1 CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting
April 29, 2025 1:00 PM
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org
AGENDA
2 MAYOR: Sara McDowell
COUNCIL: John Dugan, Neil Layton, Adam Rak, Pranita Venkatesh
1. CALL TO ORDER
2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS
3. PLEDGE OF ALLEGIANCE
4. PUBLIC COMMENT
Persons wishing to address the City Council on matters NOT on the posted agenda may do so.
Each speaker is limited to two minutes. If there are more than five individuals wishing to speak during public comment, the Mayor may choose to allow the first five speakers to speak during this time, and the balance of the Public Comment speakers will be called upon at the end of the Council Meeting.
If the item you are speaking on is not listed on the agenda, please be advised that the City Council may briefly respond to statements made or questions posed as allowed under the Brown Act (Government Code Section 54954.2). The City Council's general policy is to refer items to staff for attention, or have a matter placed on a future City Council agenda for a more comprehensive action or report and formal public discussion and input at that time.
5. STUDY SESSION
a. Receive a General Overview of the Budget Process.
b. Receive a Presentation and Provide Direction on the Recommended Two-Year Operating Budget for the Fiscal Years 2025-27.
c. Receive a Presentation and Provide Direction on the Recommended Capital Improvement Program for the Fiscal Years 2025-30.
6. ADJOURNMENT
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection upon request.
In compliance with the Americans with Disabilities Act and Title VI, and as outlined in the City’s Reasonable Accommodations Policy, if you need special assistance or translation services to participate in this meeting, please contact the City Clerk’s Office at (650) 802- 4222 or via email at [email protected]. Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
CITY COUNCIL
STAFF REPORT
MEETING DATE: April 29, 2025
ITEM TITLE: Receive a General Overview of the Budget Process.
RECOMMENDATION:
Staff recommend that the City Council receive a general overview of the budget process and department presentations.
FISCAL IMPLICATIONS:
There are no fiscal implications associated with receiving this report. Recommendations and funding requests will be made later in the Budget Study Session.
BACKGROUND:
For several years, the City has adopted two-year budgets, most recently the Fiscal Year (FY) 2023-25 Biennial Budget.
The purpose of the budget process is to identify the fiscally sustainable services that the City may reasonably expect to provide within the context of the City’s available financial resources. San Carlos has never been a “tax rich” city, in that only about 10% of property taxes paid by its residents goes toward funding the City. In fact, 100% of the property tax revenue the City receives only pays for about 74% of the costs to provide police and fire/emergency medical services. San Carlos also doesn’t have any special revenue taxes, such as a local ¼ or ½ cent sales tax or a utility user tax. This can present many challenges to providing high quality services and improving infrastructure and facilities.
ANALYSIS:
The City of San Carlos budget document contains revenues, appropriations, and other financial information pertaining to all City operating and capital budgets, including the five-year Capital Improvement Program. The budgets are accounted for using the modified accrual basis of accounting for governmental funds and accrual basis of accounting for proprietary funds. The City’s budget goal is to achieve a balanced budget with revenues, including reimbursements or transfers from other funds for services provided, equal to or greater than expenditures.
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CITY OF SAN CARLOS FUND STRUCTURE
The City’s Budget consists of 16 different funds, which can be grouped into five different categories:
General Fund. The General Fund (Fund 0001) is the primary operating fund of the City and is used to account for most day-to-day activities. Revenue sources include, but are not limited to, property tax, sales tax, transient occupancy tax, current fees for services, and business registration.
Enterprise Fund. The Wastewater, or Sewer Fund (Fund 0006), is used to account for sewage treatment, transmission, major replacements, and improvements to the City’s sewer system. Revenues received can only be used to fund sewer-related projects.
Other Revenue Funds. The Other Revenue Funds are used to account for revenue sources for which expenditures are restricted by law or administrative action to specific purposes. The Other Revenue Funds category includes: National Pollutant Discharge Elimination System (NPDES Fund 0015) and Police Grants (Fund 0017).
Capital Funds. The Capital Project Funds category includes: Equipment Replacement (Fund 0010); Measure A (Fund 0014); Gas Tax (Fund 0016); Measure W (Fund 0018); General Capital Projects (Fund 0025); Child Care Fund (Fund 0026); Park In-Lieu (Fund 0027); Housing In-Lieu (Fund 0029); and Low and Moderate Income Housing Fund (Fund
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0031). These funds are used to account for the expenditures related to the City’s capital infrastructure.
Internal Service Funds. The Internal Service Funds category is used to account for special activities and services performed by a designated department for other departments on a cost reimbursement basis. The Internal Service Funds category includes: Workers Compensation (Fund 0032); General Liability (Fund 0033); and Post- Employment Benefits (Fund 0035).
ESTABLISHING BUDGETS AND BUDGET CONTROL
In June 2008, the City Council approved financial policies formalizing long-standing practices that have been used in the past to prepare the budget. The policies were established to ensure that the City’s finances are managed in a manner that will:
•Continue to provide for the delivery of quality services; •Maintain and enhance service delivery as the community grows in accordance with the General Plan;
•Guarantee a balanced budget assuring that the City is always living within its means; and •Establish reserves necessary to meet known and unknown future obligations.
The City Council reviews and approves these policies as part of the biennial budget process. Staff is not recommending any changes at this time and the policies will be brought forward for City Council approval on May 12, 2025.
On February 6, 2025, the City Council and Executive Management staff continued the annual Strategic Planning process begun in FY 2005-06. As part of this process, the City retained two facilitators to lead us through the City’s strategic planning process. The process resulted in the review of the City’s mission statement, vision statement, core values, and the establishment of goals and objectives. Many objectives from this strategic planning process have been proposed to be funded in the FY 2025-27 budget. The City Council appropriates the funds necessary to meet operating and capital activities and the adopted strategic goals and objectives.
Budgetary control is maintained at the department/program level. The City Manager may approve transfers of appropriations from one program, activity, or line item within or across departments.
However, total appropriations within a fund may only be increased with the Council’s approval.
Departments monitor and control budgets using the City’s financial system, through reports of revenue and expenditure accounts. The financial system monitors expenditures at the line-item budget level, immediately notifying the requestor of available funding levels. The Council is also provided with a quarterly financial status report that reflects year-to-date expenditures and revenues compared to budget.
PROGRAM AND PERFORMANCE BUDGETS
Over a decade ago, we began the process of transitioning from annual departmental budgeting to a full program and performance-based biennial budget. Program and performance-based budgeting focuses decisions around results and services versus organizational units; emphasizes performance over line items; shows the cost (budget) of services and the level of service available for the cost; provides a structure to consider programs as they contribute to City goals and
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outcomes; and serves as an investment perspective with dialog about the right service for the right price.
The City uses several different tools to accumulate performance data, including employee surveys, resident satisfaction surveys, and internal performance measurement activities.
This year, staff did a thorough review of these measures and updated the format to bring more value to the reader. Performance measures are now defined with an explanation showing what it tracks; a purpose section discussing why it is important; and a status section reflecting progress.
Workload measures are tracked separately.
Attached to this report is a copy of each department’s work program and performance measures that will be included in the final budget book. Each department will review the major program services, achievements, and goals for the coming year as part of the study session.
FISCAL YEAR 2024-25 FINANCIAL PERFORMANCE
Before we discuss the recommendations for the FY 2024-25 budget, it is helpful to review the projections for the current year. The City’s financial performance in FY 2024-25 is projected to be better than budgeted. The table below compares the Revised Budget and Projected Revenues and Expenditures for the General Fund – the City’s primary operating fund. *Revised Budget includes adjustments to revenues and appropriations made by the City Council during the fiscal year.
FY 2024-25 revenues are projected to be higher by approximately $1.82 million. Most of this variance is related to one-time revenues and reimbursements. Below are some of the larger variance explanations:
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Charges for Services. The revenue projection of $6.58 million is $1.41 million over budget. This is due to the increase in plan check fees over what was initially budgeted.
The timing of plan check fees can vary depending on the timing of the projects and are therefore budgeted conservatively. In addition, there have been increases in recreation class and summer camp registrations compared to what was initially expected.
Fines and Forfeitures. The revenue projection of $0.16 million is $0.16 million under budget. This revenue has been budgeted higher than what has been received for a few years. The budget will be reset to average collections in the coming fiscal year.
From Other Agencies. The revenue projection of $0.88 million is $0.77 million over budget. This includes one-time funding and grants that are received throughout the year.
Since these grants are not guaranteed, they are not budgeted and are reflected when received.
Licenses and Permits. The revenue projection of $3.28 million is $0.61 million over budget. Similar to plan check revenues, this line item can vary depending on the timing of development.
Other Revenue. The revenue projection of $1.0 million is $0.16 million over budget. This line item includes a reimbursement from the Federal Emergency Management Agency (FEMA) in the amount of $0.13 million related to the flooding that occurred in the 2022-23 winter storms.
Property Tax. The revenue projection of $19.57 million represents an increase of $0.11 million over budget. This revenue is estimated based on information from the County of San Mateo and our third-party consultants. The primary reason for this increase is increases in the property tax assessment rolls to account for changes in property ownership and tenant improvements.
Sales Tax. The revenue projection of $11.66 million represents a decrease of $1.67 million over budget. This revenue is based on information from the City’s third-party consultants. For several quarters there has been a decline in building and construction group activity and building materials sales are driving the reduction. General retail has dropped as consumers are more conservative with their spending given the uncertainty of the economy.
Transient Occupancy Tax. The revenue projection of $4.0 million represents a decrease of $0.47 million from budget. Although the hotel industry began to rally in FY 2021-22 following the COVID-19 pandemic, the industry has not yet returned to historical occupancy as business travel has not yet fully returned to pre-pandemic rates.
Other Uses of Money and Property. This includes rentals and investment income. The revenue projection of $3.65 million represents an increase of $0.42 million over budget.
Included in the projection is the receipt of rental from a fourth billboard on the U.S. Highway 101 corridor that was not previously budgeted.
Vehicle In-Lieu. The revenue projection of $4.54 million represents an increase of $1.13 million from the revised budget. This estimate is based on information from the County Controller’s Office. The revenue received in this fiscal year includes a one-time payment
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of $1.36 million repayment of the countywide shortfall from two years ago (FY 2022-23).
