 90’-6” to the roof parapet and 99’ to the top of the mechanical screen. The Project may be built in phases.
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The first floor of each building includes lobby space, trash, mechanical rooms, a loading dock and access to the underground parking levels. The south building includes a 1,500 square feet food service/retail space for a separate tenant that would be public serving and consistent with the “Activity Hub” priorities described in the East Side Innovation District Vision Plan. There are fortyseven surface parking spaces with the majority of the parking located underground in two, belowgrade parking levels. Open lab/office space is planned for the upper floors. There is an enclosed bridge on the third floor connecting the two buildings and several outdoor terraces. An additional terrace is proposed on the fifth floor of the south building. The roof is planned to accommodate various mechanical equipment, elevator access, enclosed mechanical space, and solar panels.
The roof equipment and screen are located within the center of each building.
Site Plan and Landscaping: The site plan includes perimeter landscaping along the rear property line and a paved driveway providing fire and vehicular access through the site from Bransten Road to Commercial Street. This driveway also provides access to the underground parking levels and the loading zones. All mechanical equipment is within the building or on the roof. The Applicant proposes to provide an enhanced bike and pedestrian landscaped path along Bransten Road consistent with the East Side Innovation District Vision Plan. The Project also includes a central landscaped courtyard, a portion of which is accessible to the public.
Site Plan
Architecture/Design: The north building is designed to include one fewer story than the south building because there is a residential neighborhood nearby. The fifth floor of the south building steps back from Old County Road to reduce the apparent mass. Parking is located at-grade behind the buildings and within two levels of underground parking. To respect San Carlos’ innovation and industrial character, the Applicant has designed the buildings with natural materials including red brick masonry and terra cotta. Upper-level terraces are incorporated to increase active outdoor spaces that can be used by the tenants and provide architectural relief along building frontages. Lobby entrances for each building are designed to open to the central landscaped courtyard, with an upper-level two-story enclosed bridge to connect the two buildings at the third and fourth floors. The buildings are designed as contemporary office/lab buildings with large expanses of glass with vertical and horizontal articulation to reduce the overall mass of the building and provide visual interest. Along the Old County Road elevation, the first floor is
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designed with large expanses of glass and lined with street trees and landscaping. The south building includes a lower, two-story element along the Commercial Street frontage.
View of building along Old County Road
The sign program includes building mounted wall signs for tenants, monument signs at each building corner, and wayfinding signs. All future tenant sign requires staff level review for consistency with the sign program.
Parking Vehicles and Bicycles: The San Carlos Municipal Code requires one vehicle parking space for 800 square feet of lab space and one vehicle parking space for 300 square feet of office area. As proposed (60% office and 40% lab), the required parking is 679 spaces. In accordance with San Carlos Municipal Code Section 18.20.050, the number of parking spaces shall be reduced by 20% with a transportation demand management (TDM) plan. With the TDM reduction, the required parking is 544 parking spaces. Alternatively, the Applicant is requesting flexibility if the building were to be utilized entirely as professional office. In this scenario, the parking requirement is 930 vehicle spaces, and with the 20% TDM reduction, is 744 spaces.
The Applicant proposes two levels of below-grade parking that would accommodate 745 parking spaces, including motorcycle and tandem spaces.
Short-term bicycle parking is located along each side of the buildings at grade, and secured longterm bicycle parking is provided within the underground parking levels. The Project includes 80 short-term and 55 long-term bicycle parking spaces for a total of 135 bicycle spaces. The provided bicycle parking exceeds the San Carlos Municipal Code requirement by 22 more bicycle parking spaces (the Code requires 75 short term and 38 long term spaces for a total of 113 required spaces).
Off-site Improvements: The Applicant proposes to construct a new pedestrian/bicycle pathway that would run along the northern side of the site along the Bransten Road frontage as outlined in the East Side Innovation District Plan (“Alternate Discovery Path”). The new pathway includes a 2’ wide landscape strip adjacent to the street, an 8’ wide bike path, an additional 4’ wide landscape strip, and a 5’ wide pedestrian sidewalk. In response to comments from the nearby residential
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neighborhood, the Applicant incorporated minor revisions to the pathway to expand the landscape strip to accommodate larger trees between the bike path and the pedestrian path to further screen the building from view. This required the granting of a larger easement on private property to accommodate the improvements. In addition, the project is required to underground utilities, reconstruct sidewalks, construct a cycle track on the east side of Old County Road, and install a new lighted pedestrian crosswalk at Bransten Road and Old County Road.
Community Benefits: The community benefits offered by the Developer include the bike and pedestrian path along Bransten Road as described above, and a community serving café with patio space. The community benefits also include monetary contributions to the City’s Downtown Improvement Fund, Community Improvement & Recreation Fund, and Green Energy Sustainability Fund, totaling $6,296,600 in monetary contributions to the City. The total community benefits are valued at $7,000,000 as outlined below.
841 Old County Road Community Benefits:
Downtown Improvement funds $2,796,600
Community Improvement & Recreation Fund $3,000,000
Green Energy Sustainability $500,000
Café (credit) $555,000
Bike/Pedestrian path (credit) $148,400
$7,000,000
The community benefits are included in the Development Agreement. The Developer is requesting a 10-year term on the Development Agreement, vesting City laws and impact fee provisions. Construction of the off-site improvements and payment of the community benefits contribution is required prior to issuance of the first building permit for the Project.
