C I T Y O F S A N C A R L O S
2 0 2 5 S T R A T E G I C W O R K P L A N
Page Strategic Goal
2 Climate Change Mitigation, Adaptation, and Resilience 4 Downtown
5 Housing
6 Mobility, Traffic and Transportation Infrastructure
10 Northeast Area Specific Plan
11 Recreation Services
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2025 Work Plan
Climate Change Mitigation, Adaptation, and Resilience: The City of San Carlos will support sustainability initiatives, address climate change, and prepare for emergencies. As part of its focus on climate change, the City of San Carlos will continue to address vulnerability and adapt to changing climate conditions such as wildfires, flooding, drought, and sea level rise.
Objective #1: Continue to plan and implement the 33 Council-approved greenhouse gas reduction strategies and 12 adaptation/resilience strategies in the Climate Mitigation and Adaptation Plan (CMAP).
Actions/Tasks:
1. Work with Peninsula Clean Energy (PCE) to administer funds for the EV charging incentive program for multifamily buildings. Ongoing.
2. Work with Peninsula Clean Energy to investigate the feasibility of installing solar on City facilities. Ongoing.
a. Solar installation on Corporation Yard. February 2026. b. Solar installation on Adult Community Center. February 2026. c. Solar installation on Library. February 2027.
3. Develop and implement a citywide EV charging plan to install 15 EV charging stations by 2030 and 25 by 2050.
a. Issue an RFP to install public electric vehicle charging stations in City-owned parking lots. June 2025.
Objective #2: Refine policies and develop standards to integrate flood and sea level rise resiliency initiatives into existing processes, policies, and plans to prepare for the future.
Actions/Tasks:
1. Review and update City standards related to creek setbacks, buffer zones, and minimum floor elevations. Ongoing.
2. Complete the Pulgas Creek Watershed study.
a. Update Planning and Transportation Commission. February 2025. b. Present recommendation to the Council. March 2025.
3. Coordinate with regional and state agencies, and neighboring jurisdictions (Belmont, Redwood City, and San Mateo County) to study, develop, and implement coordinated approaches to flood protection, sea level rise, and rising groundwater levels due to climate change. Ongoing.
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4. Participate in the sea level rise adaptation project inventory developed by MTC/ABAG and BCDC in order to estimate regional sea level rise adaptation needs. Ongoing.
5. Continue to coordinate with OneShoreline to integrate its sea level rise mitigation planning into City’s planning initiatives. Ongoing.
Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.
Actions/Tasks:
1. Share information with the community about home electrification, EV charging, water conservation, composting, and disposable food ware through the City’s website and other outreach channels. Ongoing.
a. Promote a City-specific water conservation event to educate the community about tools and practices to reduce water consumption. May 2025.
2. Share more information about what the City is doing with respect to sustainability and encourage the community to participate. Ongoing.
3. Implement an Adopt-a-Drain Program. September 2025.
Objective #4: Prepare for emergencies and engage and educate the community about emergency preparedness and response.
Actions/Tasks:
1. Organize an annual community creek cleaning event in the fall. Ongoing.
2. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program. Ongoing.
3. Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Ongoing.
4. Host a cross-departmental webinar(s) (Fire, Sheriff’s Office, Public Works, and Parks and Recreation) to inform and educate the community on how they and the City can prepare and respond to disasters (fire, evacuation, earthquakes, etc.). June 2025.
5. Prepare and mail an Emergency Preparedness Spotlight to inform and educate the community on how they and the City can prepare and respond to disasters (fire, evacuation, earthquakes, etc.). September 2025.
6. Partner with the City of Belmont to enable emergency vehicle access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos). December 2025.
7. Conduct a staff emergency preparedness exercise. January 2026.
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2025 Work Plan
Downtown: The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop and implement a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.
Objective #1: Implement the community engagement strategy for the Downtown Specific Plan.
Actions/Tasks:
1. Continue to work with the Downtown Advisory Committee (DTAC) and obtain their feedback in developing the Downtown Specific Plan. Ongoing.
2. Encourage continued community participation through study sessions and input to the DTAC meetings to gather input and share information and key findings to support completion of the Downtown Specific Plan. Ongoing.
3. Invite the public to an open house to learn more about the project prior to plan adoption. August 2025.
4. Hold study sessions with the Planning and Transportation Commission and the City Council on the Draft Downtown Specific Plan to receive guidance and feedback to be used to prepare the final draft. Ongoing.