In FY 2004-05, Senate Bill 1096 was enacted, which redirected Motor Vehicle License Fees (“VLF”) collected by the Department of Motor Vehicles from the cities and counties to the State. To make the cities and counties whole, the legislation specified cities would be “backfilled” for this reallocated revenue by the County as a “property tax in-lieu” payment rather than paid directly by the state. If the “backfilled” amount exceeds a certain limit, there will not be enough money to fully cover the amount owed.
Expenditures are projected to be $2.17 million less than the revised budget primarily due to salary savings from vacant positions during the year and projected savings in the Sheriff’s Office contract.
BUDGET THREATS
Although the City has been able to successfully navigate the ups and downs of the economy and pandemic-related closures, many significant internal and external threats to the City’s long term fiscal sustainability still exist.
These threats include:
•Uncertainties resulting from policy changes at the federal level, including tariffs and federal funding cuts that may impact consumer spending and slow development activity; •Significant increases in street resurfacing needs and our ability to keep up with street repairs;
•Rising public safety costs;
•Uncertainties with the CalPERS retirement investment assumptions and changes to the CalPERS amortization and smoothing policies, which will drive the City’s CalPERS rates higher each year;
•Healthcare costs continue to grow at super-inflationary rates; •Increased costs related to stormwater; and
•As noted above, uncertainties with Vehicle In-Lieu funding from the County of San Mateo.
Financial sustainability remains a high priority for San Carlos. To that end, City staff will continue to seek ways to be as efficient as possible in providing services to the public. The City will continue to consider appropriate economic development and tax revenue generation projects that are viable for San Carlos.
Staff look forward to working with the City Council and the community to address the financial challenges that lay ahead. We will continue to identify operational efficiencies, assess appropriate fee structures, pursue acceptable economic development opportunities, and advise on alternative revenue options available to the community to ensure that San Carlos remains “the City of Good Living.”
ALTERNATIVES:
The alternatives available to the City Council include:
1. Receive a general overview of the budget and department presentations in preparation for the Study Session on budget recommendations to be held on April 29, 2025; or
2. Do not receive the report; or
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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. City Council Performance Measures
2. City Attorney Performance Measures
3. City Manager Performance Measures
4. City Clerk Performance Measures
5. Administrative Services Performance Measures
6. Community Development Performance Measures
7. Parks and Recreation Performance Measures
8. Public Works Performance Measures
9. Police Services Performance Measures
10. Fire and Emergency Services Performance Measures
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CITY COUNCIL DEPARTMENT
Mission
The City of San Carlos provides high-quality services and facilities to its residents in an equitable, sustainable, transparent, responsive, and friendly manner to foster an inclusive, safe, and healthy community now and in the future.
Organization
The Council is composed of five members who are elected at-large, on a non-partisan basis, for four-year staggered terms. The Mayor is appointed annually from amongst the Council.
Org Code
01101000
Dept #
1010
Description
The City Council is the governing body of the City. It provides community leadership, enacts laws, adopts resolutions, and establishes policies for the City government. The City Council also adopts a budget. The Mayor appoints members of the City Council to working committees.
The Mayor and the City Council represent the City of San Carlos on various local, regional, and state policy committees and commissions. The Council meets the second and fourth Monday of each month in formal, public sessions and conducts additional special meetings as needed.
All City Council meetings are open to the public. Regularly scheduled meetings are streamed live on the City's website (www.cityofsancarlos.org). City Council minutes and archives of the meetings are also available online at www.cityofsancarlos.org/residents/public-meetings.
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CITY COUNCIL DEPARTMENT
Program Name City Leadership
Major Services • Legislative activities to support San Carlos • Policy establishment and direction
• Budget establishment and oversight to ensure fiscal sustainability • Serve on various regional boards
• Provide leadership during emergency situations
• Serve the community through active engagement and leadership • Prioritize and develop strategic initiatives that are of interest to the community • Ensure that San Carlos remains a desirable, vibrant, equitable, inclusive, and business friendly community
FY 2024-25
Accomplishments
• Childcare. Distributed $500,000 in childcare impact fee funds to five providers through grant funding. Facilitated discussions with childcare providers, relaxed zoning restrictions, and reduced permit fees to lower barriers for the creation and expansion of childcare facilities
• Climate Change, Mitigation, Adaptation, and Resilience. Secured a $457,000 Peninsula Clean Energy (PCE) grant for solar installation at the Corporation Yard.
Partnered with PCE on the San Carlos Multifamily Electric Vehicle (EV) Charging Incentive, supporting five projects in design and two in pre-construction, which will install 35 EV charging stations. Applied for $523,131 from the Metropolitan Transportation Commission’s 2024 Climate Program Implementation Grant to install 18 publicly accessible electric vehicle charging stations downtown.
Strengthened emergency preparedness by building an Emergency Operations Center (EOC) staff roster, developing a communication plan, and delivering two EOC training sessions to staff
• Downtown. Approved new street designs for downtown San Carlos including new plazas on the 600 and 700 blocks of Laurel St, wider sidewalks, protected bike lanes, enhanced outdoor dining areas, more greenery, and improved connectivity between Downtown, the Caltrain station, and East San Carlos. Advanced the Downtown Specific Plan by engaging stakeholders and shaping streetscape designs
• Housing. Established an annual grant program, awarding $168,000 to local nonprofits in 2024 to support housing initiatives. Approved a development project at 308-310 Phelps Road, adding nine single-family homes and eight accessory dwelling units (ADU) to the community
• Mobility, Traffic, and Transportation Infrastructure. Adopted the Traffic Signal Master Plan to create a unified strategy for optimizing and integrating traffic signals citywide. Submitted a $1 million grant application to C/CAG for the Brittan Avenue Sidewalk Construction project. Published a Traffic and Transportation Spotlight to inform the community on traffic calming measures, safe routes to school, the Bicycle and Pedestrian Master Plan, and more. Paved 64 streets and constructed 33 ADA curb ramps to improve road conditions and accessibility • Northeast Area Specific Plan. Developed a preferred land-use scenario to guide future growth, incorporating mobility improvements, climate change strategies, and flood mitigation efforts
• Recreation Services. Collaborated with the Centennial Advisory Committee to engage the community in planning the City’s centennial celebrations. Explored development opportunities at North Crestview Park to address community needs.
Initiated a Parks, Open Space, and other Recreational Opportunities Master Plan Assessment
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FY 2025-27 Goals • Climate Change Mitigation, Adaptation, and Resilience. Support sustainability initiatives and address climate change. 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 • Downtown. Work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future • Housing. 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
• Mobility, Traffic and Transportation Infrastructure. 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 • Northeast Area Specific Plan. 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
• Recreation Services. Explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the health and well-being for community members of all ages
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Program Goals The goal of the Council is to provide leadership to the City organization to: foster a safe, diverse, welcoming, and engaged community that recognizes the importance of social equity; ensure fiscal responsibility and the sustainability of San Carlos’ resources, infrastructure, and social/cultural environment; proactively protect our physical environment from the threats of climate change and reduce greenhouse gas emissions; recognize the needs and challenges of the community and promote its well-being; demonstrate high ethical and professional standards, including high quality customer service; lead and manage effectively by engaging the community, thinking strategically, remaining proactive, and planning for the future; and support the well-being of employees, investing in their development, and aligning staffing and resources with the demand for City services.
City Leadership
Objective
Legislation, policy, and budget.
The City Council values public input into the decision-making process, keeping residents informed, and using boards and committees for civic engagement and regional collaboration.
Key Performance Measure FY 2024
Actuals
FY 2025
Actual
FY 2026
Proposed
FY 2027
Proposed
% of residents who feel that the City is
responsive to residents' needs N/A 77% N/A 80%
% of residents who agree the City listens to
residents when making important decisions N/A 71% N/A 74% % of residents who indicate that they trust
the City N/A 84% N/A 87%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025, and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of boards and committees with
councilmember participation 41 41 41 39
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CITY ATTORNEY DEPARTMENT
Mission
Provide the City, the City Council, and City staff with prompt, high quality, and efficient legal services.
Organization
The Department is comprised of a City Attorney and a Legal Secretary.
Org Code
01151000
Dept #
1510
Description
The City Attorney Department consists of two full-time regular employees.
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CITY ATTORNEY DEPARTMENT
Program Name General Legal Services, Litigation and Specialized Services Major Services • Advise staff and review contracts
• Attend City Council and most Planning Commission meetings • Participate in strategic planning for the City
• Participate in negotiations and development projects
• Participate in litigation involving the City
• Drafting ordinances and resolutions
• Overseeing code enforcement
• Ensuring Public Records Act and Brown Act compliance
• Overseeing election law
• Participating in emergency management operations
FY 2024-25
Accomplishments
• Advised on trails plan updates and implementation
• Provided ethics advice to the City Council and Planning Commissioners • Assisted staff in the downtown plan and parklet program • Participated in Brown Act training for new and existing commissioners • Monitored liability claims with PLAN JPA appointed defense counsel • Supervised outside counsel on settlement of eminent domain litigation • Oversaw numerous Public Records Act requests
• Advised staff on density bonus project provisions and conditions of approval • Reported on recent litigation and legislation
• Participated in Risk Management program meetings
• Proactively addressed citizen concerns and issues related to easements, boundary disputes, development issues, and tree maintenance • Participated in the implementation of the San Carlos Strategic Plan • Analyzed and provided interpretation regarding the Pulgas Ridge Trail connection • Settled issues related to easement boundary
• Assisted staff in logistics of the childcare grant program • Assisted staff in negotiating a contract with Redwood City for Fire Service Assistance
• Assisted staff in negotiating a contract with the County of San Mateo for law enforcement services
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FY 2025-27 Goals • Implement the Strategic Plan
• Draft new ordinances as mandated by state or federal law or as directed by the City Council
• Advise on the many residential and commercial housing projects being proposed • Work and advise on establishing process and implementation for the East Side Innovation District Visioning Plan
• Assist in the development of affordable housing projects and units • Advise the Fire Department concerning disaster preparedness and fire issues • Monitor legislation, claims, and litigation
• Update the municipal code
• Advise staff and assist in the implementation of the City trails plan • Assist the City Council and staff by providing prompt and effective legal representation with emphasis on cost effective solutions or appropriate defense with proactive advice on issues facing the City
• Assist and provide legal advice for the Downtown and Northeast Specific Plans • Advise on major development projects
• Develop a system to capture the City Attorney’s time devoted to development projects and code enforcement as a budget offset
• Establish internal enforcement procedures for minimum wage violations, which had formerly been contracted out to the City of San Jose’s Office of Equality Assurance
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Program Goals The goal of the Legal Services, Litigation, and Specialized Services Program is to provide leadership, oversight, and support to ensure that the City organization, including City officials, management, and staff, receive high quality legal support. This goal includes litigation and specialized services to evaluate, analyze, and make recommendations to the City Manager and City Council with the goal of reducing litigation costs, claims liabilities, and cost of lawsuits.