The development will also be required to pay City impact fees. The final fee amount will be determined at building permit submittal. Impact fees are required to be paid at building permit issuance. Based on the proposed plans, the fees are estimated as follows:
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Commercial linkage fee (for affordable housing) $6,634,785.00 Sewer fees (connection and capacity) $2,893,081.89
Traffic impact fee $1,829,614.58
Child care impact fee $1,621,543.00
Total City impact fees $12,979,024.47
Other Reviewing Agencies: The C/CAG Airport Land Use Committee reviewed the Project at its April 27, 2023 meeting, with a favorable recommendation to the Board. The C/CAG Board, at its May 11, 2023 meeting, determined that the Project is consistent with the Airport Land Use Compatibility Plan for the San Carlos Airport. The Applicant also received a written determination of no hazard to air navigation from the FAA. The project, as proposed, is consistent with the Airport Plan, and would not exceed obstruction standards and would not be a hazard to air navigation. The Applicant is required to file additional information with the FAA within five days of construction reaching its greatest height.
ENVIRONMENTAL REVIEW
The City has undertaken an environmental review of the Project as required by the California Environmental Quality Act (CEQA). The potential for the Project to result in environmental impacts was assessed in an Initial Study addressing all environmental topics under CEQA per section 15063 of the CEQA Guidelines. Technical analysis supported conclusions in the Initial Study.
Based on the analyses, the Initial Study concluded that, with implementation of standard conditions of approval and mitigation measures identified in the Initial Study, the Project would not result in any significant environmental impacts.
Potentially Significant Impacts Requiring Mitigation: The analysis found some impacts that could potentially be significant without mitigation. They are included in full in the MND and summarized below with the proposed mitigation measures:
Air Quality, Construction Emissions: Construction of the Project would result in shortterm construction emissions. A mitigation measure requires construction equipment to follow Bay Area Air Quality Management District (BAAQMD) “Basic Construction Mitigation Measures.”
Biological Impact: A mitigation measure requires the Applicant conduct a preconstruction nesting bird survey.
Cultural Resources Impact. There are no known cultural resources, however, Project construction may disturb unknown buried archaeological resources. A mitigation measure requires further site assessment and archaeological sensitivity training prior to the start of construction and prior to ground disturbance. In the event archaeological resources are unearthed during construction, all resources shall be evaluated by a qualified professional archaeologist and an appropriate treatment plan for the resources will be prepared. If human remains are unearthed, the County Coroner shall be consulted and, if determined to be of Native American origin, the Native American Heritage Commission shall be consulted for ultimate disposition.
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Geological Impact: The contractor shall implement a monitoring program to monitor the effects of the construction on nearby improvements, including cracking and vertical movement on adjacent structures and street improvements.
Hazardous Materials: The Applicant is required to work with Regional Water Quality Control Board (RWQCB) to re-activate the fuel leak case and prepare and implement an agency approved remediation plan to address contaminated soil. The Applicant is also required to abate any lead-based paint and asbestos prior to building demolition.
Noise: The Applicant is required to conduct a detailed mechanical noise analysis once rooftop equipment has been selected and provide noise mitigation, if needed to comply with noise ordinance limits. The contractor will be required to reduce construction vibration and monitor if major construction equipment must operate within 10 feet of existing buildings.
With implementation of the mitigation measures, the Project will not result in a significant impact to the environment.
Transportation Impact Analysis: A complete Transportation Impact Analysis (TIA) has been completed to determine if there are any safety issues under CEQA or if there are non-CEQA impacts that should be addressed.
The analysis concludes that there will be no new significant impacts to intersections as a result of the Project. Some of the study intersections are operating at levels considered unacceptable and/or are projected to operate at unacceptable levels under cumulative conditions; however, the contribution of the proposed Project traffic to these intersections would not be significant per the City General Plan standards and C/CAG standards. The Applicant will be required to pay the Transportation Impact Fee that will be utilized by the City for traffic improvements and participate in a Transportation Management Association (TMA) when formed.
Circulation and Comment Period: The MND was available for a 30-day public review and comment from January 23, 2023 through February 21, 2023. Notice of the availability of the MND was circulated to State and local agencies as required by CEQA Guidelines and property owners and occupants within 300’ of the site. No comments were received during the public review and comment period.
A letter from a resident was received after the close of the comment period expressing concern with water usage, displacement of groundwater and risk of flooding, energy use, hazardous materials, and water quality and discharge. Lamphier-Gregory, the City’s CEQA consultant, prepared a memo responding to the comments. This memo and the comment letter are included as an exhibit to the CEQA Resolution.
ANALYSIS:
Consistency with the General Plan: The subject site has General Plan land use designation of Planned Industrial which permits research and development (R&D), biotech, light industrial, flex, warehousing, and related uses. The Project is consistent with the General Plan policies to encourage new commercial development to expand the City’s tax base and to support the expansion of key growth industrials.
The Project is also consistent with principals from the East Side Innovation District Vision Plan as
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it:
Implements the Discovery Path along Bransten Road with landscaping, bike path, and sidewalk.
Implements the East Side connect with street trees, sidewalks, and lighting along Old County Road and a new cycle track, creating a new multi-modal street with implementation of the Bike and Pedestrian Master Plan.
Supports distinct district subareas; new buildings should enhance the character of the street and embody a superior quality of architecture and urban design. Includes an Activity Hub at the corner of Old County Road and Commercial Street, a café space, and outdoor patio.
Improves the Old County Road and Commercial Street intersection in coordination with the Alexandria development.
Includes a publicly accessible plaza space along Old County Road with landscaping and seating.
Promotes environmental stewardship by encouraging alternative transportation (see TDM section below), all-electric building, designed to be purple pipe ready, and includes roof top solar panels.
Contributes towards community benefits.
