Agenda packet — San Carlos City Council, May 13, 2024 (part 2 of 2)

BACKGROUND:

The City received a formal application from Alexandria Real Estate Equities to develop a life sciences and technology project (the “Project”) at a 24.7 acre site primarily occupied by Kelly Moore (the “Site”). The Site is bounded by Industrial Road, Commercial Street, Old County Road, and Pulgas Creek. The proposed open campus environment would feature six life science/technology buildings, two parking garages, and a network of green space and amenities for the community. The Project entitlements include a request to rezone the site to Planned Development, Design Review for the new buildings and approval of the Transportation Demand Management Plan and Grading and Dirt Haul. The Project will also include a development agreement with community benefits.

The California Environmental Quality Act (CEQA) requires agencies to prepare an analysis of the potential environmental impacts a proposed project may have on the environment in accordance with CEQA guidelines. Given the large scope of the proposed Project, staff has determined that an EIR is the appropriate CEQA analysis to complete.

The City Council, at its June 22, 2021 regular meeting, authorized the City Manager execute a professional services agreement (“Agreement”) with Lamphier Gregory for the preparation of an EIR for the Project. The Agreement was authorized in an amount not to exceed $294,000. The City Council previously approved four contract amendment requests as outlined below.

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Date Description Amount Authorized Contract amount
06/22/2021 Original contract EIR $294,000 $294,000
09/27/2021 Amendment 1: Expanded scope $86,000 $86,000
02/14/2022 Amendment 2: Revised project $39,205 $39,205 02/27/2023 Amendment 3: Traffic for TMA $58,225* $48,521 08/14/2023 Amendment 4: Noise & vibration $27,960 $37670 Total $505,390 $505,396
* The City Council authorized 20% contingency ($9,710) was inadvertently left out of contract amendment

3. This amount is included in contract amendment 4.

The applicant revised the circulation and access to parking garage 1 to include a new driveway on Commercial Street and changed the mechanical equipment assumptions for the new buildings.

These changes require updated transportation analysis and revised emissions and noise analysis.

ANALYSIS:

The applicant has revised its proposed site plan to include access to parking garage 1 with a new driveway on Commercial Street. This necessitates reanalyzing circulation and traffic under the CEQA categories and revising the traffic operations analysis. The additional cost associated with the revised transportation analysis by W-Trans is $24,750.

The applicant also submitted proposed changes to the mechanical equipment assumptions that require reanalyzing operational emissions and noise. This work will remodel the generator emissions, analyze the potential noise impact associated with larger generators, and update the noise analysis based on revised rooftop equipment locations. The additional cost associated with the revised emissions and noise analysis by Illingworth & Rodkin is $7,348.

The CEQA consultant will revise the project description and make revisions throughout the Administrative Draft EIR in multiple technical analysis chapters, coordinate with its subconsultants, and incorporate the revised analyses. The CEQA consultant’s cost associated with this work and anticipated work remaining to issue the Draft EIR is $40,000.

The cost of the additional work outlined above is $72,098. The total authorization with this amendment is $577,488. As noted above, the cost for this work will be paid for by the applicant.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing the City Manager to execute an amendment to the Professional Services Agreement with Lamphier Gregory to prepare an Environmental Impact Report for the Alexandria Life Sciences & Technology Project at 987 Commercial Street in an additional amount not to exceed $72,098; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

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Respectfully submitted by:

Al Savay, Community Development Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution

2. EIR Contract Amendment Request

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMENDMENT TO THE

PROFESSIONAL SERVICES AGREEMENT WITH LAMPHIER GREGORY TO PREPARE AN

ENVIRONMENTAL IMPACT REPORT FOR THE ALEXANDRIA LIFE SCIENCES & TECHNOLOGY PROJECT AT 987 COMMERCIAL STREET IN AN ADDITIONAL AMOUNT NOT TO EXCEED $72,098.

WHEREAS, the City of San Carlos has traditionally used the expertise of consulting firms to prepare environmental analysis consistent with the California Environmental Quality Act (CEQA) guidelines; and
WHEREAS, Alexandria Real Estate Equities submitted a Planning Division application to develop a 24.7 acre site with a life science and technology project; and WHEREAS, the City Council, at its June 22, 2021 meeting, authorized the City Manager to execute an agreement for professional services with Lamphier Gregory to prepare an Environmental Impact Report (EIR) for the Alexandria Life Sciences & Technology Project in an amount not to exceed $294,000; and
WHEREAS, Lamphier Gregory prepared the CEQA Initial Study and issued the Notice of Preparation to receive comments on the scope of the EIR, including holding a scoping meeting with the Planning Commission on July 19, 2021. Based on comments received, Staff directed Lamphier Gregory to expand the scope of work for the EIR and prepare additional traffic analysis; and
WHEREAS, the City Council, at its September 27, 2021 meeting, authorized the City Manager to execute an amendment to the agreement for professional services to prepare an EIR for the Alexandria Life Sciences & Technology Project in an additional amount not to exceed $86,000 for the expanded scope of work; and
WHEREAS, the City Council, at its February 14, 2022 meeting, authorized the City Manager to execute an amendment to the agreement for professional services to prepare an EIR for the Alexandria Life Sciences & Technology Project in an additional amount not to exceed $39,205 to evaluate the revised project as submitted by the applicant; and WHEREAS, the City Council, at its February 27, 2023 meeting, authorized the City Manager to execute an amendment to the agreement for professional services to prepare an EIR for the Alexandria Life Sciences & Technology Project in an additional amount not to exceed $58,225, including $9,710 contingency, for additional traffic analysis relating to a transportation management association (TMA) as submitted by the applicant; and WHEREAS, the City Council-authorized contingency in the amount of $9,710 was inadvertently left out of contract amendment 3 and will be included in contract amendment 4; and

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WHEREAS, the City Council, at its August 14, 2023 meeting, authorized the City Manager to execute an amendment to the agreement for professional services to prepare an EIR for the Alexandria Life Sciences & Technology Project in an additional amount not to exceed $33,300, including the $9,704 contingency from contract amendment 3, for additional noise and vibration analysis; and
WHEREAS, Alexandria Real Estate Equities revised the circulation and access to proposed parking garage 1 to include a new driveway on Commercial Street and changed the mechanical equipment assumptions for the new buildings. These changes require updated transportation analysis and revised emissions and noise analysis for the Draft EIR at a total cost of $72,098; and
WHEREAS, Alexandria Real Estate Equities has agreed to fully fund the costs related to the preparation of the EIR.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Carlos hereby authorizes the City Manager to amend the agreement for professional services to prepare an Environmental Impact Report for the Alexandria Life Sciences & Technology Project in an additional amount not to exceed $72,098 for the revised scope of work. * * * * *
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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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LAMPHIER  GREGORY

URBAN PLANNING
ENVIRONMENTAL ANALYSIS
Lamphier ‐ Gregory 4100 Redwood Road, STE 20A ‐ #601 Oakland, CA 94619 lamphier ‐ gregory.com March 14, 2024

Lisa Costa Sanders, Principal Planner
City of San Carlos
sent via e-mail at: [email protected]

RE: Contract Amendment 5 Request for Alexandria Center for Life Science Project

Principal Planner Costa Sanders,
This letter presents our proposal for additional scope and budget to address discussed out-of-scope items. Out-of-scope items include changes to parking garage 1 (PG-1) access and internal circulation, changes to equipment assumptions related to noise and emissions analysis, and substantial additional coordination and revision by Lamphier-Gregory related to ongoing project and document changes and team revisions.

Revised Transportation Analysis by W-Trans:

The change in PG- 1 access assumptions would require reanalyzing circulation and traffic as follows.

1. CEQA ADEIR Update. The project description will be updated to reflect the change in internal circulation and access from PG-1 onto Commercial Street. The site access and internal circulation text will also be updated. No other edits are anticipated at this time.

2. Traffic Operations Analysis Update. There would be a change in access to PG-1 with more vehicles accessing the garage via Commercial Street.
a. The changes to roadway traffic volumes on Old County Road and Commercial Street, the intersection volumes at the Old County Road/Commercial Street intersection, and the driveway connecting PG-1 to Commercial Street will be re-evaluated for each project scenario.
b. The traffic operations analysis of these facilities, including the queues on southbound Old County Road approaching Commercial Street, and on Commercial Street in both directions between Old County Road and the PG-1 driveway, will also be assessed for each project scenario.
c. The Draft Traffic Operations Analysis report, including text, tables and figures, will be updated.

Inclusion of this scope with the contracted 10% markup would be $22,302.50 for the non-CEQA Traffic Operations Analysis and $2,447.50 for the CEQA revisions, for a total of $24,750.

Revised Emissions and Noise Analysis by Illingworth & Rodkin:

The change in mechanical equipment assumptions would require reanalyzing operational emissions and noise.

1. Remodel the generator emissions.

2. Analyze the potential noise impact of increasing the generators to 2000kw.

3. Update the noise analysis with revised rooftop equipment locations.

Inclusion of this scope with the contracted 10% markup would be $3,300 for the remodeled emissions analysis and $4,048 for the revised noise analysis, for a total of $7,348.

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Page 2 of 2 ends

Lamphier ‐ Gregory 4100 Redwood Road, STE 20A ‐ #601 Oakland, CA 94619 lamphier ‐ gregory.com Lamphier-Gregory Additional Assessment and Documentation and Refreshed Contingency Budget:

To address the revised project description, Lamphier-Gregory will need to make revisions throughout the EIR document, including the project description and multiple technical analysis chapters. This will involve coordination, and receipt and review of updated technical documentation from the applicant team and subconsultants above.

Lamphier-Gregory has also spent substantial additional time and effort to address successive project revisions, changes to the CEQA document structure, and revisions from more than anticipated reviewers and rounds and has used more than the anticipated portion of the budget at this time. We have considered the amount of work remaining to issuance of the Draft EIR and request an additional budget of $40,000 to complete the CEQA process.

Contingency Budget Remaining and Temporary Use:

Note that $25,227 would remain in the contingency budget following this amendment and we do not propose to add any additional budget. To avoid potential delays, Lamphier-Gregory will begin work as described under a notice to proceed to be temporarily funded from the contingency budget until the contract amendment is fully executed.

Summary of Budget Request and History:

In summary, this Contract Amendment 5 request encompasses $32,098 for updates to the subconsultant analyses, and $40,000 for Lamphier-Gregory to cover all the project and document changes.

The contract amendment 5 additional budget request for the above scope totals $72,098.

Original Contracted Budget $294,000
Contract Amendment 1 $86,000
Contract Amendment 2 $39,205
Contract Amendment 3 Additional Scope $48,521
Contract Amendment 3 Contingency $9,704
Contract Amendment 4 Request $27,960
Contract Amendment 5 Request $72,098
Total Budget with Amendment 5 Approval $577,488
Thank you for your consideration of this request and please do not hesitate to contact me with any questions.

Sincerely,

Rebecca Auld, Vice President
Lamphier-Gregory, Inc.

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Authorizing Cash-in-Lieu of Debt Financing in the Amount of $2,062,478 Offset by $810,000 of Debt Service Reserve Funds in Fiscal Year 2024-25 from the Wastewater Fund in Accordance with the Long-Range Financial Plan of the Silicon Valley Clean Water Joint Powers Authority.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution authorizing the payment of a cash-in- lieu of debt financing amount of $2,062,478 to Silicon Valley Clean Water (SCVW) in Fiscal Year (“FY”) 2024-25, in accordance with the authority’s Long-Range Financial Plan (LRFP), offset by $810,000 of debt service reserve funds.

FISCAL IMPLICATIONS:

The cash-in-lieu payment will be made from the City’s Wastewater Fund which has sufficient reserves to make this payment. This amount was incorporated into the recently completed sewer rate study presented to the Council on April 8, 2024. The amount is also included in the Proposed Wastewater Budget for FY 2024-25. This cash payment will be offset by $810,000, currently held by SVCW as debt service reserve funds.

BACKGROUND:

In 2008, SVCW launched its Capital Improvement Program (CIP), necessary to replace or rehabilitate circa-1970s infrastructure. The original infrastructure was paid for using federal Clean Water Act money, though today’s construction is being funded by debt and subsequent sewer rate adjustments by SVCW member agencies. Capital expenditures to date are approximately $900 million since 2008, which required borrowing money from the bond market, the Environmental Protection Agency (EPA), and the California State Water Resources Control Board (SWRCB).

Ongoing construction on critical projects includes:
•RESCU (Regional Environmental Sewer Conveyance Upgrade) – Replacement of member pump stations, a 1960s forcemain pipeline that has experienced leaks, as well as a receiving lift station and headworks facility.
•Fixed Film Reactors – Replacement of circa-1970s structures that create algal conditions that help purify wastewater.
•Final Effluent Pumps – Replacement of five large pumps and electrical systems that, for 40 years, have conveyed final treated water into the San Francisco Bay.

In FY 2022-23 and FY 2023-24, payments were made by SVCW member agencies to temporarily

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contribute to a debt coverage reserve fund to help ensure the agency met certain debt covenants.

The City made payments of $380,000 and $430,000 in the respective years. These payments were held in a debt reserve fund and can be used to offset future expenses.

ANALYSIS:

Each year, SVCW updates its LRFP, a ten-year projection of the cash flows needed for wastewater treatment operating expenses, capital expenditures, debt service payments, and reserve contributions. The LRFP models the cost of borrowing funds by incorporating new and existing project costs, their timing, and interest rates faced in current capital market conditions.

The advantageous interest rates over the past several years produced a weighted-average cost of capital of approximately 1.6%.

Whereas proceeds from available loans, bonds, and reserves are anticipated to be depleted over the next two fiscal years, SVCW does not yet recommend issuing new debt. Given today’s relatively higher interest rates, it is recommended that new borrowing be deferred until next year.

The authority has asked members to instead draw a collective $13.6 million from their Sewer Fund cash balances. The City’s share of this cash-in-lieu contribution is 15.14%, or $2.06 million.

Fortunately, due to the low interest rates and the timing of capital projects, the City has been able to accumulate adequate cash reserves in its sewer fund to absorb such a payment, to be made in FY 2024-25.

Once the SVCW financial audit for FY 2023-24 has been completed, the $810,000 in debt service reserve funds with interest will be used to offset the impact of the cash-in-lieu payment.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing cash-in-lieu of debt financing in the amount of $2,062,478 offset by $810,000 of debt service reserve funds in Fiscal Year 2024-25 from the wastewater fund in accordance with the LRFP of the SVCW Joint Powers Authority; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AUTHORIZING CASH-IN-LIEU OF DEBT FINANCING IN THE AMOUNT OF $2,062,478 OFFSET BY $810,000 OF DEBT SERVICE RESERVE FUNDS IN FISCAL YEAR 2024-25

FROM THE WASTEWATER FUND IN ACCORDANCE WITH THE LONG-RANGE FINANCIAL PLAN OF THE SILICON VALLEY CLEAN WATER JOINT POWERS AUTHORITY.

WHEREAS, the City wishes to continue investment in infrastructure-related capital projects at the SVCW wastewater treatment plant; and
WHEREAS, to reduce the immediate need for issuance of additional debt at relatively high interest rates, the City Council wishes to make a cash-in-lieu of debt financing payment in the amount of $2,062,478 to Silicon Valley Clean Water (SVCW) in FY 2024-25; and WHEREAS, the City Council acknowledges that the cash-in-lieu payment will be offset by $810,000 in debt service reserve funds, paid previously by the City to SVCW; and WHEREAS, the cash-in-lieu amount is budgeted to be paid out of the City’s Wastewater Fund which has sufficient reserves.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby approves the cash-in-lieu of debt financing payment in the amount of $2,062,478 in FY 2024-25 to be offset by $810,000 of debt service reserve funds. * * * * *
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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Awarding the 2024 Sewer Lateral Replacement Project C1737 in the Amount of $140,500, Authorizing the City Manager to Execute an Agreement with Smelly Mel’s Plumbing, and Providing Authority to the City Manager to Approve Additional Work as Provided in the Bid, Not to Exceed a Total of $280,000.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution awarding the 2024 Sewer Lateral Replacement Project C1737 (“Project”) and authorizing the City Manager to execute an agreement with Smelly Mel’s Plumbing in an amount not to exceed $140,500 and providing authority to the City Manager to approve additional work as provided in the bid, not to exceed a total of $280,000.

FISCAL IMPLICATIONS:

There are no fiscal implications and no additional appropriation is needed at this time.

Funds will be encumbered, as needed, from Council-approved Capital Improvement Program (“CIP”) 2024 Sewer Lateral Replacement Project C1737, which has an available budget of $286,508 for Fiscal Year 2023-24.

BACKGROUND:

The typical sanitary sewer lateral is broken into two parts: the upper lateral, extending from the structure on private property to the City’s right-of-way line, and the lower lateral, extending from the City’s right-of-way line to the sewer main in the street. The private property owner is responsible for the upper lateral. When a clean-out exists or when it is installed at the time the lower lateral is replaced, the City will accept future maintenance responsibility for the lower lateral.

This maintenance involves as-needed cleaning to resolve blockages, such as roots, or repair and replacement, if the integrity of the pipe is compromised and there have been repeated calls for service. When issues with a lateral are reported, staff investigates the problem by scoping the existing lateral to further examine the issue. Staff performs minor repairs immediately, but if more serious defects are uncovered, the lower lateral would be replaced.

Aging laterals are prone to root intrusion, structural deficiencies, and grease build-up, and contribute to sewer backups and blockages, as well as rainwater intrusion into the sewer. In August 2013, the Sewer Lateral Replacement Program (“Program”) was created to reduce sanitary sewer overflows (“SSOs”) caused by defective laterals and reduce recurring maintenance

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costs. To date, the Program has replaced over 400 lower laterals, which has helped to limit the number of SSOs. Sewer Lateral Replacement projects are conducted annually.

SSOs occur for various reasons; the two primary reasons are pipe offset or flow blockage. Pipe offset occurs when the existing pipes are no longer in a sealed alignment. Flow blockages occur most often when foreign objects enter the lateral, such as grease, tree roots, or rocks.

When residents or property owners report an issue with their sanitary sewer lower lateral, staff has two options to address the maintenance of the lateral. When possible, staff will first hydro- flush and clean the lateral. If this method is successful, staff will continue to maintain the lateral until the lateral can be included in a citywide Annual Sanitary Sewer Rehabilitation Project.

However, if the lateral cannot be hydro-flushed or maintained, the lateral will be replaced under this contract.

ANALYSIS:

On March 26, 2024, the City advertised for bids for the Project based on quantity per unit, and bids were opened on April 16, 2024. Bids for the were received based on estimated quantities with the following results:

Contractor Bid Amount
Engineer’s Estimate $175,000.00
Smelly Mel’s Plumbing $140,500.00
A3 Pipeline $159,593.84
C2R Engineering, Inc. $168,637.00
Devaney Engineering, Inc. $196,020.00
Corcus Construction, Inc. $208,568.00
FJ&I Engineering, Inc. $222,620.00
Casey Construction, Inc. $245,764.00
John Boylan Engineering, Inc. $298,544.00
Morrow Trenchless, LLC $320,152.00
Golden Bay Construction, Inc. $366,186.00
The lowest responsible and responsive bid for the Project was submitted by Smelly Mel’s Plumbing in the amount of $140,500 for the estimated quantities.

Because the lowest responsible bid was below the Engineer’s estimate, staff identified additional sewer lateral work to proactively address additional scopes of work while using the favorable per quantity bid price.

Staff recommends awarding the contract to the lowest responsible and responsive bidder identified above in the amount of $140,500 and authorizing the City Manager to approve further project work up to the budgeted allocation of $280,000.

ALTERNATIVES:

The alternatives available to the City Council include:

1.Adopt a Resolution awarding the 2024 Sewer Lateral Replacement Project C1737; (“Project”) and authorizing the City Manager to execute an agreement with Smelly Mel’s Plumbing in an amount not to exceed $140,500 and providing authority to the City

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Manager to approve additional work as provided in the bid, not to exceed a total of $280,000; or

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. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AWARDING THE 2024 SEWER LATERAL REPLACEMENT PROJECT C1737 IN THE AMOUNT OF $140,500, AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH SMELLY MEL’S PLUMBING, AND PROVIDING AUTHORITY TO THE

CITY MANAGER TO APPROVE ADDITIONAL WORK AS PROVIDED IN THE BID, NOT TO EXCEED A TOTAL OF $280,000.

WHEREAS, the typical sanitary sewer lateral is broken into two parts: the upper lateral extending from the structure on private property to the City’s right-of-way line, and the lower lateral extending from the City’s right-of-way line to the sewer main in the street; and WHEREAS, the private property owner is responsible for the upper lateral; and WHEREAS, when a clean-out exists or when it is installed at the time the lower lateral is replaced, the City will accept future maintenance responsibility for the lower lateral; and WHEREAS, when issues with a lateral are reported, staff investigates the problem by scoping the existing lateral to further examine the issue. Staff performs minor repairs immediately, but if more serious defects are uncovered, the lower lateral will be replaced; and WHEREAS, in August 2013, the Sewer Lateral Replacement Program (“Program”) was created to reduce sanitary sewer overflows (SSOs) caused by defective laterals and reduce recurring maintenance costs; and
WHEREAS, staff maintains a continuous list of lower laterals for replacement and has identified 26 lower laterals that will be replaced as part of the 2024 Sewer Lateral Replacement Project No. C1737 (“Project”); and
WHEREAS, on March 26, 2024, the City advertised for bids for construction of the Project and bids were opened on April 16, 2024; and
WHEREAS, the lowest responsible and responsive bid for the Project was submitted by Smelly Mel’s Plumbing in the amount of $140,500; and
WHEREAS, as the lowest responsible bid was below the Engineer’s estimate, staff has identified additional sewer lateral work on a quantity basis that will allow the City to be utilize the favorable bid per quantity price; and
WHEREAS, staff recommends awarding the contract to the lowest responsible and responsive bidder identified above and providing authority to the City Manager to execute further quantity amounts as provided in the bid, not to exceed a total of $280,000.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby awards the 2024 Sewer Lateral Replacement Project C1737 Adopt a Resolution awarding the 2024 Sewer Lateral Replacement Project C1737 (“Project”), authorizing the City Manager to execute an agreement with Smelly Mel’s Plumbing in an amount not to exceed $140,500, and providing authority to the City Manager to approve further quantity amounts as provided in the bid, not to exceed a total of $280,000.

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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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Accepting the Storm Drain Easement at 731 Cordilleras Avenue.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution accepting the storm drain easement at 731 Cordilleras Avenue.

FISCAL IMPLICATIONS:

Accepting the easement will have no financial impact on the City.

BACKGROUND:

Steven Fogel, property owner of 731 Cordilleras Avenue (the “Property”), applied for permits for a proposed remodel and addition to the rear of the Property. During the project, a 12-inch storm drainpipe that carries storm water from two storm drains inlets from a low spot on the 700 block of Knoll Drive down to a “bubble up” on Cordilleras Drive was discovered by the owner’s contractor.

A bubble-up looks like a storm inlet, but is actually where water discharges into a gutter. The bubble-up is at the gutter, located between the two houses consistent with the alignment of the described easement. During the City’s plan review process and review of the title, it was confirmed that the City does not have an easement where the existing storm drainpipe runs. In addition, the existing drainpipe cannot remain in its current location as it is under the foundation of the home on the Property and interferes with the addition planned by the property owner. To relocate the pipe and enable future maintenance of the new storm drain by the City, the property owner has agreed to grant the City a storm drain easement to enable relocation of the pipe and resolution of the issues involved.

Under state law, the City Council must accept a grant of an easement.

ANALYSIS:

A storm drain easement is required by the City for the purposes of construction, access, maintenance, replacement, and repair of the existing storm drain facility at 731 Cordilleras Avenue. Staff recommends that the City Council adopt the Resolution accepting the storm drain easement and authorizing the City Manager to sign documents necessary to record acceptance of the easement with the San Mateo County Recorder.

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ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution accepting the storm drain easement for 731 Cordilleras Avenue; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Gregory Rubens, City Attorney
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution
Exhibit A to Resolution - Storm Drain Easement for 731 Cordilleras Ave

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ACCEPTING THE STORM DRAIN EASMENT AT 731 CORDILLERAS AVENUE.

WHEREAS, the property owner at 731 Cordilleras Avenue applied for permits for a proposed remodel and addition to the rear of an existing single-family home; and WHEREAS, a 12-inch storm drain that carries storm water from two storm drains inlets from a low spot on the 700 block of Knoll Drive down to a “bubble up” was discovered, which interfered with the construction of the addition; and
WHEREAS, during the City’s plan review process, City records and a title search indicated that the City does not have an easement for the existing storm drain; and WHEREAS, the existing storm drain is located underneath the structure on the Property and cannot be maintained in its current location; and
WHEREAS, to enable construction of the addition, relocation of the storm drain, and future maintenance of the storm drain by the City, the property owner is willing to grant the City a storm drain easement.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby accepts the storm drain easement for 731 Cordilleras Avenue, described and shown on Exhibit A attached hereto and made a part hereof, and authorizes the City Manager to sign documents necessary to record acceptance of the easement with the San Mateo County Recorder. * * * * *
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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibit A: Storm Drain Easement for 731 Cordilleras Ave AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Authorizing the City Manager to Execute an Agreement with the City of Redwood City for Fire Equipment Maintenance and Retrofitting Services and Authorizing the Renewal of Additional One Year Terms for a Maximum of Ten Years from the Effective Date in an Amount Not to Exceed $75,000 per Year.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution authorizing the City Manager to execute an agreement with the City of Redwood City (“Redwood City”) for fire equipment maintenance and retrofitting services and authorize the renewal of additional one-year terms for a maximum of ten years from the effective date in an amount not to exceed $75,000 per year.

FISCAL IMPLICATIONS:

There is no fiscal impact or additional appropriation necessary. These services have been budgeted in the Fire Department Operating Budget.

BACKGROUND:

On August 22, 2011, the City Council authorized the City Manager to execute an agreement with Redwood City for fire equipment maintenance services. The initial term was for one year from effective date with automatic one-year renewals. The chart below reflects the total amount spent per year for the past three years on these services.

FY 2023-24 YTD $24,849.67
FY 2022-23 $40,461.79
FY 2021-22 $45,905.23
Redwood City has agreements with the following agencies to provide a similar service: Town of Atherton, Silicon Valley Clean Water, West Bay Sanitary District, and the San Mateo County Narcotics and Vehicle Task Force.

ANALYSIS:

Under the agreement signed in 2011, Redwood City would perform fire apparatus and vehicle maintenance using Redwood City’s Fleet Maintenance staff, who would bill their time at an hourly rate of $119.49, plus a 15% charge for overhead and administrative services. The agreement allowed a 3% annual increase of this hourly rate every year after the first year of the agreement.

Although the agreement allowed for an annual increase of this rate, the hourly rate has not been increased since 2011.

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A new rate of $147.37 was established based on a rate study completed by Redwood City and represents an approximate 23% increase from the current rate. The new agreement will formalize the rate increase and includes a 3% cost escalator on the hourly rate which will take effect each July. Adoption of this Resolution will allow for the auto-renewal each year for up to 10 years, but either agency can elect to withdraw from the agreement at any time upon providing at least 30- day notice to the other party.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing the City Manager to execute an Agreement with the City of Redwood City for Fire Equipment Maintenance and Retrofitting Services and authorize the renewal of additional one-year terms for a maximum of ten years from the effective date in an amount not to exceed $75,000 per year; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution

2. Proposed Agreement for Fire Equipment Maintenance Services

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE

CITY OF REDWOOD CITY FOR FIRE EQUIPMENT MAINTENANCE AND RETROFITTING

SERVICES AND AUTHORIZING THE RENEWAL OF ADDITIONAL ONE YEAR TERMS FOR

A MAXIMUM OF TEN YEARS FROM THE EFFECTIVE DATE IN AN AMOUNT NOT TO EXCEED $75,000 PER YEAR.

WHEREAS, the City of San Carlos has been contracting with the City of Redwood City for Fire Equipment Maintenance services since 2011; and
WHEREAS, the City of Redwood City has agreements with the following agencies to provide a similar service: Town of Atherton, Silicon Valley Clean Water, West Bay Sanitary District and the San Mateo County Narcotics and Vehicle Task Force; and WHEREAS, the $119.49 hourly rate for these services has not increased since 2011; and WHEREAS, the new rate of $147.37 was established based on a rate study completed by the City of Redwood City and represents a 23% increase; and WHEREAS, adoption of this Resolution will allow for the auto-renewal each year including a 3% increase in the hourly rate; and
WHEREAS, either agency can elect to withdraw from the agreement at any time upon providing at least a 30-day notice to the other party.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby authorizes the City Manager to execute an agreement with the City of Redwood City for fire equipment maintenance and retrofitting services and authorizes the renewal of additional one- year terms for a maximum of ten years from the effective date in an amount not to exceed $75,000 per year.
* * * * *
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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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AGREEMENT FOR THE CITY OF REDWOOD CITY

TO PROVIDE FIRE EQUIPMENT MAINTENANCE SERVICES TO THE CITY OF SAN CARLOS
THIS SERVICE AGREEMENT is entered into this day of , 2024 (“Effective Date”), between the CITY OF REDWOOD CITY , a charter city and municipal corporation of the State of California (“Redwood City”), and the CITY OF SAN CARLOS , a municipal corporation of the State of California (“SAN CARLOS”), (collectively the “Parties”).

RECITALS
WHEREAS, Redwood City operates and maintains a motor vehicle maintenance facility and Redwood City is willing to perform vehicle maintenance and repair services for SAN CARLOS's Fire Equipment on an as needed basis at SAN CARLOS's direction and request; and
WHEREAS, SAN CARLOS also requests that Redwood City provide vehicle retrofitting services, which means adding equipment to designated fire vehicles, also known as “up-fitting” on an as needed basis at SAN CARLOS's direction and request; and WHEREAS, SAN CARLOS agrees to compensate Redwood City for fire vehicle maintenance, repair and retrofitting services prescribed herein.