General Legal
Services,
Litigation and
Specialized
Services
Objective
Prompt and effective legal review related to legal inquiries and official documents, such as contracts, ordinances, resolutions, agreements, etc. Includes legal support to all City departments, litigation review and support, advising City Council, staff and commissioners, and managing unanticipated or specialized legal services.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ collected as cost recovery for development projects N/A N/A $1,272 $1,272 Description This measure tracks the dollar amount the City Attorney’s office recovers for development projects.
Purpose By collecting money as cost recovery, the City Attorney budget cost would be reduced by the amount recovered.
Status This is a new metric introduced for FY 2024-25. There was insufficient data in FY 2023- 24 and FY 2024-25 for this measure; therefore, data for FYs 2024-25 and 2025-26 is not available. The trend of cost recovery for development projects will resume in FY 2025-26 and is expected to continue through FY 2026-27.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ of contract counsel services monitored $109,509 $115,000 $110,000 $115,000 Total # of code enforcement cases 4 5 5 5
Council, public, and staff meetings attended 50 51 51 51 # of contracts reviewed 194 200 210 215
# of ordinance amendments 11 10 11 11
Hours spent responding to public inquiries 120 130 120 125
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CITY MANAGER DEPARTMENT
Mission
Provide overall management of the City, execute Council policy, and ensure that San Carlos remains the City of Good Living.
Organization
The Department is comprised of City Manager, Assistant City Manager, Senior Management Analyst (underfilled by Management Analyst), Communications Manager, Management Analyst, and an Executive Assistant.
Org Code
01111000
Dept #
1110
Description
Under the direction of the City Manager, the City Manager Department consists of six full-time regular employees. The staff in the department also serve in the following capacities:
Board of Directors of IEDA
Commute.org Supervisory Committee
CITY MANAGER
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CITY MANAGER DEPARTMENT
Program Name Executive Management
Major Services • Manage overall City operations, departments, and programs • Provide Council support
• Oversee community relations and engagement, public information, social media, and website
• Develop and manage the implementation of the Council's strategic plan • Manage special projects and initiatives
• Direct the activities of staff and consultants to plan and respond to an emergency
FY 2024-25
Accomplishments
• Print and Digital Communications. Launched the San Carlos Weekly Digest e- newsletter, introduced a new Centennial microsite to share information about the year’s upcoming festivities, and developed a Community Benefits webpage.
Published 23 Council Newsletters, four Good Living newsletters, and three Spotlight newsletters to keep the community informed. Developed a website policy with the City Attorney’s Office.
• Video Communications. Expanded social media outreach with engaging videos that showcase City events, government operations, and community initiatives.
Partnered with the Human Resources division to produce a recruitment video, increasing visibility for City job opportunities.
• Grant Funding. Secured $457K from Peninsula Clean Energy for critical upgrades to the Corporation Yard roof and solar panel system. Successfully applied for federal Community Project Funding in the amount of $500K for U.S. 101/Holly Street Interchange and Overcrossing through Rep. Kevin Mullin’s office, which is pending approval by the Full Appropriations Committee. Collaborated with the County of San Mateo and multiple cities to pursue the Metropolitan Transportation Commission’s (MTC) 2024 Climate Program Implementation Grant for downtown electric vehicle charging infrastructure. Additionally, developed a grant funding guide and calendar to strategically support future large-scale projects.
• Emergency Preparedness. Strengthened disaster response capabilities through Emergency Operations Center section trainings and a mock-earthquake tabletop exercise. Participated in Cal Water's Bayshore Community EOC, reaffirming the importance of collaboration for disaster readiness and response. • Leadership and Community Engagement. Celebrated sustainability initiatives and hosted a Youth Center solar panel ribbon cutting and tabled at Caltrain’s Electrification Service Launch event.
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FY 2025-27 Goals • Collaborate with neighboring jurisdictions and regional and state agencies to study, develop, and implement coordinated approaches to mitigating flood protection, sea level rise, and rising groundwater levels • Empower community and staff with emergency management skills through emergency preparedness trainings
• Continue to elevate community engagement efforts on social media platforms by incorporating more dynamic and interactive content, including videos and innovative posts
• Refine internal communications processes and support staff through internal trainings, updated outreach guidance, and streamlined communications templates and checklists
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Program Goals The first goal of the Executive Management program is to provide overall management of City operations, implement Council’s strategic and policy directions, and ensure effective, efficient, and responsive services to the community in a financially sustainable manner which leads to overall community satisfaction.
The second goal of the Executive Management program is related to community engagement. The goal is to reach out to the community on City-related matters that serve the community and to demonstrate transparency and inclusivity in the pursuit of civic governance. Includes managing media relations, the City’s website, E-News, videos, social media, the City newsletters and postcards, the City cable channels, and billboards. Coordinate with community groups and volunteers so the community is well informed and engaged in events, services, proposed developments, projects, and local issues and can provide input to the City.
The third goal of the Executive Management program is to prepare for public safety emergencies, such as wildfire, earthquake, flood, and other emergencies by developing and implementing risk mitigation and reduction strategies. The Executive Management program oversees the planning of these strategies in partnership with other departments.
Community
Satisfaction
Objective 1
Effective management of overall City operations, communications, departments, and programs contributes to overall community satisfaction with City staff interaction.
Results from the community satisfaction survey conducted in 2025 reported high satisfaction with City services.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of survey respondents indicating that City
staff were professional N/A 91% N/A 94%
% of survey respondents indicating that City
staff were accessible N/A 89% N/A 92%
% of survey respondents indicating that City
staff were helpful N/A 81% N/A 84%
% of residents satisfied with the City’s efforts
to provide municipal services N/A 86% N/A 89%
Description This set of data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports reviewed 227 145 185 185
Communications
Objective 2
The Communications division aims to maintain and expand communications, providing a variety of outreach materials and communication channels that continue to inform, educate, and empower the San Carlos community.
Per the 2025 Community Satisfaction Survey, San Carlos maintains a high overall communications satisfaction level in the 82% to 85% range, coming in at 82% in 2025. The fact that San Carlos residents primarily rely on City-sponsored sources of information to find out about San Carlos news, events, and programming is undoubtedly one of the reasons for this stability in satisfaction over the past 11 years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% residents who are satisfied with the City’s
communications efforts N/A 82% N/A 85%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Open rate for San Carlos Weekly Digest N/A 80% 80% 80%
# of Facebook post impressions 270,228 273,000 281,190 289,626 # of Instagram post impressions 117,219 120,000 123,600 127,308 # of X post impressions 97,756 100,000 103,000 106,090
# of Nextdoor post impressions 161,141 165,000 169,950 175,049 # active website users 212,000 215,000 221,450 228,094
Description Digital communications refer to all emailed communications, including the Weekly Digest and all E-News emails. Open rates measure the number of emails opened compared to the number of emails sent. Social media impressions identify the number of times our content was seen, including multiple views by the same user. Number of website users refers to how many unique users visit our site.
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Purpose Open rates, subscriber numbers, impressions, and number of users all provide snapshots of the reach the City of San Carlos’ digital communications have in the community. Open rates for digital communications provide insights into how many subscribers are actually interested in and reading what the City is communicating. Impressions show how many of the City’s posts are seen by the community.
Status The City’s email open rates are high, indicating high readership and interest in City emails. As of December 2024, our open rate of 79% is high above the industry standard open rate of 42.1%. The higher the impressions on the City’s posts across social media platforms is an indicator that users are viewing our content multiple times (per Hootsuite – a social media marketing and management tool).
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of digital communications 1,383 1,400 1,400 1,400
# of print publications* 18 21 25 25
# of Council Newsletters 23 23 23 23
# Inform San Carlos users N/A 501 516 531
*This includes Spotlight newsletters, Good Living newsletters, postcards, and notices.
Interdepartmental
and Interagency
Emergency
Management
Objective 3
Interdepartmental and interagency emergency management: develop plans and reports, oversee training and exercises, and prepare the Emergency Operations Center, City facilities, and staff for emergencies; collaborate with regional agencies to prepare regional plans and response and partner to provide improved services.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s
emergency preparation N/A 87% N/A 91%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of cross-departmental community
preparedness and education workshops
hosted
0 0 1 1
# of San Carlos residents who graduated
from CERT Academy 7 14 21 28
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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT
Mission
Provide the residents of San Carlos, the City Council, and staff with access to public records and ensure all facets of agenda preparation, public meetings, and municipal elections are conducted according to state law.
Organization
The Department is comprised of the Director of Community Relations/City Clerk and a Deputy City Clerk.
Org Code
01121000
Dept #
1210
Description
Under the direction of the Director of Community Relations/City Clerk, the City Clerk Department consists of two full-time employees.