Objective #2: Create the Downtown Specific Plan and corresponding implementation strategies.
Actions/Tasks:
1. Begin environmental evaluation. June 2025.
2. Prepare and release Draft Specific Plan. July 2025.
3. Prepare an infrastructure development services plan, budget, and phasing as a key chapter of the Specific Plan. September 2025.
Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.
Actions/Tasks:
1. Conduct and complete market demand analyses and economic studies, and develop implementation recommendations. September 2025.
2. Recommend strategic public improvements, including timing/phasing, and key catalyst projects and programs. In progress.
a. Present the Streetscape Master Plan for adoption, including Laurel Street and other streets. April 2025.
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3. Work with Public Works/Engineering, Parks & Recreation, and Fire to provide regular updates, share key information, receive feedback and determine necessary steps to develop Plans, specifications, and estimates needed to implement first phase streetscape and roadway improvements identified in the Specific Plan. In progress and ongoing.
a. Continue to hold interdepartmental meetings. Ongoing.
Objective #4: Design and implement a project to demonstrate and celebrate the community’s shared vision for streetscape, outdoor dining, and public plaza improvements in downtown San Carlos.
Actions/Tasks:
1. Break ground on a redesigned Harrington Park with public restrooms, trees, rain gardens, and public seating. November 2025.
2. Post project renderings for remainder of Streetscape Master Plan and Downtown Specific Plan at Harrington Park to share the project’s vision with the community. July 2025.
Objective #5: Explore options for phasing and financing the Downtown Specific Plan.
Actions/Tasks:
1. Review funding options for the different phases of the Downtown Specific Plan including the 600/700/800 blocks, Wheeler Plaza, San Carlos Avenue, and alleys with the Downtown Subcommittee. Completed March 2025.
2. Identify funding strategy and develop a workplan to secure project funding.
September 2025.
3. Explore opportunities to leverage public financing with private investment. September 2025.
Housing: The City of San Carlos will actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels.
Objective #1: Increase the number of Below Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).
Actions/Tasks:
1. Explore strategically acquiring property for future affordable housing projects, maintaining relationships with the local broker community. and bringing opportunities to the Council for direction as needed. Ongoing.
Objective #2: Facilitate completion of projects currently underway.
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Actions/Tasks:
1. Continue development of affordable housing project at 1244 Cherry Street (previously 1232 Cherry Street). In progress.
a. Undergrounding and relocating existing utilities. April 2025 (PG&E dependent).
b. Residential construction expected to commence April 2025. Estimated Completion Mid-2027.
2. Complete regulatory agreements for market rate multi-family projects building BMR units. Ongoing.
a. 11 El Camino Real, 155-160 Vista Del Grande, and various pre-applications for future housing. Ongoing.
Objective #3: Increase housing production.
Actions/Tasks:
1. Continue to expedite ADU approvals and provide guidance/resources to homeowners.
Ongoing.
2. Adopt Objective Design Standards for single-family, including SB 9 units, and multifamily residential projects. a. Multi-family adoption. May 2025.
3. Implement the 2023-2031 Housing Element and report on its progress as required by the State within the Housing Element Annual Progress Report due every year in April.
Ongoing.
4. Monitor the County’s workforce housing initiative to identify housing opportunities for San Carlos. Ongoing.
Mobility, Traffic and Transportation Infrastructure: The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.
Objective #1: Collaborate with regional agencies and partners to develop short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.
Actions/Tasks:
1. Collaborate with the San Mateo County Transportation Authority to apply for funding and develop plans for mid-range and long-term safety solutions for multimodal transportation across U.S. 101 near Holly Street. June 2025.
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2. Collaborate with Caltrans to implement short-term cyclist safety solutions on the U.S. 101/Holly Street interchange. October 2025.
Objective #2: Implement the Bicycle and Pedestrian Master Plan to encourage alternative modes of transportation which includes micro-mobility, improved mobility, and safety for people of all ages and abilities.
Actions/Tasks:
1. San Carlos Avenue pedestrian safety improvements phase III – Wellington to Beverley. April 2025.
2. Brittan Avenue Sidewalk Construction – Sunset Drive to Rogers Avenue. December 2025.
a. Project design. In progress at 60% design.
b. Project design review by the Council. August 2025.
3. Alameda de las Pulgas Corridor Improvement (“Four Corners”). March 2027. a. Project design (led by the City of Belmont). August 2025.