NOW, THEREFORE , in consideration of these recitals and the mutual covenants contained herein, the Parties agree as follows:

1. DEFINITIONS. For purposes of this Agreement the following words and terms shall have the meanings respectively ascribed thereto:
(a) “Maintenance Services” means the furnishing of labor and materials necessary or appropriate to perform routine Fire Equipment maintenance and repair services for SAN CARLOS based upon Fire Equipment manufacturer recommendations and to the usual and customary standard pertaining to the furnishing of such services by California municipalities for their own motor vehicles and equipment. (b) “Retrofitting Services” means installing SAN CARLOS designated after-market equipment to SAN CARLOS designated Fire Equipment, which generally includes but is not limited to the following equipment: light bars and sirens, advanced electrical and technological components deemed occupationally specific, reinforced safety and security features, which SAN CARLOS will provide a list of required supplies and equipment to be retrofitted for each designated vehicle. (c) “Fire Equipment” means fire engines, support vehicles and related equipment owned by SAN CARLOS, which generally includes both marked and unmarked motor vehicles of various makes and models.
(d) “Municipal Services Center” means Redwood City's Municipal Services Center, located at 1400 Broadway, Redwood City, California.

ATTY/AGR.2024.058/CITY OF REDWOOD CITY (SAN CARLOS - AGREEMENT FOR FIRE EQUIPMENT MAINTEN) (Page 1 of 5)

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2. MAINTENANCE AND RETROFITTING SERVICES.
(a) Redwood City shall provide Maintenance Services and Retrofitting Services on an “as needed” basis based upon Fire Equipment manufacturer recommendations and upon request of SAN CARLOS. SAN CARLOS shall deliver its Fire Equipment to the Municipal Services Center for Maintenance Services and/or Retrofitting Services and upon completion thereof, take delivery of said Fire Equipment within a reasonable time. SAN CARLOS is responsible for scheduling Maintenance Services and Retrofitting Services for each vehicle and upon completion of Maintenance Services, Redwood City shall generally indicate the approximate date of the next recommended maintenance service for such vehicle.
(b) Further, SAN CARLOS has sole authority and responsibility to schedule or to omit Maintenance Services and Retrofitting Services for any particular motor vehicle or equipment.

3. COMPENSATION; COSTS ; REVISIONS . SAN CARLOS shall compensate Redwood City for labor furnished hereunder for Maintenance Services and Retrofitting Services at the hourly rate of One Hundred Forty-Seven Dollars and Thirty-Seven Cents ($147.37), including common labor, skilled labor, trained mechanic's services or other labor or services necessary or appropriate for furnishing such Maintenance Services and Retrofitting Services, in an amount not to exceed Seventy-Five Thousand Dollars ($75,000) in the initial term. Thereafter, the hourly rate shall increase by 3% on July 1 of each year that this Agreement remains in place.

SAN CARLOS shall pay Redwood City for all parts and supplies furnished in connection with such Maintenance Services and Retrofitting Services at the cost thereof to Redwood City plus fifteen percent (15%) for overhead and administrative costs.

Redwood City will consult with SAN CARLOS before conducting major repairs exceeding One Thousand Dollars ($1,000.00) for parts and/or Two Thousand Dollars ($2,000.00) for parts and labor combined.

Redwood City shall submit monthly billing to SAN CARLOS with a summary sheet and work orders for all work performed, and SAN CARLOS shall pay Redwood City within thirty (30) days of receipt of billing.

4. INDEMNIFICATION.
(a). Redwood City hereby agrees to defend, indemnify, and save SAN CARLOS and its officers, agents, and employees harmless against and from any and all claims, suits, and actions of every name, kind and description, which may be brought against SAN CARLOS, by reason of any injury to, or death of, any person (including corporations, partnerships and associations) or damage suffered or sustained by any such person arising from, or alleged to have arisen from Redwood City 's services provided under this Agreement, except as arising from the sole negligence or willful misconduct of SAN CARLOS.
(b). SAN CARLOS hereby agrees to defend, indemnify, and save Redwood City and its officers, agents, and employees harmless against and from any and all claims, ATTY/AGR.2024.058/CITY OF REDWOOD CITY (SAN CARLOS - AGREEMENT FOR FIRE EQUIPMENT MAINTEN) (Page 2 of 5)

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suits, and actions of every name, kind and description, which may be brought against Redwood City, by reason of any injury to, or death of, any person (including corporations, partnerships and associations) or damage suffered or sustained by any such person arising from, or alleged to have arisen from, any act or omission to act, arising from or relating to SAN CARLOS entering the Municipal Service Center in connection with this Agreement or arising from SAN CARLOS's failure to timely schedule required maintenance or to have maintenance performed as recommended by the manufacturer of the Fire Equipment, or as recommended by Redwood City in writing, except as arising from the sole negligence or willful misconduct of Redwood City.
(c). The Parties shall waive any rights of recovery for liabilities arising out of the California Workers’ Compensation laws, including but not limited to Cal. Labor Code sections 3200 and following.

5. INSURANCE. The Parties will obtain and maintain for the duration of the Agreement and any and all amendments, coverage against claims for injuries to persons or damage to property, which may arise out of or in connection with performance of this Agreement to the extent provided below. Said coverage may be provided by self-insurance and/or through joint powers insurance authority risk pool organized and operated under California law.
(a). Redwood City and SAN CARLOS will maintain the types of coverages and minimum limits indicated below:
(1) General Liability with limits of $2,000,000 per occurrence. (2) Automobile Liability with limits of $1,000,000 per occurrence. (3) Workers' Compensation as required by the California Labor Code and Employer's Liability with limits of $1,000,000 per accident for bodily injury.

6. ADDITIONAL PROVISIONS . SAN CARLOS will ensure that the General Liability and Automobile Liability coverages required under this Agreement contain, or are endorsed to contain, provisions requiring Redwood City to be named as an Additional Insured Covered Party.

7. DISPUTE RESOLUTION. Should any dispute arise out of this Agreement, the Parties shall meet in mediation and attempt to reach a resolution with the assistance of a mutually acceptable mediator. The costs of the mediator, if any, shall be paid for equally by the Parties. If a mediated settlement is reached, neither party shall be the prevailing party for the purposes of the resolution of the dispute. Neither party shall be permitted to file legal action without first meeting in mediation and maintaining a good faith attempt to reach a mediation resolution. Each party will bear their own attorney's fees, if any.

8. TERM; TERMINATION . The initial term of this Agreement shall be one (1) year commencing from the Effective Date, and further that the term hereof shall be renewable automatically for additional one-year terms in an amount not to exceed Seventy- Five Thousand Dollars ($75,000) per extension term for Maintenance Services and Retrofitting Services, with a maximum term of ten (10) years from the Effective Date of this ATTY/AGR.2024.058/CITY OF REDWOOD CITY (SAN CARLOS - AGREEMENT FOR FIRE EQUIPMENT MAINTEN) (Page 3 of 5)

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Agreement unless terminated earlier by either party in accordance with this section. Either party may terminate this Agreement without cause by giving the other party written notice of not less than thirty (30) days. Redwood City shall be paid for all labor and/or services and all parts and supplies ordered or received up to the termination date.

9. AMENDMENTS. Except as provided to the contrary in paragraph 8 above, this Agreement may be amended by written Agreement, approved and executed by the Parties in the same manner as this Agreement.

10. APPLICABLE LAW. This Agreement, its interpretation and enforcement, shall be governed by the laws of the State of California.

11. PARAGRAPH HEADINGS . Paragraph headings as used herein are for convenience only and shall not be deemed to modify or amend the paragraphs headed thereby.

12. NOTICES. The name of the persons who are authorized to give written notices or to receive written notice on behalf of Redwood City and on behalf of SAN CARLOS under this Agreement are:

For Redwood City: City of Redwood City
Attention: Public Works Fleet Superintendent
1400 Broadway Street
Redwood City, CA 94063
For SAN CARLOS: City of San Carlos
Attention: City Manager
600 Elm Street
San Carlos, CA 94070
Except as otherwise stated, all notices to be provided or that may be provided under this Agreement must be in writing and delivered by regular and certified mail. Each party will notify the other immediately of any changes of address that would require any notice or delivery to be directed to another address.

13. ELECTRONIC SIGNATURES. If all Parties agree, electronic signatures may be used in place of original signatures on this Agreement. Each Party intends to be bound by the signatures on the electronic document, is aware that the other Parties will rely on the electronic signatures, and hereby waives any defenses to the enforcement of the terms of this Agreement based on the use of an electronic signature. After all Parties agree to the use of electronic signatures, all Parties must sign the document electronically. (Signatures on Following Page)
ATTY/AGR.2024.058/CITY OF REDWOOD CITY (SAN CARLOS - AGREEMENT FOR FIRE EQUIPMENT MAINTEN) (Page 4 of 5)

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IN WITNESS WHEREOF , the Parties hereto have executed this Agreement on the date first hereinabove written.

CITY OF REDWOOD CITY , a charter city
and municipal corporation of the State of
California
_________________________________
By: Melissa Stevenson Diaz, City Manager
ATTEST:
________________________
Yessika Castro, Ci ty Clerk
APPROVE AS TO FORM:
__________________________
Veronica Ramirez, City Attorney

CITY OF SAN CARLOS
_____________________
By: Jeff Maltbie, City Manager
ATTEST:
__________________
Crystal Mui, City Clerk
APPROVE AS TO FORM:
______________________
Greg Rubens, City Attorney
ATTY/AGR.2024.058/CITY OF REDWOOD CITY (SAN CARLOS - AGREEMENT FOR FIRE EQUIPMENT MAINTEN) (Page 5 of 5)

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Approving the List of Proposed Streets Scheduled to be Resurfaced as Part of the Annual Pavement Rehabilitation Project in Fiscal Year (“FY”) 2024-25 Funded by Senate Bill 1, the Road Repair and Accountability Act.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution approving the list of proposed streets scheduled to be resurfaced as part of the Annual Pavement Rehabilitation Project (“Project”) in Fiscal Year (“FY”) 2024-25 funded by Senate Bill 1 (“SB1”), the Road Repair and Accountability Act.

FISCAL IMPLICATIONS:

There are no fiscal implications or no additional appropriation is necessary to approve the list of 64 proposed streets (Exhibit A to Resolution – Proposed List of Streets) scheduled to be included as part of the Project in FY 2024-25. Funding for the Project was approved in the Capital Improvement budget.

BACKGROUND:

SB1 was filed with the Secretary of State on April 28, 2017. This bill established a Road Maintenance and Rehabilitation Account (“RMRA”) in the State Transportation Fund that is intended to address deferred maintenance on the State highway system, as well as the local street and road systems.

Prior to receiving an apportionment of RMRA funds from the California State Controller in a fiscal year, a city or county must submit a list of proposed projects to be funded to the Commission by July 1 each year. All projects proposed to receive funding must be adopted by a Resolution by City Council at a regular public meeting each fiscal year in accordance with Streets and Highways Code Section 2034(a)(1).

The Project will be funded with that fiscal year’s apportionment and any projects previously listed will continue to receive funding in FY 2024-25.

The bill also requires the California Transportation Commission to adopt criteria to ensure efficient use of these funds. The RMRA funds will be provided to cities monthly. Based on estimates provided by CaliforniaCityFinance.com, the City of San Carlos is expected to receive an estimated $786,914 of RMRA funds in FY 2024-25.

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ANALYSIS:

The attached Resolution must be submitted before July 1, 2024 to satisfy the requirements of SB 1 relative to ensuring that local governments efficiently invest public funds to maintain public streets and roads, and especially the following addition to the Streets and Highways Code:
2034.(a) (1) Prior to receiving an apportionment of funds under the program pursuant to paragraph (2) of subdivision (h) of Section 2032 from the Controller in a fiscal year, an eligible city or county shall submit to the commission a list of projects proposed to be funded with these funds pursuant to an adopted city or county budget. All projects proposed to receive funding shall be included in a city or county budget that is adopted by the applicable city council or county board of supervisors at a regular public meeting. The list of projects proposed to be funded with these funds shall include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement. The project list shall not limit the flexibility of an eligible city or county to fund projects in accordance with local needs and priorities so long as the projects are consistent with subdivision (b) of Section 2030.

The proposed Resolution satisfies the criteria listed above and is acceptable confirmation that the Project is included in the City’s approved Capital Improvement Program. In accordance with the Code, the Resolution must also be adopted by the City Council at a regular public meeting to be eligible to receive the FY funding.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution approving the list of proposed streets scheduled to be resurfaced as part of the Annual Pavement Rehabilitation Project in Fiscal Year 2024-25 funded by Senate Bill 1, the Road Repair and Accountability Act; or

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
Exhibit A – Proposed List of Streets

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS

APPROVING THE LIST OF PROPOSED STREETS SCHEDULED TO BE RESURFACED AS

PART OF THE ANNUAL PAVEMENT REHABILITATION PROJECT IN FISCAL YEAR 2024-25 FUNDED BY SENATE BILL 1, THE ROAD REPAIR AND ACCOUNTABILITY ACT.

WHEREAS, Senate Bill 1 (“SB1”), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017), was passed by the Legislature and signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB1 includes accountability and transparency provisions that will ensure the residents of the City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year (”FY”); and WHEREAS, the City must adopt by Resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (“RMRA”), created by SB1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and WHEREAS, the City will receive an estimated $786,914 in RMRA funding in FY 2024-25 from SB1; and
WHEREAS, this is the eighth year in which the City is receiving SB1 funding and it will enable the City to continue essential road maintenance and rehabilitation projects, implement safety improvements, repair and replace aging bridges, and increase access and mobility options for the traveling public that would not have otherwise been possible without SB1; and WHEREAS, the City has undergone a robust public process to ensure public input into the San Carlos community’s transportation priorities/the project list; and WHEREAS, the City used a pavement management system to develop the SB1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the community’s priorities for transportation investment; and WHEREAS, the funding from SB1 will help the City maintain and rehabilitate approximately 64 streets and add active transportation infrastructure throughout the city this fiscal year and for similar projects in the future; and
WHEREAS, the 2021 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in an “at-risk” or “poor” condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a “good” or “excellent” condition; and WHEREAS, the SB1 project list and overall investment in the local streets and roads infrastructure will improve basic maintenance and safety, invest in complete streets infrastructure, use cutting-edge technology, materials, and practices, and contribute to significant positive co- benefits statewide.

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NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of San Carlos, State of California, as follows:

1. The foregoing recitals are true and correct.

2. The list of newly proposed projects, herein attached as Exhibit A, will be funded in part or solely with FY 2024-25 Road Maintenance and Rehabilitation Account revenues. * * * * *
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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibit A – Proposed List of Streets
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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Project Title: 2024-25 Annual Pavement Rehabilitation Project Project Description: Rehabiltate the existing pavement along various streets through the City listed below:

No. Street Name Street Segment (To and From)
Estimated
Project
Schedule (FY)
Estimated
Project
Useful
Treatment
1 ASTER RD WOODLAND AVE. TO ROSEWOOD AVE. 24-25 15-25 AC OVERLAY 2 BAYTREE RD ROSEWOOD AVE. TO WOODLAND AVE. 24-25 15-25 AC OVERLAY 3 BELMONT AVE EL CAMINO REAL TO LAUREL ST. 24-25 15-25 AC OVERLAY 4 BEVERLY DR CHILTON AVE TO EXETER AVE 24-25 15-25 AC OVERLAY 5 BIRCH AVE TAMARACK AVE TO ORANGE AVE 24-25 15-25 AC OVERLAY 6 CRANFILED AVE SAN CARLOS AVE TO END 24-25 15-25 AC OVERLAY 7 DARTMOUTH AVE EXBOURNE TO EXBOURNE 24-25 15-25 AC OVERLAY 8 ELM ST GREENWOOD AVE TO BELMONT AVE 24-25 15-25 AC OVERLAY 9 HOWARD AVE CEDAR ST TO CORDILLERAS AVE 24-25 15-25 AC OVERLAY 10 KIRKWOOD WAY EXETER AVE TO (END) 24-25 15-25 AC OVERLAY 11 MAJORCA WAY BRITTAN AVE. TO END 24-25 15-25 AC OVERLAY 12 MIRAMONTE CT BUCKLAND TO END 24-25 15-25 AC OVERLAY
13 NANETTE DR HEWITT DR. TO SUNSET DR. 24-25 15-25 AC OVERLAY 14 RIVERTON DR OLD COUNTY RD. TO FAIRFIELD DR 24-25 15-25 AC OVERLAY 15 ROSEWOOD AVE BRITTAN AVE. TO GREENWOOD DR. 24-25 15-25 AC OVERLAY 16 SAN CARLOS AVE EL CAMINO REAL TO ELM ST 24-25 15-25 AC OVERLAY 17 SAN SIMEON WAY HEWITT DR. TO END 24-25 15-25 AC OVERLAY 18 SHELFORD AVE HARTFORD AVE TO ENSENADA 24-25 15-25 AC OVERLAY 19 SHELFORD AVE WELLINGTON TO DARTMOUTH AVE 24-25 15-25 AC OVERLAY 20 SHELFORD AVE NORTHAM AVE (N. INT) TO HARTFORD AVE 24-25 15-25 AC OVERLAY 21 ST FRANCIS WAY PARK AVE TO CEDAR ST 24-25 15-25 AC OVERLAY 22 SUNSET DR NANETTE DR TO ROCKRIDGE RD. 24-25 15-25 AC OVERLAY 23 WELLINGTON DR DARTMOUTH AVE TO SHELFORD AVE 24-25 15-25 AC OVERLAY 24 WHITE OAK WAY EL CAMINO REAL TO LAUREL ST 24-25 15-25 AC OVERLAY 25 BRITTAN AVE ALAMEDA DE LAS PULGAS TO MILANO WY. 24-25 15-25 AC OVERLAY 26 CEDAR ST BELMONT AVE TO ST FRANCIS WY 24-25 15-25 AC OVERLAY 27 CARMELITA DR ALAMEDA DE LAS PULGAS TO MANOR DR 24-25 15-25 CRACK SEALING 28 CARMELITA DR MANOR DR TO FAY AVE 24-25 15-25 CRACK SEALING 29 CEDAR ST END TO MANZANITA AVE 24-25 15-25 CRACK SEALING 30 CEDAR ST MANZANITA AVE TO SAN CARLOS AVE 24-25 15-25 CRACK SEALING 31 CYPRESS CT OAK CREEK TO END 24-25 15-25 CRACK SEALING 32 DE ANZA AVE MAPLE WAY TO HOWARD AVE 24-25 15-25 CRACK SEALING 33 DEBBIE PL EATON AVE TO END 24-25 15-25 CRACK SEALING 34 EATON AVE OAK CREEK LN TO END 24-25 15-25 CRACK SEALING 35 FRANCISCAN CT END TO TERRACE RD. 24-25 15-25 CRACK SEALING 36 GRANITE CT SHERWOOD DR. TO END OF LOOP 24-25 15-25 CRACK SEALING 37 HIGHLAND AVE HILLCREST CR. TO NORTHAM AVE 24-25 15-25 CRACK SEALING 38 HILLCREST RD ENSENADA TO HILLCREST CR 24-25 15-25 CRACK SEALING 39 HILLTOP DR ALAMEDA DE LAS PULGAS TO EMERALD AVE. 24-25 15-25 CRACK SEALING 40 HOWARD AVE ALAMEDA DE LAS PULGAS TO DE ANZA AVE 24-25 15-25 CRACK SEALING 41 RIDGE RD ALAMEDA DE LAS PULGAS TO HOWARD 24-25 15-25 CRACK SEALING 42 THORNHILL DR DE ANZA AVE TO HOWARD AVE. 24-25 15-25 CRACK SEALING 43 VISTA DEL MADERA AVE. TO CORONADO AVE 24-25 15-25 CRACK SEALING 44 MESA VERDE WAY LA MESA DR TO LA MESA DR 24-25 15-25 MICROSURFACING 45 MICHAEL CT TIMOTHY DR. TO (END) 24-25 15-25 MICROSURFACING 46 ELM ST MAGNOLIA ST TO ELM (CONNECTOR ST) 24-25 15-25 MICROSURFACING 47 GREENWOOD AVE CEDAR ST TO CORDILLERAS AVE 24-25 15-25 MICROSURFACING 48 OLIVE ST EL CAMINO REAL TO ELM ST 24-25 15-25 MICROSURFACING 49 AMBER CT EATON AVE. TO END 24-25 15-25 SLURRY SEAL
50 BELLE AVE HEMLOCK ST TO CORDILLERAS AVE 24-25 15-25 SLURRY SEAL 51 BELMONT AVE LAUREL ST. TO WALNUT ST. 24-25 15-25 SLURRY SEAL Exhibit A to Resolution - Proposed List of Streets

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52 BELVEDERE AVE WALNUT ST TO CHESTNUT ST 24-25 15-25 SLURRY SEAL 53 CARMELITA DR CORDILLERAS AVE TO ALAMEDA DE LAS 24-25 15-25 SLURRY SEAL 54 DEL REY CT NORTHAM AVE. TO END 24-25 15-25 SLURRY SEAL 55 EATON AVE TERRACE RD TO OAK CREEK LN 24-25 15-25 SLURRY SEAL 56 GREENWOOD AVE CORDILLERAS AVE. TO BRITTAN AVE. 24-25 15-25 SLURRY SEAL 57 HOSMER CT LA MESA DR. TO END 24-25 15-25 SLURRY SEAL 58 LYNTON AVE OAKLEY AVE TO CLUB DR 24-25 15-25 SLURRY SEAL 59 UPPER LUPIN WAY LUPIN WAY TO BELLE AVE. 24-25 15-25 SLURRY SEAL 60 ASHFORD AVE WINDSOR DR. TO END. 24-25 15-25 RECONSTRUCT AC 61 BRITTAN AVE INDUSTRIAL RD. TO OLD COUNTY RD. 24-25 15-25 RECONSTRUCT AC 62 ELM ST BRITTAN AVE TO GREENWOOD AVE 24-25 15-25 RECONSTRUCT AC 63 HILL AVE GRACELAND AVE TO END 24-25 15-25 RECONSTRUCT AC 64 INDUSTRIAL RD BRITTANN AVE TO HOWARD AVE 24-25 15-25 RECONSTRUCT AC

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Adopt a Resolution Appropriating an Additional $250,000 in Fiscal Year 2023-24 from the Park-in-Lieu Unassigned Fund Balance (“Fund 0027”) to Project C2329; Authorizing the City Manager to Execute an Agreement for Professional Services with Gates + Associates for the Parks Master Plan Project C2329 and Conceptual Design of the Community Center Project C2331 in the Amount of $718,469; and Authorizing an Expenditure of Contingency in the amount of $56,000, for a Total Contract Amount Not to Exceed $774,469.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution appropriating an additional $250,000 in Fiscal Year (FY) 2023-24 from the Park-in-Lieu unassigned fund balance (“Fund 0027”); authorizing the City Manager to execute an agreement for professional services with Gates + Associates for the Parks Master Plan Project C2329 and conceptual design of the Community Center Project C2331 in the amount of $718,469; and authorizing an expenditure of contingency in the amount of $56,000, for a total contract amount not to exceed $774,469.

FISCAL IMPLICATIONS:

Funding for this project was appropriated in the Adopted Fiscal Year (FY) 2023-25 Capital Improvement Budget in the amount of $400,000 for the Park Master Plan Project C2329, and $200,000 for conceptual design of the Community Center Project C2331. An additional $250,000 is requested to complete the Park Master Plan Project C2329. With the additional appropriation, the total project funds available total $850,000.

The total project cost is $849,468. The cost to prepare the Parks Master Plan, including the required environmental analysis pursuant to the California Environmental Quality Act (CEQA), is $522,019. Staff recommends that the City Council authorize the contract with the three optional services outlined below which total $196,450, plus a $56,000 project contingency. Under the City Manager’s authorization, the City retained Good City Company to provide project management services and act as an extension of Parks and Recreation Department staff in the management of this project. That contract was authorized in an amount up to $74,999.

Parks Master Plan Project C2329 $522,019
Conceptual Design of Community Center Project C2331 $196,450 Total Contract Contingency $ 56,000
Project Management Contract $ 74,999
Total Project Cost $849,468

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BACKGROUND:

The City’s Parks Master Plan was last prepared in 2008 and included a full inventory, needs assessment, and action plan for park and building improvements. The document has been used as a strategic guide to prioritize park and facility improvements over the last 16 years. As the Plan is reaching the end of its useful life, the City Council, at its annual Strategic Planning Retreat in January 2023, added a new goal of “Recreational Opportunities”. Under this new goal, one of the objectives identified by Council was to complete a full Parks Master Plan assessment, which also included a sub-task of completing a conceptual design of a community center.

Staff prepared a request for proposals that included the following tasks:
•Task 1: Project Management, Work Plan and Kickoff Meeting •Task 2: Community Outreach and Engagement Plan
•Task 3: Background Review, Inventory and Analysis
•Task 4: Community Outreach and Needs Assessment
•Task 5: Study Sessions with PTC, PRCC and City Council •Task 6: Action Plan Recommendations
•Task 7: Draft Implementation and Financing Plan
•Task 8: Community and Stakeholder Engagement
• Task 9: Draft Parks Master Plan for Adoption
•Task 10: Environmental Review
•Task 11: Public Hearings
•Task 12: Final Parks Master Plan
•Task 13: Final Parks and Recreation Element General Plan Update The new Parks Master Plan will provide a future plan for parks, facilities, and programs to address changing demographics, an increase in population with new housing development, and new amenities desired by the community and Council.

ANALYSIS:

The City issued a request for proposals (RFP) for preparation of a Parks Master Plan. The RFP was posted on the City’s website and emailed to fifteen firms. Staff held a pre-proposal meeting on April 2, 2024 to receive questions on the RFP. The City received two responsive proposals from the firms Gates + Associates and RHAA. Staff conducted in-person interviews with the two firms on May 2, 2024. After the interview and review of the written proposals, the staff selection committee ranked Gates + Associates as the top candidate. Their recommendation is based on Gates’s competitive costs, demonstrated expertise, similar project experience, integrated team of experts, approach to the scope of work and fit for the community. The project team at Gates has demonstrated its thorough knowledge and is therefore recommended to complete the Master Plan process. A copy of the proposal submitted by Gates + Associates is included as Attachment 2.

If authorized by the City Council, the Master Plan process will kick-off and is anticipated to take approximately 18 months to complete. The process will include an evaluation of existing parks and facilities, robust community outreach, a determination of future community needs and preparation of a Parks Master Plan, including an implementation plan and cost estimates.

Concurrently with the preparation of the Master Plan, the consultant will prepare the appropriate environmental analysis under CEQA. Throughout the Master Plan process, there will be opportunities for the Parks, Recreation and Culture Commission and the City Council to receive

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updates and provide direction.

The base cost for the preparation of the Parks Master Plan is $518,519 including the General Plan update and environmental review. The cost proposal includes three optional tasks:
•Prepare community center schematics and concepts at a cost of $88,880; •Develop cost recovery strategy at a cost of $10,720; and •If required, a program EIR at a cost of $96,850.

To ensure the project moves forward in a timely manner and addresses the City Council’s strategic goals, staff recommends authorizing the base scope of services, all three optional services, and $56,000 in contingency. If the work is determined not necessary, staff will not authorize the consultant to proceed with the optional task(s).

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution appropriating an additional $250,000 in Fiscal Year 2023-24 from the Park-in-Lieu unassigned fund balance (”Fund 0027”) to Project C2329; authorizing the City Manager to execute an agreement for professional services with Gates + Associates for the Parks Master Plan Project C2329 and the Conceptual Design of Community Center Project C2331 in the amount of $718,469; and authorizing an expenditure of contingency of $56,000, with the total contract amount not to exceed $774,469; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Amy Newby, Parks & Recreation Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution

2. Gates + Associates Proposal

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS APPROPRIATING AN ADDITIONAL $250,000 IN FISCAL YEAR 2023-24 FROM THE PARK- IN-LIEU UNASSIGNED FUND BALANCE (“FUND 0027”) TO PROJECT C2329;

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT FOR PROFESSIONAL SERVICES WITH GATES + ASSOCIATES FOR THE PARKS MASTER PLAN PROJECT C2329 AND THE CONCEPTUAL DESIGN OF THE COMMUNITY CENTER PROJECT C2331 IN THE AMOUNT OF $718,496, AND AUTHORIZING AN EXPENDITURE OF CONINGENCY OF $56,000, WITH THE TOTAL CONTRACT AMOUNT NOT TO EXCEED $774,469.

WHEREAS, in January 2023, the City Council held the annual Strategic Planning Retreat to discuss the City’s mission, vision, and core values and to consider new priorities for the upcoming year; and

WHEREAS, a new goal, “Recreational Opportunities,” was discussed and added, and under this goal, one of the objectives identified by the Council was to complete a full Parks Master Plan assessment, which also included a subtask to complete a conceptual design of a community center; and

WHEREAS, the City Council appropriated $400,000 from the Park-in-Lieu fund 27 to Project C2329 to complete the Parks Master Plan process and $200,000 for the Community Center Conceptual Design Project C2331; and
WHEREAS, an additional $250,000 is requested in Fiscal Year 2023-24 from the Park-in- Lieu unassigned fund balance (“Fund 0027”) for the Parks Master Plan Project C2329; and

WHEREAS, a request for proposals (RFP) was issued in March 2024 and the City received two responsive proposals; and

WHEREAS, staff reviewed the proposals and conducted an in-person interview with two responsive firms and recommends Gates + Associates as the top candidate based on competitive costs, demonstrated expertise, similar project experience, integrated team of experts, its approach to the scope of work and its fit for the community; and

WHEREAS, the project team at Gates + Associates has demonstrated its thorough knowledge and is therefore recommended to complete the Parks Master Plan process.