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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT
Program Name Council and City Manager Support
Major Services • Agenda process management and meeting support • Administration of municipal elections
• City Council/Treasurer candidate assistance and orientation • Research and retrieval of records
• Maintenance of the City’s records retention schedule
• Recruitment management for the City's Commissions
• New commissioner orientation
• Compliance Officer for the Fair Political Practices Commission • Mailroom management and legal process service receipt for all departments • Provide notary services for City business
FY 2024-25
Accomplishments
• Conducted a municipal election for three elected seats (two City Council and the City Treasurer) and a ballot measure
• Onboarded a new councilmember
• Coordinated with the County Election’s Office to prepare vote centers and ballot drop-boxes for the November 5, 2024 and March 4, 2025 elections, including a drive-up ballot drop-off station for the November election • Coordinated a Council reorganization ceremony with a tribute honoring an outgoing councilmember
• Delivered ongoing training sessions on the City’s Document Management System for new employees and provided refresher courses
• Ensured compliance with Ethics Training and the Fair Political Practices Commission’s Statement of Economic Interests and Campaign Statements • Managed Commission reappointments and recruitments and provided orientations to new members
• Continued to manage the mailroom for all City departments; processed over 21,000 pieces of mail
• Continued to provide proof of life verification services • Managed testing group in preparation for OnBase Cloud migration • Contributed to the Library’s Makerspace Task Force
• Updated City’s Conflict of Interest Code
• Conducted five public project bid openings
• Coordinated five City Hall youth tours/visits
• Managed web enabled applications that provide the public with self-service tools to search City records (public meeting portal, PRA system, document repository) • Collaborated with all departments to publish over 32 legal notices, including, but not limited to, public hearings, notice of election, financial transaction report summaries, notice of bids and ordinance summaries
• Conducted a request for proposals (RFP) for publication of legal ad services • Managed and maintained the City’s Do Not Knock and Refusal of Consent Registries
FY 2025-27 Goals • Research agenda management systems
• Implement ethics training module to current e-filing platform • Update Citywide Records Retention Schedule in FY 2025-26 • Conduct a Municipal Election in FY 2026-27
• Update the City’s Conflict of Interest Code in FY 2026-27
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Program Goals The goal of Council and City Manager Support is to: facilitate the Council agenda process for the City Manager and support the Council during its meetings; facilitate the legislative process in compliance with legal requirements for timely notifications and open meetings; oversee the contract with the County of San Mateo for municipal elections according to state law and assist and orient local candidates; coordinate and monitor permanent, non-permanent and historical records; and respond to requests for public records in accordance with the City's records retention schedule and state law.
Agenda Process
Management and
Meeting Support
Objective 1
Agenda process management, meeting support, and management of commission appointment process.
The City Clerk’s Department provides meeting support to the City Council. This includes preparation of agenda packets and post meeting records (i.e., minutes, resolutions, ordinances, contracts). Timely preparation of agendas, post meeting materials, and meeting videos are essential in providing transparency to the public.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Council meeting minutes approved within
three regular meetings 100% 100% 100% 100%
Description After each Council meeting, the City Clerk’s office prepares minutes to document the actions Council took and provides them to the Council at a subsequent meeting for approval.
Purpose This promotes transparency by providing the public with access to Council actions in a timely manner.
Status The City Clerk’s Office has maintained a high-performance level with 100% of minutes approved within three regular council meetings and anticipates maintaining this level of performance.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports finalized 227 145 185 185
# of public meetings supported 31 29 30 30
# of meeting videos prepared and posted 20 21 21 21
# of resolutions and ordinances processed 163 125 140 140 # of proclamations and certificates prepared 43 33 44 44 # of commission applications received 17 18 5 5
# of commissioners oriented 42 6 2 2
# of City booths at Farmers’ Market coordinated 11 10 12 12
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Elections
Management
Objective 2
Elections management and support.
Elections give our community a voice in government. As the City’s Elections Official, the City Clerk is trusted to submit accurate and timely information about candidates and ballot measures for the public to make informed decisions with their votes.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of elections held without error 100% 100% 100% 100%
Description The City Clerk’s Office collaborates with the County Elections Office to oversee municipal elections, managing key responsibilities of the electoral process in accordance with State and Federal election laws.
Purpose Effective administration of the election process upholds the people’s right to vote by ensuring a swift, thorough, and accurate process.
Status The City Clerk’s Office, recognized for its impartiality and integrity, has consistently managed election materials with precision and efficiency. Committed to transparency, the office will continue to provide timely and accurate information to the public, ensuring confidence in the electoral process.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of interested candidates assisted 4 0 5 0
# of measures on the ballot 1 0 1 0
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Records
Management
Objective 3
Management of City records and public records requests.
The City Clerk’s Department serves as the Records Manager for the City and as such, coordinates all public records requests and assists with research, indexing, storing and retrieval of records. Timely response to public records requests is a priority as it is not only legally mandated but provides high quality public service.
Digitizing long-term and permanent records not only reduces storage cost and saves time in retrieval, but also enables staff, outside agencies and the community to independently perform searches and easily access records.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Public Records Act requests responded
to within 5 days 100% 100% 100% 100%
Description The California Public Records Act mandates that requests be responded to within 10 days of receipt, either by providing the requested records or notifying the requester that additional time is needed to gather them. Our office exceeds this requirement, striving to respond within half the legally mandated timeframe.
Purpose The accurate collection, preservation, and accessibility of official documents ensure a quick turnaround to meet public interest and legal requirements.
Status The City Clerk’s Office consistently delivers this vital public service with efficiency and fairness and remains committed to upholding these high standards.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of public records requests processed 395 426 430 430
# of long-term and permanent records boxes added
to City’s electronic document management system 21 10 15 20 # of agreements/contracts finalized and processed
into document management system 322 263 290 290
# of boxes of destroyed from the records center
past the City’s Records Retention Schedule 45 30 25 25
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ADMINISTRATIVE SERVICES DEPARTMENT
Mission
Provide overall management of the City's administrative services, execute the City's administrative policies, and ensure that the City organization, including officials, management, and staff receive high quality, effective and efficient administrative support.
Organization
The department is comprised of Administration/Risk Management (Workers' Compensation & General Liability), Finance Division, Human Resources Division, and Information Technology Division
Org Code
01000000, 01210000-01213000, 32321000-35351000, 93931000
Dept #
2100-2130, 3210-3510, 9310
Description
Under the direction of the Administrative Services Director, the Administrative Services Department consists of 16 full-time regular employees in four programs.
Program Management
Administration/Risk Management (4 FTEs) Administrative Services Director/Senior Management Analyst
Finance (6 FTEs) Financial Services Manager
Human Resources (2 FTEs) Human Resources Manager
Information Technology (4 FTEs) Information Technology Manager
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Administration/Risk Management
Organization 4 FTEs: Administrative Services Director, Senior Management Analyst, Management Analyst, Administrative Assistant
Major Services • Strategic planning/special projects oversight • Project management
• Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) and Cities Group, currently staff are serving as President of the Board for both JPAs
• Liaison for all public safety contracts
• General liability insurance oversight
• Workers' compensation and general liability claims program administration • Citywide safety and risk management committees management • Procurement assistance and guidance
FY 2024-25
Accomplishments
• Submitted two FEMA applications for the 2022-23 winter storm disasters and received a total of $722,000 in reimbursement funds
• Updated the Heat Illnesses Prevention Program per new CalOSHA regulations • Rolled out the Department of Transportation Clearinghouse Registration Program as required by the Federal Motor Carrier Safety Administration (FMCSA) • Internally audited 110 contracts in effort to ensure compliance with Municipal Code and to better record and track City contracts
• Joined the Bay Area Procurement Alliance (BAPA) and proactively engaged in receiving purchasing resources
• Conducted citywide annual contracts and purchasing training
FY 2025-27 Goals • Review and update existing safety plans as needed • Continue to manage the claims administration process for workers’ compensation and general liability claims and incidents
• Work with new workers compensation provider to provide a seamless transition to the employees
• Continue to work with FEMA on the Public Assistance Grant reimbursement process related to the severe storms and flooding during the winter of 2022-23 for the remaining request of $880,000
• Strategize and implement a plan to reduce workers’ compensation claims
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Program Goals The goal of Administration is to provide leadership, oversight, and support to ensure that the City organization, including officials, management, and staff, receive high quality administrative support services.
The goal of the Risk Management program is to develop City safety policies and procedures and insure assets to minimize and protect the City's resources against risk or liability.
Leadership and
Management
Objective 1
Manage the Administrative Services Department Divisions and serve on the Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA), Cities Group, and the SBWMA Finance Committee as the City’s representative.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of board/committee meetings attended 11 20 15 15
Description This measure tracks the number of board meetings as well as committee meetings attended for the PLAN JPA, Cities Group, and SBWMA Finance Committee. The PLAN JPA is a joint powers insurance authority consisting of 28 member cities under the PLAN JPA and six members under Cities Group.
Purpose Active involvement in a JPA board ensures effective collaboration among agencies, aligning shared goals, and maximizing collective benefits. The City’s participation in PLAN JPA and Cities Group board meetings and special committee meetings has helped make important decisions on the operation of the program and claims administration, accounting and finance, risk control, loss prevention, actuarial services, and training.
Status While the JPAs and JPA committees meet regularly throughout the year, board members also meet for special meetings as specific issues or urgent matters come up.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of citywide staff reports reviewed 231 240 230 230
# of department staff reports reviewed 56 60 50 50
# of policies reviewed/updated/created 2 10 3 3
# of contracts audited 240 200 225 225
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Risk Management
Objective 2
Manage the City’s General Liability insurance, Workers’ Compensation claims and Americans with Disabilities Act (ADA) coordination.
The objective of the Risk Management program is to protect the City’s resources against risks or liability.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total injury days lost 319 360 330 300
Description This measure tracks the number of calendar days employees are unable to work due to a work-related injury. The method of tracking is consistent with the CalOSHA annual reporting requirement. CalOSHA requires tracking up to 180 days for each claim.
Purpose Injury days lost is a key indicator of workplace safety.
Status The City’s workers’ compensation cases are on average small; therefore, a small number of injury cases can significantly impact the number of days lost. Staff are actively working to reduce the number of workers’ compensation claims.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of FTEs without any job injuries 95% 96% 95% 95%
Description This measures the percentage of staff that are free of job injuries.
Purpose A high percentage of staff free of job injuries indicates effective safety measures.
This measure helps create a safer and more efficient work environment.
Status The number of workers’ compensation cases is small with 95% of staff free from job injuries in FY2024. This percentage is expected to remain stable.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total general liability claims paid $557,427 $327,500 $337,3000 $347,400 Description This measures the amount of general liability claims paid out within the City’s self insured retention (SIR) of $100,000 per claim. Eligible claims over $100,000 are covered by the risk pool and excess insurance.
Purpose The amount of general liability claims paid is influenced by both the frequency and severity of claims. It is important to measure how much is paid out in claims to better manage costs, assess risks, and improve safety.