Planned Development Zoning District and Planned Development Plan: The Developer has requested to rezone the subject site from Heavy Industrial (IH) to Planned Development (PD) Zoning District in accordance with SCMC Chapters 18.10, Planned Development District, and
18.36, Planned Development. The rezoning requires City Council approval, with the Planning and Transportation Commission as the recommending body for the action.
The proposed Project complies with all development standards and supplemental regulations of the IH Zoning District, except for height, floor area, and exterior side yard setback. The Project complies with other setback requirements, landscaping, and parking requirements. The Applicant is requesting the following Planned Development zoning standard adjustments:
1. Height: Exceed the maximum height of 50’ allowed the IH District. The Applicant proposes the two new buildings, a four story building at a height of 74’-6’ to the roof parapet and 83’ to the top of the mechanical screen and a five story building at a height of 90’-6” to the top of the roof parapet and 99’ to the top of the mechanical screen.
2. Floor Area: Exceed the maximum site floor area ratio of 1.0. The Applicant proposes total building square footage at 339,170 square feet resulting in a FAR of 2.28.
3. Setback: Reduce the exterior side yard setback on the Commercial Street side from 5’ to 2’-6” to accommodate street widening.
4. Use: All uses as allowed in the Heaving Industrial zoning district. All future tenants will be required to comply with the biosafety regulations in effect at the time a business registration or building permit is issued for tenant lab space.
In considering adopt the Planned Development Zoning designation and Planned Development Plan, the City Council must consider the findings included as Exhibit C to the Planned Development Ordinance.
Development Agreement: A Development Agreement is proposed for the development of the
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Property with the Project, as provided for in State law and Municipal Code Chapter 18.37. The Development Agreement describes the Project and obligates the Developer to provide certain community benefits. The Development Agreement requires the Developer to provide community benefits totaling $7.0 million in contributions and value of on and off-site improvements. Developer must provide a total of $6,296,600 in monetary contributions, and the contributions will be made to various funds as outlined above.
In exchange, for 10 years, the Development Agreement vests City laws in effect as of the date the Development Agreement ordinance is adopted; for the first five years, Developer is not required to pay new impact fees or fee increases (other than increases based on existing escalators), and the Developer may build the Project with greater height and density than otherwise allowable under the City code. Despite the vesting of City laws, the Developer and the Property will be subject to any new laws regulating or prohibiting BSL 3 or BSL 4 uses (including the Ordinance that was adopted on August 14, 2023, if for any reason it is not effective before the Development Agreement becomes effective).
The key community benefit is that Developer will construct the south building with a space (called a “Community Benefit Space” in the Development Agreement) suitable for any of the following uses as defined in Chapter 18.40 of the San Carlos Municipal Code:
Any Eating and Drinking Establishment (excluding night clubs) (referred to as “Restaurant/Coffee Shop Use” in the Development Agreement) Retail Sales (excluding Cannabis Dispensaries and Retail Establishments Selling Ammunition or Firearms)
Instructional Services
Animal Care, Sales, and Services (excluding Veterinary Services) Personal Services (excluding Tattoo or Body Modification Parlor) Government Offices
Cultural Institutions
The Developer is receiving a $555,000 community benefit credit for providing the Community Benefit Space. To ensure that the Community Benefit Space is constructed and leased timely, the Development Agreement includes the following terms:
The final certificate of occupancy for the south building must be requested and issued prior to the issuance of a final certificate of occupancy for any other building or structure in the Project.
Developer must construct the Community Benefit Space with concrete slab floors, drywall, insulation, HVAC distribution into the space, and some utility conduits or connections to the space at the time a final certificate of occupancy is issued for the south building.
Developer must make good faith efforts to market and lease the Community Benefit Space to a tenant providing a Restaurant/Coffee Shop Use, but may also market the Community Benefit Space to tenants providing any of the uses listed above. Developer must provide the City Community Development Director at least quarterly updates on the efforts to lease the Community Benefit Space until a lease is entered into with a tenant.
The Developer must offer the Community Benefit Space at an initial triple net rent rate that does not exceed a fair market rent rate.
If within three years of the final Certificate of Occupancy for the south building, a lease is not entered into and there are no active negotiations likely to lead to a lease, the Developer must pay a community amenity fee in the amount of $555,000 and the use
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restriction will be lifted so that Developer can lease the space for any allowable use.
To ensure that the Community Benefit Space remains leased, if the initial tenant’s lease term is less than ten years or either party terminates the lease in less than ten years, the Developer is obligated to market the space in compliance with the terms above and provide regular updates to the City Community Development Director about its leasing efforts until ten years from issuance of the final Certificate of Occupancy for the south building.
As additional consideration for the Development Agreement, the Developer must record an easement and maintenance agreement to allow the public to access the portion of the central outdoor plaza located outside the front gate before the final certificate of occupancy for the Project is issued. The easement will allow public access for the longer of daylight hours (sunrise to sundown) or the hours that the tenant of the Community Benefit Space is open to the public.
To approve a Development Agreement, the City Council is required to find that the Development Agreement is consistent with the General Plan. These findings are included as Exhibit A to the Development Agreement Ordinance. The Planning and Transportation Commission is the recommending body on Development Agreements. As outlined in Exhibit A, the Project and the contributions of community benefits are consistent with the General Plan as well as the guiding principles of the East Side Innovation District Vision Plan.
PUBLIC OUTREACH
The Applicant conducted public outreach with business owners and property owners within 300 feet of the site. The applicant also met with the leads of the Greater East Side Community (GESC).