NOW THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby appropriates $250,000 in Fiscal Year 2023-24 from the Park-in-Lieu unassigned fund balance (“Fund 0027”) and authorizes the City Manager to execute an agreement for professional services in the amount of $718,469, including all optional tasks, and a contingency in the amount of $56,000, for a total contract amount not to exceed $774,469 with Gates + Associates for preparation of the Parks Master Plan.
* * * * *

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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 13th day of May 2024, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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GATES + ASSOCIATES
Amy Newby
San Carlos Parks and Recreation Director
600 Elm Street
San Carlos, CA 94070
1655 N. Main Street, Ste. 365
Walnut Creek, CA 94596
(925) 736-8176 x 2000
[email protected]
Parks Master Plan

CITY OF SAN CARLOS
April 19, 2024

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GATES + ASSOCIATES

PARKS MASTER PLAN

CITY OF SAN CARLOS

PROPOSAL
Gates + Associates

1. Cover Letter 3

2. Project Approach 6

3. Timeline 28

4. Project Team Coordination 30

5. Relevant Experience 43

6. References and Local Projects 50

7. Estimated Fee (Submitted under separate cover)

TABLE OF CONTENTS
CITY OF S AN CARLOS | PARKS MASTER PLAN

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October 15, 2018

Robin Klingbeil
[email protected]
P.O. Box 660
955 School Street
Napa, CA 94559

RREE:: SSeerrvviicceess ttoo UUppddaattee tthhee CCiittyy ooff NNaappaa DDoowwnnttoowwnn WWaayyffiinnddiinngg SSiiggnnaaggee PPrrooggrraamm

Dear Ms. Klingbeil,

Gates + Associates is delighted to submit this Proposal for Services to update the City of Napa Downtown Wayfinding Signage Program. We are excited by the prospect of developing a wayfinding system that will promote the area’s rich agricultural history and guide traffic through Downtown Napa, pedestrian and vehicular alike.

Gates + Associates will create a dynamic signage and wayfinding program that will facilitate navigation through the City. This type of program serves a number of critical functions. Not only does it guide users through space, but also promotes the use of local businesses through a comprehensive parking wayfinding system. It fosters a sense of community by creating a look and feel that is uniquely Downtown Napa.

As part of our process, we would produce a visual montage of historic and contemporary imagery that supports the City’s branding objectives. With the input of City representatives and stakeholders, we will carefully choose signage materials and other design elements that coordinate with and enhance the existing aesthetic, while injecting contemporary and customized identity elements. We take pride in specifying materials that are beautiful and lasting, as well as affordable. We are able to place mock-ups of the signage in the environment to facilitate decision making, and/or create photosimulations to convey how the signage will appear in the streetscape.

Gates + Associates appreciates the opportunity to submit our proposal for the City of San Carlos Parks Master Plan. We would love to establish a collaborative partnership with your City staff to offer dynamic and lasting public spaces for community benefit and assist the City in developing a clear set of goals, policies and standards for the community’s park system, green space, trails, recreation facilities, and program development.

Grounded by our mission to “get people outside,” Gates + Associates brings a strong portfolio of both public and private development ranging from land planning and public space landscaping, to citywide park and recreation master plans and playground renovations. We are committed to creating memorable, functional spaces that meet our client’s needs and priorities, all while carefully weighing the construction and maintenance costs inherent in design decisions. We bring over 45 years of practical planning and design experience to the table with a project history that includes civic facilities, parks and public gathering spaces, streetscape improvements, downtown planning, and retail centers. Our in-house team is flexible, responsive, adaptable, and equipped to work on a wide range of projects.

We are a 27-person firm located in Walnut Creek, California, where all work will be performed locally. With our diverse and experienced staff, we offer a wide range of technical expertise, a reality-based knowledge of cost and maintenance implications of design decisions, an understanding of how public spaces are used, and an ability to respond to the changing needs of the jurisdictions we serve. Our proposed team includes key members of our firm, who bring a formidable combination of practical experience, local familiarity, and a penchant for creating innovative and implementable plans through a transparent and consensus-oriented design process. Our subconsultant partners include Siegel & Strain Architects who will assist with recreation facility assessment and potential community center concept development services; Matrix Consulting Group, who will provide recreational programming; WRA, Inc. who will provide environmental review and CEQA processing as needed, and BAE Urban Economics who will serve as a financing consultant. We have collaborated with these firms on several projects in the past and enjoy their problem-solving and collaborative approach to design.

Our team can assist the City in looking at current uses and opportunities of its extensive variety of parks and recreation facilities, as well as projecting future recreation demands based on demographics, increased population demands, and recreation trends. Our extensive work with public entities has allowed us to form a strong understanding of the demands placed on public park facilities and the importance of durability, longevity, ease of maintenance and vandal resistance of public amenities. Training in Crime Prevention through Environmental Design (CPTED) informs all of our work.

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October 15, 2018

Robin Klingbeil
[email protected]
P.O. Box 660
955 School Street
Napa, CA 94559

RREE:: SSeerrvviicceess ttoo UUppddaattee tthhee CCiittyy ooff NNaappaa DDoowwnnttoowwnn WWaayyffiinnddiinngg SSiiggnnaaggee PPrrooggrraamm

Dear Ms. Klingbeil,

Gates + Associates is a fully staffed landscape architectural and urban design office. Our lead of the Environmental Graphics and Visual Communications Department and illustrator, Ana Dominguez, your Project Manager, has been in the signage and wayfinding industry for more than a decade and has designed and themed many projects of this type. Having worked for a sign fabricator for many years she understands the implementation realities of wayfinding design in terms of usability, durability and Our plans address programming needs, long-term maintenance cost concerns, environmental concerns, and infrastructure issues including:
• Site and facilities planning
• Active and passive recreation needs assessments
• Construction and long-term maintenance costs
• Utilities assessments and planning
Gates + Associates has reviewed the RFP and accepts the sample Professional Services Agreement as-is. We have received the Pre-Proposal Meeting Q&A document, dated April 2, 2024. This cover letter is signed by President Casey Case who is authorized to bind the firm contractually, and will be the point of contact for the City on the correspondence and communications pertaining to the proposal.

A more detailed description of our qualifications, approach, and team is provided in this proposal. We look forward to the opportunity to work with you on this exciting project. Should you have any questions please feel free to contact me at (925) 736-8176 x2000, or at [email protected].

Sincerely,
Casey Case, RLA
President
1655 N. Main Street, Suite 365
Walnut Creek, CA 94596
(925) 736-8176 x2000 | [email protected]

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+
City of San Carlos | Parks Master Plan

2. PROJECT APPROACH

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GATES + ASSOCIATES
6 CITY OF S AN CARLOS | PARKS MASTER PLAN

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FIRM INFORMATION
GATES + ASSOCIATES is a 27-person Landscape Architecture, Urban Design and Land Planning firm located in Walnut Creek. Established in 1977, we became a Women-Owned Business Enterprise (WBE) in 2008, and are a certified Small Business Enterprise (SBE). Our lasting success is due to our unique blend of strong design skills, sensitivity to the influence of environmental and cultural settings, understanding of construction realities, and true commitment to consensus building.

Our success is deeply rooted in our client-centric approach. We work closely with each client to understand their specific needs and objectives. This approach enables us to tailor our services and deliver solutions that drive results. We take pride in the lasting relationships we’ve built with clients, who rely on us as trusted advisors.

Master Planning Experience
Our breadth of master planning experience includes updates to master plans of existing recreation facilities, planning entire park and open space systems, and plans for individual park sites. We can assist the City in looking at current uses and opportunities of its extensive variety of parks and recreation facilities, as well as projecting future recreation demands based on demographics, increased population demands, and recreation trends. Our extensive work with public entities has allowed us to form a strong understanding of the demands placed on public park facilities, the wide range of construction and maintenance issues, safety goals, universal accessibility considerations, programming and use patterns that must all be carefully weighed and assessed in the development of a master plan. Our planning process is supported by constant attention to both the construction and long-term maintenance costs of various decisions.

Relevant Experience
Our team brings extensive experience in park renovations and trail planning, urban design, land planning, and public infrastructure improvements for municipal agencies throughout California. A number of these projects include experience with services listed in the City’s RFP , including: Belmont Citywide Parks, Recreation and Open Space Master Plan, which sets the framework for decision markers in the planning, maintenance, development, and rehabilitation of Belmont’s parks, open space, and outdoor recreation facilities for a 15-year horizon; Daly City Parks & Open Space Master Plan where GATES prepared a Master Plan to assess the City’s 28 existing parks and open spaces, engaged the community for meaningful input, and created a road map to guide future improvements; and the Carmichael Recreation & Park District Parks Master Plan Update, created a guide for policy decisions; prioritizes and balances demands and opportunities; and provides a framework for park and facility improvements and other expenditures for parks and recreation activities over a 10-year span.

Key Team Personnel
Casey Case, Principal-in-Charge will manage all contract coordination with the City, oversee the planning process with the project team, and assist as a director of strategy to ensure the final deliverables successfully meet the City’s expectations.

Melonie Reynolds, Project Manager, will serve as the City’s primary point-of-contact, and manage the day-to-day team coordination, project details, and communication with any subconsultants. Additionally, GATES has a diverse staff of 27 professionals with the ability to assist to support specialized areas or assist to meet tight schedules when needed. Providing additional expertise, our team also includes:
• Siegel & Strain Architects – Architecture
• MATRIX Consulting Group – Park and Recreation Specialists • WRA, Inc. – Environmental Specialist
• BAE Urban Economics – Financial Consultant
We appreciate the City of San Carlos for considering Gates + Associates as a collaborative thought partner for your Parks Master Plan. We are confident that our talented and experienced landscape architects, urban design and planning professionals, combined with our capable subconsultants, will provide the expertise required to contribute to your community’s parks & recreation landscape for the next 20 years.

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PROJECT & COMMUNITY UNDERSTANDING
The City of San Carlos (City) sits on the San Francisco Peninsula in San Mateo County.

It stretches across 5.4 square miles and is home to approximately 30,490 residents as of 2022 (U.S. Census). The City rests between the San Francisco Bay and the community of Redwood Shores on one side and unincorporated open space areas on the other . It also shares a border with the cities of Belmont to the north and Redwood City to the south.

The City has a robust parks system that includes community, neighborhood, and mini parks (15), special use parks (2), and open space parks (2) for a total of 19 parks that encompass 140 acres of parkland. With a system of state-, county-, and federally managed open space nearby and a significant amount of open space acreage within City limits, residents of San Carlos benefit from an expansive array of outdoor recreation opportunities. The City provides a plethora of recreation facilities and amenities such as a Youth Center, Adult Community Center, Recreation Center, several athletic fields and sports courts, an outdoor amphitheater, and many family, adult, and senior-oriented programs. The Department of Parks and Recreation additionally has a Joint Use Agreement (JUA) with the San Carlos Unified School District (SCUSD) for additional recreation opportunities. As a result, the San Carlos community is highly active in its recreational pursuits and has a high degree of volunteerism and general support for the City’s park and recreation system, as noted in the 2009 Parks Master Plan.

The City completed its existing Parks Master Plan in 2009. This plan provided strategies and recommendations based on an accompanying community needs assessment produced in 2008. As this assessment is nearing the 16-year mark since its completion, the 2023 Strategic Plan for the City identified the goal to develop a parks, open space, and recreational opportunities master plan assessment that accurately portrays the needs of the community today and into the next 20 years.

Therefore, the City of San Carlos is seeking to update its existing park-related planning documents to be more inclusive of both established and new residents, as well as recent recreation trends, the current economic environment, and emerging climate issues.

Our team will consider past planning efforts, current conditions, and recent recreational trends to develop an updated Parks Master Plan for the City of San Carlos that reflects the desires and priorities of the community, respects the existing landscape character and natural habitats of the project sites, enhances community recreation facilities, and explores potential recreation opportunities and spaces that align with the vision of the City’s future. This process will include assessing CEQA as it relates to the project, as well as updating the General Plan’s Parks and Recreation Element to correlate with the new Parks Master Plan.

UNDERSTAND THE CHALLENGES
While the San Carlos population is not growing significantly, it is evolving. The demographics for both teens and adults over age 65 are becoming larger portions of the overall population, while other age groups are remaining more constant. In addition, the average total number of families living in the City has decreased in the past decade. In that same period, the community has become more culturally Twin Pines Park Conceptual Master Plan,
Belmont, CA
Parks, Recreation & Open Space Master Plan,
Belmont, CA
Keiser Park Preferred Conceptual Plan,
Windsor, CA
Arden Park & Rec Master Plan Concepts,
Sacramento, CA

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2. PROJECT APPROACH
diverse, shown by significant increases in the Asian, Black or African American, and two or more races demographics. These statistics suggest that San Carlos would benefit from developing a parks and recreation system that is inclusive of various ages and cultures and reflects the City’s changing community profile.

The recently adopted General Plan 2040 Housing Element Update plans for over 3,000 new housing units and mixed-use development projects that will lead to an increase in multi-family dwellings in San Carlos. In the Northeast Area Specific Plan (ongoing), the City Council directed staff to explore the possibility of adding housing in the City’s Northeast Area. High-density, multi-family developments often depend on the local parks system to fulfill some of the outdoor recreation needs typically accommodated at single-family residences, such as free play, exposure to nature, social gatherings, and relaxation. Since there are limited opportunities to acquire new parkland, the City must be thoughtful in designing for the use of the existing parkland to maximize public benefit and should seek new opportunities and partnerships to expand its parkland footprint.

The first step to developing a community-supported vision and plan for the Parks Master Plan is to uncover and deeply understand the City’s current context, challenges, goals, eco- and sociological health, and community needs. Our team will review and learn from existing park and facilities data, environmental studies, relevant planning documents and resources, and the greater community to assess San Carlos and understand the community’s highest priorities. The outreach plan will further inform the Parks Master Plan by meeting both park users and non-users where they are, facilitating multiple opportunities to provide valuable input, and engaging with key stakeholder groups such as Parks, Recreation and Culture Commission, City Staff, and other community groups to identify the challenges facing the City and its residents.

A thorough understanding of the challenges (both existing and potential) will lay the foundation for the improvements, policies, guidelines, funding strategies, and implementation recommendations presented in the Parks Master Plan. GATES will also work with WRA Environmental Consultants to ensure the Parks Master Plan adheres to and is reviewed according to the California Environmental Quality Act (CEQA), most specifically related to highly valued open space and sensitive wildlife issues in San Carlos.

CREATING A COHESIVE & COMPREHENSIVE PLAN
San Carlos has a mature park system that requires a nuanced, forward-looking plan that recognizes the unique resources, needs, and values of the community. Such distinctions are made to create a detailed Parks Master Plan that addresses the specific challenges and opportunities San Carlos may encounter over the next 20 years. Our aim is not to ignore the previously completed 2009 Parks Master Plan or other planning efforts, but rather build on them with up-to-date data, trends, and input specific to the City’s parks system. We will study the challenges identified; observe existing conditions from site visits; assess the requirements and fulfillments of CEQA needed for this project; and determine the best route for improvements and policies driven to enhance San Carlos’ current system.

A successful master plan requires a community-endorsed vision and consensus on a realistic implementation and funding strategy. With the support of a three-step outreach process that includes participation by the public and City staff, the Parks Master Plan establishes recommendations and implementation strategies based on identified priorities and goals. The San Carlos Parks Master Plan will be a comprehensive planning document that also includes an existing conditions report, a community needs assessment, a summary of community input, a series of site-specific recommendations, a maintenance plan, and funding options. It will act as a tool for City staff in the decision-making for planning, maintaining, developing, and/or rehabilitating San Carlos’ parks, open space, and recreation facilities over the next 20 years.

REALITY-BASED INSIGHTS AND EXPERTISE
It is our priority to create a Park and Recreation Master Plan that is reality-based, maintainable, and reflective of community needs. A successful plan must consider the environmental impacts of the system, anticipate future demands and needs, realistically estimate construction costs, identify potential partnerships, and include approval from various agencies while ensuring the plan meets community expectations. Our multidisciplinary team has an established track record of developing dynamic, implementable plans that appropriately reflect the communities they serve and works to ensure these plans are delivered on time and within budget. In recent years, we have produced well-supported and successful Park and Recreation Master Plans for neighboring cities including Belmont, Daly City, Menlo Park, and South San Francisco.

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COMMUNITY OUTREACH
Gates + Associates believes that outreach and public engagement are pivotal components of any public project, to ensure that the final plan accurately and holistically represents the community and its diverse residents. Throughout the last 47 years, our firm has partnered with numerous municipalities to facilitate public outreach for a range of projects including park renovations, citywide park & recreation system master plans, streetscape improvements, campus & community designs, and more. We aim to facilitate a flexible and dynamic outreach process that values ease of participation, and considers both the community-wide audience, who experience the community firsthand as well as key stakeholders like County maintenance staff and nearby businesses, who are directly impacted by any design modifications. Outreach to the greater community might include banners or signage along the street, social media & website content, an advertisement in a local school’s newsletter, mailed postcards, online surveys, webinars, and interactive design charrettes. All efforts aim to share information about the project, direct people to an online platform or public meeting, and gather measurable, usable community feedback that can help inform a project’s final design or plan.

Our process focuses on three steps:

1. Awareness: Ensure the public knows about the projects and how to get involved

2. Interactive Engagement: Multiple methods for community input at convenient locations and times

3. Transparency: Create a feedback loop to share the input and response At a project’s initiation, we will work with City staff to develop a detailed plan addressing the specific needs of both the project and the community. This document identifies approach (purpose of plan, overarching challenges, target audience, key messaging, existing known challenges, etc.) and the details (translation needs, social media platforms, meeting formats & locations, stakeholder list). Our outreach strategy also includes custom-developed project graphic materials, including a logo and tagline, which helps create a memorable “brand” and a consistent, recognizable look across all outreach collaborations for the lifespan of each unique project.

EL GRANADA ELEMENTARY SCHOOL
MULTI/hyphen.capPURPOSE ROOM
400 SANTIAGO AVE
HALF MOON BAY, CA 94019

SHARE YOUR

SAN MATEO COUNTY PARKS
MONDAY
MAY 16, 2017
7:00PM /hyphen.cap 9:00PM
COMMUNITY MEETING #1
VISION

QUARRY PARK
& MIRADA SURF
smcoparks.org/quarry-park-master-plan
Follow us for updates on events and input opportunities www.hayward-ca.gov/hayward-blvd-feasibility
Project Contact : Charmine Solla | Senior Transportation Engineer | [email protected] Additional Project Info:

Community Online Survey:

Share insights with the
City of Hayward to create a beautiful corridor for
pedestrians, bicyclists, transit and vehicles
along the 2.5-mile stretch of
Hayward Boulevard from Campus Drive to Fairview Avenue.

Share
your input and
ideas! Survey Closes
June 30th
https:/ /wikimapping.com/Hayward-Feasibility-Study.html

CREATING A FRIENDLY CORRIDOR FOR

PEDSETRAINS, BICYLISTS, TRANSIT AND MOTORISTS
South San Francisco Community Workshop,
South San Francisco
Hayward Blvd Online Survey Flyer, Hayward
Quarry Park Community Meeting Flyer, El Granada
Soliciting feedback from all ages

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10 CITY OF S AN CARLOS | PARKS MASTER PLAN

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PROJECT SCOPE

Parks Master Plan
City of San Carlos
PHASE 1: KICK OFF AND EXISTING CONDITIONS ASSESSMENT
The objective of this task is to meet with the project team, understand the project sites, review background materials, and proactively manage the project by addressing task items in a timely manner to maintain the project schedule.

TASK 1. Project Management, Work Plan, and Kickoff Meeting The purpose of this task is to efficiently manage the project and understand the sites operated by the City of San Carlos.

Subtask 1.1 – Project Management
● Manage all aspects of the project including sub-consultants, schedule, meetings, and deliverables. ● Prepare a shared Google Drive folder to share information, documents, resources, comments, and other materials/items
● Prepare a detailed work schedule highlighting tasks, subtasks, and deliverables. ● Provide copies of agendas and other meeting materials to the City one week in advance of meetings. ● Provide meeting minutes to City staff within one (1) week of the related bi-weekly progress meeting. ● Host bi-weekly virtual progress meetings with City staff to ensure productive communication regarding upcoming tasks, project progress, and project schedule. Consultant team attendees to vary based on subject matter and project needs.

Subtask 1.2 – Project Kickoff Meeting
Host project kickoff meeting in-person to confirm project details and expectations. Provide kick-off meeting agenda and other meeting materials one (1) week in advance. This meeting will involve:
● Review project workplan and project schedule
● Establish roles and communication protocols between Consultant team and City staff. ● Discuss project objectives, goals, and challenges.
● Review community outreach strategy
● Identify background/resource materials related for the project outside of the concurrent and recent planning efforts noted.

Subtask 1.3 – Workplan
Prepare a work plan that details the scope of work, tasks, schedules, consultant project management team roles, and deliverables for the project. The draft work plan will be submitted at project kick-off meeting and the final work plan will be delivered within 3 business days of kick-off meeting.

DELIVERABLES: MEETINGS:

Project Schedule (Gantt Chart) Kickoff Meeting 1
Bi-weekly Virtual Progress Meetings 39
TASK 2 – COMMUNITY ENGAGEMENT
The objective of this task is to proactively engage the community through an inclusive program of public engagement that assures residents, users, community organizations, and other stakeholders have an opportunity to provide input to guide the development of the Parks Master Plan.

Subtask 2.1 – Community Outreach and Engagement Plan
Work with staff and the project team to develop a plan for community outreach and engagement. The plan will identify the specific outreach channels, responsibilities, deliverables, and timelines for outreach. Outreach will be conducted in a hybrid manner in three (3) rounds with multiple input opportunities offered virtually and in-person to gather a wide range of input and feedback from the community.

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Round 1: Likes, Needs, and Wants
Identify current usage trends, community satisfaction ratings, and amenities or features the community desires.

Discussion topics:
● What do we like about parks, open space, and recreation facilities? ● What are some challenges, and what opportunities do we see for the future? Participation avenues:
● Project website (designed and hosted by GATES at a project-specific web address) ● Stakeholder meetings and focus groups
● Community survey
● Pop-up activity (3) at a system site or community event in the City ● Community webinar (virtual)
Round 2: Recommendations and Priorities
Develop and present preliminary recommendations and identify community preferences and priorities.

Discussion topics:
● What parks, open space, and recreation facility recommendations would work best for the community? ● What are the priorities to guide the City for the next 20 years? Participation avenues:
● Project website
● Stakeholder meetings and focus groups
● Community workshop or open house event
● Pop-up activity (2) at a system site or community event in the City Round 3: Draft Master Plan
Facilitate public review of draft Master Plan document.

Discussion topics:
● Public comment on draft Master Plan
Participation avenues:
● Project website
● Public meetings
Communication and Promotion
Create materials to increase awareness of the project and participation in outreach activities. Provide these materials to the City for distribution including circulating to community members, displaying at City facilities, and posting on the City’s website and social media.
● Project logo and tagline – Develop a unique project logo and tagline to create a consistent brand in all outreach communication.
● Outreach collateral – Prepare collateral pieces (e.g., flyer, mailer, banner, social media) to communicate with the public about the project and promote engagement activities. Assume four (4) template pieces created in both English and up to two (2) other languages, updated for each round/event. ● Coordinate announcements and other awareness-building (press releases, emails, local postings, etc.).

This task also includes the following outreach efforts:

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● Communication channels – Work with the City to identify appropriate communication channels which may include social media, City emails, local school/community group newsletters, local news outlets, signs posted at City sites, and other options as needed.
● Community collaboration – Work with the City to identify potential linkages to established/planned community events, such as farmers markets, holiday events, or already scheduled city-wide events, and reach out to community enhancers to assist with outreach efforts.
● Agendas, reports, and summaries – Provide draft outreach agendas and materials to the City for review at least 15 days before occurrence. Provide follow-up information about all outreach activities and events within five days of occurrence. Reports and summaries to include meeting details, participant details, general themes, key comments, and other content as appropriate. All items will be provided in a digital format such as Adobe PDF or MS Word file.

Subtask 2.2 – Digital Engagement
Utilize digital online platforms to increase community awareness, share information, and collect feedback about the project.

Website
Create a unique project website to assist with branding and serve as a resource and an information hub for the community. Host the site at a project-specific URL, provide content including text and graphics, and manage six (6) updates for the duration of the project. Website features may include project background, vision and goals, outreach schedule, survey results, and other important information to share with the public during the planning process.

Social Media
Create social media content related to the project and provide to the City to post on appropriate City-managed social media accounts, e.g., Facebook, Instagram, X (formerly Twitter), and/or Nextdoor. City to monitor post activity on social media sites. Consultant to provide assistance responding to community comments as needed.

Consultant to provide:
● Shareable text, graphics, images, and hashtags.
● Schedule recommendations for posts.

Subtask 2.3 – Community Survey
Develop a robust community survey to encourage involvement in the project and gather input from participants about park visiting habits, site conditions, desired amenities, and ideas for the future. ● An online survey will be created through Survey Monkey by the Consultant. Links to the online survey will be posted on the project website and distributed by the City via other online channels. ● A printed version of the survey will be available for those who do not wish to or are not able to use the online version. The Consultant will work with the City to identify suitable locations such as City recreation facilities to distribute the printed surveys. The City will collect the printed surveys and provide them to the Consultant for review.
● The survey will be provided in English and up to two (2) other languages. ● Results will be analyzed and tabulated by the Consultant.

Subtask 2.4 – Stakeholder and Focus Group Meetings
Plan and facilitate stakeholder focus discussion groups to share ideas and collect input on key topics related to the Master Plan, such as group usage patterns and current challenges. Work with the City and stakeholders to provide an understanding of expectations, insights, and opportunities. Work with City staff to notify stakeholder groups and solicit their participation in virtual or in-person meetings. Prepare agendas, presentations, and materials to facilitate discussion.

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Stakeholders shall include:
● Parks and Recreation Foundation of San Carlos
● Friends of the Adult Community Center
● Parks, Recreation and Culture Commission (PRCC)
● Youth Advisory Council
● San Carlos AYSO
● San Carlos Little League
● San Carlos Youth Softball
● San Carlos United Soccer Club
● San Carlos-Belmont Parent’s Club
● Adult sports league participants
● Youth & Adult program participants
● San Carlos-Eaton Hills 4H Club
● San Carlos School District
Potential meeting topics might include:
● Unmet recreation needs
● Desired amenities
● Potential partnerships
● Prioritization
Subtask 2.5 – Community Activities and Events
Plan and facilitate six (6) community activities or events with varying dates, times, locations, and formats to allow as many community members as possible to participate. Each activity or event will provide project updates and interactive opportunities for community members to learn more and provide input about the project. Summaries and recordings will be provided to the City and posted to the project website.

Activities and events may be virtual or in-person and may include:
● Pop-up events
● Community workshop
● Community webinar
For in-person events, the City will arrange for space and provide tents/tables, if available. Consultant to provide exhibits and materials and facilitate discussion. For virtual activities, Consultant to host meeting, prepare materials, and facilitate discussion.

Subtask 2.6 – Public Meetings and Presentations
Conduct meetings and study sessions with City commissions and Council at key milestones in the development of the plan. Present project information, provide updates, and collect feedback at public meetings during each round of engagement. Provide support for staff reports and other documents as needed. Meetings with these groups are included in subsequent tasks.

DELIVERABLES:

Public Outreach and Engagement Plan
Draft and Final Survey
Draft and Final Outreach Collateral
Draft and Final Outreach Materials
Summary of Outreach Activities/Events
MEETINGS:

Community Webinar (1)
Community Workshop/Open House (1)
Pop-up Events (4)
Stakeholder/Focus Group Meetings (10)

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TASK 3. Background Review, Inventory, and Analysis
The objective of this task is a background review of existing conditions which will include an inventory and analysis of existing park and recreation facilities, an analysis of their conditions, and an assessment and audit of the 2009 Parks Master Plan action plan. Background review and analysis will be captured in the existing conditions report.

Subtask 3.1 – Site Tour and Background Review
Perform tour of site with City staff to obtain a clear understanding of the physical qualities of San Carlos’ parks system and facilities. Discuss objectives and data needs with key City staff.

Compile data from the site tour, inventory, community outreach input, and assessment and audit of the 2009 Parks Master Plan action plan to provide understanding of the existing conditions of the San Carlos Parks and Recreation facilities, amenities, and overall system; and create a basis for the existing conditions report. Identify additional data needed to complete plan. This task involves:
● Analyze and assess the conditions and current use of existing facilities, programs, and amenities (such as outdoor courts, fields, play equipment, turf, lighting, and more). ● Analyze and map existing conditions to identify deficiencies in park facilities and park space (based on walkshed mapping); barriers to equitable access (including ADA); and other mapping as determined necessary.

Update any maps and data provided in the General Plan Parks and Recreation Element. ● Gather and compile information from different City sources into a prioritized list to advise City in determining items to carry forward from the 2009 Parks Master Plan into the new plan. Interview City staff to assess implementation items in the 2009 Parks Master Plan that have been accomplished and identify remaining items to be completed that were not initiated; and recommend items to be removed. ● Review past outreach efforts, including input from the Community Characteristic Surveys on parks and recreational facilities and programs.
● Review existing data and past planning efforts provided by the City, including but not limited to:
o Parks, Open Space, Buildings, and Other Recreational Facilities Master Plan 2009 – 2029 o Existing and ongoing planning initiatives and all relevant background materials, documents, and studies listed in Table 2 of the RFP
o Climate Mitigation and Action Plan
o 2020 Bicycle and Pedestrian Master Plan
o Relevant policies contained in the City of San Carlos 2030 General Plan o City’s existing infrastructure plans (sewer, stormwater, streets, and traffic) and relevant capital improvement projects
o Available documentation of existing conditions of parks & recreation facilities (topographic surveys, building plans, condition assessments or reports)
o Other City documents, policies, and ordinances that are pertinent to this project Subtask 3.2 – Existing Conditions Report
Based on current and past community input, the compiled background review data, and the 2009 Parks Master Plan action plan audit, produce an existing conditions report that summarizes key findings and takeaways. This includes a summary of:
● Key planning and policy frameworks relevant to the new Parks Master Plan; ● An analysis of existing conditions of parks & recreation facilities including general condition identifying visible wear-and-tear, general non-conforming accessible conditions, reported use deficiencies, efficiency of existing space use, and identification of opportunities for expansion or improvements (includes written descriptions, diagrams, photographs & mapping);
● An assessment and audit of the 2009 Parks Master Plan; and

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● An inventory of parks and recreation facilities based on the park classification system defined in the 2009 Parks Master Plan.
● A description and assessment of the City’s current park funding programs such as user fees, grants, General Fund, the Park Land Dedication In-Lieu Fee and Park Facility Development Fee as well as indicate current fund balances as shown in the City’s budget.
● An inventory and assessment of current programming and services provided by the City through existing amenities.
● A cost and cost recovery assessment of current programs offered by the City and the Recreation program overall.
● Conduct biological resources assessment of all park and open space sites. This assessment will include desktop research of vegetation communities and sensitive plant and wildlife species. Desktop research will also include applicable federal, state, and local regulations, and relevant General Plan policies regarding biological resources, as well as any wildfire prevention and response plans. Two biologists will also conduct a 2-day site assessment of the park and open space sites. The site assessment will include GPS mapping to confirm vegetation communities, mark locations of non-native and invasive species, and note observations of any special status species. The assessment of the open space areas, Big Canyon Park and Eaton Park, will include preliminary discussions of landslide history and wildfire hazards. Prepare a Biological Resources Assessment report which will describe the findings from both the desktop research and the site assessment. This report will be prepared to support the Master Plan as well as CEQA review. ● Analyze existing open space recreation conditions, and prepare an open space use assessment of Big Canyon Park and Eaton Park. This assessment will include a 2-day GPS mapping effort to assess designated trail condition and map the location and extent of any visitor created trails. During this trail mapping, staff will perform a general evaluation of open space signage and other amenities. Two staff members will collect visitor use level and activity type data for 1 weekend day at each of Big Canyon and Eaton Parks. To prepare the report, staff will perform desktop research on current regional recreation and trends, as well as discuss the relevant General Plan policies, 2009 Parks Master Plan, and the Hillside Trails Plan. Information gleaned during conversations with City staff and the community as part of Tasks 2.1 and 3.1 will also be included in the discussion of existing open space conditions.