Status General liability claims often have a delay in incurred costs due to the claims process (such as time required for investigation, negotiation, and sometimes legal processes). As most of the storm claims related to the 2022/2023 winter storm are resolved, the amount of claim paid has come down in FY 2024-25. However, there are several active claims including litigated claims that will continue to incur costs in the future.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of safety inspections conducted 2 2 2 2
# of workers’ compensation claims processed 8 8 3 5
# of general liability claims processed 50 15 15 15
# of insurance policies handled 9 9 10 10
# of safety and risk management training
sessions offered 56 63 60 60
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Financial Services
Program Goals The goal of the Finance Services program is to provide timely and accurate financial services that effectively protect and optimize the use of City resources for the good of the community.
Organization 6 FTEs: Financial Services Manager, 2 Senior Accountants, 1 Accountant, 2 Accounting Technicians
Major Services • Financial planning/budgeting
• Accounting for all City financial transactions
• Reporting and analysis
• Audit management
• Disbursements
• Payroll
• Business registration
• Cashiering services
• Revenue management
• Banking and investment management
• Custodian of City’s financial enterprise resource planning (ERP) system • Financial Services Provider for City/County Association of Governments (C/CAG)
FY 2024-25
Accomplishments
• Completed a clean financial audit for FY 2023-24
• Completed bank account transition to ensure full collateralization of City checking funds
• Completed transition of Commute.org to new financial services provider • Implemented US Bank Calcard purchasing card pilot
• Assisted in Energov permitting and licensing software implementation and expansion of Tyler Payments for online payments
• Completed overhaul of solicitors permit process and updated City website
FY 2025-27 Goals • Leverage Tyler financial system capabilities to improve invoice management, accounts payable, and capital asset accounting processes • Explore options for the requisition and accounts payable batch routing and review workflow in the general ledger system
• Explore options for a new fixed asset and capital tracking system • Complete clean financial audits and obtain GFOA Certificates of Achievement for Excellence in Financial Reporting
• Implement new GASB 101 – Compensated Absences
• Complete roll out of Calcard program to the rest of the City • Provide excellent financial services support to residents and internal departments • Continue to review documents (both electronic and paper) for destruction as permitted by the retention policy. Confirm all necessary documents from network folders into OnBase Document Management System.
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Financial Services
Objective 1
To provide efficient services to city residents and internal departments with respect to financial planning/budgeting, accounting for city financial transactions, reporting and analysis, management of the audit, disbursements, payroll, business registration and management of other revenue streams, cashiering, and managing financial systems.
Two of the key services of the Finance Division is financial planning and budgeting for the City through the production of a budget for the one-year or two-year cycles and the mid-cycle update. The budget provides the departments an opportunity to review their revenue and expenditure projections, capital projects, and performance measures. Receiving the Government Finance Officers’ Association (GFOA) Distinguished Budget Presentation award demonstrates that the City’s budget documents are of the highest quality, reflecting both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting. The City has been awarded this prestigious award for a number of years and strives to continue receiving the award.
Accurately accounting for all City financial transactions is also of the utmost importance to the Financial Services Division and is imperative to ensure robust financial reporting and audits. Obtaining the GFOA Certificate of Excellence in Financial Reporting confirms that the City is able to go beyond the minimum requirements of Generally Accepted Accounting Principles (GAAP) to prepare the Annual Comprehensive Financial Report (ACFR) with transparency and full disclosure. The benchmarks below are indications of the division’s ability to maintain budget and accounting accuracy and integrity, and ensure strong customer service to residents, other departments, businesses and vendors by meeting transactional demands.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Receive GFOA Distinguished Budget
Presentation Award Yes Yes Yes Yes
Description GFOA’s budget award program recognizes governments who produce budget documents of the very highest quality that meet strict criteria and excel as a policy document, financial plan, operations guide, and communication tool.
Purpose To ensure residents are provided with clear and comprehensive budget information for the city to keep them informed about how the city is run and uses its resources.
Status The City normally prepares a biennial budget and therefore is eligible for the award every two years. The City has been in receipt of the award for at least the last five budget cycles and will continue to apply for the award going forward.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Receive GFOA Certificate of Achievement
for Excellence in Financial Reporting Yes Yes Yes Yes
Description GFOA’s financial reporting award program recognizes governments who go beyond the minimum requirements of preparing annual comprehensive financial reports (ACFR) by preparing the reports with a spirit of full transparency and disclosure.
Purpose The goal is not to assess the financial health of the government, but to ensure that users of financial statements have the information they need to do so themselves.
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Status The City undergoes a financial audit and prepares financial statements and accompanying notes and schedules, aggregated into an ACFR every year. The City applies for the program every year and has been in receipt of the award every year for at least the last twelve years.
Key Performance Measure FY2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
General Fund Reserve Balances ($ in
millions) $54.02 $49.37 $37.06 $30.14
General Fund Reserve Balances (% of
operating expenses before transfers) 99.4% 82.4% 55.4% 43.2% Description The City holds different General Fund reserves for a variety of reasons including Economic Uncertainty, Strategic Property Acquisition, Unfunded Liabilities and Facility/Infrastructure funding.
Purpose It is useful to measure these reserves as it acts as an indicator of the financial health of the City as well as how funds are being used and allocated from one year to another
Status The GFOA has issued a best practice for the appropriate level of reserves that should be maintained in the General Fund. The level is recommended to be no less than two months of regular General Fund operating revenues or expenditures, which equates to approximately 17%. The City is currently maintaining reserves significantly higher than this
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of journal entries processed 304 305 315 325
# of vendor payments processed 4,682 4,720 4,750 4,800
# of invoices/bills sent out 1,188 1,020 1,050 1,080
AA+ or higher bond rating Yes Yes Yes Yes
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Financial Services
Objective 2
Provide quality financial services to the City/County Association of Governments (C/CAG) in FY 2025-27.
The Finance Division prides itself on providing excellent customer service to the agencies that we serve. The following benchmarks show that we provide timely and accurate transactional support to C/CAG. We also serve as custodians for their investments and strive to meet the primary objectives of safety of principal and liquidity.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Finance Committee meetings
supported/attended 4 4 4 4
Description C/CAG’s Finance Committee was established to provide oversight of the C/CAG investment portfolio and to advise on other financial related matters for the agency and meets at least quarterly.
Purpose Since the City of San Carlos Finance team acts as the fiscal agent for C/CAG, which involves producing quarterly investment reports and managing the agency’s various audits, it is essential to attend the Finance Committee meetings to support their decision-making.
Status The City of San Carlos has a long history as the fiscal agent for C/CAG and has built strong working relationships and high level of service over the years. City Finance staff currently attend all quarterly Finance Committee meetings.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of journal entries processed 41 40 41 42
# of vendor payments processed 617 620 625 630
# of invoices/bills sent out 163 165 167 169
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Human Resources
Program Goals The goal of the Human Resources program is to provide a quality workforce for the City following best practices and policies consistent with mandatory federal, state, and local regulations.
Organization 2 FTEs: Human Resources Manager, Human Resources Analyst
Major Services • Labor Relations
• Recruitment
• Training
• Benefit Administration
• Employee Relations
FY 2024-25
Accomplishments
• 100% of the workforce attended bi-annual anti-harassment training in compliance with AB2053
• Successful recruitments: Hired 10 full-time employees and 8 part-time employees • Reduced turnover rate from the prior fiscal year
• Conducted an employee survey to provide input on what City-branded merchandise employees would like
• Conducted a benefit analysis to review cost effective options. • Worked with employee benefits broker to find replacement coverage for long term disability (LTD), life and accidental death & dismemberment (AD&D) insurance coverage
FY 2025-27 Goals • Negotiate successor agreements with American Federation of State, County and Municipal Employees, Local 829 (AFSCME), Teamsters, Local 856 and update the City’s Management and Confidential group’s Salary and Benefit Resolution • Continue to enhance recruitment strategies to maximize capacity and reduce the number of vacancies
• Expand communication and educational tools to improve delivery of Human Resource services
• Enhance and modernize the employee evaluation process
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Human Resources
Objective
Labor relations, recruitment, training, benefit administration, and employee relations.
The effective planning of labor helps keep resources and overhead to a minimum while eliminating waste. Working with individual hiring managers, Human Resources tries to hire the right person for the job the first time to reduce costs and avoid new expenses incurred through the recruitment, rehiring, and retraining process. We measure the number of recruitments we process and the amount of applications we receive to confirm that our recruitments are targeting the right candidate pool.
Training and development are key components of hiring and retaining good employees. Human Resources offers a variety of different training opportunities for our employees. When employees are well equipped and continue learning, their levels of productivity and morale are increased.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total Turnover Rate 18.2% 7.3% 15% 10%
Involuntary Turnover 4.3% 0% 0% 0%
Voluntary Turnover 8.6% 5.2% 5.3% 5.3%
Retirement Turnover 5.3% 2.1% 6.8% 2.2%
Description This measures the percentage of employees who leave the City during each fiscal year. It includes both voluntary resignations, retirements and involuntary separations.
Purpose A high turnover rate, or a rate above 20%, can indicate issues like poor job satisfaction, low morale, inadequate compensation, or lack of opportunities for upward career growth. A high turnover rate can be costly due to the loss of institutional knowledge and experience employees take when they leave, the disruption to workflows and productivity and time and expense to recruit and train new employees.
Status The voluntary turnover rate is expected to continue to decline due to changes in labor agreements and total compensation strategies. The involuntary turnover rate is expected to continue to decline due to changes in recruitment and hiring strategies.
The retirement turnover rate is expected to vary annually without the ability to make adjustments. However, understating our potential retirement turnover rate will help us plan effectively for succession.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average time to fill a vacancy (in days) 101 76 60 55
Description This measure will provide the average number of days to fill a position from the start of recruitment until hire.
Purpose Tracking time to fill vacancies allows the City to identify bottlenecks in our hiring process and improve efficiency. A faster hiring process ensures the top talent is secured, reducing the risk of losing skilled candidates to other organizations.
Status The days to fill a position are projected to decrease in FY 2024-25 and beyond partially due to establishment of a timeline and commitment from hiring managers prior to posting a recruitment. Hiring managers understand the risk of a prolonged recruitment and the impact a vacancy can have on the workforce.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of citywide recruitments opened 24 23 25 27
# of applications processed 655 627 675 730
# of new hires onboarded 47 31 38 40
Full-time employees 20 11 13 10
Part-time employees 27 20 25 30
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Information Technology
Program Goals The goal of the Information Technology (IT) program is to provide high-quality, accessible technology infrastructure and automated systems support to all users for receipt of timely information and to conduct City business efficiently without interruption. The goal of communications is to provide highly reliable telephone and mobile device services for City employees and highly reliable City television channel services for viewers.