The GESC leads expressed concern with on-site contamination, height of the buildings, and the view of the buildings from the neighborhoods. The Applicant noted that the site grading for the below grade parking levels will remove soil to a depth of approximately 23 feet and is expected to fully remove any contaminated soil. The Applicant modified the plans to address comments from the GESC by increasing the landscape strip along Commercial Street to accommodate larger trees and lowering the height of the roof top mechanical screen.
Public comments were received from Gary and Debbie Baldocchi expressing concern with the CEQA analysis prior to the Planning and Transportation Commission meeting. This comment letter and the CEQA Response Memo is included as Exhibit C to the CEQA Resolution. Comment letters expressing support for the Project were received from SAMCEDA and Chamber San Mateo County.
The required public notice was mailed to all property owners within 300’ of the sites and published in the San Mateo Daily Journal on August 17, 2023.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Take the following action s for the Life Science/Research & Development Project at 841 Old County Road:
i. Adopt a Resolution adopting the Mitigated Negative Declaration and the associated Mitigation Monitoring and Reporting Program;
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ii. Introduce an Ordinance amending the Zoning Map to change the site from IH – Heavy Industrial Zoning District to PD - Planned Development Zoning District and approving the associated Planned Development Plan; and
iii. Introduce an Ordinance approving a Development Agreement with the Sobrato Family Foundation; or
2. Do not adopt the proposed Resolution nor introduce the proposed two Ordinances; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Al Savay, Community Development Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution - Mitigated Negative Declaration and Mitigation Monitoring and Reporting Plan Exhibit A: MND
Exhibit B: MMRP
Exhibit C: Response to Comments
2. Ordinance rezoning the site to Planned Development (PD) Zoning District and approving the associated Planned Development Plan
Exhibit A: Zoning Map and Plan of Development
Exhibit B: Planned Development Plan
Exhibit C: Findings
3. Ordinance approving the Development Agreement
Exhibit A: Findings
Exhibit B: Development Agreement
4. Code Compliance Certificate for the Design Review, Transportation Demand Management and Transportation Demand Management Plan
5. Applicant Letter
6. Sustainability Measures
7. Public Notice
8. Public Comment to Planning & Transportation Commission
9. Public Comments to City Council
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RESOLUTION NO. 2023- __
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS
ADOPTING THE MITIGATED NEGATIVE DECLARATION AND THE ASSOCIATED
MITIGATION MONITORNING AND REPORTING PROGRAM FOR THE
841 OLD COUNTY ROAD PROJECT.
WHEREAS, the Sobrato Family Foundation proposes to develop two new life science/research and development buildings totaling 339,170 square feet ("Project") on an approximately 3.41 acre site at 841 Old County Road (Assessor's Parcel Numbers: 046-133-160, 046-134-050, 046-134-060, 046-135-010, 046-135-020, 046-135-030, 046-135-040, 046-182- 100, 046-182-110, 046-182-150t); and
WHEREAS, the City of San Carlos ("City") determined that the Project requires review pursuant the California Environmental Quality Act ("CEQA"); and WHEREAS, pursuant to CEQA Section 15070, the City as the lead agency under CEQA, hired Lamphier Gregory ("Consultant") to prepare an Initial Study to determine if the Project may have a significant effect on the environment and concluded that there is no substantial evidence that the Project may cause a significant effect on the environment, and prepared a Mitigated Negative Declaration ("MND"); and
WHEREAS, the City requested that California Water Service Mid-Peninsula District prepare a water supply assessment pursuant to California Water Code Section 10910 and the Water District approved the water supply assessment on October 26, 2022, and the water supply assessment was included in the MND; and
WHEREAS, the prepared MND included an assessment of potential environmental effects and a description of mitigation measures to reduce potentially significant environmental effects to a less than significant level; and
WHEREAS, the City issued a Notice of Intent regarding the MND seeking public comment and agency review and comment for the period of January 23, 2023 through February 21, 2023 on the prepared MND pursuant to CEQA Guidelines Section 15072 and 15073; and WHEREAS, the C/CAG Board of Directors, acting as the Airport Land Use Commission, determined that the Project is consistent with the applicable airport/land use policies and criteria contained in the Airport Land Use Compatibility Plan for the Environs of San Carlos Airport and the Project will not result in a safety hazard; and
WHEREAS, by Resolution PTC2023-11, adopted on June 7, 2023, the Planning and Transportation Commission recommends the City Council adopt the Mitigated Negative Declaration and the Mitigation Monitoring and Reporting Plan pursuant to the California Environmental Quality Act (CEQA) for the implementation of the mitigation measures outlined in the Mitigated Negative Declaration; and
WHEREAS, the City mailed a public hearing notice for the project on August 17, 2023 to property owners and occupants within a 300-foot radius of the project site, published the public hearing notice in the San Mateo Daily Journal on August 17, 2023, and made reference to the fact that an MND was available for public review per Section 15073 of the CEQA Guidelines; and
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WHEREAS, the City Council conducted a public hearing on August 28, 2023 and reviewed all evidence presented both orally and in writing and considered in light of public comments and testimony the information in the MND, for adequacy, completeness, and compliance with CEQA and State CEQA Guidelines; and
WHEREAS, CEQA requires that the lead agency approving a project adopt a Mitigation Monitoring and Reporting Program for changes to the project to ensure compliance during project implementation.
NOW THEREFORE BE IT RESOLVED that the City Council makes the following to certify the MND:
1. The City Council has independently reviewed and analyzed the 841 Old County Road Project MND, including Errata and Response to Comments and other information in the record and the mitigation measures incorporated into the Project would avoid or substantially lessen all of the significant environmental effects as identified in the MND to a less than significant level; and
2. The Mitigation Monitoring and Reporting Program accurately reflects the mitigation measures contained in the 841 Old County Road Project MND.