DELIVERABLES: MEETINGS:

Existing Data Review and List of Additional Needs
Existing Conditions Report
Site Tour
Staff Interviews for Audit
1 4
Biological Resources Assessment
Open Space Use Assessment
PHASE 2 – COMMUNITY NEEDS ASSESSMENT
The objective of this phase is to create a robust assessment of community needs and vision for parks and recreation facilities to provide a foundation for developing an action and implementation plan.

TASK 4. Community Outreach and Needs Assessment
The purpose of this task is to provide a comprehensive assessment of community needs identified through community engagement efforts and the existing conditions report.

Subtask 4.1 – Community Needs Assessment
Employ a methodology to inform a detailed community needs assessment report. Host a review meeting with City staff to confirm the desired methodology and resources for the needs assessment report. This methodology will, at a minimum, include a combination of:
● Benchmarking (case studies) against comparable communities near and around the San Carlos local region (assume 3 similar jurisdictions to be selected by City Staff and Consultant team)

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● Analysis of demographic trends and characteristics related to the use of parks and recreational facilities. ● Analysis of available recreation trend surveys
● Review of current programming and participation
● Review of General Plan standards and applicable State and County law requirements, including SB 1425 ● Review of National Park and Recreation Society standards ● Review of other studies and data as determined necessary for needs assessment ● Analysis of San Carlos community surveys related to parks and recreation needs ● Feedback from focus group meetings
● Meetings with City staff including Parks and Recreation Department Staff, the City Manager, and other key staff
● Interviews with Mayor and City Council members, including the Trails and Open Space City Council Sub-committee
Subtask 4.2 – Community Needs Assessment Report
Based on information obtained from the community outreach and needs assessment, produce a Community Needs Assessment report that summarizes key findings and takeaways from the research, analyses, and community feedback reviewed for this assessment. The Community Needs Assessment Report will allow up to two (2) iterations.

DELIVERABLES: MEETINGS:

Community Needs Assessment Summary Report Methodology review w/ City Staff 1 Meetings with City Staff 4
Interview with Mayor, Council
Members, and Subcommittees 4
TASK 5. Study Sessions with PTC, PRCC, and City Council The purpose of this task is to present the findings of the Existing Conditions Report and the Community Needs Assessment Report to the Parks, Recreation, and Cultural Commission, Planning and Transportation Commission, and City Council for feedback.

Subtask 5.1 – Study Sessions
Present findings from previous tasks at study sessions with PTC, PRCC, and City Council. Produce and provide presentations and prepare a summary of feedback received.

DELIVERABLES: MEETINGS:

Study Session Presentations Study Sessions (in person) 3 Study Session Feedback Summary
PHASE 3 – ACTION PLAN RECOMMENDATIONS
The objective of this task is to prepare a realistic, comprehensive, and efficient action plan for the City of San Carlos’ parks and recreation facilities, amenities, and programs. The Action Plan will take into consideration the findings of the Existing Conditions Report and the Community Needs Assessment Report to recommend projects that will help achieve the community’s vision and needs.

TASK 6. Action Plan Recommendations
The purpose of this task is to produce the Action Plan recommendations for the new San Carlos Parks Master Plan. The Action Plan will address all parks, open spaces, and other recreational facilities within the City of San Carlos. The recommendations will include the following categories:

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● New parks
● Community Parks
● Neighborhood parks
● Mini Parks
● Special Use Parks
● Open Space and Trails
● Active Recreation Facilities
● Community Facilities
Subtask 6.1 – Action Plan
Review past key findings and community input to inform the Action Plan recommendations, including:
● Assess the need for new parkland and recreation amenities; and review mechanisms for identifying available land to acquire new parkland.
● Assess and identify specific opportunities for new kinds of park types or recreational facilities based on the Community Needs Assessment.
● Analyze sites across the City that may be appropriate for developing community amenities including the potential for new community center, gathering spaces, event spaces; Provide recommendations and analysis for specific sites and types of community amenities they may be able to accommodate. ● Analyze and provide recommendations for improvements to existing parks and recreational facilities.

Recommendations to include all possible improvements, such as hillside stabilization areas, play areas and equipment, trail repair or expansion, landscaping, equipment storage, drainage, signage, waste management, parking lot improvements, restrooms, building improvements or expansions, and more. ● Provide recommendations for parks and open space to include equitable access to park facilities for all residents in a manner that considers social, economic, and racial equity, and other considerations related to preservation and enhancement of open space.
● Identify opportunities for trails system expansion and improvements based on Citywide initiatives. ● Analysis and recommendations for urban trails network through the urban environment, including recommendations on how to connect the community to amenities on Privately Owned Publicly Accessible (POPA) land.
● Assess and identify opportunities for new or improved recreational programming based upon community needs assessment and planned improvement being recommended in the action plan. This will include funding and finance options for cost recovery and methods of financing for future revenue. ● Recommend specific details around location, new uses and programming, improvements or additions, and size as relevant to inform the Capital Improvements Project. ● Recommend a proposal strategy and alternative options to consider for a potential new community facilities. ● Identify opportunities for improvements in park and open space sites. Prepare a set of recommended actions to address needs related to improving biological resources across the park and open space system.

Recommended actions will also address open space specific needs related to improving open space habitats and trails, wildfire and landslide considerations, and enhancing visitor experiences.

Based on City Staff input and discussion, revise Action Plan recommendations into a prioritized list based on community demand and need, existing conditions, and maintenance.

Subtask 6.2 – Review Meeting & Study Sessions
Host review session of the Draft Action Plan Recommendations Report with City staff and key stakeholders.

Attend, produce and provide presentations for the study sessions with PTC, PRCC, and City Council. Prepare a summary of feedback received for City Staff.

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DELIVERABLES: MEETINGS:

Draft Action Plan Recommendations Report Review Meeting w/ City Staff & Key Stakeholders
3 Final Action Plan Recommendations Report Study Session with PTC, PRCC, Council 3 Study Session Presentations
Study Session Summary
PHASE 4 – IMPLEMENTATION PLAN
The objective of this task is to prepare a comprehensive implementation plan for the City of San Carlos’ parks and recreation facilities, amenities, and programs. The Implementation Plan will inform priorities, phasing, and financing strategies.

TASK 7. Draft Implementation and Financing Plan
The purpose of this task is to produce the Implementation and Financing Plan recommendations for the new San Carlos Parks Master Plan.

Subtask 7.1 – Develop Cost Estimate
Prepare a set of project cost estimates (including operational costs) associated with the recommendations and alternative options identified in the Action Plan to inform priorities required to achieve the community’s vision.

Subtask 7.2– Assessment of Cost Alternatives and Identify Priorities Apply a criterion of most efficient use of financial and land resources, protection of public health and safety, and projects that already have funding or support a range of community needs and goals with consideration of the cost estimates to create a prioritized cost assessment list. The project team will collaborate with City staff to formulate a set of criteria that reflect City priorities.

Subtask 7.3 – Phasing and Development Cost Plan
Recommend a phasing plan based on the identified priorities in Subtask 7.2 to inform the Capital Development Costs summary table that will inform the City of individual and cumulative costs of the recommended projects. This will include costs for new land acquisition as per recommended in the Action Plan. The phasing plan will be prepared in a matrix format.

Subtask 7.4 – Financing Plan
Provide a range of recommendations for financing strategies and sources for the implementation plan. At a minimum, this will consider the following:
● Financing mechanisms that are linked to a measure of need for additional parks and recreation facilities, such as recreation impact fees;
● solutions to increase amenities with limited land, including exploration of a community benefits program and/or development agreements that would incentivize private developers to contribute to community facilities and programming;
● review of potential public and private funding sources to finance new facilities and programs, including review of the City’s existing park land dedication in-lieu fee and park facility development fee programs; ● review of revenue sources for the start-up costs for new facilities and programs, as well as the annual operation and maintenance costs for both existing and new community facilities; and ● identification, review, and evaluation of three case studies that show how other cities similar to San Carlos have financed community facilities and programs similar to those desired by the City.

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Subtask 7.5 – Draft Implementation and Financing Plan
Compile information gathered and develop a draft implementation and financing plan. Draft implementation includes high-level considerations for open space and biological resource actions. These considerations will include potential costs, a discussion of funding and grant options, potential regulatory permitting, potential additional environmental reviews, as well as best practices for implementation.

Prepare up to (3) iterations for community, stakeholders and Trails and Open Space Sub-Committee to comment on.

Present and collect feedback from the community, stakeholders, and PTC. Prepare a summary of feedback received for City Staff.

DELIVERABLES: MEETINGS:

Draft Implementation and Financing Plan Stakeholder/Focus Groups 3 Trails and Open Space Sub-Commitee 1
Study Session with PTC, PRCC, Council 3
PHASE 5 – DRAFT AND FINAL PARKS MASTER PLAN AND GENERAL PLAN UPDATE The objective of this task is to develop the Draft Parks Master Plan and the General Plan Parks and Recreation Element amendment for City and public review.

TASK 8. Draft Parks Master Plan for Adoption
The purpose of this task is to produce a Draft Master Plan for review before adoption.

Subtask 8.1 – Draft Master Plan Booklet
Prepare a Draft Master Plan that compiles all previous phases into one booklet for review. This is to include feedback from the community and any edits, if requested, by the PTC, PRCC, and the City Council.

Subtask 8.2 – Draft General Plan Parks and Recreation Element Amendment Amend the General Plan Parks and Recreation Element to align with the Draft Parks Master Plan.

Subtask 8.3 – Public Review Period
Prepare the Public Draft Parks Master Plan and amended Parks and Recreation Element for public review by the community, stakeholders, and Trails and Open Space Sub-Committee. Public import to be gathered via a Google Form and consolidated in one place for efficiency.

DELIVERABLES: MEETINGS:

Draft Parks Master Plan PTC, PRCC, Council Review 3
Draft General Plan Parks and Recreation Element
Public Review Draft
TASK 9. Environmental Review
Subtask 9.1 - CEQA
The purpose of this task is to conduct an environmental review needed for the project and include cost estimates for different levels of California Environmental Quality Act (CEQA) assessments that may be needed in the cost proposal.

Conduct the entire CEQA process necessary for the project, including noticing, response to comments, preparation of findings, final CEQA documentation, and recording Notice of Determination.

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Pursuant to the California Environmental Quality Act (CEQA) for the Parks Master Plan and update to the Parks and Recreation Element of the City’s General Plan is the use of programmatic documentation that will streamline CEQA review for Citywide parks, open space, and recreational facilities over the next 20 years. It is anticipated the required CEQA level of review will be a programmatic Initial Study/Mitigated Negative Declaration (IS/MND) but Task 14 includes the option for the preparation of an Environmental Impact Report (EIR). The IS/MND will tier to the maximum extent feasible from the City’s existing General Plan EIR as well the CEQA analyses for various other concurrent and recent City planning efforts listed in the RFP. The CEQA documentation will also consider policies of the new Parks Master Plan, existing General Plan, etc. to self-mitigate certain project impacts.

Pursuant to Section 15168 of the CEQA Guidelines, a programmatic CEQA document may be prepared on a series of actions that can be characterized as one large project and are related geographically, by similar environmental effects, as logical parts in the chain of contemplated actions, or in connection with issuance of rules, regulations, plans, or other general criteria to govern the conduct of a continuing program. A programmatic CEQA document can provide a more exhaustive consideration of effects and alternatives than would be practical in an IS/MND or EIR on an individual action and can ensure consideration of cumulative impacts. A programmatic CEQA document can be used as part of the environmental review for later individual projects to be carried out pursuant to the project previously analyzed in the programmatic document. Some future projects under the program may be exempt from CEQA, such as improvements to existing facilities, whereas others identified in the Parks Master Plan may require additional analysis in the future once the project is further designed, engineered or detailed. ● Prepare Administrative Draft Initial Study
WRA will prepare an Administrative Draft Initial Study (IS) for the proposed project utilizing the thresholds of significance contained in Appendix G of the CEQA Guidelines, as well as any City-approved thresholds of significance. The IS will evaluate the potentially significant impacts of implementing the Parks Master Plan as related to the environmental topics in the Environmental Checklist Form of the CEQA Guidelines. An electronic copy of the Administrative Draft IS will be provided to the City for review and comment.

The analysis in the IS will use information contained in any existing technical reports and documents related to the project, which may include, but are not limited to the City’s General Plan, other applicable plans, any applicant supplied materials, and other applicable information obtained through the research efforts of WRA staff.
● CEQA Options Memo
WRA will use the findings from the IS to make a recommendation for the most appropriate CEQA option the City should pursue to complete environmental review of the Parks Master Plan. The options WRA will consider in making our recommendation to the City include the following:
● Programmatic Initial Study/Mitigated Negative Declaration (PIS/MND): This option would be appropriate if the IS indicates that the Parks Master Plan could result in potentially significant environmental impacts that could be reduced to less-than-significant levels by policies and/or mitigation measures.
● Programmatic Environmental Impact Report (PEIR): This option would be appropriate if the IS indicates that implementation of the Parks Master Plan could potentially result in significant and unavoidable environmental effects.

WRA assumes that the City will review and comment on the memo once and WRA will make minor revisions.

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● Prepare Administrative Draft PIS/MND
WRA will address and respond to a single, consolidated set of the City’s comments on the Administrative Draft IS and incorporate those revisions into the Administrative Draft PIS/MND. WRA will provide one electronic copy of the Administrative Draft PIS/MND to the City for review and comment. ● Preparation of the Screencheck Draft PIS/MND
WRA will address and respond to a single, consolidated set of comments on the Administrative Draft PIS/MND provided by the City to WRA electronically. WRA will produce one electronic copy of the Screencheck Draft PIS/MND for review by the City.
● Production and Publication of the Draft IS/MND
WRA will address and respond to City comments on the Screencheck Draft PIS/MND, and prepare a Draft PIS/MND, which will be submitted to the City for final approval before publication. Upon approval of the document by the City, WRA will produce one electronic and five hard copies of the Draft PIS/MND for the City’s use during the 30-day public review period. Additionally, WRA will coordinate with the City in preparing a web-ready version of the Draft PIS/MND and all appendices for publication on the City’s website. WRA will produce the Notice of Intent (NOI), as well as any other CEQA noticing requirements, including the Notice of Completion (NOC). This proposal assumes that the City will be responsible for circulating the NOI via local radius mailing, posting on-site, or submitting the NOI to a local newspaper. WRA will be responsible for filing relevant CEQA notices and documents with the San Mateo County Clerk and with the State Clearinghouse via the CEQAnet portal.
● Prepare Final PIS/MND
Following completion of the 30-day public review period, WRA will respond to agency and public comments submitted on the Draft PIS/MND. The extent of work necessary to complete the Final PIS/MND responses to comments is contingent upon the number and nature of public comments received after the Draft PIS/MND is circulated. For the purposes of this proposal, WRA assumes a total of 24 hours for responding to any comments on the Draft PIS/MND. Time required in excess of 24 hours is proposed to be billed on a time and materials basis. As part of this task, WRA will also prepare a Mitigation Monitoring and Reporting Program (MMRP) for the project. WRA will prepare up to five hard copies of the Final PIS/MND. The City will be responsible for paying all the required filing fees. WRA assumes it will be responsible for the preparation and filing of Notice of Determination (NOD) with the County Clerk within five days of project approval. ● Project Management, Document Review, and Meeting Attendance WRA will attend up to two public hearings on the PIS/MND and the project. If needed, WRA will be available to attend additional hearings under a separate scope of work. In addition, WRA’s project manager will be available during the CEQA phase of the project for bi-weekly conference calls with the City and three meetings with the City.

DELIVERABLES: MEETINGS:

Administrative Draft IS
CEQA Options Memo PTC, PRCC, Council Review 3
Administrative Draft PIS/MND
Screencheck Draft PIS/MND
Public Review Draft PIS/MND
Final PIS/MND

NOI, NOC, NOD

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TASK 10. Final Parks Master Plan
The purpose of this task is to develop the Final Parks Master Plan and internal implementation schedule.

Subtask 10.1 – Final Master Plan Booklet
Prepare a Final Master Plan that compiles all comments and previous phases including background review, existing conditions report, needs assessment report, action plan, and implementation and financing plan into one booklet.

Present to Planning and Transportation Commission, Parks Recreation and Culture Commission, and City Council for comment.

Subtask 10.2 – 2025 Parks Master Plan Implementation Schedule Provide an implementation schedule tied to the new Parks Master Plan for City staff to track implementation for short- and long-term budgeting and reporting to the community over the next 20 years.

DELIVERABLES: MEETINGS:

Final Parks Master Plan
Presentations Materials PTC, PRCC, Council Review 3
2025 Parks Master Plan Implementation Schedule
TASK 11. Final Parks and Recreation Elements Update
The purpose of this task is to update the final amendments to the General Plan Parks and Recreation Element.

Subtask 11..1 – Final Parks & Recreation Elements Update Prepare the final amendments to the General Plan Parks and Recreation Element to be consistent with the new Parks Master Plan. Update to be present at time of Final Parks Master Plan for review and comment. This will include any edits, if requested, by the PTC, PRCC, and the City Council. Allows up to two (2) iterations of staff review.

DELIVERABLES: MEETINGS:

Final Parks & Recreate Elements Update See Task 10

OPTIONAL TASKS
TASK 12. Community Center Schematics and Concepts
The purpose of this task is to assess the future potential of a new community center as a separate project.

Subtask 12.1 – Assessment of Site Options
Prepare an assessment of site options for a new Community Center, including:
● Prepare spatial program table including all needs identified in Task 4; ● Confirm sites under consideration based on analysis in Existing Conditions Report & Action Plan (up to 3); ● Site Analysis diagram of each site;
● Preliminary regulatory summary of each site;
● Prepare test fits of each site, identifying benefits presented by co-locating with other City facilities/amenities, zoning or code restrictions, ability to serve identified spatial program needs. ● Review Site Assessment with City Staff to select site(s) to move forward into Conceptual Design Options.

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PROJECT SCOPE
Subtask 12.2 – Conceptual Design Options
Develop Conceptual Design options for the selected site(s) (up to 3 total). Document in illustrative floor plan & section, preliminary energy/daylighting model, and simple 3D rendering (up to 2 for each option). Prepare Draft Conceptual Design Report, including:
● Project Goals;
● Spatial Program Table;
● Site Assessments (site identification, regulatory analysis, test fits); ● Performance Requirements
● Conceptual Design Options
● ROM Cost Estimates
Subtask 12.3 – Community/Stakeholder Engagement
Gather community/stakeholder input on Conceptual Design options through (2) Pop-up activities at community events in the City, and an online survey. Compile and analyze feedback. Present Draft Conceptual Design Report and engagement results at (1) Public Meeting. Identify preferred Conceptual Design option.

Subtask 12.4 – Final Conceptual Design Report
Prepare a final Conceptual Design Report, including:
● Updates to Draft Conceptual Design report sections;
● Community/Stakeholder Engagement results;
● Preferred Conceptual Design (Illustrative plans & sections, revised energy/daylighting model results, (2) 3D renderings, written description of proposed design elements). ● Present Final Conceptual Design Report and (1) Public Meeting.

DELIVERABLES: MEETINGS:

Site Assessments & Test Fits Test Fit review session with City Staff Draft Conceptual Design Report Public Pop-up Events 2
Final Conceptual Design Report Public Meetings 2
TASK 13. Cost Recovery
Subtask 13.1 – Develop Cost Recovery Strategy
The Matrix Consulting Group would work with City staff to review existing revenues and expenditures by program category. Any indirect or overhead costs would be considered, as well as any maintenance related costs that should be factored into the cost recovery calculation. Once cost recovery by program or service area is developed, we will discuss cost recovery goals based upon industry standards as well as the regional trend. Opportunities for improvement would be identified regarding areas where to increase cost recovery based upon the market analysis.

DELIVERABLES: MEETINGS:

Draft Cost Recovery Strategy
TASK 14.Programmatic Environmental Impact Report (PEIR) Path Subtask 14.1 Programmatic Environmental Impact Report (PEIR) Path Prepare Administrative Draft PEIR
CEQA includes prescribed noticing requirements to inform the public and other cognizant agencies that environmental documentation is being prepared for a project. If the CEQA Options Memo determines a PEIR is required for the

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PROJECT SCOPE
project, WRA will prepare all PEIR notices required by CEQA for the proposed project, subject to review and approval by the City. WRA will first prepare and circulate the Notice of Preparation (NOP) of the Draft PEIR to all relevant agencies and parties. WRA will also attend one public scoping meeting during this stage of the process which will include a presentation by WRA of the PEIR process and collection of all comments from the public and agencies. A finalized scope for the PEIR will be defined after all comments on the NOP and all public outreach meeting comments have been received and been carefully considered. WRA will work with the City to determine if comments provided during the PEIR scoping process could expand the scope of work or require additional technical sections to be included in the PEIR.

WRA will address and respond to a single, consolidated set of the City’s comments on the Administrative Draft IS and incorporate those revisions into the Administrative Draft PEIR. All appliable categories of analysis in the PEIR will describe the setting, regulatory requirements, and impacts according to CEQA criteria and any additional thresholds approved by the City. After consideration of Master Plan, General Plan, etc. policies, if necessary, each section will also identify mitigation measures that may be required to lessen those impacts. It is anticipated that several of the environmental issues will be scoped out of the EIR process as some are not relevant to the project sites and/or project (e.g., mineral resources). WRA anticipates analyzing at least two to three alternatives to the project as part of the PEIR.

The PEIR will also include the following sections:
● Summary,
● Introduction,
● Project Description, including Project Objectives,
● General Description of the Environmental Setting,
● Impacts Found to BE Less Than Significant,
● Cumulative Impacts,
● Growth-Inducing Impacts, and
● Organizations and Persons Consulted.

Preparation of the Screencheck Draft PEIR
WRA will address and respond to a single, consolidated set of comments on the Administrative Draft PEIR provided by the City to WRA electronically. WRA will produce one electronic copy of the Screencheck Draft PEIR for review by the City.

Production and Publication of the Draft PEIR
WRA will address and respond to City comments on the Screencheck Draft PEIR, and prepare a Draft PEIR, which will be submitted to the City for final approval before publication. Upon approval of the document by the City, WRA will produce one electronic and five hard copies of the Draft PEIR for the City’s use during the 45-day public review period.

Additionally, WRA will coordinate with the City in preparing a web-ready version of the Draft PEIR and all appendices for publication on the City’s website. WRA will produce the Notice of Availability (NOA), as well as any other CEQA noticing requirements, including the Notice of Completion (NOC). This proposal assumes that the City will be responsible for circulating the NOA via local radius mailing, posting on-site, or submitting the NOA to a local newspaper. WRA will be responsible for filing relevant CEQA notices and documents with the San Mateo County Clerk and with the State Clearinghouse via the CEQAnet portal.

Preparation of the Final PEIR
Following completion of the 45-day public review period, WRA will respond to agency and public comments submitted on the Draft PEIR. The extent of work necessary to complete the Final EIR is contingent upon the number and nature of public comments that are received after the Draft PEIR is circulated. For the purposes of this proposal, WRA assumes a

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PROJECT SCOPE
total of 24 hours for responding to any comments on the Draft PEIR, as well as preparing the MMRP. Time required in excess of 24 hours is proposed to be billed on a time and materials basis. WRA will submit one copy of the Administrative Final PEIR to the City for review and approval. Upon City approval of the Administrative Final PEIR, WRA will prepare up to five copies of the Final PEIR with all appendices and the MMRP. WRA will also coordinate with the City in preparing a web ready version of the Final PEIR and posting the final documents on CEQAnet, including all required notices.

Statement of Findings and Facts and Statement of Overriding Considerations Prior to consideration of certification of the Final PEIR, WRA will prepare the Statement of Facts and Findings for any significant environmental effects identified in the PEIR. The Findings will individually identify the significant environmental effects of the proposed project and provide a reasoned discussion of the appropriate findings of the lead agency. If required, WRA will prepare the Statement of Overriding Considerations in accordance with the specifications of Section 15093 of CEQA. The Statement of Overriding Considerations will describe why the benefits of the project outweigh its significant unavoidable effects, if such effects are identified by the PEIR.

Notice of Determination
If the project is approved, WRA will prepare the Notice of Determination (NOD) to be filed by WRA with the San Mateo County Clerk within five business days of project approval. The NOD filing also requires payment of a filing fee and California Department of Fish and Wildlife fees, which WRA assumes will be paid by the City.

Project Management, Document Review, and Meeting Attendance WRA will attend up to two public hearings and one scoping meeting on the PEIR. If needed, WRA will be available to attend additional hearings under a separate scope of work. In addition, WRA’s project manager will be available during the CEQA phase of the project for bi-weekly conference calls with the City and three meetings with the City.

DELIVERABLES: MEETINGS:

Administrative Draft PEIR
Screencheck Draft PEIR
Public Review Draft PEIR
Final PEIR

NOP, NOA, NOC, NOD
Statement of Findings and Facts
and Statement of Overriding
Considerations
Three public hearings

KEY ASSUMPTIONS
The scope, schedule, and budget outlined in this proposal are predicated on the limitations and assumptions described below:
● All documents will be provided electronically to the City for review and reproduction ● City to print all collateral for Community Engagement noticing (to be determined in community engagement plan), Gates to provide graphics
● City to post on Social Media accounts, Gates to provide digital graphics ● City to provide in-person translation services (if needed) ● All comments received from the City shall be consolidated from ALL departments, concise and non-contradictory prior to distribution to the project team

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PROJECT SCOPE
● City is responsible for public noticing publication costs for the draft review period and filing the Notice of Intent with the county clerk

KEY EXCLUSIONS
The project exclusions not included within the scope of work are described below:
● Topographic surveys
● Report by Certified Access Specials, CASp and in-depth investigation of ADA or accessibility code compliance ● Hazardous materials testing, report or abatement
● Geotechnical, geological, or soils testing or results ● Review of and exploratory investigations, assessments and testing of existing structure, envelope, conveyance, MEP systems, life safety systems, and utilities.

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3. TIMELINE

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Subtask 1.1 Project Management                                  Subtask 1.2 Project Kickoff Meeting 
Subtask 1.3 Workplan
Subtask 2.1 Community Outreach and Engagement Plan
Subtask 2.2 Digital Engagement 
Subtask 2.3 Community Survey
Subtask 2.4 Stakeholder and Focus Group Meetings  
Subtask 2.5 Community Activities and Events    
Subtask 2.6 Public Meetings and Presentations
Subtask 3.1 Site Tour and Background Review  
Subtask 3.2 Existing Conditions Report
Subtask 4.1 Community Needs Assessment   
Subtask 4.2 Community Needs Assessment Report
Subtask 5.1 Study Sessions 
Subtask 6.1 Action Plan
Subtask 6.2 Review Meeting & Study Sessions  
Subtask 7.1 Develop Cost Estimate
Subtask 7.2 Assessment of Cost Alternatives and Identify Priorities Subtask 7.3 Phasing and Development Cost Plan
Subtask 7.4 Financing Plan
Subtask 7.5 Draft Implementation and Financing Plan   Subtask 8.1 Draft Master Plan Booklet
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment Subtask 8.3 Public Review Period 
Subtask 9.1 CEQA
Subtask 10.1 Final Master Plan Booklet
Subtask 10.2 2025 Parks Master Plan Implementation Schedule   Subtask 11.1 Finalize Parks and Recreation Element Update   Task 12 Community Center Schematics and Concepts 
Task 13 Cost Recovery Strategies
Task 14 PEIR Path
 Staff Meeting
 Community Meeting
 Public Meeting (Boards, Commission, Council)
 Adjacent Property/Agency
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
Apr.

TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

OPTIONAL SERVICES
TASK 9 - ENVIRONMENTAL REVIEW
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
Jan. Feb.

TASK 6 - ACTION PLAN RECOMMENDATIONS
TASK 7 - DRAFT IMPLEMENTATION AND FINANCING PLAN
TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
Aug. Sep.

TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING TASK 2 - COMMUNITY ENGAGEMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
*Schedule is subject to change dependent on project progress.

Dec.
20252024
Oct. Nov. Dec.July Aug. Sep. Oct. Nov.May June JulyMar.

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4. PROJECT TEAM

ORGANIZATION

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4. PROJECT TEAM ORGANIZATION

PROJECT TEAM
GATES + ASSOCIATES

RYLEE RODRIGUEZ
Project Planner & PM Assistant

CASEY CASE, RLA
Principal-in-Charge

SUBCONSULTANTS

MELONIE REYNOLDS, RLA
Project Manager
WRA, INC.

Environmental Consultants

LESLIE LAZAROTTI
Principal-in-Charge

ROBIN GRAHAM
Public Access Planner

GEOFF REILLY
Senior Environmental Planner

REBECCA FLANEGAN
Outreach Coordinator
Our team will form a creative partnership with the City of San Carlos. We are committed to allocating the appropriate staffing level to accommodate the City's scheduling goals and maximize available funds. Our prime consulting team is as follows. Roles and qualifications of subconsultants can be found on the following resume pages.

CASEY CASE, RLA will serve as Principal-in-Charge. She is a visionary and collaborative landscape architect with a varied project portfolio that includes park renovations, streetscape design, park & recreation master planning, and urban design.