Organization 4 FTEs: IT Manager, Senior Systems Analyst, and 2 Systems Analysts
Major Services • IT support services for all City departments • Network infrastructure and cybersecurity management
• Phone system support
• Software integration
• Mobile device support
• Hardware support
• Technology replacement
• Data management
• Stream TV channel
• Support Council and Commission meetings
• Online services and resources
FY 2024-25
Accomplishments
• Upgraded to Windows 11
• Upgraded firewall
• Migrated GIS to cloud service
• Migrated Onbase to cloud service
• Expanded the IT office to accommodate four cubicles and a storage room • Coordinated with Public Works Corp Yard to modernize the EOC • Re-cabled the Corp Yard building to include new offices • Migrated mobile management system to Intune
• Upgraded internet speed
• Finalized Intune management for City devices
• Upgraded backup software to work with cloud services
• Replaced Mitel with Ringcentral
• Installed battery backups in all remote sites
• Hired 2nd Systems Analyst
FY 2025-27 Goals • Update / create IT Policies
• Continue to reduce cyber security vulnerabilities
• Create/ finalize Incident Response Plan
• Coordinate networking for 2nd floor library and 2nd floor City Hall • Support the Community Development Department’s transition out of the Tyler EPL Permitting System
• Implement multi factor authentication (MFA) to all staff • Manage the implementation of the migration of files from the hosted file server to Sharepoint
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Information
Technology
Objective
Project planning, network infrastructure, end user and desktop support, application integration and support, server support, data management, security, TV channel, City Council and Planning Commission meeting broadcasts, mobile devices, telephony services, technology replacement, and website integration and support.
The Information Technology (IT) Division has identified uptime, response time, upgrades, and implementation as key measures because IT needs to maintain an infrastructure that is always available so staff can serve the public daily. We monitor supported devices so we can create accurate technology replacement plans to replace outdated equipment and implement new technologies.
Identifying intrusions is critical in protecting data and uptime of IT infrastructure. We monitor intrusions and uptime to ensure we have the proper tools in place to keep our servers secure.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of uptime and availability 99.999% 99.999% 99.999% 99.999% Description The percentage of time that the IT infrastructure (network, servers, applications, website, etc.) is fully operational and available to staff and the public.
Purpose Ensuring maximum uptime is critical for the effective functioning of all IT services, from daily operations to public-facing services like broadcasts and website access.
Status The percent of time that IT infrastructure is up and available has continued to be at
99.999% or higher.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average incident resolution time (in
business hours)
- Critical incidents 6 4 4 4
- High incidents 0 8 8 8
- Medium incidents 7 16 16 16
- Low incidents 41 40 40 40
Description The measure shows average time it takes to resolve IT incidents (such as network issues, security breaches, or device malfunctions).
Purpose A quick resolution time ensures minimal disruption to services, allowing staff to continue serving the public without delays. This measure includes both general IT support and critical issues like intrusions and system outages.
Status Response time is within the Service Level Agreement (SLA), and staff expects to continue to resolve incidents efficiently.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of users completed the cybersecurity
training 234 242 240 240
Description The security awareness training program is designed to educate employees on recognizing and mitigating cybersecurity threats, including phishing, social engineering, and malware attacks. This proactive approach helps safeguard the organization’s data and systems from potential breaches.
Purpose Cyber threats are constantly evolving, and human error remains one of the biggest vulnerabilities in any organization. Regular training ensures that employees can identify and respond appropriately to security risks, reducing the likelihood of successful attacks.
Status The 2024 cybersecurity awareness training has a 97% completion rate among staff. While our goal is 100%, this number accounts for former employees who left before completing the training and new hires who are still in progress.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of devices supported 1,805 1,850 1,900 1,925
# of tickets created 2,670 2,700 2,700 2,700
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COMMUNITY DEVELOPMENT DEPARTMENT
Mission
The Community Development Department manages future development in the city to ensure a high quality of life, safety, and economic viability for the entire community. Through the coordination of current and long- range planning, economic development, housing programs, plan review processes, permit issuance, inspection services, and administration of the appropriate City ordinances, the Department preserves neighborhood character and enhances the community’s quality of life within the context of the City's General Plan. Services are provided through five programs: Development and Permitting Services; Key Development Project Facilitation; Code Enforcement and Advance Planning; Economic Development; and Housing Compliance and Assistance.
Organization
The Department is comprised of Current Planning, Advance Planning, Building, Economic Development, and Housing
Org Code
01181000, 01191000, 01191001, 0164000, 01640033, 29291000, 31313000
Dept #
1810, 1910, 1911, 2910, 3130, 6400
Description
Under the direction of the Community Development Director, the Community Development Department consists of 24 full-time regular employees, 4.2 FTEs equivalent of planning contractors, and 1 FTE Code Enforcement contractor across four divisions.
Program Management
Leadership and Management (3.8 FTEs) Community Development Director Development and Permitting, Key Development Project
Facilitation, Code Enforcement, Advance Planning, and
Code Enforcement (22.75 FTEs/contractors)
Community Development Director
Assistant Community Development Director
Planning Manager
Principal Planner
Building Official
Economic Development (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager
Housing Compliance and Assistance (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Leadership & Management
Organization 3.8 FTEs: Community Development Director, Assistant Community Development Director, Senior Management Analysts, Planning Manager, Principal Planner, Economic Development & Housing Manager, Economic Development Coordinator, Building Official, Administrative Assistant
Major Services • Manage development in the city
• Enhance and protect the quality of life
• Secure and enhance economic vitality and housing stock • Provide staff to numerous committees and the Planning and Transportation Commission
• Manage Divisions
– Current Planning
– Building & Code Enforcement
– Economic Development & Housing
– Advance Planning
FY 2024-25
Accomplishments
• Established the Development Coordination Committee (DCC) and successfully conducted seven meetings to facilitate efficient inter-departmental project reviews for key development projects
• Adopted two Ordinance amendments: one allowing childcare in certain existing facilities and another eliminating the undergrounding requirement for utilities in single-family homes
• Launched a community benefits webpage with an interactive map tracking a variety of benefits negotiated through development agreements that benefit the public such as plazas and walkways
• All division heads continued to serve on interview panels to meet staffing needs within the Community Development Department
• Received $450,000 in grant funding for long range planning projects
FY 2025-27 Goals • Continue ongoing code update training for Building Division staff and code enforcement
• Continue to initiate Ordinance amendments to streamline housing and manage development in the city
• Continue ongoing accessory dwelling unit (ADU)/junior accessory dwelling unit (JADU) and new housing state law trainings for staff in Planning and Economic Development and Housing Divisions
• Continue to find and apply for grant funding for any applicable projects/initiatives
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Program Goals The goal of the leadership and management team is to provide leadership, oversight, longevity planning, and support to develop and deliver innovative, high- quality programs and services that meet the needs and interests of San Carlos residents and to provide professional recommendations and administrative support services to the City Council, the Planning and Transportation Commission (PTC), Economic Development Advisory Commission (EDAC), Zoning Administrator, Successor Agency, Citywide Safety Committee, Risk Management Committee, and other appointed advisory committees or subcommittees. Another component of this program is to comply with State Law AB 1X 26 regarding the dissolution of the former Redevelopment Agency and liquidation of assets in a manner that maximizes value for the local taxing entity.
Leadership &
Management
Objective 1
Manage internal administration, master plans, GIS, maps, emergency response, outreach, intergovernmental relations, grant applications, staff training, development and supervision, Municipal Code updates, regulatory compliance, City Council Strategic Plan initiatives, consultant contract administration, budgeting, file management, purchasing, and flood plain administration. Prepare reports and recommendations and provide presentations to the City Council, PTC Zoning Administrator, Successor Agency, EDAC, and other advisory or subcommittees. Prepare agendas and minutes and facilitate meetings. Evaluate and conduct orderly disposition of properties and assets in a manner to maximize value.
The Key Performance Measures below are selected because each of them requires direct oversight, involvement, and attendance by senior management staff. These measures show the broad span of meetings and tasks requiring in- depth preparation and hands-on expertise on a wide range of complex topics throughout the budget cycle.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s effort to
promote economic development to stimulate
the local economy
N/A 88.1% N/A 85%
Description This satisfaction survey data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Community Development Department
staff who participate in continued learning 86% 90% 92% 95% Description This key performance measure tracks the percentage of staff who actively participated in continued learning, training certifications, leadership programs, etc.
Purpose Continued learning and participation in various programs ensures that staff is up to date with current requirements, laws, and best practices and is therefore able to provide excellent customer and share knowledge with a high level of confidence.
Status Community Development Department staff place a premium on continuous education and learning and participate as often as possible as workloads allow.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Participation and attendance at countywide
and regional meetings 72 72 72 72
Description This key performance measure indicates the various collaborative meetings staff participated in and/or were involved with that inform a wide variety of tasks that are performed. These include cross-collaboration with other entities/groups such as 21 Elements, MTC, SamTrans, Building Official Collaborations, SVEDA, SAMCEDA, and the Chamber of Commerce.
Purpose Due to the complex nature of the work, collaboration and assistance with colleagues and agencies is important to accomplishing local and regional goals.
Status Staff participate in several regional and/or countywide meetings a month.
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Climate Mitigation
and Adaptation
Plan
Objective 2
Climate Mitigation and Adaptation Plan (CMAP) implementation.
The CMAP contains 45 climate mitigation and adaptation strategies.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% reduction in greenhouse gases community
wide since 1990
9.2% as of
2019
9.2% as of
2019
9.2% as of
2019
9.2% as
of 2019
% reduction in greenhouse gases by municipal
government since 2015
26% as of
2018
26% as of
2018
26% as of
2018
26% as of
2018
# of climate strategies addressed 32 32 34 35
% of climate strategies addressed 71% 71% 75% 77%
Description The CMAP is San Carlos’ strategic plan to reduce greenhouse gas emissions and to adapt to changing climate conditions.
Purpose The CMAP identifies 45 strategies that, if implemented, will allow the community to achieve its emissions reduction targets.