4. Identify funding mechanisms and public/private partnership opportunities to support and enhance transportation, traffic, and mobility. Ongoing. a. Update: Several development agreements have been approved or are under negotiation that include community benefits toward transportation, traffic, and mobility.
Objective #3: Implement Traffic Signal Master Plan and implement citywide street and intersection projects and initiatives to improve traffic flow and parking utilizing smart technologies.
Actions/Tasks:
1. Identify strategies to improve San Carlos’ transportation demand management (TDM) and on-street/off-street parking regulations citywide, and as part of the Northeast and Downtown Specific Plans.
a. Present high-level citywide traffic and parking management solutions to the Planning and Transportation Commission (PTC). April 2025. b. Present high-level citywide traffic and parking management solutions to the Downtown Advisory Committee (DTAC). April 2025.
c. Present strategies and proposed changes for citywide parking management solutions to the City Council. August 2025.
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d. Adopt a citywide TDM Ordinance. April 2026.
2. Increase pavement condition index (PCI) through Annual Pavement Rehabilitation program. Ongoing.
3. Implement Neighborhood Traffic Management Program. Ongoing. a. Install High visibility crosswalk and RRFB at Industrial Road and Tanklage Road. May 2025.
b. Construct pilot traffic circle at Crestview Drive and Edmonds Road. December 2025.
4. Implement Traffic Signal Master Plan. Ongoing
a. Video detection pilot project. December 2026
b. Install Kimley-Horn Integrated Transportation System (KITS) project at 12 intersections throughout the city. December 2025.
c. Upgrade 148 pedestrian pushbuttons to accessible pedestrian signal (APS) system. June 2026.
d. Kadence Adaptive Traffic Signal Project. December 2025.
Objective #4: Develop community education and outreach tools to highlight the benefits and impacts of key traffic, parking, transportation infrastructure, and street maintenance projects.
Actions/Tasks:
1. Maintain citywide construction activities webpage. Ongoing.
2. Develop a pavement improvement infographic to accompany project notices and share the benefits of the pavement rehabilitation program. April 2025.
Objective #5: Educate the community and implement improvements to increase bicycle and pedestrian safety.
Actions/Tasks:
1. Enhance traffic and pedestrian safety through education and enforcement. Ongoing. a. Conduct annual Distracted Driving Traffic operation. Ongoing. b. Host an annual a Sobriety and Driver’s License Checkpoint. Ongoing. c. Conduct monthly Saturated Traffic Enforcement Program with the Sheriff’s Office Motorcycle Unit for high visibility and enforcement. Ongoing.
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d. Conduct a Pedestrian Safety Operation for Pedestrian Safety month.
Ongoing.
e. Offer e-bike safety education to youth. Ongoing.
2. Crosswalk striping and marking at various locations per SRTS. Ongoing.
3. Arroyo Avenue and Chestnut Street SRTS improvements. In progress. a. Construction. April 2025.
4. Tamarack/Belle, Elm/Arroyo, Belmont/Cedar, St. Francis/Cedar SRTS Intersection and Sidewalk Improvements. November 2025.
5. Arroyo/Woodland and Olive/Elm SRTS Intersection and Sidewalk Improvements.
November 2025.
6. Travel Fellowship Project at Tierra Linda and Mariposa schools to improve ingress and egress and enhance conditions for traffic flow as well as walking and bicycling.
December 2025.
Objective #6: Structure a partnership among the City, property owners, businesses, and employers and leverage resources to create effective trip reduction strategies through the creation of a Transportation Management Agency (TMA).
Actions/Tasks:
1. Perform outreach and coordinate with developers, property owners, and businesses; set up development participation thresholds; and, create the organizational framework for the TMA. In progress.
a. Update: Staff conducted initial outreach and coordination with developers and property owners. All recent commercial projects in the east side include a condition of approval requiring participation in a TMA if/when formed.
Objective #7: Identify a departmentwide Public Works Department technology solution(s) to streamline workflows, consolidate existing tools, and protect the City’s infrastructure improvements.
Actions/Tasks:
1. Inventory all existing tools in engineering, maintenance, and operations to understand current usage and identify opportunities for improvement. August 2025.
2. Implement asset management tool at corporation yard. October 2026.
3. Develop an RFP for a consolidated enterprise tool and training. December 2026.
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2025 Work Plan
Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.