Casey’s expertise includes project management, public presentations, graphic renderings, project concept, design development, cost estimating, and construction document production. Casey will provide oversight to the project team to ensure that all deliverables at each milestone align with the City’s overall vision, goals, and stakeholder input.

MELONIE REYNOLDS, RLA will serve as Project Manager and be the main point-of-contact for the City. Throughout the last 20 years, Melonie has successfully managed a wide range of public and private projects from the master planning phase through project design development, cost estimation, construction document development, and construction administration.

She brings a broad portfolio of a wide range of park design, renovation and master planning projects.

RYLEE RODRIGUEZ will serve as Project Planner & Project Manager Assistant. Rylee is an enthusiastic, detail-oriented planner who has worked on a wide range of public parks and recreation master plans since joining Gates + Associates. With a background in urban planning, design, and policy development, her interest lies in parks, green spaces, and sectors of the public realm that emphasize placemaking and getting people outside.

REBECCA FLANEGAN will serve as Outreach Coordinator, bringing 15+ years of experience in events and public engagement with a focus on creatively connecting to communities. At GATES, Rebecca has coordinated thoughtful and inclusive outreach programs for capital improvement projects and solicited community feedback through focus group interviews, webinars, online surveys, and in-person workshops.

MATRIX CONSULTING GROUP
Recreational Programming

ALAN PENNINGTON
Principal

KHUSHBOO INGLE
Project Manager

CHAS JORDAN
Project Analyst

SIEGEL & STRAIN
Architecture
SUSI MARZUOLA, AIA, LEED AP BD+C
Architectural Principal
LAURA LEVENBERG, AIA, LEED AP BD+C
Project Manager

BAE URBAN ECONOMICS
Financing Consultant

DAVID SHIVER
Financial Consultant Principal

CHELSEA GUERRERO
Financial Consultant Project Manager

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SUBCONSULTANT FIRMS
SIEGEL & STRAIN ARCHITECTS is an innovative
architecture firm recognized nationally for civic, institutional, and sustainable projects. Their deep sustainable design knowledge is evidenced by award-winning projects
demonstrating a wide variety of ecological building
practices and construction types. They employ a research and program-driven approach and a highly collaborative and participatory process in their work, methods that are well suited for crafting a community-wide vision and concept for projects. Sustainable design is woven throughout their design process. As a result, their buildings and related site and landscape improvements are responsive to their natural and built context, climate, and use.

The firm’s civic projects are collaborative community-wide efforts that build consensus and support and embody
community aspirations. This kind of community engagement has led to buildings that communities cherish and make
their own. Their civic projects are varied – city halls, libraries, community centers, visitor centers, fire and police stations, emergency operation centers, and schools, many of which are historic, all of which are green. Their services range from master planning and design of new facilities to adaptive re-use of existing buildings to rehabilitation of historic buildings.

WRA, INC. is an environmental consultancy that’s making a net positive impact. They are proud to be an employee- owned, certified small business (SB-PW ref. #13333) with 100 team members working from four offices in California, and a growing distributed workforce throughout the West.

As a tenacious team of planners, engineers, and scientists, they partner with public agencies, non-profits, and private entities on multidiscipline projects. With more than 40 years of experience in California’s diverse ecoregions, they understand the unique habitats throughout the state and the growing needs of local communities. WRA has extensive experience with a variety of projects in Northern California, and has teamed with Gates + Associates on six parks and open space projects in the past seven years.

MATRIX CONSULTING GROUP is a management
consulting firm dedicated to providing quality analytical assistance to local government. They were formed in 2002 by experienced consultants to pursue an operating model in which analytical work is performed by senior-level staff.

They are comprised of 27 full-time and seven part-time
highly experienced management consultants who specialize in the analysis of local government functions encompassing the entire spectrum of critical operational areas. They have extensive experience conducting parks and recreation
studies, both in dedicated studies and as part of parks master planning projects. Since 2002, they have conducted over 50 dedicated studies for local government that included assessments of the parks and recreation services.

BAE URBAN ECONOMICS, INC. is an award-winning,
national urban economics and real estate consultancy .

Since 1986, they have completed more than 2,600 client
engagements for public agencies, non-profit organizations, financial institutions, and real estate investors and
developers. All their work is led by seasoned professionals, who are responsible for project direction and quality control.

BAE’s services and practice areas include: Market and
Financial Feasibility Analyses, Development Advisory
Services, Parks and Cultural Amenity Analyses, Economic Development and Revitalization, Fiscal Impacts and
Economic Benefits Analyses, and Public Finance Sustainable Development and TOD.

BAE has earned more awards for excellence than any other firm in their field, their core staff has averaged more than 15 years each with the company, and their clients have
retained them repeatedly over their 38-year history. BAE is also certified as an DBE in the State of California and is a certified green business by Alameda County.

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4. PROJECT TEAM ORGANIZATION

RESUMES

AREAS OF EXPERTISE
• Project Management
• CAD Design
• Graphic Presentation Design
• Public Outreach Facilitation
• Construction Documents
• Horticulture
• Arboriculture

REGISTRATIONS
Landscape Architect, #6032,
California, Expiration: June 2024
ISA-Certified Arborist
ReScape Qualified Landscape
Professional Rater

EDUCATION
B.S., Landscape Architecture,
U.C. Davis, 2008

PROFESSIONAL EXPERIENCE
Gates & Associates, 2011 - Present
The HLA Group Inc., Sacramento,
California, 2008-2011

PROFESSIONAL AFFILIATIONS
Design Review Commission of Walnut
Creek (2018 - 2026)
Associate Member, American Society
of Landscape Architects
(2005 - Present)
CASEY CASE is the president and managing partner of Gates + Associates, a landscape architecture firm whose mission is “to get people outside.” Casey perpetuates this mantra in her company leadership, business decisions, and design solutions while directing a dynamic group of designers, problem-solvers, and collaborators. Her expertise as a landscape architect, arborist, and sustainability steward allows her to bring a holistic sensibility to designing outdoor experiences that bridge the gap between nature and people, and encourage connection to the environment. In addition to her role at Gates + Associates, Casey is also a Design Review Commissioner for the City of Walnut Creek.

RELEVANT PROJECT EXPERIENCE

PARK DESIGN & PLANNING
• Belmont PROS Master Plan, Belmont, CA
• Milpitas Park & Recreation Master Plan, Milpitas, CA
• South San Francisco Park & Recreation Master Plan, South San Francisco, CA • Matt Garcia Community Park Master Plan, Fairfield, CA • Windsor Park & Recreation Master Plan, Windsor, CA
• Twin Pines Park Master Plan, Belmont, CA
• Alameda Park Master Plan, Alameda, CA
• Central Park Master Plan, Santa Clara, CA
• Caldwell Community Park Expansion, Redding, CA
• Central Park Renovation Design, San Ramon, CA
• Ellis Lake Park & Playground, Concord, CA
• Imagine Playground, Dublin, CA
• Iron Horse Trail Landscape Improvements, San Ramon, CA • Iron Horse Trail Seating Nodes, San Ramon, CA
• Keiser Park Master Plan Update, Windsor, CA
• McCoy Creek Trail Phase 2, Suisun City, CA
• N. Rollins Road Specific Plan, Burlingame, CA
• Parkside Trails, Cupertino, CA
• St. Helena Main Street and Downtown Plan, St. Helena, CA • Vallejo Waterfront History Art Park, Vallejo, CA

ADDITIONAL OUTREACH EXPERIENCE
• Santa Clara Central Park Master Plan, Santa Clara, CA • Hayward Blvd. Feasibility Study, Hayward, CA
• Iron Horse Trail Seating Nodes, San Ramon, CA
• Mission College Quad, Santa Clara, CA

PRINCIPAL-IN-CHARGE

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4. PROJECT TEAM ORGANIZATION

RESUMES

AREAS OF EXPERTISE
• Construction Documents
• Project Management
• Community Design
• Bay-Friendly Landscapes
• LEED Certification
• CHPS Certification
• Green/Sustainable Design
• Playground Structures & Safety
• ADA Requirements
• Synthetic Turf / Sports Fields

REGISTRATIONS
Landscape Architect #6573
California, Expiration: November 2025
ReScape Qualified Professional,
California 2013

PROFESSIONAL EXPERIENCE
Gates + Associates, 2004 – Present

EDUCATION
B.A., Architecture,
Lehigh University, 2004

PROFESSIONAL AFFILIATIONS
BIA Bay Area Professional Women in
Building Council, President, 2012
BIA Bay Area Professional Women in
Building Council Board Member,
2008-2018
BIA Bay Area New Gen Chair,
2015-2019
MELONIE REYNOLDS is an accomplished landscape professional who understands the unique aspects of park design and master planning. She has extensive experience in project design, design development, cost estimation, construction document development, and construction administration for a wide range of public and private projects. With a broad knowledge of landscape design principles and a versatile, design-based approach, Melonie is an exceptional project manager who successfully leads projects to completion utilizing a combination of proactive team coordination and efficient implementation of each client’s directives. She is well versed in the design of LEED and CHPS projects and is a ReScape-qualified landscape professional.

RELEVANT PROJECT EXPERIENCE

PARK DESIGN & MASTER PLANNING
• Carmichael Parks Master Plan, Carmichael, CA
• Daly City Parks and Open Space Master Plan, Daly City, CA • Milpitas Parks and Recreation Master Plan Update, Milpitas, CA • Matt Garcia Community Park Master Plan, Fairfield, CA • Middle Harbor Shoreline Park Master Plan Update, Oakland, CA • Boulevard Art Master Plan, Dublin, CA
• Boulevard Greenbelt and Pedestrian Corridor, Dublin, CA • Boulevard Landscape Master Plan, Dublin, CA
• Boulevard Pocket Parks, Dublin, CA
• Butterfly Knoll Park, Dublin, CA
• Cannery Water Tower Park, Hayward, CA
• Contempo Park, Union City, CA
• Hill Recreation Area, Novato, CA
• Imagine Playground, Dublin, CA
• Sun Valley Park, San Rafael, CA
• Iron Horse Trail Pedestrian Bridge, Livermore, CA
• Livermore USD - Playground Equipment Parity Analysis, Livermore, CA • Positano Trail, Dublin, CA

ADDITIONAL PROJECT EXPERIENCE
• Rohnert Park City Center Plaza and Drive, Rohnert Park, CA • Dublin Blvd Backbone, Dublin, CA
• Dublin Police Services Building, Dublin, CA
• Scarlett Dr . Landscape, Dublin, CA
• San Ramon Valley Blvd Median Project, San Ramon, CA
• Tassajara Road Streetscape, Dublin, CA

PROJECT MANAGER

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4. PROJECT TEAM ORGANIZATION

RESUMES

AREAS OF EXPERTISE
• Planning
• Urban Design
• Community Outreach

EDUCATION
Masters of City and Regional Planning,
Cal Poly Pomona, 2022
B.A., Design, Arizona State University

PROFESSIONAL EXPERIENCE
Gates & Associates, 2022 - Present
RYLEE RODRIGUEZ has worked on a wide range of public parks and recreation master plans since joining Gates + Associates. With a background in urban planning, design, and policy development, Rylee’s primary interests are parks, green spaces, and sectors of the public realm that emphasize thoughtful placemaking and getting people outside. Rylee uses a thorough, collaborative, and personable approach to creating visualistic and easy-to-understand planning documents that respond to the needs of her clients, reflects the community’s input, and clearly illustrate a tailored implementation strategy.

RELEVANT PROJECT EXPERIENCE

PARK DESIGN & MASTER PLANNING
• Middle Harbor Shoreline Park Master Plan Update, Oakland, CA • Cordova Recreation & Parks District Optimized Plan, Sacramento County, CA • Patterson Parks and Recreation Master Plan, Patterson, CA • Memorial Park Specific Plan, Cupertino, CA
• Matt Garcia Community Park Master Plan, Fairfield, CA • Keiser Park Master Plan Update, Windsor, CA
• CSU East Bay Concord Campus Landscape Master Plan, Concord, CA

PLANNER & PM ASSISTANT

EDUCATION
B.A., Anthropology/Humanistic
Studies John Hopkins University,
1996

PROFESSIONAL EXPERIENCE
Gates & Associates, 2022 - Present
REBECCA FLANEGAN is an experienced public relations, engagement, and events professional focused on creatively connecting to communities. At Gates + Associates, Rebecca has coordinated thoughtful and inclusive outreach programs featuring a variety of methods for building awareness and boosting participation, including social media, focus groups, online surveys, and workshops. Her expertise involves outlining outreach opportunities, guiding the engagement process to meet the needs of the project, and synthesizing input received into comprehensive and actionable results.

RELEVANT PROJECT EXPERIENCE

COMMUNITY OUTREACH & ENGAGEMENT
• Bayside Manor & Marina Vista Park Upgrades, Millbrae, CA • Parks, Facilities, & Recreation Optimized Plan, Cordova, CA • Keiser Park Master Plan Update, Windsor, CA
• Matt Garcia Community Park Master Plan, Fairfield, CA • Memorial Park Specific Plan, Cupertino, CA

OUTREACH COORDINATOR

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SUBCONSULTANT RESUMES

ARCHITECTURAL PROJECT

MANAGER
Siegel & Strain Architects

ARCHITECTURAL PRINCIPAL
Siegel & Strain Architects

EDUCATION
Master of Architecture,
University of Oregon, 2014
Bachelor of Arts, Architecture,
U.C. Berkeley, 2008

PROFESSIONAL EXPERIENCE
11 years, 7 with firm
LAURA LEVENBERG, AIA, LEED AP BD+C brings a passion for collaboration, quality design, and social and environmental sustainability. Her past experience ranges from programming to all phases of design, to construction administration, with an attention to detail at every step of the process. Most recently she has worked on the design of a new 10,000 sf Fellowship Hall for the First Congregational Church of Berkeley and an extensive renovation of the 28,000 sf Boys and Girls Clubs of San Leandro clubhouse facility. Her work on these projects highlights her ability to deliver people-focused projects that serve the growing and changing needs of a community through careful listening, needs assessments and the development of collaborative design solutions.

RELEVANT PROJECT EXPERIENCE
• Boys & Girls Clubs, San Leandro, CA
• First Congregational Church Fellowship Hall, Berkeley, CA • Spirit Rock Meditation Center, Woodacre, CA
• City of Berkeley Corporation Yard Master Plan, Berkeley, CA • Brisbane Public Library, Brisbane, CA
• Berkeley Hillel, Berkeley, CA

EDUCATION
Master of Architecture, UC Berkeley
Bachelor of Arts, Architecture,
Washington University in St. Louis

PROFESSIONAL EXPERIENCE
40 years, 20 with firm
SUSI MARZOULA, AIA, LEED AP BD+C focuses her considerable energy on the design of projects that are rooted in place and community, marry mission to design solutions, capture imagination and achieve the highest levels of sustainability. With 40 years of experience and 20 years at Siegel & Strain, she particularly enjoys community-serving and mission-based projects that engage her skill at community outreach, participatory design and master planning, and integrated sustainable design solutions that resonate with the people who use them.

Susi has taught architectural design in the Department of Architecture at the University of California, Berkeley, and has been active in community service for the City of Berkeley, Berkeley Public Schools, Center for Early Intervention on Deafness, and American Institute of Architects, East Bay Chapter .

RELEVANT PROJECT EXPERIENCE
• Oakley Recreation Center, Oakley, CA (with Gates)
• Keiser Park Master Plan, Windsor, CA (with Gates)
• Brisbane Public Library, Brisbane, CA
• Civic Center Vision & Design Concept, Berkeley, CA
• Francis Albrier Community and Aquatic Center Plan, Berkeley, CA • Portola Valley Town Center, Portola Valley, CA
• Yountville Town Center, Yountville, CA

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4. PROJECT TEAM ORGANIZATION

SUBCONSULTANT RESUMES

ENVIRONMENTAL PRINCIPAL
WRA, Inc.

EDUCATION
M.S, Ecology, SF State University, 2004
B.S, Biology, U.C. Davis, 2001
B.A, English, U.C., Davis, 2001

PROFESSIONAL EXPERIENCE
19 years, 19 years with WRA
LESLIE LAZAROTTI is a Principal at WRA, Inc. Her main focus is helping clients understand the interface of California’s environmental regulations and natural communities. She has worked on projects throughout the varied ecosystems of California, including sensitive coastal communities and wetland habitats. Prior to joining WRA, Leslie worked for San Francisco State University, San Francisco Estuary Institute, and the State Water Quality Resources Control Board as part of the 401 Water Quality Certification Program. She specializes in preparing multi- agency permitting approaches for redevelopment projects along San Francisco Bay, infrastructure improvement projects, and open space and park projects with public access elements. Leslie is also one of WRA’s foremost experts in California Coastal Zone requirements.

RELEVANT PROJECT EXPERIENCE
• Park, Recreation, and Open Space Master Plan, Belmont, CA • Sign Hill Open Space Master Plan, South San Francisco, CA • Mare Island Specific Plan, Vallejo, CA
• San Mateo County Quarry Park Master Plan, San Mateo County, CA • Fitzgerald Marine Reserve Coastal Trail, San Mateo County, CA • Midcoast Multimodal Coastal Trail, San Mateo County, CA • Wavecrest Coastal Trail, San Mateo County, CA

PUBLIC ACCESS PLANNER
WRA, Inc.

ROBIN GRAHAM has more than 10 years of experience specializing in environmental planning for public access projects. Prior to joining WRA, Robin worked for the National Park Service at Golden Gate National Recreation Area where she gained specific knowledge about public access user needs in the San Francisco Bay Area. She brings strong planning and analytic skills from her vast experience in federal, state, and local policies and regulations on public access projects. Her expertise includes impacts from recreation, recreation and visitor use assessments, stakeholder engagement, social science and visitor management. Robin works closely with WRA’s regulatory permitting specialists to guide public access projects through environmental compliance. This collaboration with results in public access projects that are designed to satisfy client goals, while also meeting the strict regulatory requirements for projects on the shores of San Francisco Bay.

RELEVANT PROJECT EXPERIENCE
• Park, Recreation, and Open Space Master Plan and CEQA, Belmont, CA • Carrington Ranch Master Plan, Sonoma County, CA
• Sign Hill Open Space Master Plan, South San Francisco, CA • Coyote Valley Conservation Areas Master Plan, San Jose, CA • California Maritime Academy Vallejo Master Plan CEQA, Vallejo, CA • Tahoe Conservancy Recreation Plan/Land Management Strategies, S. Lake Tahoe, CA

EDUCATION
M.S, Environment and Society, Utah
State University, 2021
B.S, Environmental Management and
Protection, Cal Poly State University,
2012

PROFESSIONAL EXPERIENCE
11 years, 2 years with WRA

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4. PROJECT TEAM ORGANIZATION

SUBCONSULTANT RESUMES

SENIOR ENVIRONMENTAL

PLANNER
WRA, Inc.

GEOFF REILLY is a Senior Environmental Planner at WRA, Inc. He has 30 years of experience in the preparation and management of environmental review documents pursuant to CEQA, NEPA, Caltrans Local Assistance, CalOES, FEMA, CWSRF , etc. He has a broad knowledge of environmental and regulatory issues that affect land development and has successfully managed the environmental review process for many complex and controversial projects. Geoff has supervised the preparation of all types of CEQA and NEPA documents for both public and private sector clients, including initial studies, mitigated negative declarations, environmental assessments, EIRs, EISs, categorical exemptions and exclusions, constraints analyses, technical background reports, expert witness testimony, and third-party review. He has prepared many Program EIRs for Master Plans, Specific Plans and General Plan Updates throughout California.

RELEVANT PROJECT EXPERIENCE
• Open Space Element and Parks & Recreation Master Plan EIR, Santa Monica, CA • Park, Recreation, and Open Space Master Plan and CEQA, Belmont, CA • Mare Island Specific Plan, Vallejo, CA
• McNears Beach Park Master Plan IS/MND, Marin County, CA • Paradise Beach Park Master Plan IS/MND, Marin County, CA • Mill Valley-Sausalito Multiuse Pathway NEPA, Marin County, CA • San Anselmo Trails Projects NEPA, Marin County, CA
• East Bay Regional Park District Feeder Trail #1 IS/MND, Contra Costa County, CA

EDUCATION
B.A, Resource and Environmental
Geography, Spanish Minor, San Diego
State University, 1989

PROFESSIONAL EXPERIENCE
33 years, 14 years with WRA

RECREATION PLANNING

PRINCIPAL
Matrix Consulting Group
ALAN PENNINGTON leads MATRIX’s General Consulting Practice which includes their Parks and Recreation practice area. He has served as the Project Manager or Lead Analyst on over 300 local government studies including over 50 parks and recreation evaulations. Alan has extensive experience conducting assessments for parks and recreation operations including evaluation of policies and procedures. He has Implemented numerous approaches to ensuring stakeholder feedback and input is fully integrated into the evaluation and development of recommendations.

RELEVANT PROJECT EXPERIENCE
• Milpitas Parks Master Plan Update, Milpitas Alan was the Project Manager on for the Matrix Consulting Group’s portion of the Park Master Plan update • Seattle Maintenance Study & Improvements, Seattle, WA Alan was the Project Manager on this study that included a review of the park’s maintenance function for the City of Seattle and developed recommended maintenance and improvement standards and aligning staffing with these standards.

EDUCATION
BA, University of Maine, Public
Management
MPA, University of Maine

PROFESSIONAL EXPERIENCE
14 years, 13 years with MATRIX

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4. PROJECT TEAM ORGANIZATION

SUBCONSULTANT RESUMES

RECREATION ANALYST
MATRIX Consulting Group

RECREATION PROJECT

MANAGER
MATRIX Consulting Group

EDUCATION
MPA, University of North Florida –
Public Administration
BA, University of North Florida
- Political Science and Public
Administration

PROFESSIONAL EXPERIENCE
18 years, 2 with firm
CHAS JORDAN serves as a task manager and analyst on projects dealing with public works, facilities, fleet management, utilities, parks and recreation, and administrative functions.

Before joining Matrix, Chas served as a local government Assistant Public Works Director and Facilities Manager, and a Public Works Administrative Manager in Florida, managing a fully integrated internal facilities management program including the construction of two new recreation centers. Since joining Matrix, Chas has developed MATRIX’s parks and recreation staffing, programming, and operations model based on annual National Parks and Recreation Association agency performance data.

RELEVANT PROJECT EXPERIENCE
• Addison, TX: Chas served as the lead analyst on this project to review the City’s General Services (Fleet and Facilities Department)
• Cordova Parks and Recreation District, CA: Chas served as an analyst on this project focusing on programming analysis and recommendations for future expansion • Menifee, CA: Chas served as an analyst on this project, primarily focusing on the City’s programming and maintenance areas for parks and recreation

EDUCATION
M.A., International Affairs, University of
California San Diego
B.A., International Economics, University
of California San Diego

PROFESSIONAL EXPERIENCE
13 years, 13 with firm
KHUSHBOO INGLE is a Vice President who manages cost allocation plan, user fee, development impact fee, and cost of service engagements. Her experience with the firm also includes participation in operational audit engagements focusing on organization, staffing, and internal processes.

Khushboo has completed over 150 cost of service studies. Recent clients include San Mateo, Dublin, East Bay Regional Park District, Cordova Recreation Park District, Consumnes Community Services District, El Dorado Hills Community Services District, South San Francisco, Milpitas, Redwood City, and Palo Alto.

Her role on this project would be to serve as the project manager and lead analyst on the comparison of fees and cost recovery.

RELEVANT PROJECT EXPERIENCE
• East Bay Regional Parks District Cost Plan & Fee Study, Oakland, CA • Cosumnes Community Services District Cost Plan, Elk Grove, CA • El Dorado Hills Community Services District Indirect Rate study, El Dorado Hills, CA • Milpitas Parks and Recreation Study, Milpitas, CA
• Cordova Recreation Park District - Park Master Plan, Rancho Cordova, CA • Rim of the World Recreation District - Cost Recovery Study, Rimforest, CA

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4. PROJECT TEAM ORGANIZATION

SUBCONSULTANT RESUMES

FINANCIAL CONSULTANT

PRINCIPAL
BAE Urban Economics
DAVID SHIVER has more than 30 years of real estate market and financial analysis and has worked on many of the Bay Area’s most high-profile planning initiatives and public/private partnerships. His experience includes preparing and managing the preparation of market studies, market rent surveys, project and prototypical project financial analyses, value capture and community benefits studies, fiscal impact studies, economic benefit studies, lease analyses, highest and best use studies, and developer solicitations.

RELEVANT PROJECT EXPERIENCE
• San Francisco Maritime Historic Park and Santa Monica Mountains National Recreation Area, National Park Service
• Middle Harbor Shoreline Park Management Plan Update, Port of Oakland, CA • Alexandria Waterfront Governance and Revenue Generation Alternatives, Alexandria, VA
• Golden Gate National Recreation Area Cliff House and Louis Restaurant RFQ/RFP Solicitations, National Park Service
• Presidio of San Francisco Financial Model Peer Review, The Presidio Trust, CA

EDUCATION
Master of City Planning, University of
California, Berkeley
Master of Business Administration,
University of California, Berkeley
Bachelor of Arts, Public Affairs,
University of Chicago

PROFESSIONAL EXPERIENCE
40 years, 31 years with BAE

FINANCIAL CONSULTANT

PROJECT MANAGER
BAE Urban Economics
CHELSEA GUERRERO brings a strong background in park and public facilities business analysis and retail market analysis. She is familiar with econometric statistical modeling and specializes in detailed analysis to support public policy and planning. Chelsea provides market, feasibility, and fiscal impact analyses for BAE projects throughout California. She has played a key role supporting Golden Gate National Recreation Area projects at BAE, including cost recovery analyses of the Park’s special park use permits program, special event rent surveys, and the commercial use authorization program for commercial vehicles at Muir Woods.

RELEVANT PROJECT EXPERIENCE
• Golden Gate National Recreation Area OSPU Program Update, National Park Service • San Francisco Maritime National Historic Park, National Park Service • Middle Harbor Shoreline Park Management Plan Update, Port of Oakland, CA • Golden Gate National Recreation Area Employee Housing Needs Analysis, National Park Service
• Golden Gate National Recreation Area Commercial Use Authorization Program Support, National Park Service

EDUCATION
Master of City Planning, University
of California, Berkeley
Bachelor of Arts, Political Economy
and Geography, University of
California,
Berkeley

PROFESSIONAL EXPERIENCE
11 years, 8 years with BAE

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4. PROJECT TEAM ORGANIZATION

AVAILABILITY
PRIME

CASEY CASE, PRINCIPAL-IN-CHARGE
AVAILABILITY: 20%

WORKLOAD
15% -Pleasant Oak Park Master Plan, Windsor
15% -University Avenue, Palo Alto
10% -Pescadero Plaza, Pescadero
10% -Sequoia Living Future Proofing, San Francisco
10% -Office Management & Administration

MELONIE REYNOLDS, PROJECT MANAGER
AVAILABILITY: 30%

WORKLOAD
20% -Cordova Recreation & Park Optimized Plan, Rancho Cordova 10% -Pickleweed Park, San Rafael
15% -Valpico Road, Tracy
10% -Dublin City Hall, Dublin

RYLEE RODRIGUEZ, PLANNER & PM ASSISTANT
AVAILABILITY: 40%

WORKLOAD
25% -Pleasant Oak Park Master Plan, Windsor
25% -Terra Linda Park & Community Center Enhancement Plan, San Rafael
10% - Cordova Recreation & Park Optimized Plan, Rancho Cordova

REBECCA FLANEGAN, OUTREACH COORDINATOR
AVAILABILITY: 30%

WORKLOAD
15% -Pleasant Oak Park Master Plan, Windsor
15% -Cardoza Park Softball Improvements, Milpitas
15% -Terra Linda Park & Community Center Enhancement Plan, San Rafael
10% -Pittsburg USD Green Schoolyards Project, Pittsburg 10% -University Avenue Streetscape Project, Palo Alto

SUBCONSULTANTS
SUSI MARZUOLA, ARCHITECTURE PRINCIPAL |

SIEGAL & STRAIN
AVAILABILITY: 5%

WORKLOAD
10%-Church of the Incarnation, Santa Rosa
10%-City of Berkeley On-Call Projects
5%-First Congregational Church Fellowship Hall, Berkeley 5%-Midpeninsula Regional Open Space Dist. Field Office & Corp Yard 25%-Cal Poly Swanton Pacific Ranch, Davenport
40%-Business Operations, Management, Marketing &
Communications
LAURA LEVENBERG, PROJECT MANAGER/ARCHITECT |

SIEGAL & STRAIN
AVAILABILITY: 15%

WORKLOAD
25%-First Congregational Church Fellowship Hall, Berkeley 20%-Midpeninsula Regional Open Space Dist. Field Office & Corp Yard 15%-City of Berkeley On-Call Projects
10%-Metcalf Motorcycle Park, San Jose
15%-Business Operations and Marketing
LESLIE LAZAROTTI, PRINCIPAL-IN-CHARGE | WRA
AVAILABILITY: 20%

WORKLOAD
15% - Mare Island Specific Plan, Vallejo
5% - City of Fairfield General Plan Update
10% - Crocker Industrial Park, Brisbane
ROBIN GRAHAM, PUBLIC ACCESS PLANNER | WRA
AVAILABILITY: 30%

WORKLOAD
10% - Mare Island Specific Plan, Vallejo
20% Pulgas Creek Watershed Study & Management Plan, San Carlos 30% - Carrington Ranch Master Plan, Sonoma County
GEOFF REILLY , SENIOR ENVIRONMENTAL PLANNER | WRA
AVAILABILITY: 30%

WORKLOAD
5% - Mare Island Specific Plan, Vallejo
5% - On-Call Environmental Services, Hillsborough
5% - On-Call Environmental Services, San Rafael
15% - Town of Corte Madera Paradise Drive Safe Routes to Schools ALAN PENNINGTON, PRINCIPAL | MATRIX CONSULTING
GROUP
AVAILABILITY: 25%

WORKLOAD
10% - Citywide Operational Assessment , El Monte
10% - Citywide Operational Assessment, Burlington, VT
5% - Parks & Recreation Operational Assessment, Palmetto Bay, FL 10% - Parks and Recreation Operational Assessment, Vacaville 10% - Senior Center and Programming Assessment, Brentwood 30% - Various projects (oversight of Project Managers in Practice Area)

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4. PROJECT TEAM ORGANIZATION

AVAILABILITY
KHUSHBOO INGLE , PROJECT MANAGER | MATRIX

CONSULTING GROUP
AVAILABILITY: 25%

WORKLOAD
10% - Cost Allocation, Fee Study, Development Impact Fee, Burlingame
15% - Fee Study, Butte County
20% - Cost Allocation & Fee Study, Agoura Hills
10% - Development Impact Fee Study, Los Altos
10% - Development Fee Study, Palo Alto
10% - Administrative Services Cost Allocation, Santa Cruz CHAS JORDAN, ANALYST | MATRIX CONSULTING GROUP
AVAILABILITY: 30%

WORKLOAD
5% - Citywide Operational Assessment, El Monte
5% - Citywide Operational Assessment, Burlington, VT
20% - Parks & Recreation Operational Assessment, Palmetto Bay, FL 20% - Parks and Recreation Operational Assessment, Vacaville 20% - Senior Center and Programming Assessment, Vacaville DAVID SHIVER | BAE URBAN ECONOMICS
AVAILABILITY: 10%

WORKLOAD
15%-Port of Oakland Middle Harbor Shoreline Park Management Plan
10%-City of San Carlos Downtown Specific Plan
15%-City of Los Altos Parking Lot Redevelopment
15% San Mateo County Parks Coyote Point Restaurant Amenity Feasibility
CHELSEA GUERRERO | BAE URBAN ECONOMICS
AVAILABILITY: 15%

WORKLOAD
25% City of Menlo Park Fiscal Impact Analyses
15% Private Client, Life Science Impact Analysis
15% San Leandro Impact Fee Analysis
Twin Pines Park Conceptual Diagram, Belmont

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City of San Carlos | Parks Master Plan

5. RELEVANT

EXPERIENCE

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5. RELEVANT EXPERIENCE
KEISER PARK MASTER PLAN UPDATE | Windsor, CA
Gates + Associates collaborated with the Town of Windsor to revise the 2008 Master Plan by rethinking improvements for the site’s southern portion and developing a concept for the expansion properties acquired by the Town in 2022.