Status The City of San Carlos is implementing the CMAP strategies on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# PTC meetings facilitated 17 17 24 24
# of EDAC meetings facilitated 5 5 6 6
# of Zoning Administrator hearings
facilitated 1 2 2 2
# of City Council Subcommittee meetings
facilitated 17 22 15 15
# of civic engagement events organized and
attended by staff 27 15 15 15
# of new state laws addressed 6 6 6 6
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Development and Permitting Services, Key Development Project Facilitation, Code Enforcement and Advance
Planning
Organization 22.75 FTEs: Community Development Director, Assistant Community Development Director, Planning Manager, Principal Planner, Senior Planner - Current, Senior Planner – Advance, Associate Planners, Assistant Planner, Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, Senior Administrative Clerks, Building Official, Assistant Building Official, Building Inspectors, Permit Technician, Management Analyst, and planning contractors, including a San Mateo County Code Enforcement Officer
Major Services • Building
Pre-project technical assistance
Issue permits and collect fees
Conduct project inspections
Coordinate all agency final approvals
Apartment inspection program
Flood plain management
• Code Enforcement
Respond to complaints/resolve problems
Enforce zoning and municipal codes
Issue stop-work notices/construction without permits
• Current Planning
Project Review
Conduct development project reviews
Process complex development projects through entitlement, including public hearings with the PTC and City Council
Respond to planning inquiries (email, telephone, in-person) Review protected tree removal/pruning permit applications Review business license registration applications
Zoning & Land Use Regulation
Ensure compliance with zoning and land use regulation Oversee environmental compliance (“CEQA)
Ensure adherence to state laws
• Advance Planning
General Plan updates and implementation
Long range planning initiatives and implementation
Specific Plan development and implementation
Housing Element development, compliance, and implementation State law compliance
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FY 2024-25
Accomplishments
• Adopted the 2045 General Plan Reset (including Certification of Environmental Impact Report (EIR))
• Adopted the Downtown Streetscape Master Plan
• Adopted zoning Ordinance for multi-family and mixed-use objective design standards
• Adopted a new Northeast Area Overlay District as part of the Zoning Ordinance to require a conditional use permit for most projects until the Northeast Area Specific Plan is adopted
• Adopted the Pulgas Creek Watershed Management Plan (East Side Innovation District Vision Plan implementation item)
• Completed design/engineering schematic design for the 700 Block of Laurel Street + Harrington Park (Downtown Streetscape Master Plan implementation) • Issued 70 business license registration applications
• Issued 152 solar installation permits and 30 ADU/JADU permits
FY 2025-27 Goals • Adopt the Downtown Specific Plan
• Adopt the Northeast Area Specific Plan
• Adopt amendments to the Transportation Demand Management Ordinance and amendments to on-street and off-street parking regulations (East Side Innovation District Vision Plan implementation)
• Break ground and complete construction on Phase1A Harrington Park Downtown Streetscape Master Plan Implementation
• Implement the multi-family and mixed-use objective design standards • Adopt a new comprehensive Streetscape Master Plan for the East Side (East Side Innovation District Vision Plan and Northeast Area Specific Plan implementation)
• Continue with timely plan review of project applications
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Program Goals The goal of the Development and Permitting Services, Key Development Project Facilitation, Code Enforcement, and Advance Planning program is to assist customers with the permitting process and procedures, and review applications for compliance with local regulations and policies, federal and state laws and codes to ensure a well-planned and safe community for the residents and businesses of San Carlos. In addition, this program ensures long-range plans and policies reflect the goals and vision of the City and satisfy and comply with state law. This includes development of and updates to the General Plan, specific plans, and Zoning Ordinance, as well as implementation. Key development project facilitation is also included within the program to ensure high profile projects are of quality design, meet City objectives, are appropriate, are feasible, and are of fiscal and economic benefit for the community.
Current Planning
Division -
Development and
Services and Key
Development
Project Facilitation
Objective 1
Provide customer service by responding to a wide range of inquiries generated by email, telephone, meeting requests, and at the service counter. Review development and protected tree removal applications, design drawings, issue planning permits and evaluate review process improvements on an ongoing basis.
Coordinate and oversee internal and external plan checks. Prepare reports, presentations, and provide recommendations for decision makers. Assist and facilitate key development projects in the city, including meeting with developers and providing direction. Provide project management services to facilitate the review and processing of large scale and/or complex development proposals through the City’s regulatory process; prepare reports and presentations; facilitate community informational meetings and community outreach; negotiate agreements and conditions of project approval; provide leadership; and ensure full involvement from department/divisions.
These Key Performance Measures reflect the range of projects planning division staff process. Each application below represents staff time and project management from time of application to completion/approval of the planning review phase to planning-final inspections. The types of applications provide insight into the level of development activity in the community. For example, high volume of business registrations and sign permits are positive indicators of business activity. Conversely, low volume of appeals and variances indicates that the process and regulations are effective in implementing the community’s standards. The volume of applications is also an indication of workload volume and directly correlates to staff resource needs.
Key development projects include the most complex and significant projects from a citywide perspective. The Key Performance Measures illustrate critical steps in development review and project management, including public hearings and community meetings. Each step requires the highest level of project management expertise, extensive technical analysis, and community outreach.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of telephone and email inquiries answered
within 3 business days 83% 92% 92% 92%
Description This performance measure ensures the timely and efficient delivery of zoning information to community members, developers and business owners. Providing accurate and prompt information reflects excellent customer service, helping customers plan their construction timelines and make informed decisions about leasing, buying or developing a property.
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Purpose Adhering to timelines reduces costs for developers and property owners while directly contributing to City’s economic vitality. Providing timely and accurate information also fosters trust within the community, making San Carlos a desirable and attractive place to do business, work and live.
Status Staff continuously seek ways to improve processes and enhance customer service.
Efforts include developing response templates for frequently asked questions, creating an FAQ webpage for planning inquiries, maintaining an inquiry tracking sheet to ensure timely responses and follow-ups, and coordinating efficient staff coverage during absences to avoid response delays.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of planning applications approved within
three review cycles 94% 97% 97% 97%
Description This performance measure tracks the percentage of planning permits successfully reviewed and approved by all relevant City departments within the required timeframe, including all subsequent reviews. While the City complies with the state-mandated 30-day review period (Permit Streamlining Act), most projects require multiple review cycles to achieve compliance before approval. The review process involves coordination among various departments and divisions including, Public Works, Planning, Building, Fire, Housing, and Advance Planning. A planning permit cannot be issued, and discretionary planning permits cannot proceed to the Planning and Transportation Commission or City Council without full approval from all required departments.
Purpose To streamline the planning review process, reducing the need for multiple resubmittals. This benefits both applicants and City staff by minimizing review and processing time while promoting continuous process improvements. Efficient and optimized procedures help facilitate development.
Status Staff actively work to improve the internal review process to reduce the time spent on planning permit reviews and minimize the need for resubmittals. This includes creating a comprehensive submission checklist for applicants, streamlining fee payment procedures, providing online resources, and developing incomplete items letter templates for staff.
For key development projects, which are typically more complex, multiple rounds of revisions and resubmittals are common. In mid-2024, planning staff established a monthly Development Coordination Committee, allowing applicants to present their projects and receive early input and feedback. This initiative has been highly successful and well attended, and staff plans to continue holding these meetings while refining processes as needed.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of planning permits approved 305 250 250 275
# of pre-applications processed 2 3 3 3
# of protected tree removal applications
approved 70 72 70 70
# of building plan checks approved 234 196 210 210
# of business license applications approved 129 130 135 135 # of Development Coordination Committee
(DCC) meetings facilitated 1 6 7 7
# of zoning ordinance amendment completed
in response to state law 3 3 3 3
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Building Division
- Permits and
Inspections
Objective 2
The goal of the Building Division permitting, plan review, and inspection services is to assist customers with development projects.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of phone and email inquiries answered
within 24 hours 98% 98% 98% 98%
Description This key performance measure demonstrates that email and phone inquiries are responded to within 24 hours 98% of the time.
Purpose Rapid response time is a key measure which contributes greatly to customer service.
Status Building Division staff continue to prioritize quick response times to email and phone inquiries on a daily basis to assist with the building application inquiries, review, and inspection process.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of inspection requests scheduled next day 90% 90% 90% 90% Description This key performance measure indicates requests for building inspections that are able to be accommodated on the next business day.
Purpose Next-day inspections help keep development projects moving forward to achieve their completion date goals.
Status Accommodating next day inspection requests remains a priority of the Building Division to adhere to City of San Carlos customer service goals.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Building Division plan checks completed
within the posted construction project review
timelines
99% 99% 99% 99%
Description This key performance measure tracks plan review turnaround time.
Purpose A prompt and efficient plan review turnaround accelerates the seamless issuance of project permits.
Status The Building Division continues to prioritize quick plan review turnaround time to help facilitate development project permit issuance.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of permits issued 1,475 1,400 1,400 1,400
# of public records requests completed 202 200 200 200
# of inspections performed 7,072 7,000 7,125 7,250
# of plan reviews completed 1,608 1,600 1,650 1,700
# of solar permits issued 152 150 165 165
# of ADU/JADU permits issued 30 35 40 45
# of apartment inspections performed 108 180 180 180
Building Division
- Code
Enforcement
Objective 3
Receive, monitor, and respond to Code Enforcement cases. Provide coordinated and improved Code Enforcement through shared services with San Mateo County Code Enforcement to efficiently resolve Municipal Code violations in San Carlos.
The Key Performance Measures for the City’s Code Enforcement program reflect the range and volume of cases handled by the Code Enforcement officer.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Code Enforcement complaints responded
to within 72 hours. 98% 98% 98% 98%
Description This key performance measure displays the commitment of Code Enforcement to making timely first contact with complainants and providing clear and legally-sound guidance regarding any and all property code violations, regardless of severity.
Purpose Responsiveness to code violations sends a clear message to property owners and residents of the department’s serious commitment to life safety.
Status Code enforcement continues to provide timely responses and guidance to property owners, business owners and residents to all code enforcement complaints and inquiries with one full-time Code Enforcement Officer at 1,580 hours per year.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of code enforcement cases closed in one
fiscal year 213 220 220 220
# of code enforcement cases opened 220 220 220 220
# of code enforcement cases requiring citation 51 50 50 50 # of formal site visits performed 109 110 110 110
Notices of violation issued 152 150 150 150
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Advance Planning
Division – Long
Range Planning
Initiatives, State
Law Compliance,
and Plan
Implementation
Objective 4
Review, assess, and provide policy updates to ensure current policies are effective and respond to community and Council priorities and comply with state law.