Objective #1: Create outreach and engagement opportunities that actively involve Northeast Area stakeholders and the San Carlos community in the visioning and development of the Specific Plan.
Actions/Tasks:
1. Involve Northeast Area property owners and business owners to gather input on the Draft Specific Plan. Ongoing.
2. Involve the community in the Specific Plan process through PTC and City Council study sessions to gather their input on the draft specific plan. April 2025 and ongoing.
3. Participate in monthly Harbor Industrial Association meetings to create a feedback loop with stakeholders to gather input and share process updates. Monthly.
4. Utilize the Northeast Area Specific Plan website to inform the community about the planning process and update the website at key milestones throughout the planning process. Monthly.
Objective #2: Complete the environmental review of the NE Area Specific Plan.
Actions/Tasks:
1. Release draft EIR for public review and comment. July 2025.
Objective #3: Present goals, policies, and standards of the Northeast Area Specific Plan for adoption.
Actions/Tasks:
1. Create and present development and design standards. April 2025.
2. Develop an implementation and financing plan. December 2025.
3. Adopt the Plan. December 2025.
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2025 Work Plan
Recreation Services: The City of San Carlos will explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the physical and mental health and well-being of community members of all ages.
Objective #1: Complete a Parks Master Plan and update the General Plan Parks and Open Space Elements.
Actions/Tasks:
1. Engage with the community for park and facility improvements prioritizations. May 2025.
2. Present action plan recommendations to Parks, Recreation and Culture Commission and City Council. June 2025.
3. Adopt the final Parks Master Plan and General Plan amendments. November 2025.
Objective #2: Complete the North Crestview Park Master Plan.
Actions/Tasks:
1. Complete CEQA and adopt the North Crestview Park Master Plan. November 2025.
Objective #3: Assess new opportunities to implement Trails Connection Plan for public trails.
Actions/Tasks:
1. Obtain new and utilize existing public trail easements in the community. In Progress. a. Design and construct Devonshire Canyon Trail. April 2025. b. Design and construct the Trillium Way trail. June 2025. c. Discuss acquisition and identification of additional trail easements and connections. April 2025.
2. Work with neighboring agencies on regional trail connections. In Progress. a. Continue conversations with the County, SFPUC, City of Belmont, and MidPen to initiate CEQA on the eastern boundary trail in the San Mateo County trail system. November 2025.
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1 2025-26 City of San Carlos Strategic Planning
Summary of SWOT Analysis from Council Retreat on February 6, 2025 Category Common Themes Comments from SWOT Brainstorming Strengths
Community Desirable place to live; open, caring and engaged residents; rich history; diverse, inclusive; family friendly, welcoming city; City staff are respected and appreciated; involved non-profits and volunteers
City Council High functioning and collaborative with each other, community and staff; demonstrate excellence in public
service and excellent leadership
City Staff High functioning team, collaborative, professional, skilled, care about each other and the community; excellence in
public service and excellent leadership; highly productive, get things done, great attitudes; low turnover
Business
Community
Committed and involved business community
Economic
Development
Diverse business economy and housing options; diverse
business base; strong economic development initiatives
High Trust Culture Collaborative (Council and Staff); professional, ethical, caring; open communication; the City is an excellent
employer
Organizational
Stability and Agility
Limited turnover, long tenured staff; small but mighty
workforce size, nimble, agile
Fiscal Management Well-managed, fiscally responsible, stable finances, low debt, healthy reserves, strong economic base
Strategic, Innovative
and Well Planned
Set clear goals; effective use of planning processes to plan, guide decisions and solve problems; embrace
innovation; progressive, support best practices; Housing Element was approved!
Customer Service Responsive internally and externally
Communication Open communication internally and externally; use diverse communication methods
Infrastructure and
Facilities
Sound infrastructure, good public facilities for a City its size (includes recreational facilities); excellent
transportation infrastructure and services (e.g. Caltrain)
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2 Category Common Themes Comments from SWOT Brainstorming Geographical
Location
Situated in a good geographical location within the
Bay Area
Downtown Desirable, evolving and adapting; pedestrian friendly, alive
City Services and
Facilities
Diverse and responsive to residents, good public
amenities, great programs, community events,
Education Highly educated community; good schools
Safe City Strong public safety services and relationships with supporting agencies (Police and Fire); no more gun
stores!