This project involved a robust public outreach program, including creation of a project logo, development and maintenance of a project website, various print and digital collateral, stakeholder focus groups, in-person and virtual workshops, and presentations to commissions and councils. Round 1 outreach, which was completed Spring/Summer 2022, included multiple in-person events and an online survey. Round 2 outreach occurred in February 2023, where feedback was collected on the three draft concept alternatives for Keiser Park’s expansion, via a design charrette, community webinar, and utilizing an online forum on the project website. The Master Plan was presented to Town Council and adopted in February 2024.

REFERENCE
Client: Town of Windsor
Contact: Olivia Lemen
Email: olemen@townofwindsor .com
Tel: (707) 838-5383
Contract Amount: $276,570
Completion Date: Adopted in
February 2024

INVOLVED STAFF
Melonie Reynolds, RLA
Casey Case, RLA
Rylee Rodriguez
Rebecca Flanegan
www.KeiserParkMasterPlan.org
Help Plan Help Plan
Your Park!Your Park!
KKeeiisseerr PPaarrkk
iiss eexxppaannddiinngg!!
Ayuda aAyuda a
planificar planificar
tu parque!tu parque!
!!
KKeeiisseerr PPaarrkk
ssee eessttáá eexxppaannddiieennddoo!!
Actualización del
Plan Maestro del
Keiser Park
Photosimulations of Future Aquatic Center (L) and Oak Grove Between New Community Center (R) Preferred Conceptual Plan

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5. RELEVANT EXPERIENCE
Flyers translated in Tagalog, Spanish and Chinese to broaden project awareness Daly City
Casa Abierta
Comunitaria
Dónde:

Durante el evento
National Night Out
Centro Serramonte
Cerca de Macys
Qué:

Una Casa Abierta
para discutir lo que te
gusta de tus parques y
espacios abiertos y lo que
podemos agregar
Por Qué:

Proporcione entradas y
gane información del
Plan Maestro y de espacios
abiertos en Daly City.

Cuando:

Martes
5:00pm - 8:00pm,
Agosto 7, 2018
Síguenos para recibir actualizaciones de eventos emergentes y notificaciones del calendario
Follow us for updates on pop-up events and calendar notifications www.dalycityparksplan.org
Los niños pueden asistir
Información Adicional:
www.dalycityparksplan.org
Daly City
Community
Open House
Saan:

Serramonte Center
(Farmer’s Market Area)
Malapit sa Macy’s
Ano:

Magkakaroon ng Open
House Booth para pag-us-
apan kung ano ang gusto
ninyo sa mga Parks and
Open Space at kung ano
pa ang kailangang idagdag
para sa kabutihan at kaay-
usan nito.

Bakit:

Magbigay po ng opinion para
magkaroon kayo ng
kina-alaman tungkol sa
Daly City’s Parks and
Open Space Master Plan.

Kailan:

Tuesday (Martes)
5:00pm - 8:00pm,
August 7, 2018
Follow us for updates on pop-up events and calendar notifications www.dalycityparksplan.org
Children are encouraged to attend
Additional Info:
德利市
社區
開放時間
地點:
國家之夜（National
Night Out）活動期間
塞拉蒙特中心
臨近梅西百貨
内容:
一處開放式攤位用於討論
您對顯存公園和開放空間
的看法與喜愛及改善之處
目的:
為戴利城市公園與開放空
間總的體規劃提供意見與
見解
時間:
星期二
5:00pm - 8:00pm,
8月7日, 2018
關注以下網址來獲取活動日程的最新動態
www.dalycityparksplan.org
鼓勵兒童參加
附加信息:

Online interactive map
PARKS & OPEN SPACE MASTER PLAN | Daly City, CA
Gates + Associates collaborated with the City of Daly City to prepare a Master Plan to assess its 28 existing parks and open spaces, engage the community for meaningful input, and create a road map to guide future improvements.

The community outreach process included interactive community pop-up events, Advisory Committee meetings, social media initiatives, a statistically valid phone survey, and an online survey & interactive map to craft an accurate picture of the community’s needs and desires.

Adopted in 2020, our team created a master plan that included specific short, medium and long term recommendations for each of the City’s parks, as well as guidelines for decision making regarding future opportunities.

REFERENCE
Client: City of Daly City
Contact: Sibely Calles, Sr . Mgmt. Analyst
Tel: (650) 991-8054
Email: [email protected]
Contract Amount: $254,900
Completion: Adopted in 2020

INVOLVED STAFF
Melonie Reynolds, RLA

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5. RELEVANT EXPERIENCE
PARKS & RECREATION MASTER PLAN UPDATE | Milpitas, CA
As prime consultant, Gates + Associates collaborated with the City of Milpitas on the Parks and Recreation Master Plan Update. The project provided an update to the existing 2008 Parks and Recreation Master Plan document to include Transit Area Specific Plan (TASP) Parks, Midtown Specific, and city recreational facilities. The update focused on the connectivity within the parks as well as between parks and recreation facilities including trails. Subconsultant Matrix Consulting Group provided a program & fee assessment that included a comprehensive evaluation of the short and long-term programming, operation, maintenance and user fee analysis, and improvement recommendations to meet the growing demands of the future population and community. A multi-faceted public outreach campaign to solicit public input, stakeholder interviews, as well as individual park and facility assessments helped shape the recommendations and prioritization plan. The Master Plan will serve as a planning tool to assist with the effective utilization of existing parks, facilities, and explore any opportunities for expansion of park system through land acquisition and development or re-development.

REFERENCE
Client: City of Milpitas
Contact: Lyhak Eam
Email: [email protected]
Tel: (408) 586-3349
Contract Amount: $491,400
Completion: Adopted in 2021

INVOLVED STAFF
Melonie Reynolds, RLA
Casey Case, RLA

YOUR MILPITAS PARKS, TRAILS & FACILITIES
11 1
2 2
2 25
5 6
14 18
15 33
20 8
9 19
28 29
21 22
23 24
27 10
11 26
12 13
34 35
16 7
30 32
3 3
317
36 4
4 1 19 1
11 29
2 20 2
12 30
6 24 1
16 34
3 21 3
13 31
7 25 2
17 35
4 22
14 32
8 26 3
18 36
5 23
15 33
9 27 4
10 28
0 750’ 1500’ 3000’
Parks
Alviso Adobe Park
Augustine Memorial Park
Bob Mcguire Park
Ben Rogers Park
Calaveras Ridge
Calle Oriente Mini-Park
Cardoza Park
Cerano Park
Creighton Park
Dixon Landing Park
Foothill Park
Hall Memorial Park
Hidden Lake Park
Hillcrest Park
John McDermott Park
Jose Higuera Adobe Park
McCandless Park
Milpitas Dog Park
Murphy Park
Oliver W. Jones Memorial Park
O’Toole Elms Park
Parc Metro East
Parc Metro Middle
Parc Metro West
Pecot Park
Peter Gill Memorial Park
Pinewood Park
Robert E Browne
Sandalwood Park
Selwyn Park
Skate Park
Sinnott Park
Starlite Park
Stickroth Park
Tom Evatt Park
Augustus Rathbone Park
Trails
Berryessa Creek
Coyote Creek
Penitencia Creek
Facilities
Milpitas Sports Center
Higuera Adobe Park
Sal Cracolice
Alviso Adobe
Sus Parques, Senderos y Instalaciones
Parques công viên 遊樂場 Senderos con đường mòn 遊樂場 Instalaciones cơ sờ vật chất 遊樂場
你的米爾皮塔斯公園，步道及設施của bạn Milpitas công viên, con đường
mòn và cơ sở vật chất

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5. RELEVANT EXPERIENCE
PATTERSON PARKS MASTER PLAN | Patterson, CA
Gates + Associates prepared a Parks and Recreation Master Plan for the City of Patterson.

The Master Plan addresses the long-term vision for Patterson’s parks and recreation, as well as strategies and priorities for meeting the immediate needs of the community.

Working with a Community Steering Committee, Focus Groups, and through the use of interactive Community Workshops, GATES developed a plan for the recreational needs of the growing Patterson community, including joint-use of school facilities. In coordination with development of the Circulation Master Plan, the Parks Master Plan emphasizes safe access and linkages between parks, schools and residences, including Class I paths between destinations, and design guidelines and standards which support safe access.

REFERENCE
Client: Patterson Parks and Recreation
Contact: Joel Andrews
Email: [email protected]
Tel: (209) 895-8024
Completion: Adopted in December 2023

INVOLVED STAFF
Melonie Reynolds, RLA
Rylee Rodriguez

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5. RELEVANT EXPERIENCE

CARMICHAEL RECREATION & PARK DISTRICT MASTER PLAN UPDATE Carmichael, CA
Gates + Associates directly performed the master plan for the Carmichael Recreation & Park District, which features 13 parks and facilities. The update is intended to serve as a guide for policy decisions; prioritizing and balancing demands and opportunities; providing a framework for park and facility improvements and other expenditures for parks and recreation activities. The outcomes of the updated Master Plan will be a 10-year long-range plan for park and facility improvements that will enable multi-year planning for capital investments to occur .

This project involved a robust community outreach process, which involved in-person and virtual community events; multiple focus groups to better understand & hear from specific demographic groups; a dedicated project website and social media plan; and a thorough public review process of the Draft Master Plan Update.

REFERENCE
Client: Carmichael Recreation & Park District
Contact: Michael Blondino
Email: [email protected]
Tel: (916) 485-5322
Contract Amount: $91,950
Completion: 2021

INVOLVED STAFF
Melonie Reynolds, RLA

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5. RELEVANT EXPERIENCE
PARKS, RECREATION & OPEN SPACE MASTER PLAN UPDATE | Belmont, CA Gates + Associates worked with the City of Belmont to manage, facilitate and prepare the City's Parks, Recreation and Open Space Master Plan. The plan provides an update to the City's 1992 Parks and Open Space Master Plan and the 2001 Athletic Fields Master Plan, setting the framework for decision markers in the planning, maintenance, development, and/or rehabilitation of Belmont's parks, open space and outdoor recreation facilities for a 15-year horizon. The plan includes community needs, public surveys and park facility recommendations. Subconsultant WRA led the development of the Open Space Management Plan, which includes an environmental assessment, recreation use assessment and benchmarking, and management plan for the City’s two open space areas.

REFERENCE
Client: City of Belmont
Contact: Brigitte Shearer
Tel: (650) 595-7488
Email: [email protected]
Completion: Adopted in March 2024

INVOLVED STAFF
Casey Case, RLA
Shauna Wright

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City of San Carlos | Parks Master Plan

6. REFERENCES AND

LOCAL PROJECTS

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50 CITY OF S AN CARLOS | PARKS MASTER PLAN

6. REFERENCES AND LOCAL PROJECTS

PROJECT DETAILS
Reference: City of Belmont
Brigitte Shearer
(650) 595-7488
[email protected]
Project Cost: $224,249
Completion: Adopted in March 2024
Involved Personnel: Casey Case, Principal
and Project Manager
PARKS, RECREATION & OPEN SPACE MASTER PLAN | Belmont, CA Gates + Associates worked with the City of Belmont to manage, facilitate and prepare the City’s Parks, Recreation and Open Space Master Plan. The plan provides an update to the City’s 1992 Parks and Open Space Master Plan and the 2001 Athletic Fields Master Plan, setting the framework for decision markers in the planning, maintenance, development, and/or rehabilitation of Belmont’s parks, open space and outdoor recreation facilities for a 15-year horizon. The plan includes community needs, public surveys and park facility recommendations.

Subconsultant WRA led the development of the Open Space Management Plan, which includes an environmental assessment, recreation use assessment and benchmarking, and management plan for the City’s two open space areas.

RECREATION & PARK DISTRICT MASTER PLAN UPDATE | Carmichael, CA Gates + Associates directly performed the master plan for the Carmichael Recreation & Park District, which features 13 parks and facilities. The update serves as a guide for policy decisions; prioritizing and balancing demands and opportunities; providing a framework for park and facility improvements and other expenditures for parks and recreation activities. The updated Master Plan features a 10-year long-range plan for park and facility improvements that enables multi-year planning for capital investments to occur .

This project involved a robust community outreach process, which involved in- person and virtual community events; multiple focus groups to better understand & hear from specific demographic groups; a dedicated project website and social media plan; and a thorough public review process of the Draft Master Plan Update.

PROJECT DETAILS
Reference: Carmichael Recreation
& Park District
Michael Blondino
[email protected]
(916) 485-5322
Project Cost: $91,950
Completion: Adopted in 2021
Involved Personnel: Melonie Reynolds,
Project Manager
PARKS & OPEN SPACE MASTER PLAN | Daly City, CA
Gates + Associates collaborated with the City of Daly City to prepare a Master Plan to assess its 28 existing parks and open spaces, engage the community for meaningful input, and create a road map to guide future improvements. The community outreach process included interactive community pop-up events, Advisory Committee meetings, social media initiatives, a statistically valid phone survey, and an online survey & interactive map to craft an accurate picture of the community’s needs and desires.

PROJECT DETAILS
Reference: City of Daly City
Sibely Calles, Sr . Mgmt. Analyst
(650) 991-8054
[email protected]
Project Cost: $254,900
Completion: Adopted in 2020
Involved Personnel: Melonie Reynolds,
Project Manager
What:

Use the online survey and interactive map to
comment on your current parks and help lay the
foundation for improving them in the future.

When:

Starting right NOW!!!
Why:

Provide input to make your Daly City’s
Parks and Open Space better.

Participate Now!
Keep Your Parks In Focus
T ake The Survey:
dalycityparksplan.org
Scan me

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51 CITY OF S AN CARLOS | PARKS MASTER PLAN

6. REFERENCES AND LOCAL PROJECTS
GATES & ASSOCIATES PROJECTS IN THE SAN CARLOS REGION WITHIN PAST 5 YEARS Belmont
• Park, Recreation & Open Space Master Plan
• Twin Pines Park Master Plan
• Belmont Streetscape Design Guidelines
San Carlos
• San Carlos Honda
• El Camino Real Rail Corridor
• West San Carlos Apartments
Redwood City
• Sunrise Plant Assessment
• Shores Landing
• Jaguar Land Rover
• Garfield Community School
• Taft Community School
• Kennedy Middle School
• Bradford/Arroyo Green
SUBCONSULTANT PROJECTS IN THE SAN CARLOS REGION WITHIN PAST 5 YEARS Siegal & Strain
• Brisbane Public Library, Brisbane
• Marina Branch Library, San Mateo
• Midpeninsula Regional Open Space District Skyline Field Office, La Honda
• Boys & Girls Clubs, San Leandro
• Cal Poly Swanton Pacific Ranch, Davenport
MATRIX Consulting Group
• Redwood City: Worked on a cost allocation plan and
user fee study in 2016 and then conducted an update
in 2023. There was a focus on recreation fees in 2016 as well as in 2023.
• Burlingame: Currently working with the City of
Burlingame on a citywide fee study, which includes a
review of the parks and recreation fees.
• Millbrae: We worked on a cost allocation and user fee study in 2016 and then did an update in 2020 of their
parks and recreation fees.

WRA
In the last 20 years, WRA has provided multidisciplinary environmental services for over 450 projects in San Mateo County. They have supported eight projects in the City of San Carlos, two of which that are most relevant are:
• Pulgas Creek Watershed Study and Management Plan
• City of San Carlos Hillside Trails Plan
BAE Urban Economics
• Downtown Specific Plan, City of San Carlos
• Parks Department, Coyote Point Restaurant Amenity
Feasibility Study, San Mateo County
• Community Benefits and Fiscal Impact Analyses, City of Menlo Park
• Housing Policy Analyses, Stanford University
• Broadway Specific Plan, Burlingame

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CITY OF SAN CARLOS
April 19, 2024

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2CITY OF S AN CARLOS | PARKS MASTER PLAN

7. ESTIMATED FEE

SUMMARY
Task and Hourly Schedule
San Carlos Parks Master Plan
GATES
+ ASSOCIATES MATRIX WRA SIEGEL & STRAIN BAE

SUBTOTAL
Subtotal Fee $27,200 $9,720 $4,420 $7,600 $3,940 $52,880 Subtotal Fee $61,400 $2,560 $16,781 $5,700 $5,180 $91,621 Subtotal Fee $18,480 $4,000 $45,101 $15,400 $7,560 $90,541 Subtotal Fee $11,920 $9,120 $0 $0 $0 $21,040
Subtotal Fee $8,340 $0 $0 $0 $0 $8,340
Subtotal Fee $21,200 $8,140 $7,072 $14,180 $1,700 $52,292 Subtotal Fee $29,980 $3,920 $4,862 $1,520 $22,000 $62,282 Subtotal Fee $28,760 $3,520 $6,268 $7,140 $1,700 $47,388 Subtotal Fee $0 $0 $60,835 $0 $0 $60,835
Subtotal Fee $13,216 $1,464 $0 $2,950 $1,700 $19,330
Subtotal Fee $7,320 $0 $0 $2,950 $1,700 $11,970
TOTAL BASE SCOPE FEE $227,816 $42,444 $145,339 $57,440 $45,480 $518,519 Reimbursable Allowance 3,500$ -$ -$ -$ -$ 3,500$ Task 12 Subtotal $11,120 $0 $0 $77,760 $0 $88,880
Task 13 Subtotal $1,120 $9,600 $0 $0 $0 $10,720
Task 14 Subtotal $0 $0 $96,850 $0 $0 $96,850

SUMMARY BY COMPANY

OPTIONAL SERVICES
TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING TASK 2 - COMMUNITY ENGAGEMENT
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
TASK 6 - ACTION PLAN RECOMMENDATIONS
TASK 7 - ACTION PLAN RECOMMENDATIONS
TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
TASK 9 - ENVIRONMENTAL REVIEW
TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

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3GATES + ASSOCIATESCITY OF S AN CARLOS | PARKS MASTER PLAN

7. ESTIMATED FEE
GATES + ASSOCIATES
Principal-in-Charge
Associate
Principal/Project
Manager
Planner/ PM Assistant Outreach Coordinator Production
Hourly Rate $225 $200 $140 $175 $130 SSUUBBTTOOTTAALL
TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING Subtask 1.1 Project Management 60 60
Subtask 1.2.Project Kickoff Meeting 4 4 8 8 4
Subtask 1.3 Workplan 4 4 4
TTAASSKK HHOOUURRSS 4 68 72 12 4
SSUUBBTTOOTTAALL FFEEEE $900 $13,600 $10,080 $2,100 $520 $27,200 Subtask 2.1 Community Outreach and Engagement Plan 4 12 12 Subtask 2.2 Digital Engagement 4 24 24
Subtask 2.3 Community Survey 4 4 24 24
Subtask 2.4 Stakeholder and Focus Group Meetings 8 16 16 12 12 Subtask 2.5 Community Activities and Events 24 8 24 24 24 Subtask 2.6 Public Meetings and Presentations 32 8 12 12 TTAASSKK HHOOUURRSS 64 36 64 96 108
SSUUBBTTOOTTAALL FFEEEE $14,400 $7,200 $8,960 $16,800 $14,040 $61,400 Subtask 3.1 Site Tour and Background Review 24 40
Subtask 3.2 Existing Conditions Report 8 24 24
TTAASSKK HHOOUURRSS 0 32 64 0 24
SSUUBBTTOOTTAALL FFEEEE $0 $6,400 $8,960 $0 $3,120 $18,480 Subtask 4.1 Community Needs Assessment 8 16
Subtask 4.2 Community Needs Assessment Report 8 24 24
TTAASSKK HHOOUURRSS 0 16 40 0 24
SSUUBBTTOOTTAALL FFEEEE $0 $3,200 $5,600 $0 $3,120 $11,920 Subtask 5.1 Study Sessions 12 12 12 12
TTAASSKK HHOOUURRSS 12 12 12 0 12
SSUUBBTTOOTTAALL FFEEEE $2,700 $2,400 $1,680 $0 $1,560 $8,340 Subtask 6.1 Action Plan 16 16 16 12
Subtask 6.2 Review Meeting & Study Sessions 16 16 16 12 TTAASSKK HHOOUURRSS 32 32 32 0 24
SSUUBBTTOOTTAALL FFEEEE $7,200 $6,400 $4,480 $0 $3,120 $21,200 Subtask 7.1 Develop Cost Estimate 12 32
Subtask 7.2 Assessment of Cost Alternatives and Identify Priorities 12 12 16 Subtask 7.3 Phasing and Development Cost Plan 12 24
Subtask 7.4 Financing Plan 8
Subtask 7.5 Draft Implementation and Financing Plan 12 24 24 TTAASSKK HHOOUURRSS 12 48 104 0 24
SSUUBBTTOOTTAALL FFEEEE $2,700 $9,600 $14,560 $0 $3,120 $29,980 Subtask 8.1 Draft Master Plan Booklet 8 12 24 24
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment 8 12 16 24 Subtask 8.3 Public Review Period 8 12 16 16
TTAASSKK HHOOUURRSS 24 36 56 0 64
SSUUBBTTOOTTAALL FFEEEE $5,400 $7,200 $7,840 $0 $8,320 $28,760 Subtask 9.1 CEQA 8
TTAASSKK HHOOUURRSS 8 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0
Subtask 10.1 Final Master Plan Booklet 4 12 24 24
Subtask 10.2 2025 Parks Master Plan Implementation Schedule 4 12 12 TTAASSKK HHOOUURRSS 8 24 36 0 24
SSUUBBTTOOTTAALL FFEEEE $256 $4,800 $5,040 $0 $3,120 $13,216 Subtask 11.1 Develop Cost Estimation 12 24 12
TTAASSKK HHOOUURRSS 0 12 24 0 12
SSUUBBTTOOTTAALL FFEEEE $0 $2,400 $3,360 $0 $1,560 $7,320 TTOOTTAALL $$222277,,881166
Reimbursable Allowance 3,500$
4 4
4 24 12
4 PPHHAASSEE HHOOUURRSS 0 0 16 24 36
SSUUBBTTOOTTAALL FFEEEE $0 $0 $2,240 $4,200 $4,680 11,120$ Subtask 13.1 Develop Cost Recovery Strategy 8
PPHHAASSEE HHOOUURRSS 0 0 8 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $1,120 $0 $0 1,120$
GGAATTEESS ++ AASSSSOOCCIIAATTEESS
PHASE 1 - KICKOFF & EXISTING CONDITIONS ASSESSMENT
TASK 2 - COMMUNITY ENGAGEMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
PHASE 2 - COMMUNITY NEEDS ASSESSMENT
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL

OPTIONAL SERVICES
PHASE 3 - ACTION PLAN RECOMMENDATIONS
TASK 6 - ACTION PLAN RECOMMENDATIONS
PHASE 4 - IMPLEMENTATION PLAN
TASK 7 - DRAFT IMPLEMENTATION PLAN AND FINANCING PLAN
PHASE 5 - DRAFT & FINAL PARKS MASTER PLAN & GENERAL UPDATE TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
TASK 10 - FINAL PARKS MASTER PLAN
TASK 9 - ENVIRONMENTAL REVIEW
Subtask 12.3 Community Stakeholder Engagement
Subtask 12.4 Final Conceptual Design Report
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE
TASK 12. Community Center Schematics and Concepts
TASK 13. Cost Recovery
Subtask 12.1 Assessment of Site Options
Subtask 12.2 Conceptual Design Options

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7. ESTIMATED FEE
MATRIX
Principal-in-Charge Principal/Project
Manager Analyst
Hourly Rate $310 $200 $160 SSUUBBTTOOTTAALL
TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING Subtask 1.1 Project Management 2 20 2
Subtask 1.2.Project Kickoff Meeting 2 4 2
Subtask 1.3 Workplan 12 4
TTAASSKK HHOOUURRSS 4 36 8
SSUUBBTTOOTTAALL FFEEEE $1,240 $7,200 $1,280 $9,720
Subtask 2.1 Community Outreach and Engagement Plan 2
Subtask 2.2 Digital Engagement
Subtask 2.3 Community Survey 2 2
Subtask 2.4 Stakeholder and Focus Group Meetings 2 2
Subtask 2.5 Community Activities and Events
Subtask 2.6 – Public Meetings and Presentations 2 2
TTAASSKK HHOOUURRSS 0 8 6
SSUUBBTTOOTTAALL FFEEEE $0 $1,600 $960 $2,560
Subtask 3.1 Site Tour and Background Review
Subtask 3.2 Existing Conditions Report 12 10
TTAASSKK HHOOUURRSS 0 12 10
SSUUBBTTOOTTAALL FFEEEE $0 $2,400 $1,600 $4,000
Subtask 4.1 Community Needs Assessment 20 32
Subtask 4.2 Community Needs Assessment Report
TTAASSKK HHOOUURRSS 0 20 32
SSUUBBTTOOTTAALL FFEEEE $0 $4,000 $5,120 $9,120
Subtask 5.1 Study Sessions
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
Subtask 6.1 Action Plan 2 16 20
Subtask 6.2 Review Meeting & Study Sessions 4 2
TTAASSKK HHOOUURRSS 2 20 22
SSUUBBTTOOTTAALL FFEEEE $620 $4,000 $3,520 $8,140
Subtask 7.1 Develop Cost Estimate
Subtask 7.2 Asses Subtask 7.4 Financing Plan
Subtask 7.3 Phasing and Development Cost Plan
Subtask 7.4 Financing Plan 10 12
Subtask 7.5 Draft Implementation and Financing Plan
TTAASSKK HHOOUURRSS 0 10 12
SSUUBBTTOOTTAALL FFEEEE $0 $2,000 $1,920 $3,920
Subtask 8.1 Draft Master Plan Booklet 8 12
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment Subtask 8.3 Public Review Period
TTAASSKK HHOOUURRSS 0 8 12
SSUUBBTTOOTTAALL FFEEEE $0 $1,600 $1,920 $3,520
Subtask 9.1 CEQA
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
Subtask 10.1 Final Master Plan Booklet 2 4 2
Subtask 10.2 2025 Parks Master Plan Implementation Schedule TTAASSKK HHOOUURRSS 2 4 2
SSUUBBTTOOTTAALL FFEEEE $620 $800 $44 $1,464
Subtask 11.1 Develop Cost Estimation
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
TTOOTTAALL $$4422,,444444
Reimbursable Allowance -$
PPHHAASSEE HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 0
Subtask 13.1 Develop Cost Recovery Strategy 16 40
PPHHAASSEE HHOOUURRSS 0 16 40
SSUUBBTTOOTTAALL FFEEEE $0 $3,200 $6,400 9600
PHASE 2 - COMMUNITY NEEDS ASSESSMENT
PHASE 3 - ACTION PLAN RECOMMENDATIONS

MMAATTRRIIXX
PHASE 1 - KICKOFF & EXISTING CONDITIONS ASSESSMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
TASK 2 - COMMUNITY ENGAGEMENT
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
TASK 6 - ACTION PLAN RECOMMENDATIONS
PHASE 4 - IMPLEMENTATION PLAN
TASK 7 - ACTION PLAN RECOMMENDATIONS
PHASE 5 - DRAFT & FINAL PARKS MASTER PLAN & GENERAL UPDATE TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
Subtask 12.1 Develop Draft and Final Schematics and Concepts TASK 13. Cost Recovery
TASK 9 - ENVIRONMENTAL REVIEW
TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