IT IS FURTHER RESOLVED that the City Council hereby:
1. Adopts the Mitigated Negative Declaration (Exhibits A), together with the Errata providing minor revisions and clarifications; and
2. Adopts, and imposes as conditions of the Project approval, the mitigation measures set forth in the Mitigation Monitoring and Reporting Program (Exhibit B).
The Community Development Director is designated as the custodian of the documents and records of proceedings on which this decision is based. The Community Development Director's office is located at City Hall, 600 Elm Street, San Carlos, California. * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a regular meeting thereof held on the 28th day of August, 2023 by the following vote:
AYES, COUNCILMEMBERS: ____________________________________________________ NOES, COUNCILMEMBERS: ___________________________________________________ ABSENT, COUNCILMEMBERS: _________________________________________________ __________________________________
CITY CLERK of the City of San Carlos
APPROVED:
______________________________
MAYOR of the City of San Carlos
Exhibits:
A. 841 Old County Road Mitigated Negative Declaration
B. 841 Old County Road Project Mitigation Monitoring and Reporting Program C. 841 Old County Road Project IS/MND- Review and Discussion of Comments
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EXHIBIT A
841 OLD COUNTY ROAD PROJECT
MITIGATED NEGATIVE DECLARATION
Technical Attachments are available on the City’s website:
http://www.cityofsancarlos.org/Home?Components/FlexPlanningZoningProjects/PlanningZonin gProjects?1266164/407
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ERRATA
for the
841 Old County Road Project
Initial Study and Mitigated Negative Declaration
State Clearinghouse Number: 2023010423
PURPOSE OF THIS ERRATA SHEET
This errata sheet is intended to be appended to the Initial Study and Mitigated Negative Declaration (IS/MND) for the proposed 841 Old County Road Project (project), to provide minor revisions and clarifications requested by the City of San Carlos.
The revisions in this document are not “substantial revisions” that could trigger recirculation of the IS/MND or preparation of an environmental impact report under CEQA Guidelines sections 15073.5 and 15074.1. No new significant effects are identified, no new mitigation measures are added, the significance of identified impacts remains unchanged, and all impacts are either below significance levels or reduced to that level through application of identified mitigation.
REVISIONS TO THE IS/MND
The following are minor text changes, additions, or modifications made to the IS/MND.
A page number from the IS/MND and explanation of each revision is included in italics preceding each revision.
Existing and revised IS/MND text is indented. Deletions are noted by strikethrough; additions are underlined.
[placeholder]Page 2: are made
Development of the project would require the following approvals from the City of San Carlos: a Planned Development Rezoning, Planned Development Permit, Design Review Permit, Development Agreement, Lot Merger/Lot Line Adjustment (to be determined), Grading and Dirt Haul Certificate, and Transportation Demand Management Program.
The proposed project would involve the demolition of all existing buildings and site improvements and the construction of two new office / research and development (R&D) buildings: a 5-story, 193,852 square foot building, and a 4-story, 131,621 square foot building1 … 1 Consistent with “usable square footage” per San Carlos Municipal Code section 18.03.080 and environmental analysis conventions, operational usage of the site is quantified by gross floor area of the office/R&D space, which excludes parking areas and utility areas and that is what is reported here. The emissions and noise analyses also quantify construction
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activities, which is instead based upon the gross square footage and factors in the parking garage structure, as specified in the attachments to this document.
the north and south buildings.
The proposed project would involve the demolition of all existing buildings and site improvements and the construction of two new office / research and development (R&D) buildings: a 5-story, 193,852 square foot building, and a 4-story, 131,621 square foot building1, with maximum heights of approximately 90 and 113 feet respectively, above a two-level underground parking structure. The buildings would be connected through the parking garage and a pedestrian bridge on the 3rd and 4th floors. Project site improvements would also include a courtyard between the buildings, sidewalks, landscaping, and lighting along Commercial Street and Old County Road.
The north south building and surrounding site construction is estimated to take 13 14 months. There may be a break in construction between completion of the north south building and initiation of construction of the south north building, but for purposes of this analysis, it was assumed construction would proceed without delay, which would result in the most conservative analysis.
The south north building and surrounding grounds are estimated to span approximately 14 13 months.
There are regulations and policies applicable to the project that would be considered uniformly applied development policies or standards pursuant to CEQA Guidelines section 15183.3(f)(7), or “Standard Conditions”.
Emissions of air pollutants or TACs are subject to BAAQMD permitting requirements that would require the District BAAQMD to apply all applicable rules and regulations to limit or control these emissions. Regulation 2, Rule 1: General Requirements, and Regulation 2, Rule 5: New Source Review of Toxic Air Contaminants would apply to any potential emissions from these sources. The District’s BAAQMD’s risk policy is to not issue a permit to any source that would cause a cancer risk of greater than 10 chances per million.
As shown in Table 6, the cumulative source threshold for PM2.5 is exceeded for the maximally exposed individual due largely to proximity to the CEMEX facility, which represent 47% of the cumulative PM2.5 volumes. However, because the project-specific risk would not exceed the single source thresholds, contributing approximately 1.4% of the total cumulative PM2.5 level, per BAAQMD guidance, the project would not be considered to have a cumulatively considerable contribution to this impact. Per BAAQMD guidance, in cases where a cumulative risk threshold is exceeded, a project’s contribution would be considered cumulatively considerable if the project’s risk exceeds the single source threshold. As indicated above, the project-specific risk would not exceed the single source thresholds, representing only approximately 1.4% of the total cumulative
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PM2.5 level. Therefore, the project would not be considered to have a cumulatively considerable contribution to this impact.