Reputation and
Relationships
Strong reputation in the public sector, region and with other agencies; foster relationships
Weaknesses
High-Cost Area Cost of living, cost of housing, low rental housing stock; impacts on workforce retention; small land area
presents constraints for future growth and
development
Small Staff High demands and heavy workload for staff size; limited redundancies and back-up; lack of community
understanding about the time it takes to on-board
new staff and build skill levels/competencies to meet
demand; limited opportunity for advancement
Staff Retention and
Turnover
Cost of living, cost of housing, low rental housing
stock, near-term retirements; loss of institutional
knowledge and history; recruitment challenges in the
public sector; space needs/scalability
Impacts of Change Keeping up with and managing the pace of change; ability to adapt to the future
Many High
Priorities and
Increasing
Demands
Out of proportion with staff resources, high
community demands, lack of community patience,
“want it now”; 911 often burdened with calls that
should go to staff
Aging and
Insufficient
Infrastructure
Parking, HVAC; Construction costs; bike infrastructure
Systems, systems
management and
impact on workload
Limited systems and can be burdensome and
inefficient
Traffic in General Accidents around schools; hilly geography Opportunities
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3 Category Common Themes Comments from SWOT Brainstorming Geographic Location The location of San Carlos has a lot of value Organizational Culture Collaborative, innovative, can-do; early adopters; excellent leadership
Pending Retirements Emphasize internal growth and development; succession planning
Downtown Redevelopment underway; new parking options
Northeast /Industrial Area New development opportunities: Life Sciences development impacts and the good they can bring
Infrastructure,
Transportation Systems
and Streetscape
Improvements
Implement new technologies and innovations, multimodal, Caltrain upgrades; street network is an asset; undergrounding; improving streetscape appearance
and usability; recycled water
Public Facilities Parks Masterplan; event space
Planning for Future
Growth
New zonings; land for future growth
Partnerships Leverage best practices from other agencies; increase partnerships with regional agencies; Public
Private Partnerships (PPP); School Districts
Technology and AI (used
correctly)
Improving current systems and internal processes;
upgrading technology platforms; leveraging AI
Community Outreach and
Education
Opportunities to inform and educate the Community
about City plans projects and to bring them along
Financial Growth Economic prospects due to changes underway; Cannabis Tax; weathering economic uncertainty;
grants; continuing to diversify the economy and land
uses; impact fees
Threats
Turnover and Retirements Loss of talent, institutional knowledge, history, maintaining organization stability and a great work
environment as leadership turns over
Cost of Living Exodus from city (City staff, labor force, businesses, residents); difficulties for all employers with
recruitment and retention and the impacts this could
have on the Community
Aging and Obsolete
Infrastructure
Costs to upgrade/replace; failures; accidents
Changing State Laws and
Unfunded Mandates
State laws constantly changing; administrative
burden of increasing regulations and reporting
requirements,
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4 Category Common Themes Comments from SWOT Brainstorming Homelessness
Poor
Communication
and
Misinformation
Social media; not staying ahead of the communication
curve; maintaining public trust
Natural Disasters Climate change
Economic
Uncertainty/ Fiscal
Crisis
Trickle-down effect of State budget problems, political climate; less opportunities for State and Federal funding; dependence on external funding and agencies; inflation; economic slowdown, industry slowdown, recession;
impacts of on-line retail; business retention; loss of
economic base; maintaining key revenue streams; impacts of the Insurance crisis; rising cost of public utilities, increasing cost of construction and city projects; having the financial means to support staffing to deliver key services as the community grows
Change and
Community
Expectations
Ability to satisfy community demands; the ability of the City to adapt to changing needs; demographic impacts of
change; the ability to continue to “do it all “
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CITY COUNCIL
STAFF REPORT
MEETING DATE: April 14, 2025
ITEM TITLE: Consideration of Adopting a Resolution Appropriating $12,870 from the General Fund Unassigned Fund Balance to Peninsula Volunteers, Inc. to Provide Meal Services to Three Wait-Listed San Carlos Residents for One Year.
RECOMMENDATION:
Staff recommends that the City Council adopt a Resolution appropriating $12,870 from the General Fund Unassigned Fund Balance to Peninsula Volunteers, Inc. to provide meal services to three wait-listed San Carlos residents for one year.
FISCAL IMPLICATIONS:
Approval of this resolution will require a budget appropriation in the amount of $12,870 from the General Fund Unassigned Fund Balance. There are sufficient funds available to cover this onetime allocation.