OPTIONAL SERVICES
TASK 12. Community Center Schematics and Concepts

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5GATES + ASSOCIATESCITY OF S AN CARLOS | PARKS MASTER PLAN

7. ESTIMATED FEE
WRA, INC.

WWRRAA
Principal-in-Charge Sr. Environmental
Planner
Environmental
Planner II
Assoc. Environmental
Planner Scientist Sr. Technician Sr. Techncian #2 Asst. Enviorn. Planner II GIS Professional Clericial/Support
Hourly Rate $301 $278 $201 $221 $184 $165 $165 $165 $210 $96 SSUUBBTTOOTTAALL TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING Subtask 1.1 Project Management 4 16
Subtask 1.2.Project Kickoff Meeting
Subtask 1.3 Workplan
TTAASSKK HHOOUURRSS 4 0 16 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $1,204 $0 $3,216 $0 $0 $0 $0 $0 $0 $0 $4,420 Subtask 2.1 Community Outreach and Engagement Plan
Subtask 2.2 Digital Engagement
Subtask 2.3 Community Survey
Subtask 2.4 Stakeholder and Focus Group Meetings
Subtask 2.5 Community Activities and Events 1 16 16
Subtask 2.6 – Public Meetings and Presentations 4 4 16 16 4 TTAASSKK HHOOUURRSS 5 4 32 32 0 0 0 4 0 0
SSUUBBTTOOTTAALL FFEEEE $1,505 $1,112 $6,432 $7,072 $0 $0 $0 $660 $0 $0 $16,781 Subtask 3.1 Site Tour and Background Review 1 4 12 12 4 Subtask 3.2 Existing Conditions Report 4 0 40 40 40 64 20 TTAASSKK HHOOUURRSS 5 4 52 12 40 40 64 4 20 0
SSUUBBTTOOTTAALL FFEEEE $1,505 $1,112 $10,452 $2,652 $7,360 $6,600 $10,560 $660 $4,200 $0 $45,101 Subtask 4.1 Community Needs Assessment
Subtask 4.2 Community Needs Assessment Report
TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtask 5.1 Study Sessions
TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtask 6.1 Action Plan 4 16 12
Subtask 6.2 Review Meeting & Study Sessions
TTAASSKK HHOOUURRSS 4 0 16 12 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $1,204 $0 $3,216 $2,652 $0 $0 $0 $0 $0 $0 $7,072 Subtask 7.1 Develop Cost Estimate
Subtask 7.2 Assess Subtask 7.4 Financing Plan
Subtask 7.3 Phasing and Development Cost Plan
Subtask 7.4 Financing Plan
Subtask 7.5 Draft Implementation and Financing Plan 2 8 12 TTAASSKK HHOOUURRSS 2 0 8 12 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $602 $0 $1,608 $2,652 $0 $0 $0 $0 $0 $0 $4,862 Subtask 8.1 Draft Master Plan Booklet 2 4 4
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment 2 8 8 Subtask 8.3 Public Review Period
TTAASSKK HHOOUURRSS 4 0 12 12 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $1,204 $0 $2,412 $2,652 $0 $0 $0 $0 $0 $0 $6,268 Subtask 9.1 CEQA 5 86 52 2 144 8
TTAASSKK HHOOUURRSS 5 86 52 2 0 0 0 144 0 8
SSUUBBTTOOTTAALL FFEEEE $1,505 $23,908 $10,452 $442 $0 $0 $0 $23,760 $0 $768 $60,835 Subtask 10.1 Final Master Plan Booklet
Subtask 10.2 2025 Parks Master Plan Implementation Schedule TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtask 11.1 Develop Cost Estimation
TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TTOOTTAALL $$114455,,333399
Reimbursable Allowance -$
TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtask 13.1 Develop Cost Recovery Strategy
TTAASSKK HHOOUURRSS 0 0 0 0 0 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtask 14.1 Programmatic Environmental Impact Report (PEIR) Path 6 134 44 292 8 TTAASSKK HHOOUURRSS 6 134 44 0 0 0 0 292 0 8
SSUUBBTTOOTTAALL FFEEEE $1,806 $37,252 $8,844 $0 $0 $0 $0 $48,180 $0 $768 $96,850 TASK 9 - ENVIRONMENTAL REVIEW
TASK 6 - ACTION PLAN RECOMMENDATIONS
PHASE 4 - IMPLEMENTATION PLAN
TASK 7 - ACTION PLAN RECOMMENDATIONS
PHASE 5 - DRAFT & FINAL PARKS MASTER PLAN & GENERAL UPDATE TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
PHASE 2 - COMMUNITY NEEDS ASSESSMENT
PHASE 3 - ACTION PLAN RECOMMENDATIONS
PHASE 1 - KICKOFF & EXISTING CONDITIONS ASSESSMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
TASK 2 - COMMUNITY ENGAGEMENT
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

OPTIONAL SERVICES
TASK 12. Community Center Schematics and Concepts
TASK 14. Programmatic Environmental Impact Report (PEIR) Path Subtask 12.1 Develop Draft and Final Schematics and Concepts TASK 13. Cost Recovery

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7. ESTIMATED FEE

SIEGEL & STRAIN
Principal-in-Charge Project Manager/
Architect III Designer I
Hourly Rate $285 $190 $155 SSUUBBTTOOTTAALL
TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING Subtask 1.1 Project Management 4 32
Subtask 1.2.Project Kickoff Meeting
Subtask 1.3 Workplan 2
TTAASSKK HHOOUURRSS 4 34 0
SSUUBBTTOOTTAALL FFEEEE $1,140 $6,460 $0 $7,600
Subtask 2.1 Community Outreach and Engagement Plan
Subtask 2.2 Digital Engagement
Subtask 2.3 Community Survey 4 4
Subtask 2.4 Stakeholder and Focus Group Meetings
Subtask 2.5 Community Activities and Events 2 4
Subtask 2.6 – Public Meetings and Presentations 6 4
TTAASSKK HHOOUURRSS 12 12 0
SSUUBBTTOOTTAALL FFEEEE $3,420 $2,280 $0 $5,700
Subtask 3.1 Site Tour and Background Review 8 12
Subtask 3.2 Existing Conditions Report 8 32 16
TTAASSKK HHOOUURRSS 16 44 16
SSUUBBTTOOTTAALL FFEEEE $4,560 $8,360 $2,480 $15,400
Subtask 4.1 Community Needs Assessment
Subtask 4.2 Community Needs Assessment Report
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
Subtask 5.1 Study Sessions
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
Subtask 6.1 Action Plan 12 24 40
Subtask 6.2 Review Meeting & Study Sessions
TTAASSKK HHOOUURRSS 12 24 40
SSUUBBTTOOTTAALL FFEEEE $3,420 $4,560 $6,200 $14,180
Subtask 7.1 Develop Cost Estimate 4 8
Subtask 7.2 Asses Subtask 7.4 Financing Plan
Subtask 7.3 Phasing and Development Cost Plan
Subtask 7.4 Financing Plan
Subtask 7.5 Draft Implementation and Financing Plan
TTAASSKK HHOOUURRSS 0 8 0
SSUUBBTTOOTTAALL FFEEEE $0 $1,520 $0 $1,520
Subtask 8.1 Draft Master Plan Booklet 4 12 24
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment Subtask 8.3 Public Review Period
TTAASSKK HHOOUURRSS 4 12 24
SSUUBBTTOOTTAALL FFEEEE $1,140 $2,280 $3,720 $7,140
Subtask 9.1 CEQA
TTAASSKK HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0
Subtask 10.1 Final Master Plan Booklet 2 6 8
Subtask 10.2 2025 Parks Master Plan Implementation Schedule TTAASSKK HHOOUURRSS 2 6 8
SSUUBBTTOOTTAALL FFEEEE $570 $1,140 $1,240 $2,950
Subtask 11.1 Parks and Recreation Elements Update 2 6 8 TTAASSKK HHOOUURRSS 2 6 8
SSUUBBTTOOTTAALL FFEEEE $570 $1,140 $1,240 $2,950
TTOOTTAALL $$5577,,444400
Reimbursable Allowance -$
16 40 0
18 56 72
24 56 32
10 28 52
PPHHAASSEE HHOOUURRSS 68 180 156
SSUUBBTTOOTTAALL FFEEEE $19,380 $34,200 $24,180 $77,760 Subtask 13.1 Develop Cost Recovery Strategy
PPHHAASSEE HHOOUURRSS 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 0
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
PHASE 3 - ACTION PLAN RECOMMENDATIONS

SSIIEEGGEELL && SSTTRRAAIINN
PHASE 1 - KICKOFF & EXISTING CONDITIONS ASSESSMENT
TASK 2 - COMMUNITY ENGAGEMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
PHASE 2 - COMMUNITY NEEDS ASSESSMENT
TASK 6 - ACTION PLAN RECOMMENDATIONS
PHASE 4 - IMPLEMENTATION PLAN
TASK 7 - ACTION PLAN RECOMMENDATIONS
PHASE 5 - DRAFT & FINAL PARKS MASTER PLAN & GENERAL UPDATE TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
TASK 13. Cost Recovery
Subtask 12.1 Assessment of Site Options
TASK 12. Community Center Schematics and Concepts
TASK 9 - ENVIRONMENTAL REVIEW
TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

OPTIONAL SERVICES
Subtask 12.2 Conceptual Design Options
Subtask 12.3 Community Stakeholder Engagement
Subtask 12.4 Final Conceptual Design Report

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7GATES + ASSOCIATESCITY OF S AN CARLOS | PARKS MASTER PLAN

7. ESTIMATED FEE

SIEGEL & STRAIN
Principal-in-Charge Vice Presidentl/
Project Manager Associate Analyst RESERVED
Hourly Rate $310 $270 $140 $175 $0 SSUUBBTTOOTTAALL
TASK 1 - PROJECT MANAGEMENT, WORK PLAN, KICKOFF MEETING Subtask 1.1 Project Management 2 8 0
Subtask 1.2.Project Kickoff Meeting 1 1 0
Subtask 1.3 Workplan 1 1 0
TTAASSKK HHOOUURRSS 4 10 0 0 0
SSUUBBTTOOTTAALL FFEEEE $1,240 $2,700 $0 $0 $0 $3,940
Subtask 2.1 Community Outreach and Engagement Plan 8 10 Subtask 2.2 Digital Engagement
Subtask 2.3 Community Survey
Subtask 2.4 Stakeholder and Focus Group Meetings
Subtask 2.5 Community Activities and Events
Subtask 2.6 – Public Meetings and Presentations
TTAASSKK HHOOUURRSS 8 10 0 0 0
SSUUBBTTOOTTAALL FFEEEE $2,480 $2,700 $0 $0 $0 $5,180
Subtask 3.1 Site Tour and Background Review 6 6 0 0
Subtask 3.2 Existing Conditions Report 2 4 12 4
TTAASSKK HHOOUURRSS 8 10 12 4 0
SSUUBBTTOOTTAALL FFEEEE $2,480 $2,700 $1,680 $700 $0 $7,560 Subtask 4.1 Community Needs Assessment
Subtask 4.2 Community Needs Assessment Report
TTAASSKK HHOOUURRSS 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0
Subtask 5.1 Study Sessions
TTAASSKK HHOOUURRSS 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0
Subtask 6.1 Action Plan 2 4
Subtask 6.2 Review Meeting & Study Sessions
TTAASSKK HHOOUURRSS 2 4 0 0 0
SSUUBBTTOOTTAALL FFEEEE $620 $1,080 $0 $0 $0 $1,700
Subtask 7.1 Develop Cost Estimate
Subtask 7.2 Asses Subtask 7.4 Financing Plan
Subtask 7.3 Phasing and Development Cost Plan 2 4
Subtask 7.4 Financing Plan 6 30 29 20
Subtask 7.5 Draft Implementation and Financing Plan 2 8 TTAASSKK HHOOUURRSS 10 42 29 20 0
SSUUBBTTOOTTAALL FFEEEE $3,100 $11,340 $4,060 $3,500 $0 $22,000 Subtask 8.1 Draft Master Plan Booklet
Subtask 8.2 Draft General Plan Parks and Recreation Element Amendment 2 4 Subtask 8.3 Public Review Period
TTAASSKK HHOOUURRSS 2 4 0 0 0
SSUUBBTTOOTTAALL FFEEEE $620 $1,080 $0 $0 $0 $1,700
Subtask 9.1 CEQA
TTAASSKK HHOOUURRSS 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 $0
Subtask 10.1 Final Master Plan Booklet
Subtask 10.2 2025 Parks Master Plan Implementation Schedule 2 4 TTAASSKK HHOOUURRSS 2 4 0 0 0
SSUUBBTTOOTTAALL FFEEEE $620 $1,080 $0 $0 $0 $1,700
Subtask 11.1 Develop Cost Estimation 2 4
TTAASSKK HHOOUURRSS 2 4 0 0 0
SSUUBBTTOOTTAALL FFEEEE $620 $1,080 $0 $0 $0 $1,700
TTOOTTAALL $$4455,,448800
Reimbursable Allowance -$
PPHHAASSEE HHOOUURRSS 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 0
Subtask 13.1 Develop Cost Recovery Strategy
PPHHAASSEE HHOOUURRSS 0 0 0 0 0
SSUUBBTTOOTTAALL FFEEEE $0 $0 $0 $0 $0 0
PHASE 2 - COMMUNITY NEEDS ASSESSMENT
PHASE 3 - ACTION PLAN RECOMMENDATIONS
BBAAEE
PHASE 1 - KICKOFF & EXISTING CONDITIONS ASSESSMENT
TASK 3 - BACKGROUND REVIEW, INVENTORY, AND ANALYSIS
TASK 2 - COMMUNITY ENGAGEMENT
TASK 4 - COMMUNITY OUTREACH & NEEDS ASSESSMENT
TASK 5 - STUDY SESSIONS W/ PTC, PRCC & CITY COUNCIL
TASK 6 - ACTION PLAN RECOMMENDATIONS
PHASE 4 - IMPLEMENTATION PLAN
TASK 7 - ACTION PLAN RECOMMENDATIONS
PHASE 5 - DRAFT & FINAL PARKS MASTER PLAN & GENERAL UPDATE TASK 8 - DRAFT PARKS MASTER PLAN FOR ADOPTION
Subtask 12.1 Develop Draft and Final Schematics and Concepts TASK 13. Cost Recovery
TASK 9 - ENVIRONMENTAL REVIEW
TASK 10 - FINAL PARKS MASTER PLAN
TASK 11 - FINAL PARKS AND RECREATION ELEMENTS UPDATE

OPTIONAL SERVICES
TASK 12. Community Center Schematics and Concepts

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Receive a Report on the Sections of the San Carlos Municipal Code that Relate to Solicitations and Distribution of Literature and Materials at an Individual’s Residence or Place of Business.

RECOMMENDATION:

This report is submitted for information purposes only. Staff recommends that the City Council receive a report on the sections of the San Carlos Municipal Code that relate to solicitations and distribution of literature and materials at an individual’s residence or place of business.

FISCAL IMPLICATIONS:

There is no fiscal impact associated with receiving this report.

BACKGROUND:

The City of San Carlos (“City”) has a substantial and compelling interest in allowing individuals to determine whether or not they want to be solicited, as well as protecting residents from fraud and crime which may result from unregulated solicitation. The City has regulated solicitation since at least 1950 in a non-discriminatory manner. Commercial and non-commercial solicitors have always been required to obtain a permit. On March 23, 2015, the City Council adopted Ordinance 1484 repealing Chapters 5.44 and 5.48 of the San Carlos Municipal Code and replacing the chapters with a new Chapter 5.44 titled “Regulating Commercial and Non-Commercial Solicitation.” Chapter 5.44 was adopted to recognize that non-commercial speech is entitled to broader protection under the First Amendment to the United States Constitution than commercial speech, and to afford the City greater flexibility in the reasonable regulation of commercial speech.

Furthermore, the City has narrowly tailored regulations to balance the needs of those who desire to deliver handbills, literature, and materials to individual’s homes and businesses with one’s refusal of consent to receive such handbills, literature and materials.

In recent months, City councilmembers have received complaints from community members about unwanted solicitations and commercial advertising at their homes or businesses. The purpose of this staff report is to provide the City Council with an overview of the City’s existing laws related to solicitations and unwanted literature and materials. All chapter references are to the San Carlos Municipal Code.

Solicitations
Definition of Solicitation

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Under Section 5.44.090(B), it is unlawful for any person to engage in commercial solicitation within the City without both a valid solicitation permit issued by the San Carlos Chief of Police and a valid business registration issued by the City pursuant to Chapter 5.04.

Chapter 5.44 of the San Carlos Municipal Code addresses solicitation. Section 5.44.020 (G) defines solicitation as follows.
“Solicitation” includes the act of any person, whether a resident of the City or not, traveling by foot, vehicle or any other type of conveyance, who goes from residence to residence, business to business, place to place or along any highway, street or sidewalk within the City, that amounts to any of the following: (1) requesting, either directly or indirectly, money, credit, funds, contributions, personal property or anything of value; (2) taking or attempting to take orders for the sale of any goods, wares, merchandise or services of any kind or description, for future delivery or for services to be performed in the future, either in person or by distributing flyers or leaflets; (3) selling and making immediate delivery of any goods, wares, merchandise or services of any kind or description, commonly referred to as “peddling”; (4) sidewalk vending; and (5) delivering persons to the City by vehicle or otherwise for the purpose of solicitation.

Solicitation shall not include a person engaged in, conducting or carrying on the business of vending on a sidewalk pursuant to a valid permit issued pursuant to Chapter 5.43.

Solicitation shall not include the following so long as the person is not requesting, either directly or indirectly, money, credit, funds, contributions, personal property or anything of value: (1) a person communicating or otherwise conveying ideas, views or beliefs or otherwise disseminating oral or written information to another person willing to directly receive such information; provided, that such information is of a political, religious or charitable nature; (2) a person seeking or offering goods or services from a sidewalk or public right-of-way; (3) a person seeking to influence the personal belief of the occupant of any residence or business in regard to any political or religious matter; (4) a person seeking to obtain, from an occupant of any residence or business, an indication of the occupant’s belief in regard to any political or religious matter; and (5) a person conducting a poll, survey or petition drive in regard to any political matter.

Commercial Solicitation
Section 5.44.020(B) defines solicitation to be commercial when “…the purpose of solicitation is not for charitable, nonprofit, or other noncommercial purposes…” Commercial solicitors are required to obtain a business registration certificate (Section

5.04.020(A)) prior to submitting a commercial solicitation permit application. Section 5.44.040 lists the requirements for submitting a permit application which include, but are not limited to: photos of the solicitor; proof of live scan fingerprinting; employment history; disclosures of criminal convictions, probation, infractions, and/or misdemeanor citations; proof of insurance; a sworn statement that the person is not currently under investigation for any crimes; and a fee.

Per Section 5.44.050(I), if the Chief of Police determines that the applicant has successfully cleared a criminal background check, he/she may issue a certificate. Commercial permits are valid for 90 days and may be renewed upon payment of a renewal fee, unless revoked sooner.

Non-Commercial Solicitation
Section 5.44.020(E) defines solicitation to be non-commercial when “…the purpose of solicitation

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is not for commercial purposes, which includes charitable and nonprofit purposes …” Non-commercial solicitors are also required to obtain a solicitor’s permit. However, non- commercial solicitors are not required to undergo a criminal background check per Section

5.44.050(A). Also, unlike commercial solicitors who are required to obtain a permit for both the employer (Section 5.44.030(A)(1)) and every person engaged in soliciting on behalf of the employer, non-commercial solicitors much only obtain a permit only for the employer or the person on whose behalf the solicitation is made per Section 5.44.030(B)(1).

Non-commercial solicitors must submit the following items with their permit application, which include, but are not limited to: information about the organization and the individual; a letter of determination from the California Franchise Tax Board approving tax exempt status under Title 26 of the United States Code Section 501(c)(3) if the solicitation is for charitable purposes; a statement that the person is not currently under investigation for any crimes or other criminal offenses
Per Section 5.44.060(B), the Chief of Police may issue a non-commercial solicitation if all the conditions are met. Non-commercial permits are valid for up to one year and may be renewed.

Unwanted Solicitations
Unwanted solicitations are prohibited, even if a solicitor has a valid permit, under the following circumstances:
(1) The solicitation occurs before nine a.m. or after eight p.m. (Section 5.44.140) (2) The owner, adult occupant or other person in control thereof has expressed his or her objection to such activity either by explicit instructions, oral or written, or by posting a sticker or sign indicating the location is listed on the City’s “Do Not Knock” registry pursuant to Section 5.44.080, or by posting a sign or decal bearing the words “No Solicitation” or words of similar import.

Unsolicited, Unsubscribed and Unwanted Literature and Materials Background and Purpose
Chapter 5.45, titled “Delivery of Unsolicited or Unsubscribed Paper, Plastic or Composite Materials on Private Property” addresses both commercial and non-commercial unwanted literature, handbills, and other materials with the primary goals of minimizing litter and impacts to storm drains and drainage facilities, reducing security risks associated with accumulating literature which may signal that a home or business is vacant, and acknowledging the property owners’ desire to keep their property free of litter and unwanted entry by solicitors. Per Section

5.45.030:
[i]t shall be unlawful for any person to distribute, deposit, place, throw, scatter, cast, peddle, pass out, give away, or circulate any unsolicited or unsubscribed handbills or literature of any kind whatsoever within the City when the intended recipient thereof, or the owner, occupant, or resident of any property where such literature is left or intended to be left, has notified the distributor or disseminator of such material that they do not wish to receive any handbills or literature of any kind…

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Notification
Residents and businesses may notify potential disseminators of unwanted information that they do not wish to receive any handbills or literature in three ways under Section 5.45.040:

A. By posting on the property or near the front door or main entrance thereof a sign at least sixteen square inches in surface area stating, in effect, “No Handbills,” “No Unsubscribed or Unsolicited Written Materials or Literature,” or words of similar meaning describing a clear desire not to receive handbills or literature at the property; B. By written or electronic communication to the distributor or disseminator of such handbills or literature at the address or email address provided by the distributor; and/or C. By filing a refusal of consent described in Section 5.45.050 with the City Clerk, who shall post the refusal on the City website.

Failure to Comply and Exemptions
Failure to comply with these rules will be considered littering and declared a nuisance under Section 5.45.060. Exemptions to these requirements are listed in Section 5.45.080 and typically relate to deliveries, legal notices, and government notices. Most notable is item (F) under 5.45.080 which exempts “literature delivered no more frequently than on time per calendar year by any person.”
ANALYSIS:

Based on the forgoing, the most effective action residents and businesses who wish to prohibit solicitations and unwanted literature and materials can take is to post a “no solicitors or handbills” sign outside their home or business.

Another option residents and businesses have is to submit their address to the City’s Do Not Knock Registry, which is valid for two years. The registry is posted on the City’s website and individuals are responsible for updating their request every two years. This method has limitations, however. Solicitation permit applicants are made aware of the Do Not Knock Registry at the time their permit applications are submitted. Solicitors who don’t make a good faith effort to apply for a permit may not know about the registry. Also, a visible placard or sign on a home or business is more visually overt and obvious than the list on the City’s website. Similarly, those who wish to prohibit unwanted materials or literature may file by filing refusal of consent described in Section

5.45.050 with the City Clerk, who shall post the refusal on the City website.

Residents and businesses are entitled to view a solicitor’s photo identification and permit upon request. Without a posted sign, residents and businesses may verbally indicate their disinterest in solicitation. At that point, continued unwelcome solicitation is considered unlawful. Any violations and concerns should be reported to the San Carlos Bureau of the San Mateo County Sheriff’s office’s non-emergency phone number.

Respectfully submitted by:

Gregory Rubens, City Attorney

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Approved for submission by:
_______________________
Jeff Maltbie, City Manager

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Consideration of Adopting a Resolution Accepting the San Carlos Age-Friendly Action Plan.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution accepting the San Carlos Age-Friendly Action Plan.

FISCAL IMPLICATIONS:

No additional funding is required to accept the San Carlos Age-Friendly Action Plan (“Action Plan”). Projects included in the Action Plan will be funded by the operating budget or an approved capital improvement program project.

BACKGROUND:

In 2007, the World Health Organization (WHO) developed the concept of ”Global Age-Friendly Cities and Communities” across the world, and encouraged cities and communities to implement policies and services focused on assisting older adults in living a more healthy and vibrant life as they age. In the United States, these efforts are led by the American Association of Retired Persons (AARP), which acts as the national affiliate of WHO’s Age-Friendly initiative.

Within the Age-Friendly initiative, the WHO identified eight key “domains” to create age-friendly communities:
•Transportation
•Housing
•Social Participation
•Respect and Social Inclusion
•Civic Participation and Employment
•Communication Support and Health Services
•Outdoor Spaces and Buildings
In July 2018, the San Mateo County Board of Supervisors authorized the County to join the WHO’s Age-Friendly Global Network and established the San Mateo County Age-Friendly Initiative.

Although just over 15 percent of the San Carlos population is 65 years or older, by 2030, it is estimated that 25 percent of San Mateo County’s population will be 65 years or older.

In August 2021, the City of San Carlos launched an Age-Friendly initiative with the assistance of the Center of Age-Friendly Excellence (CAFE). A Task Force compromised of key local stakeholders from various community organizations, community leaders, and advocate residents

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was established to assess the major unmet needs of the older adult population and to collaborate on ways to further increase livability of the city for older adult residents. The City hosted a series of online focus groups to provide additional feedback on how the City can improve programs or services following the structure of the above-mentioned domains.

Following the community outreach process, the City of San Carlos completed and submitted an application to join the AARP Network of Age-Friendly States and Communities. The application was accepted on February 4, 2022 and the City of San Carlos became designated Age-Friendly community.

ANALYSIS:

The next step in the process is to complete an Action Plan that identifies goals that promote opportunities for older adults to be engaged in each age-friendly domain as developed through the focus groups and Task Force meetings. Using feedback from the focus groups, public data, and input from professionals in the field of aging, it was determined that the three main areas of focus for San Carlos should be Communication & Information, Community & Health Services, and Transportation & Mobility.

The program goals identified in the Action Plan include:
•Communication & Information. The Adult Community Center (ACC) put together a Spotlight Newsletter highlighting services and programs for older adults. The newsletter was mailed to all residents in an effort to reach people that may not have been aware of the resources available at the ACC.
•Community & Health Services. The City of San Carlos is supporting the Rotary Club and Villages of San Mateo County to organize a free Medical Equipment Loan Program (MELP). The ACC will continue to host pop-up events and help promote the program to residents.
•Transportation & Mobility. The City of San Carlos will work with local schools to raise awareness about how younger people riding bikes and scooters can help keep older pedestrians safe and promote overall bike and pedestrian safety. Additionally, ACC staff will continue to communicate with the Public Works Department on the senior pedestrian experience to prioritize projects within the Bicycle and Pedestrian Master Plan.

The Action Plan also lists the eight key domains to create an age-friendly community, including identifying assets, challenges, and a key program or project initiated in the community for each domain. The Action Plan is an implementation strategy that summarizes the goals and identifies the potential community partners and metrics staff will use to identify success and a timeline. The Action Plan is a living document with action items to be completed over the next three to five years.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution accepting the San Carlos Age-Friendly Action Plan; or

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2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Amy Newby, Parks & Recreation Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):

1. Resolution

2. Age-Friendly San Carlos Action Plan 2023-2026

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RESOLUTION NO. 2024 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ACCEPTING THE SAN CARLOS AGE-FRIENDLY ACTION PLAN.

WHEREAS, in 2007, the World Health Organization (WHO) developed the “Global Age- Friendly Cities and Communities” initiative across the world; and

WHEREAS, the initiative aims to focus on improving programs and services for older adults so that they may live a more healthy and vibrant life; and

WHEREAS, in the United States, these efforts are led by AARP, which acts as the national affiliate of WHO’s Age-Friendly initiative; and

WHEREAS, in July 2018, the San Mateo County Board of Supervisors authorized the County to join the WHO’s Age-Friendly Global Network and established the San Mateo County Age-Friendly initiative; and

WHEREAS, in August 2021, the City of San Carlos launched an Age-Friendly initiative with the assistance of the Center for Age-Friendly Excellence (CAFE); and

WHEREAS, the City established a Task Force and held focus group meetings with community stakeholders from various organizations to assess the major unmet needs of the older adult population; and

WHEREAS, following the community outreach process, the City submitted an application to join the AARP Network of Age-Friendly States and Communities, which was accepted on February 4, 2022; and
WHEREAS, the City drafted an Action Plan to identify goals that promote opportunities for older adults to be engaged in the eight domains; and

WHEREAS, using feedback from focus groups, public data, and input from professionals in the field of aging, it was determined that the three main areas of focus for San Carlos shall be Communication & Information, Community & Health Services, and Transportation & Mobility; and

WHEREAS, the Action Plan is an implementation strategy that will guide the community in achieving the identified goals in the next three to five years.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby accept the San Carlos Age-Friendly Action Plan.
* * * * *

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NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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AGE-FRIENDLY

SAN CARLOS
Action Plan 2023-2026

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Age-Friendly Initiative
Action Steps
City Profile
Letter from the Mayor
Task Force
Domains of Livability
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
03 15
06 05
16 07
Table of Contents
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The Age-Friendly Communities Framework was developed by the World Health Organization (WHO) in 2007. Its purpose is to guide communities in assessing and improving their programs, policies, and infrastructure to meet the needs of aging residents. In the United States, these efforts are led by AARP, which acts as the national affiliate of WHO's Age-Friendly initiative.

Age-Friendly Initiative
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
The City of San Carlos joined AARP's
Age-Friendly Network in 2022 with
technical support from the Center for
Age-Friendly Excellence (CAFE). To
begin this process, the City engaged
diverse groups of residents across six
focus groups to determine unmet needs
and priorities within the eight domains
specified in the framework.

Using feedback from the focus groups, public data, as well as input from professionals in the field of aging, it was determined that our three main areas of focus should be Community & Health Services, Communication & Information, and Transportation & Mobility.

This action plan outlines the findings of our City assessment as well as our goals for the next three years. The City is committed to working with residents and local partner organizations to implement this plan and ensure the City of San Carlos is a great place to live for people of all ages. In 2026, we will assess our progress and develop new goals to ensure continuous improvement.
03 Age-Friendly Domains
Transportation & Mobility
Housing
Social Participation
Respect & Inclusion
Civic Participation & Employment
Communication & Information
Community & Health Services
Public Spaces

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THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
04 Adult Community Center

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Letter from the Mayor
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
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City Profile
THREE-YEAR ACTION PLAN 23-26
Total population
21%
Age 60+
American Community Survey 2021 5-Year Estimates Table S0101, DP05, S0601 41 Median age
30,754
Race
Two or more races

10.3%
Some other race

2.6%
Native Hawaiian &
Other Pacific Islander

0.5%
American Indian &
Alaska Native

0.2%
White

67.3%
Asian

18.4%
Not Hispanic
or Latino

90.5%
Hispanic or Latino

9.5%
Ethnicity
Earned at least a
Bachelor's degree

67.7%
Individuals' median
income
$94,694
06THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS

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The freedom to move around the city, including driving safety, public transit, and pedestrian infrastructure.

Transportation & Mobility
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
Program Highlight:

SamTrans offers travel training
with mobility ambassadors and
senior discounts on bus fares.

Sequoia Village can provide
volunteer drivers for members.

Peninsula Rides is a county-
wide resource center for
learning about public and
private transportation options.