With implementation of mitigation measure Bio-1, which requires avoidance of nesting season during construction or a nesting survey and buffers from any nests as appropriate…
The GeoTracker database shows the property as a completed and closed leaking UST (LUST) cleanup site as of July 2012.
The proposed project includes a subterranean garage that would require removal of all soil within the bounds of the project site to a depth of approximately 25 feet, which would effectively remediate the environmental concerns associated with the on-site soil and groundwater contamination. This soil excavation process would allow for discovery and removal of all suspected or unknown subsurface features that could be contributing to off-site or downgradient contamination levels. These The contamination-affected materials would be managed properly and transported off site.
Haz-1.
Mitigation Measure
Haz-1: Adherence to Remediation Measures. The applicant shall work with RWQCB to re-activate the fuel leak case and prepare and implement an agency-approved remediation plan site-specific Site Mitigation Plan. The plan may include preparation of a Site Mitigation Plan shall provide procedures and protocols for excavation, waste classification, and transportation/disposal of the contaminated soil; design of an excavation dewatering treatment system to manage the residual contamination in groundwater and excavation water generated during remediation and grading activities; and potential off-site up-gradient considerations; evaluation and design, if needed, of a soil vapor barrier extension to the waterproofing system for some or all of the perimeter subterranean garage walls to mitigate chemically-affected soil vapor from migrating onto the project site; and further assessment of adjacent down-gradient properties, as required by the RWQCB, to evaluate conditions following completion of the on-site remediation and subgrade construction activities.
Implementation of mitigation measures Haz-1 and Haz-2 would requirement implementation of a Remediation Plan Site Mitigation Plan in coordination with RWQCB prior to ground disturbance to address existing site contamination during construction activities and hazardous building material assessment and abatement prior to demolition of existing buildings, which would reduce the effects of hazardous materials from the soil or demolition to less than significant with mitigation.
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Factoring in the height of the site, the highest rooftop elements would reach maximum heights of approximately 132 feet above mean sea level, which would be below the FAA height limits.14 14 The height of 132 feet above mean sea level differs from the official “building height”, which is measured from ground level (not sea level) as reported in the Project Description.
During construction, the City would require the project to develop and implement best management practices (BMPs) to control erosion associated with construction such as watering the exposed soil, and permanent features to treat stormwater runoff.
All construction on the project would be conducted within the allowable hours. The With compliance with standard City conditions related to construction activity and noise, the impacts from noise generated by construction of the project would be less than significant.
The Water Shortage Contingency Plans for all three Peninsula Districts were revised as part of the 2020 Urban Water Management Plan (UWMP) update process and include detailed information about how drought risks are evaluated by Cal Water on an annual basis to determine the potential need for reductions.
Appendix A, Page 13: The following correction is hereby made to correct and error in the summary of the project’s land use type.
The proposed restaurant project land uses were entered into CalEEMod as described in Table 2.
Appendix A, Page 17: The following clarification is hereby made to the construction period assumptions made in the emissions modeling.
Emissions associated with vehicle travel depend on the year of analysis because emission control technology requirements are phased-in over time. Therefore, the earlier the year analyzed in the model, the higher the emission rates utilized by CalEEMod. The earliest full year of operation would be 2026 if construction begins in 2022.11
11 While this analysis was performed with an assumption of a construction start in 2022, with a later initiation of construction, impacts would be the same or lessened (due to increasing emissions controls) from those analyzed here.
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INITIAL STUDY
AND MITIGATED NEGATIVE DECLARATION
841 OLD COUNTY ROAD PROJECT
PREPARED FOR:
City of San Carlos
PLANNING DIVISION
600 ELM STREET
SAN CARLOS, CA 94070
JANUARY 2023
Prepared By:
Lamphier-Gregory, Inc.
4100 Redwood Rd, STE 20A - #601
Oakland, CA 94619
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TABLE OF CONTENTS
page
Introduction to this Document ................................................................................................................1 Public Review...........................................................................................................................................1 Project Information..................................................................................................................................2 Mitigated Negative Declaration.............................................................................................................14 Lead Agency Determination ...............................................................................................................21 Initial Study Checklist.............................................................................................................................22 Environmental Factors Potentially Affected.......................................................................................22 Evaluation of Environmental Effects ..................................................................................................22 Aesthetics.......................................................................................................................................23 Agricultural and Forest Resources.................................................................................................26 Air Quality ......................................................................................................................................27 Biological Resources ......................................................................................................................35 Cultural Resources.........................................................................................................................38 Energy ............................................................................................................................................40 Geology and Soils...........................................................................................................................43 Greenhouse Gas Emissions............................................................................................................46 Hazards and Hazardous Materials.................................................................................................51 Hydrology and Water Quality........................................................................................................56 Land Use and Planning...................................................................................................................59 Mineral Resources.........................................................................................................................60 Noise ..............................................................................................................................................61 Population and Housing.................................................................................................................64 Public Services ...............................................................................................................................65 Recreation......................................................................................................................................66 Transportation ...............................................................................................................................67 Tribal Cultural Resources...............................................................................................................71 Utilities and Service Systems.........................................................................................................72 Wildfire ..........................................................................................................................................75 Mandatory Findings of Significance...............................................................................................76 Document Preparers..............................................................................................................................78 Sources...................................................................................................................................................78 i
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page
TABLES
Table 1: Applicable Standard Conditions....................................................................................14 Table 2: Project Impacts and Mitigation Measures ....................................................................17 Table 3: Regional Air Pollutant Emissions for Construction........................................................29 Table 4: Regional Air Pollutant Emissions for Operational Period..............................................31 Table 5: Construction and Operation Risk (Unmitigated)...........................................................33 Table 6: Cumulative Community Risk (Unmitigated)..................................................................34 Table 7: Construction and Operational Energy Usage ................................................................41 Table 8: Greenhouse Gas Emissions............................................................................................49 Table 9: Project Vehicle Miles Traveled ......................................................................................70
FIGURES
Figure 1: Project Location...............................................................................................................6 Figure 2: Project Site and Existing Conditions................................................................................7 Figure 3: Site Plan...........................................................................................................................8 Figure 4: Grading and Drainage Plan..............................................................................................9 Figure 5: Utility Plan .....................................................................................................................10 Figure 6: Building Section.............................................................................................................11 Figure 7: Building Elevations ........................................................................................................12 Figure 8: Project renderings.........................................................................................................13
ATTACHMENTS
Attachment A: Air Quality and Greenhouse Gas Assessment Attachment B: Historical Assessment, Cultural Records Search, Sacred Lands Search Attachment C: Energy Calculations
Attachment D: Noise Assessment
Attachment E: CEQA Transportation Analysis
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INTRODUCTION TO THIS DOCUMENT
This document serves as the Initial Study and Mitigated Negative Declaration for the 841 Old County Road project (“project”). Full project application materials are available from the City of San Carlos Planning Division for review upon request.