BACKGROUND:
Peninsula Volunteers, Inc. (PVI) is a non-profit organization that has provided services to senior citizens in San Mateo County for 77 years. Its mission is “to enable seniors to age in place.” It seeks to address the most pressing issues of aging adults by offering critical services to sustain their daily physical, nutritional, emotional, and mental health through four core programs: Meals on Wheels nutrition services; adult day services for those with Alzheimer’s and other dementias; a senior activity center; and Ride PVI, a transportation services program.
The focus of this staff report is the Meals on Wheels nutrition services program. PVI’s Meals on Wheels program delivers freshly prepared nutritious meals to homebound, isolated older adults in San Mateo County who are unable to shop and cook for themselves. Many are frail, recovering from hospitalization, or disabled. More than 60% of PVI’s clients have incomes below federal poverty levels and often live alone. In addition to healthy food delivery, the program emphasizes the importance and value of friendly visits and safety checks by its volunteers during meal delivery.
In 2024, PVI served 962 clients in San Mateo County 146,978 meals, which included 49 San Carlos residents who received 6,729 meals.
ANALYSIS:
Per an April 2, 2025 letter from PVI, there are currently three San Carlans on the wait list to receive meals from PVI. (Attachment 2) The cost to serve five meals per week to these three, wait-listed
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residents for one year would be $12,870. Payment is one-time only and would not obligate the City to future payments.
To qualify, residents must be 60 years of age or older and unable to shop or cook for themselves, typically due to health conditions. The client list is fluid and changes as residents move to nursing facilities or family care.
At a cost of $16.50 per meal, the cost to serve one client per year is $4,290. The County of San Mateo is the primary source of funding for these meals. The difference is funded by cities, community partners, and the clients themselves when they are able. In the past, the San Carlos Community Foundation contributed $2,000 in 2021 and $7,500 in 2020 to PVI. In addition, the City of San Carlos contributed $34,320 in 2023, $13,775 in 2020, $5,500 in 2019, and $2,500 in 2018.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Adopt a Resolution appropriating $12,870 from the General Fund Unassigned Fund Balance to Peninsula Volunteers, Inc. to provide meal services to three wait-listed San Carlos residents for one year; or
2. Adopt a Resolution appropriating a different amount from the General Fund Unassigned Fund Balance to Peninsula Volunteers, Inc. to provide meal services to wait-listed San Carlos residents for one year; or
3. Do not adopt the Resolution; or
4. Provide staff with alternative direction.
Respectfully submitted by:
Nil Blackburn, Assistant City Manager
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. Resolution
2. April 2, 2025 letter from PVI
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RESOLUTION NO. 2025 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS APPROPRIATING $12,870 FROM THE GENERAL FUND UNASSIGNED FUND BALANCE
TO PENINSULA VOLUNTEERS, INC TO PROVIDE MEAL SERVICES TO THREE WAIT-LISTED SAN CARLOS RESIDENTS FOR ONE YEAR.
WHEREAS, Peninsula Volunteers, Inc. (PVI) is a non-profit organization that has provided services to senior citizens in San Mateo County for 77 years; and WHEREAS, PVI’s Meals on Wheels program delivers freshly prepared nutritious meals to homebound, isolated older adults in San Mateo County who are unable to shop and cook for themselves; and
WHEREAS, in 2024, PVI served 962 clients in San Mateo County 146,978 meals, including 49 San Carlos residents who received 6,729 meals; and WHEREAS, the County of San Mateo is the primary source of funding for these meals and the difference is funded by cities, community partners, and the clients themselves when they are able; and
WHEREAS, in the past, the City of San Carlos contributed $34,320 in 2023, $13,775 in 2020, $5,500 in 2019, and $2,500 in 2018 to PVI and the San Carlos Community Foundation contributed $2,000 in 2021 and $7,500 in 2020 to PVI; and WHEREAS, the cost to provide five meals per week to three wait-listed San Carlos residents for one year is $4,290 per person, or a total of $12,870; and WHEREAS, there are sufficient funds available in General Fund Unassigned Fund balance to cover this one-time appropriation request of $12,870.
NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby authorizes the appropriation of $12,870 from the General Fund Unassigned Fund balance to PVI to provide meal services to three wait-listed San Carlos residents for one 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 14th day of April 2025, by the following vote:
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
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________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
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