Little House arranges Lyft
rides over the phone for those
who don't have a smartphone.

Focus group participants agreed:

Crosswalk signal times are often
too short for pedestrians with
mobility challenges.

Fast-moving bikes and scooters
on sidewalks are a fall hazard for
older pedestrians.

There is a lack of public
transportation options outside
the El Camino corridor.

Neighborhood sidewalks are too
narrow.
//
The City's Bicycle and Pedestrian Master Plan
aims to improve safety and increase access to
walking and biking options for people of all
ages and abilities. Improvements identified in
the plan include considerations for older adults
and those with mobility challenges, such as
widening sidewalks, enhancing crosswalk
visibility, and lengthening crosswalk times. The
Task Force is also working on an education
campaign to ensure school-aged youth and
young adults are aware of older pedestrian
safety, particularly when they ride bikes or
scooters past them.

Bicycle & Pedestrian Master Plan
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Affordable, safe, accessible housing near community resources and support for aging in place.

Housing
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
HIP Housing helps
homeowners save money by
renting spare rooms and helps
renters find affordable rooms.

Sequoia Village offers home
safety walkthroughs to identify
needed safety modifications
for members.

Rebuilding Together's Safe At
Home program provides free
home repairs for homeowners
with income below 80% AMI.

Focus group participants agreed:

High rent and home costs
make it difficult for long-time
homeowners to downsize.

Affordable home care options
are hard to find.

More affordable senior
housing options are needed.

More education and
communication is needed
about affordable housing and
vetted home repair options.
//
Program Highlight:
08 Cherry Street Commons Affordable Housing
In June 2023, City Council approved a loan
for the construction of 33 new affordable
housing units that will include 1-3 bedroom
apartments. Construction is planned to begin
in 2024. City Council also approved the
purchase of two new properties with the goal
of using them for another affordable housing
project in the future. The money for this
project, as well as most new affordable
housing projects in San Carlos, is largely
from Commercial Linkage Fees which are
collected from large commercial and life
sciences projects in the City.

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Opportunities to meaningfully participate in community life and connect with neighbors of all ages.

Social Participation
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
The Adult Community Center
serves as a hub for social
activities and resources for
older adults in San Carlos.

The Villages of San Mateo
County offer many social
events and friendly visitors for
members.

The San Carlos Library hosts
book clubs, Spanish
conversation groups, and other
social activities for all ages.

Focus group participants agreed:

There need to be more
opportunities to participate in
intergenerational activities.

A lack of transportation is a
barrier to participation in
community activities.

Lacking access to technology
(e.g. reliable WiFi, hardware)
and computer skills makes it
hard to find out about
activities.
//
Membership at the San Carlos Adult
Community Center is free and includes
access to classes, groups, a social lounge
area, patio, and special events. Programming
at the Center is grounded in six dimensions
of wellness: physical, social, intellectual,
emotional, spiritual, and vocational. Members
can spend the day participating in structured
activities or just enjoying the space and
company of friends. The Center serves about
200 older adults every weekday and is
regarded as a resource and community hub
for adults age 50+ in San Carlos.

Program Highlight: Adult Community Center Membership
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Valuing the contributions of diverse older adults and confronting ageism in the community.

Respect & Inclusion
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
Overall, focus groups said they
felt respected in San Carlos
and felt the community was
friendly and helpful.

Local public schools offer
opportunities for
intergenerational volunteering.

The Adult Community Center
offers ESL and Spanish
classes and a Chinese social
group every week.

Focus group participants agreed:

More intergenerational activities
and awareness about how to
support older adults is needed.

Lack of transportation and
online-only communications
make it difficult for some older
people to participate in
community activities.

More social events geared
toward specific demographics
are desired (e.g. LGBTQ,
celebrating a variety of cultures)
//
Program Highlight: Culturally-relevant programming
Each year, members of the Chinese Social
Group work with City staff to organize a
Lunar New Year Celebration at the Adult
Community Center. The event features
traditional food and live performances
including a fashion show, tai chi showcase,
dances, and singing groups. The event is
always well received, with over 150 people in
attendance. In addition to these festivities,
the City and the Community Foundation of
San Carlos organize programs throughout the
year to celebrate diversity including Pride
Month, Black History Month, AAPI Heritage
Month, and Latinx Heritage Month events.
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Ways to contribute to civic decision making, participate in volunteerism, and employment opportunities that meet financial needs.

Civic Participation & Employment
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
Every registered voter in San
Mateo County is mailed a
ballot automatically, making it
easier to vote.

The Age-Friendly Task Force
incudes older adult members
and engages diverse
community members in their
planning efforts.

The Library and Adult
Community Center offer
volunteering opportunities and
resources.

Focus group participants agreed:

More information and
communication is needed to
help older adults find
volunteer opportunities.

The cost of living is high in
San Carlos, making it difficult
for lower-income, retired
residents to stay long-term.

More information and
communication about flexible
work options for older adults
is needed.
//
Friends of the San Carlos Adult Community
Center (Friends) is a nonprofit organization
that supports the Adult Community Center
(ACC) through fundraising and volunteerism.

The Friends of the ACC organize fundraising
and awareness events, helps solicit
donations, and supports the overall
sustainability and growth of the ACC.

Volunteers are passionate about supporting
the ACC programming and ensuring that it
continues to act as a vital resource for older
adults in San Carlos.

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Clear, consistent, and timely communication in a variety of formats and languages to ensure all residents have access to information.

Communication & Information
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
Program Highlight: Spotlight Newsletter
The Adult Community Center
newsletter provides information
about upcoming events and
ongoing services for older
adults.

The San Carlos Library and the
Adult Community Center offer
free drop-in tech help.

San Mateo County has a 2-1-1
phone number run by the Untied
Way, which anyone can call to
learn about local resources.

Focus group participants agreed:

Additional advertising is
needed to ensure people are
aware of community events.

Many people are not aware of
the existing options for finding
resources.

It is difficult for some older
adults to get information from
organizations that do not offer
a live person on the phone
they can talk to.
//
Recognizing that many seniors are not online
and may not be aware of the resources
available to older adults in San Carlos, the
Task Force helped organize a special edition
of a city-wide newsletter that was mailed to all
residents. The newsletter included information
about the Adult Community Center's
resources and programs, the Age-Friendly
initiative, as well as other community
resources for older adults. The goal of the
mailing was to raise awareness about all the
ways people can find information about
services for older adults, including other
ongoing communications from the ACC.
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Access to affordable and reliable healthcare and social supports that enable overall wellbeing.

Community & Health Services
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
There are many high-quality
healthcare facilities and
providers in and near San
Carlos.

The Adult Community Center
offers a variety of exercise, fall
prevention, and health
education classes, including
mental health support.

The Parks & Recreation activity
guide highlights classes
designed for adults age 50+.

Focus group participants agreed:

Older adults living alone need
more information and support
for emergency preparedness.

Affordable dental care is
difficult to access.

Lack of transportation to
medical appointments can be a
barrier to receiving care.

More help with case
management or care navigation
is needed.
//
In partnership with the Rotary Club of
Belmont and Redwood Shores and The
Villages of San Mateo County, a volunteer-
led Medical Equipment Loan Program (MELP)
was established to help people in the
community who need access to durable
medical equipment such as wheelchairs,
rollators, and shower seats. The donated
equipment is sanitized and then loaned to
those who need it at no cost. The City of San
Carlos and ACC support these efforts by
promoting the program in communications
and helping with equipment collection events.

Program Highlight: Medical Equipment Loan Program
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Accessible indoor and outdoor public spaces, including public parks, libraries, public offices, and recreation facilities.

Public Spaces
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
Assets Challenges
The San Carlos Public Library
offers accessibility services.

In 2013, the City conducted an
ADA Self-Evaluation and
developed a Transition Plan to
bring all facilities, sidewalks,
and programs into compliance
with ADA regulations.

City Council passed an
ordinance to permanently close
the 700 Block of Laurel Street
for a new public gathering
space.

Focus group participants agreed:

More public restrooms are
needed downtown.

Additional bus shelters and
benches are needed.

More parks should include
areas for activities for older
adults in addition to the dog
and children's spaces.

Sidewalk repairs are needed to
prevent fall risks and make it
easier to navigate downtown.
//
Program Highlight:
14 Downtown Specific Plan
After closing some streets downtown during
the COVID-19 pandemic, the City has
decided to permanently close one block and
turn it into a pedestrian-friendly plaza in
addition to other improvements. The City
conducted a focus group as well as business
stakeholder meetings, a resident survey, and a
series of community workshops to collect
input. The Adult Community Center and older
adults were specifically included in the focus
groups, providing an opportunity for older
adults’ perspectives to be heard. The plan for
downtown is scheduled to be adopted by the
City Council in March 2025.

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Action Steps
The Age-Friendly Initiative is an ongoing process of continuous improvement and reassessment. Based on our community assessment and feedback process, the Age-Friendly Task Force has decided to focus our efforts on the following projects:

The Adult Community Center put together a Spotlight
Newsletter highlighting services and programs for older adults. The newsletter was mailed to all residents in an effort to reach people that may not have been aware of the resources available at the ACC.

01. Communication & Information
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
The City of San Carlos is supporting the Rotary Club and the Villages of San Mateo County to organize a free
Medical Equipment Loan Program (MELP). The Adult
Community Center will continue to host pop-up events and help promote the program to residents.

02. Community & Health Services
The City of San Carlos will work with local schools to raise awareness about how younger people riding bikes and
scooters can help keep older pedestrians safe and promote overall bike and pedestrian safety. Additionally, ACC staff will continue to communicate with Public Works on senior pedestrian experience to prioritize projects within the Bicycle and Pedestrian Master Plan.

03. Transportation & Mobility
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Laura Parmer-Lohan Former Mayor, City of San Carlos (2021) Ron Collins Councilmember, City of San Carlos
Amy Newby Parks and Recreation Director, City of San Carlos Anna Kertel Former Recreation Supervisor, City of San Carlos (retired April 2022)
Caitlyn Matoso Recreation Supervisor, City of San Carlos (started April 2022)
Linda Scannell Former Recreation Coordinator, City of San Carlos (retired October 2023)
Roberta Gonzalez-Gregg Community Member, San Mateo County Pride Center Ally Garcia Library Branch Manager, San Carlos Library
Angela Giannini Commissioner, San Mateo County Commission on Aging
Devora Kothari Former Employee, San Mateo Villages
Dan Abrahamson Former Board Member, Friends of ACC
Chris King Board Member, San Carlos Elms
Tom & Veralyn Davids Former Mayor, Council Member, Trails, and Community Volunteer
Age-Friendly Task Force
THREE-YEAR ACTION PLAN 2023-2026
// AGE-FRIENDLY SAN CARLOS
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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 13, 2024
ITEM TITLE: Consideration of Introducing an Ordinance Amending San Carlos Municipal Code Title 18 – Zoning, Section 18.15.120 (Underground Utilities) and Section 18.23.210 (Accessory Dwelling Units/Junior Accessory Dwelling Units) to Exempt Specific Single Family Home Projects from the Requirement to Underground Utility Service Drops.

RECOMMENDATION:

The Planning and Transportation Commission (PTC) recommends that the City Council introduce an Ordinance to exempt specific single family home projects from the requirement to underground utility service drops.

FISCAL IMPLICATIONS:

There is no fiscal impact and no additional appropriation is needed at this time.

SUMMARY:

The proposed Zoning Code amendments would exempt projects involving one single-family home, including ADUs/JADUs, and urban infill (SB 9) units, from the requirement to underground utility service to the structure, which ultimately would help reduce costs and facilitate faster housing production.

BACKGROUND:

During the City Council’s review of the objective design standards for single family development at its October 2023 meeting, councilmembers expressed concern regarding the cost of undergrounding utilities for single family home projects.

The proposed Zoning Ordinance amendments to San Carlos Municipal Code Section 18.15.120 (Underground Utilities) and Section 18.23.210 (Accessory Dwelling Units/Junior Accessory Dwelling Units) address the Council’s intent to reduce the financial burden on homeowners.

Planning and Transportation Commission Recommendation
At the April 15, 2024 PTC meeting, staff presented the proposed Zoning Code amendments to the PTC. 1 The PTC adopted a Resolution (4 in favor, 1 opposed) recommending that the City Council adopt the proposed Zoning Code amendments, with a recommended modification.

The PTC recommended text modifications to address projects in areas in which utilities are already located underground. The meeting minutes are included as Attachment 3.

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ANALYSIS:

The San Carlos Municipal Code requires that all new construction projects, including new single- family homes, underground utility distribution lines, which are the line(s) from the pole to the property. It does not require undergrounding of the poles themselves. The underground lines typically include electrical and cable.

Single-family home developers and property owners often resist this requirement for two primary reasons: the financial burden of the cost to underground and the long wait times for PG&E to complete the work.

The standard cost to underground utilities from the power pole to a single-family home ranges from $50,000 to $75,000. This is a major financial burden on the project and can cause a project to be financially infeasible. Further, the undergrounding of the distribution line applies to only one site; therefore, the poles and all of the lines serving the neighboring residences still remain above ground.

The timeframe to underground utilities from the power pole to a single-family home can vary greatly from five to 14 months, if not longer, depending on the complexity of the area which the undergrounding needs to take place. This can dramatically increase project timelines, which can have a significant impact on the financing of projects, including construction loans. Further, there is no way to coordinate the timing of undergrounding with any City paving project. As such, a street could have recently been repaved, only to have a portion of it torn up later to underground a utility line.

Overview of Proposed Amendments
The proposed Zoning Code amendments would exempt projects involving one single-family home, including ADUs/JADUs and urban infill units (SB 9), from the requirement to underground utility service to the structure. Projects involving multiple single-family homes (i.e. subdivisions) would still be subject to the requirement to underground the utilities.

The PTC, at its April 15, 2024 meeting, reviewed the proposed amendment to the Zoning Code to exempt single-family, including ADU/JADU and urban infill units, from the requirement to underground utilities. Commissioners expressed concern that a property owner or developer could elect to construct a new utility pole in a neighborhood that is served by underground utilities.

Staff noted that this would be a costly and unlikely scenario, however, the Commission elected to include language to clarify that the exemption would not apply to a new single-family home if the surrounding homes are served by underground utilities.

Impact of Proposed Amendments
The proposed Zoning Code amendments would remove a major financial burden for single-family home projects and help shorten constructions timelines for the project, which would ultimately reduce costs and facilitate the faster creation of housing.

Environmental Determination
This project has been determined to be exempt from the provisions of the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), the general exemption for

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projects with no potential for a significant effect in the environment. As a text amendment, it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Introduce an Ordinance amending San Carlos Municipal Code Title 18 – Zoning: Section

18.15.120 (Underground Utilities) and Section 18.23.210 (Accessory dwelling units/junior accessory dwelling units); or

2. Do not introduce the proposed Ordinance; 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. Proposed Ordinance
Exhibit A to Ordinance – Amendments to Title 18

2. Planning and Transportation Commission Resolution PTC 2024-07

3. PTC Meeting Minutes

4. Public Hearing Notice

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ORDINANCE NO._________

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AMENDING SAN CARLOS MUNICIPAL CODE TITLE 18 – ZONING, SECTION 18.15.120 (UNDERGROUND UTILITIES) AND SECTION 18.23.210 (ACCESSORY DWELLING

UNITS/JUNIOR ACCESSORY DWELLING UNITS) TO EXEMPT SPECIFIC SINGLE FAMILY

HOME PROJECTS FROM THE REQUIREMENT TO UNDERGROUND UTILITY SERVICE DROPS.

SECTION 1: The City Council of the City of San Carlos does hereby ordain as follows:

WHEREAS, during the City Council’s review of the objective design standards for single family development, the Council voiced concerns regarding the cost of undergrounding utilities for single family home projects; and

WHEREAS, the City currently requires new single family homes to underground utilities from the pole to the structure which causes a major financial burden on the homeowner and can greatly increase the project timeline; and

WHEREAS, the proposed amendments would remove the requirement for single family home projects (including ADUs and Urban Infill Units) to underground utilities, which would remove a major financial burden and help to shorten constructions timelines for the project; and

WHEREAS, pursuant to Government Code Section 65853 and 65850 and San Carlos Municipal Code Chapter 18.35, when a change in the Zoning Ordinance (Title 18 of the San Carlos Municipal Code) is found necessary, the Planning and Transportation Commission shall hold a public hearing to consider such change and render its recommendation to the City Council; and

WHEREAS, pursuant to San Carlos Municipal Code Chapter 18.35.050 and California Government Code Section 65090 and 650901, a Public Hearing Notice was Published on April 4, 2024, for the draft San Carlos Municipal Code Zoning Amendments in the newspaper, and distributed to interested parties; and

WHEREAS, the Planning and Transportation Commission conducted a public hearing to hear and consider all comments of all persons interested in or concerned with the proposed amendments of the City of San Carlos Municipal Code on April 15, 2024 in consideration of a recommendation to the City Council regarding adoption of an Ordinance; and

WHEREAS, the proposed amendments to the San Carlos Municipal Code as mentioned above are exempt from the provisions of the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), the general exemption for projects with no potential for a significant effect in the environment. As a text amendment, it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment; and

WHEREAS, City Council has received a recommendation from the Planning and Transportation Commission (PTC 2024-07) as a result of a Public Hearing held at the Planning and Transportation Commission Meeting April 15, 2024 and has considered the recommendation of the Planning and Transportation Commission for regulations in the San Carlos Municipal Code including Planning and Transportation Commission findings for amendments to the Title 18 and

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the reasons for the recommendations, the relationship of the proposed ordinance or amendments to the Zoning Ordinance (Title 18), and 2030 General Plan and 2023 Housing Element; and WHEREAS, the City Council finds that the desired outcome of the Ordinance update is to remove a major financial burden and reduce overall project timelines for projects involving single family homes including ADUs and Urban Infill Units, which ultimately reduce cost and facilitate the faster generation of housing; and

WHEREAS, the City Council finds the Ordinance update process evaluated the current issues with the existing ordinance and explored options for changes based on evidence and best practices in other communities and industry experts.

SECTION 2: The City Council makes the following findings:

A. The proposed ordinance amendments are consistent with the General Plan.

The recently updated 2023-2031 Housing Element includes the following goal:

•Goal HOU-4 which states: “Remove or mitigate governmental constraints inhibiting the provision of adequate, affordable housing throughout San Carlos.”

Basis for Finding: The proposed ordinance amendments would remove a major financial burden and reduce overall project timelines for projects involving single family homes including ADUs and Urban Infill Units, which ultimately reduce cost and facilitate the faster generation of housing.

B. The ordinance amendment is consistent with the purpose of the zoning title to promote the growth of the City in an orderly manner and to promote and protect the public health, safety, peace, comfort and general welfare.

Basis for Finding: The proposed ordinance amendments promote further growth of single-family home projects in the city by removing a major financial burden and reduce overall project timelines for projects involving single family homes including ADUs and Urban Infill Units, which ultimately reduce cost and facilitate the faster generation of housing which is created in an orderly manner.

SECTION 3: Replacement of Code. San Carlos Municipal Code Section 18.15.120 (Underground utilities) and 18.23.210 (Accessory dwelling units/junior accessory dwelling units) is hereby replaced with the language in Exhibit A.

SECTION 4: Pending Applications. As to applications for new homes and residential additions, which have been accepted, processing and review of such applications may continue, but shall be subject to the regulations and requirements listed in Exhibit A, on the date the ordinance becomes effective.

SECTION 5: California Environmental Quality Act Determination. The City Council hereby finds that this Ordinance is exempt from the provisions of the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), the general exemption for projects with no potential for a significant effect in the environment. As a text amendment, it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment.

SECTION 6: Severability. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this

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Ordinance. The City Council of the City of San Carlos hereby declares that it would have adopted this Ordinance and such section, subsection, clause, phrase, or portion may be declared invalid or unconstitutional.

SECTION 7: That the City Council hereby declares that it would have passed this Ordinance sentence by sentence, paragraph by paragraph, and section by section, and does hereby declare that any provisions of this Ordinance are severable and, if for any reason any sentence, paragraph or section of this Ordinance shall be held invalid, such decision shall not affect the validity of the remaining parts of this Ordinance.

SECTION 8: This Ordinance shall be published and posted according to law and shall take effect and be in force from and after 30 days after its passage and adoption. *****
I, City Clerk Crystal Mui, hereby certify that the foregoing Ordinance was introduced on the 13 th day of May, 2024 and adopted at a regular meeting of the City Council of the City of San Carlos held on the _ day of __ , 2024 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 Changes to Title 18.

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EXHIBIT A

18.15.120 Underground utilities.

A. Underground Utilities. All electrical, telephone, cable television, and similar distribution lines providing direct service to a project shall be installed underground within the site.

1. Construction of any new single-family home, or an addition to a single-family home (including ADUs/JADUs and Urban Infill Units) is exempt from the requirement to underground utilities unless the utility distribution system providing service to the property is located underground at time of Building Permit submittal. This exemption does not apply to projects involving multiple single-family homes (i.e. subdivisions).

2. The Director may waive the requirement to underground utilities This requirement may be waived by the Directorupon determining that underground installation is infeasible.

B. Above-Ground Utilities. Public utilities equipment, where provided above ground, shall comply with the following:

1. Such equipment shall not be located within any required front setback area.

2. Such equipment shall be screened using one (1) or more of the following approaches:
a. Landscaping.
b. Raised planters’ minimum height of twelve (12) inches with landscape. c. Mesh fence for vertical vegetation.
d. Walls or fencing consistent with the overall architecture of the building.

18.23.210 Accessory dwelling units/junior accessory dwelling units.

H. Utilities and Impact Fees.

1. No junior accessory dwelling unit or accessory dwelling unit shall be permitted if it is determined that there is not adequate water or sewer service to the property.

2. Except as provided in subsection (H)(3) of this section, an accessory dwelling unit may be required to have a new or separate utility connection, including a separate sewer lateral, between the accessory dwelling unit and the utility. A connection fee or capacity charge may be charged that

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is proportionate to the size in square feet of the accessory dwelling unit or its drainage fixture unit (DFU) values. Separate electric and water meters shall be required for the accessory dwelling unit.

3. The following accessory dwelling units shall be exempt from any requirement to install a new or separate utility connection and to pay any associated connection or capacity fees or charges:
a. Junior accessory dwelling units.
b. Standard accessory dwelling units converted from interior space unless the unit is constructed within a new single-unit dwelling.

4. All utility extensions shall be placed underground if required for the single-unit dwelling pursuant to section 18.15.120(A).

5. Impact Fees.
a. No impact fees may be imposed on a junior accessory dwelling unit or accessory dwelling unit that is less than seven hundred fifty (750) square feet in size. For purposes of this section, “impact fees” includes the fees specified in Government Code Sections 66000 and 66477, but does not include utility connection fees or capacity charges. b. For accessory dwelling units that have a floor area of seven hundred fifty (750) square feet or more, impact fees shall be charged proportionately in relation to the square footage of the single-unit dwelling.

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April 15, 2024 1

San Carlos City Planning and Transportation Commission
Regular Meeting
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
April 15, 2024 7:00 PM

MINUTES

1. CALL TO ORDER – Call to order at 7:00pm

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS - None

3. PLEDGE OF ALLEGIANCE

4. ROLL CALL
Commissioners Present:

Jim Iacoponi, Chair
Kristen Clements, Vice Chair
Janet Castaneda
Ellen Garvey
David Roof

Staff Present:

Lisa Porras, Planning Manager

5. APPROVAL OF MINUTES

Approval of the April 1, 2024 Planning and Transportation Commission (PTC) Meeting Minutes.

MOTION: Approve the Minutes from the Planning and Transportation Commission Meeting of April 1, 2024, with amendments.

MOVER: Kristen Clements
SECONDER: Janet Castaneda
AYES: Castaneda, Garvey, Roof, Clements
NAYS:

ABSTAIN:

None
Jim Iacoponi
RESULT: Motion Passed 4 – 0 – 1

6. PUBLIC HEARING

a. Consider a Resolution Recommending City Council Adopt an Ordinance Approving Amendments to San Carlos Municipal Code Section 18.15.120 (Underground Utilities) and Section 18.23.210 (Accessory dwelling units/junior accessory dwelling units).

Brandon DeLucas, Consultant Senior Planner presented the item.

Commissioners asked clarifying questions.

Commissioner Garvey inquired if PG&E have any comments on this proposed amendment.

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April 15, 2024 2

Commissioner Roof inquired about the cost and time frame for above ground utilit ies to compare against undergrounding utility timelines and cost. He also inquired about safety implications if more wires would be above ground.

Vice Chair Clements inquired how financial feasibility is addressed in other municipalities and whether it would be possible to put in more specific language around feasibility.

Commissioner Roof inquired in the event that a neighborhood area already has underground utilities, would the project be required to be underground to maintain consistency with the neighboring area.

City staff answered the Commission’s questions.

Public Comment

Katy Mossawir (Zoom) expressed her appreciation for the benefits of underground utilities but noted their high cost. She also doubted that her own implementation would reduce the number of overhead wires on their street. Katy suggested that homeowners' funds would be better allocated to investments in solar power and electrification.

Commissioner Comment

Commissioner Roof remarked that the amendment appeared broadly written. He shared that he values underground utilities, and the current proposal seems to be retracting from that policy direction. He expressed a desire to ensure that the proposal doesn't retreat excessively.

Commissioner Roof concurred that exempting Accessory Dwelling Units (ADUs) from the requirement for undergrounding utilities is logical and voiced concern about the cost of utility poles if undergrounding is not required.

Commissioner Castaneda agreed with Commissioner Roof's points and suggested clarification by adding language specifying that the exemption does not apply to projects situated within existing neighborhoods which have undergrounded utilities, such as multi- family or single-family home subdivisions.

Commissioner Garvey wanted to know how many applications are already in the pipeline since it would take a couple months before these amendments become effective.

Vice Chair Clements stated that the language in the amendment appeared clear to her. She emphasized that there was no need for further clarification on the requirements.

Chair Iacoponi shared that he agreed with the caller Katy. He stated that the amount of time and money spent on undergrounding the utilities is better spent on making the home more energy efficient. Chair Iacoponi asked the Commission their thoughts on a need for a change to the language to address the concerns raised by Commissioner Roof.

MOTION: Close Public Comment
MOVER: Kristen Clements
SECONDER: Jim Iacoponi
AYES: Castaneda, Garvey, Roof, Clements, Iacoponi
NAYS:

ABSENT:

None
None
RESULT: Motion Passed 5 – 0 – 0

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April 15, 2024 3

Commissioner Roof suggested using the term “adjacent”, and if projects are adjacent to underground utilities they should be required to be undergrounded.

Commissioner Castaneda and Commissioner Garvey supported the use of the word “adjacent” and requested a clarification from staff regarding the definition of “adjacent”.

Vice Chair Clements voiced her dislike for the PG&E powerline poles and concurred with the caller that the funds allocated to undergrounding the utility lines could be more beneficially utilized elsewhere. Additionally, she remarked on the excessive long wait times for PG&E to service the project.

Vice Chair Clements stated the proposal was a great idea to get more units buil t but she disagreed with the concept that the Commission should revise the proposed language to address the issue of undergrounding utilities in neighborhoods that are already partially undergrounded.

Brandon DeLucas provided clarification of the definition of “adjacent” as set forth in San Carlos’ Zoning Ordinance and suggested proposed language to the amendments.

Commissioner Roof, Commissioner Castaneda and Commissioner Garvey supported the proposed language amendment to address the issue of undergrounding utilit y in existing neighborhoods which have undergrounded utilities.

Commissioner Roof inquired about the meaning of subdivision.

City staff clarified the Commission’s questions.

MOTION: Consideration of proposed amendments to San Carlos Municipal Code Section

18.15.120 (Underground Utilities) and Section 18.23.210 (Accessory Dwelling units/junior accessory dwelling units) to exempt projects involving one single- family home, including ADUs/JADUs and Urban Infill units, from the requirement to underground utility service drops with language amendment as follow:

a. Construction of any new single- family home, or an addition to a single- family home (including ADUs/JADUs and Urban Infill Units) is exempt from the requirement to underground utilities unless the distribution facility providing direct service to the property is undergrounded. This exemption does not apply to projects involving multiple single- family homes (i.e. subdivisions).

b. The Director may waive the requirement to underground utilities upon determining that underground installation is infeasible.

MOVER: Janet Castaneda
SECONDER: Ellen Garvey
AYES: Castaneda, Garvey, Roof, Iacoponi
NAYS:

ABSENT:

Kristen Clements
None
RESULT: Motion Passed 4 – 1 – 0

7. REPORTS, CORRESPONDENCE AND GENERAL INFORMATION

a. Report on Recent City Council Actions - None

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b. Planning and Transportation Commission comments or reports

Chair Iacoponi thanked Vice Chair Clements for chairing the meeting on April 1, 2024 while he was absent.

c. Correspondence - None

d. Planning Staff comments, reports, and updates on current projects

Lisa Porras, Planning Manager gave the following updates.

• The last set of edits to the adopted 2023-2031 Housing Element are available for public review and comment. The document was released on April 11, Thursday and the public comment period will close by end of business on Thursday, April 18, 2024. Per the Housing Community Development (HCD) reviewer those were the last set of changes they wanted to see.

• The agenda for the May 6,2024 Planning and Transportation Commission (PTC) Meeting includes a General Plan Conformity Determination regarding proposed new or revised Capital Improvement Projects.

• The agenda for the May 20, 2024, PTC Meeting includes three items: Traffic Calming Measures on Crestview and Edmonds, Childcare Ordinance Amendment, and guidelines for Traffic Impact Analysis.

Vice Chair Clements inquired whether the Housing Element changes related to density achievement were identified by the State or were raised by a member of the public.

8. PUBLIC COMMENTS – None

ADJOURNMENT – The meeting was adjourned at 7:54pm

MOTION: Close Public Comment
MOVER: Jim Iacoponi
SECONDER: Kristen Clements
AYES: Castaneda, Garvey, Roof, Clements, Iacoponi
NAYS:

ABSENT:

None
None
RESULT: Motion Passed 5 – 0 – 0

Andrea Mardesich,
Assistant Community
Development Director

12.a
May 13, 2024

Packet Pg. 371

12.a
May 13, 2024

Packet Pg. 372

12.a
May 13, 2024

Packet Pg. 373

San Carlos City CouncilMay 13, 2024

San Carlos City Council
May 13, 2024