Per CEQA Guidelines (Section 15070), a Mitigated Negative Declaration can be prepared to meet the requirements of CEQA review when the Initial Study identifies potentially significant environmental effects, but revisions in the project and/or incorporation of mitigation measures agreed to by the applicant would avoid the effects or mitigate the effects to a point where clearly no significant effects would occur and there is no substantial evidence in light of the whole record that the project as revised may have significant effect on the environment.
This document is organized in three sections as follows:
Introduction and Project Information. This section introduces the document and presents the project description including location, setting, and specifics of the lead agency and contacts. Mitigated Negative Declaration. This section lists the impacts and mitigation measures identified in the Initial Study Checklist and proposes findings that would allow adoption of this document as the CEQA review document for the proposed project. Initial Study Checklist. This section discusses the CEQA environmental topics and checklist questions and identifies the potential for impacts and proposed mitigation measures to avoid these impacts.
Full project application materials are available for review upon request from the Planning Division at City of San Carlos (see contact info below).
STANDARD CONDITIONS
There are regulations and policies applicable to the project that would be considered uniformly applied development policies or standards pursuant to CEQA Guidelines section 15183.3(7), or “Standard Conditions”. These Standard Conditions are incorporated into a project regardless of the project’s environmental determination, and are therefore considered prior to determination of significance and are not considered mitigation under CEQA. Specifics of applicable Standard Conditions are presented in Table 1 (page 11) and discussed under the relevant topic areas throughout this document.
PUBLIC REVIEW
This Initial Study will be circulated for a 30‐day public review period. Comments may be submitted in writing by email or regular mail to the following address:
City of San Carlos
Planning Division
Lisa Costa Sanders, Principal Planner
600 Elm Street
San Carlos, CA 94070
Email: [email protected]
841 Old County Road Project Initial Study/MND Page 1
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PROJECT INFORMATION
All figures for the project information are included together on pages 6 through 13.
PROJECT ENTITLEMENTS
Development of the project would require the following approvals from the City of San Carlos: a Planned Development Rezoning, Planned Development Permit, Design Review Permit, Development Agreement, Lot Merger/Lot Line Adjustment (to be determined), Grading and Dirt Haul Certificate, and Transportation Demand Management Program.
Because the project is located in the San Carlos Airport Land Use Compatibility Plan area, the project would be subject to Airport Land Use Commission review and approval.
The project is required to comply with Municipal Regional Permit requirements related to stormwater pollution prevention.
LEAD AGENCY
City of San Carlos
600 Elm Street
San Carlos, CA 94070
CONTACT PERSON
Lisa Costa Sanders, Principal Planner
City of San Carlos, Planning Division
600 Elm Street
San Carlos, CA 94070‐3085
Telephone: 650.802.4207
Email: [email protected]
PROJECT SPONSOR
The Sobrato Organization
Contact: Jeffrey Sobrato
599 Castro Street, Mountain View, CA 94041
Phone: 1‐408‐691‐1125
Email: [email protected]
PROJECT LOCATION AND EXISTING USES
The 3.4‐acre project site (Assessor’s Parcel Numbers 046‐133‐160, 046‐134‐050 and ‐060; 046‐135‐010, ‐ 020, ‐030, and ‐040; and 046‐182‐100, ‐110, and ‐150) is located in the City of San Carlos, California. The subject property consists of six legal land parcels with the addresses of 803, 821, 833, 841 and 851 Old County Road, and one legal land parcel that is an unaddressed former railroad spur. The project site is bounded by Bransten Road to the north, Old County Road to the west, Commercial Street to the south, and development and parking on the Commercial Street and Bransten Road parcels to the east. Figure 1 shows the project location and Figure 2 shows the project site and existing conditions.
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The project site has been developed with one‐ and two‐story buildings and associated asphalt paved roadways and parking area, landscaped areas and a paved yard for gravel, sand, and mulch storage in stacked block stalls. The property at 803, 821, and 833 Old County Road is currently occupied by San Carlos Garden Supply store, a garden supply store for hardscapes, gravel, sand and mulch and storage and sales. The property at 841 Old County Road is currently occupied by NPC Expert Tree Services, a tree pruning and service company. The property at 851 Old County Road is currently occupied by Peninsula Pet Resort, a pet (canine and feline), boarding, daycare, and grooming facility.
The project site is at an elevation of approximately 20 feet above mean sea level and is relatively flat, regionally sloping to the east‐northeast. The nearest surface water body is Pulgas Creek, located approximately ¼‐mile southwest of the project site. The depth to groundwater is approximately 4 feet below ground surface and the groundwater flow direction is generally to the north.
The site is impacted by contamination from historic and adjacent uses. The main contamination of concern is petroleum‐hydrocarbon in the soil and groundwater. Removal of impacted soil is proposed as part of the project as further discussed in Section 9: Hazards and Hazardous Materials.
GENERAL PLAN DESIGNATION / ZONING
Planned Industrial / Heavy Industrial (IH)
SURROUNDING LAND USES
The project site is located adjacent to industrial uses to the north, office and commercial spaces to the east, and the proposed site of the Alexandria Center for Life Science project to the south. Road and elevated train corridors are adjacent to the project to the west, providing a buffer of at least 250 feet to the development on the far side of El Camino Real, which includes retail, hotel/motel, and mixed‐use residential development.
The closest residential uses to the project are located across the rail line and El Camino Real to the west, starting as close as about 500 feet from the project site. The Greater East San Carlos neighborhood has single family homes located as close as approximately 720 feet to the north of the project site.
The San Carlos Airport is located approximately 1,000 feet to the northeast of the project.
PROJECT DESCRIPTION
Overview and Building Massing
The proposed project would involve the demolition of all existing buildings and site improvements and the construction of two new office / research and development (R&D) buildings: a 5‐story, 193,852 square foot building, and a 4‐story, 131,621 square foot building, with maximum heights of approximately 90 and 113 feet respectively, above a two‐level underground parking structure. Project site improvements would also include a courtyard between the buildings, sidewalks, landscaping, and lighting along Commercial Street and Old County Road.
The applicant is targeting life science tenants. While specific tenants have not been identified at this time, this document assumes the highest potential impact in any given environmental topic area given the flexibility in the future mix of office and/or R&D. For example, peak hour trip generation would be highest for 100 percent office occupancy, so that assumption has been used for the analysis of transportation and all‐R&D occupancy or a mix of the two types of uses would have trips and related 841 Old County Road Project Initial Study/MND Page 3
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impacts within that analyzed. Emissions would be highest from 100 percent R&D occupancy so that assumption has been used for the emissions analyses and all‐office occupancy or a mix of the two types of uses would have emissions and related impacts within that analyzed.
The buildings would be setback approximately 11 feet at ground level along Old County Road, with the north building setback approximately 7 ‐ 8 feet along Bransten Road and the south building setback approximately 2 ½ feet along Commercial Street. The architectural design is intended to respect the San Carlos innovation and industrial character through the use of natural materials, including red brick masonry and terracotta. Upper‐level terraces would be incorporated to increase active outdoor spaces that can be used by the tenants.
The project would redevelop a site already provided with utilities and services. Utility connections would be made to lines in adjacent streets that are either already existing or will be upgraded through coordination with the nearby Alexandria Center for Life Science project.
Figure 3 shows site plan. Figure 4 shows the grading and drainage plan. Figure 5 shows the utility plan.
Figures 6, 7, and 8 show the building section, elevations, and renderings.
Access & Parking
The project site is accessible by automobile, train, and bus, and would include on‐site facilities for pedestrians and bikes.
Rail: The project site is located 0.46 miles south of the San Carlos Caltrain Station, a regional rail corridor that provides connectivity between San Francisco and San Jose, with limited service to Gilroy during commute hours.
Bus: The project site is located approximately 500 feet from the El Camino Real/Arroyo Avenue SamTrans bus stop, serviced by routes ECR, 397, and 398.
Automobile/Truck: Primary project site access is from Commercial Street and Bransten Road, with secondary entrances at the corners of Old County Road.
Bicycle and Pedestrian Access: Pedestrian and bicycle access is available from the Caltrain Station and downtown San Carlos. Changes are planned to provide improved continuous access to transit stations (see Transportation section for more details).
Structured parking would be provided in 2‐stories below grade, with approximately 745 parking spaces to serve the office/R&D tenants. In addition, there would be 55 long term/80 short term bicycle parking spaces.
Construction
Project construction activities are anticipated to span approximately 3 years. Demolition and abatement would run approximately 1.5 months, followed by 6 to 7 months for excavation and construction of the underground parking garage. The north building and surrounding site construction is estimated to take 13 months. There may be a break in construction between completion of the north building and initiation of construction of the south building, but for purposes of this analysis, it was assumed construction would proceed without delay, which would result in the most conservative analysis. The south building and surrounding grounds are estimated to span approximately 14 months.
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The project would involve removal of contaminated soil and excavation for subsurface parking extending to depths of up to about 25 feet below ground surface. An estimated 121,000 cubic yards of soil is expected to be exported from the project site. Construction dewatering would be necessary during excavation as further discussed in Section 7: Geology and Soils and Section 10: Hydrology and Water Quality.
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Figure 1: Project Location
Source: Cornerstone Earth Group, 2021
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Figure 2: Project Site and Existing Conditions
Source: Google Earth, modified to show site
841 Old County Road Project Initial Study/MND Page 7
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Figure 3: Site Plan
Source: Project Plan Set, dated January 11, 2023
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Figure 4: Grading and Drainage Plan
Source: Project Plan Set, dated January 11, 2023
841 Old County Road Project Initial Study/MND Page 9
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Figure 5: Utility Plan
Source: Project Plan Set, dated January 11, 2023