Prepare updates to the General Plan, Specific Plans, and Zoning Ordinance as necessary. Coordinate and respond to long range planning initiatives as set forth in the City Council Strategic Plan, General Plan, and Specific Plans. Conduct studies, perform research, and investigate best practices. Attend meetings of regional or local agencies including City and County Association of Governments, Association of Bay Area Governments, Grand Boulevard Initiative, Metropolitan Transportation Commission, Airport Land Use Committee, Sam Trans, Commute.org, Bay Area Planning Directors Association, 21 Elements, and others to ensure regional planning efforts are coordinated. Monitor state and regional legislation and provide recommendations to the City Council for consideration.
The Advance Planning Division implements plans, projects, initiatives, and responds to compliance with state law as a regular course of business. This sometimes requires assistance from professional planning/technical consultants through requests for proposals (RFPs), special studies, interdepartmental collaboration, and robust civic engagement.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of 2045 General Plan action items implemented 89% 91% 93% 95% Description This key performance measure evaluates the percentage of General Plan action items that have been completed, are underway, or ongoing. There are over 300 action items contained in the City’s adopted 2045 General Plan (for the 2025-2045 planning period). This measure identifies the rate of General Plan implementation (Housing Element implementation is addressed as a separate performance measure). In 2025, the San Carlos’ 2030 General Plan was updated to account for development projections to the year 2045. Because this was not a comprehensive update, no new actions items were developed.
Purpose The 2045 General Plan is San Carlos’ blueprint for meeting the City Council and community’s long-term vision for the future. This is done through implementation. In addition, all California jurisdictions are required to provide the Governor’s Office of Land Use and Climate Innovation (formerly Office of Planning and Research) with an annual progress report showing progress on General Plan implementation.
Status The 2030 General Plan was comprehensively updated in 2009; updated in January 2023 (Housing and Safety Elements), and in May 2025 the General Plan was updated again to set a new horizon year to 2045 with new buildout projections. At present, 52 programs have been completed, 20 are underway, and 203 are ongoing. It is rare to achieve 100% implementation over a 20-year period due to many factors including funding, feasibility, phasing or other limiting factors. The General Plan is an aspirational document that guides decision making.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Housing element action items implemented 85% 97% 98% 98% Description This key performance measure evaluates the percentage of Housing Element action items that have been completed, are underway, or ongoing. This measure will evaluate the rate of Housing Element implementation.
Purpose Effective implementation of all programs (i.e. action items) are required by the State Department of Housing and Community Development. Staff track the progress of the Housing Element annually pursuant to state law. Meeting San Carlos’ housing needs remains a high priority of the City Council and staff; this performance measure highlights overall progress in one easy metric. Failure to implement programs included in the Housing Element could result in revocation of compliance (i.e. certification) by the state.
Status The Housing Element was adopted on January 23, 2023. Since then, 20 programs have been completed, 24 are underway, and 103 are ongoing.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Projected
FY 2027
Projected
Progress towards regional housing needs
allocation, Housing Element 2023-2031- # of net
new units
31 32 284 30
Description This key performance measure identifies how many net new units per calendar year are counted towards meeting San Carlos’ Regional Housing Needs Allocation (RHNA). The 2023-2031 Housing Element Regional Housing Needs Allocation for San Carlos is 2,735 units to the year 2031. While it is not the role of the City of San Carlos to produce housing, it is the role of the City to ensure there are no constraints towards the production of housing. This measure tracks the number of net new residential units added to the City’s housing supply each calendar year. Each fiscal year will report on the prior calendar year. For example, for FY 2023-24 the number of new residential units is reported for the 2023 calendar year; for FY 2024-25, the number of new residential units will be reported for the 2024 calendar year and so on.
Purpose One primary function of Housing Element reporting to the State Department of Housing and Community Development is to track each local government’s progress towards meeting its annual Regional Housing Needs Allocation (RHNA) over the 8-year planning cycle (e.g. 2023-2031). The key benchmark for tracking RHNA progress is the number of issued building permits reported each calendar year.
Status For the City of San Carlos FY 2024-25 performance measures reporting period, in the calendar year 2024, San Carlos has added an additional 32 units to its housing inventory. For the 2023-2031 planning horizon, a total of 77 net new units are presented as additional housing opportunities for San Carlos’ existing and new residents.
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Economic Development
Organization 1.2 FTEs: Community Development Director, Assistant Community Development Director, Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, and contractors
Major Services • Expand property and sales tax base to improve fiscal health • Retain, expand, and attract desirable businesses and jobs • Evaluate projects for fiscal and economic benefit
• Promote and market the city
• Support businesses seeking to expand
• Liaise with the Chamber of Commerce to support existing businesses • Administer and manage City land and building assets
• Pursue strategic property acquisitions
• Manage commercial leases
• Collect Commercial Impact and Childcare Development Impact Fees • Implement the goals and actions of the Economic Development Plan • Implement Shop Local programs
• Administer the Economic Development Advisory Committee
FY 2024-25
Accomplishments
• Evaluated the extension of a cell antenna lease and new electric car charging sublease for fiscal and economic benefits
• Monitored existing commercial leases to collect rents and excess payments • Evaluated two trash enclosure leases for commercial properties to utilize City- owned property for trash services in the Downtown
• Commenced the lease on a new digital billboard at 611 Industrial Road • Collected Childcare Impact Fees for large commercial projects • Launched the Childcare Grant Program using funds from the Childcare Impact Fees and awarded $500,000 to 5 local providers to help increase access to quality childcare in San Carlos
• Adopted the Economic Development Plan effective 2025-2028 • Submitted offer letters to acquire property in the Downtown • Evaluated the community benefits program for the Northeast Area Specific Plan • Installed wayfinding signs throughout the City including the Industrial Arts District
• Partnered with Parks and Recreation to distribute materials for the centennial celebrations
FY 2025-27 Goals
• Negotiate with developers of large commercial properties to procure the best possible community benefits
• Attract more revenue-producing businesses into the city, particularly on catalyst sites
• Implement the Economic Develop Plan 2025-2028 action items • Work with the Industrial Arts Business Association (IABA) to promote the district as a prime destination for artisan, craft, and creative businesses • Continue administering the Childcare Grant Program through the collection of Childcare Impact Fees
• Create/modify resources and learning opportunities for stakeholders and foster connection between providers and community
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Program Goals The goal of the Economic Development program is to foster a thriving local economy by increasing the City’s tax revenue base and supporting business growth, real estate development, and job creation. Through strategic partnerships, proactive business outreach, and targeted marketing, the program enhances the City’s economic vitality while ensuring San Carlos remains a premier place to live, work, play, and learn.
Economic
Development
Objective 1
Support Existing Businesses and Commercial Owners:
Strengthen the local business community by providing accurate and timely information, connecting businesses with resources, facilitating tenant-site matching, and engaging with local business groups. Support interdepartmental efforts that impact businesses and track key financial indicators to assess the health of the real estate market and business environment.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of businesses that applied to the Small
Business Spotlight Program 31 26 35 38
Description This key performance measure showcases the City's commitment to recognizing local businesses for their contributions to San Carlos' economic growth. Open to all small businesses through a competitive application, the EDAC selects ten finalists, who receive a featured article, professional photography, and City-promoted social media posts.
Purpose Tracking the number of applicants to the Small Business Spotlight Program helps measure demand for free promotional support, highlighting the need among small businesses for increased visibility and marketing assistance.
Status The Small Business Spotlight Program will continue annually in partnership with the Economic Development and Communications Divisions.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of meetings, calls, and emails with existing
businesses and/or commercial property
owners
85 90 100 100
# of Economic Development Newsletters sent 10 10 12 12
# of Businesses that participated in the Shop
Small Program 35 45 50 55
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Economic
Development
Objective 2
Attract New Businesses and Facilitate Investment:
Increase awareness of San Carlos as a prime business and development destination through strategic marketing, electronic resources, and promotional events. Engage with regional advocacy groups and industry networks to enhance business attraction efforts. Encourage new investment by assisting prospective businesses and developers with site selection, identifying key opportunity sites, supporting large- scale City-partnered projects, and managing impact fees to drive sustainable growth.
Track business inquiries, employment trends, and investment activity to assess economic vitality.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% change in business license renewals 81% 83% 85% 87%
# of business license renewals
2,945 3,000 3,100 3,200
Description This key performance measure tracks how many business licenses were issued by the City to raise revenue for municipal purposes.
Purpose Tracking the change in the number of business license registrations helps assess economic growth, revenue trends, and the overall business climate in a city. It provides valuable insights into industry shifts, workforce impacts, and the effectiveness of local policies, guiding economic development strategies and budget planning.
Status Although there is a drop from FY 2023-24 to FY 2024-25 due to market conditions, the number of license registrations may increase in the upcoming years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of childcare grants awarded 0 5 3 2
Amount of childcare grants awarded 0 $500,000 $300,000 $200,000 Description This key performance measure tracks the number of childcare providers awarded grants and the total funding distributed. Launched in 2024, the childcare grant program supports qualified providers in making capital improvements that expand childcare capacity within the city. Funding for these grants comes from childcare development impact fees.
Purpose Tracking the number of childcare grants awarded helps gauge demand for the program and its effectiveness. Under the Mitigation Fee Act, childcare impact fees must be used within five years, making it essential to monitor grant expenditures to ensure compliance and progress toward spending goals.
Status The grant program launched in 2024 with an initial funding pool of $1 million. After awarding $500,000 in the first round, approximately $500,000 remains, with future annual funding contingent on replenishment from the childcare development impact fee.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of business group and regional advocacy
group meetings attended (Silicon Valley
Economic Development Alliance, Chamber
San Mateo County, Harbor Industrial
Association, Urban Land Institute, City of San
Carlos Economic Development Advisory
Commission, Association of Bay Area
Governments, SF Bay Area Planning and
Urban Research Association, Plan Bay Area,
21 Elements, etc.)
35 36 40 45
# of inquiries and meetings from prospective
businesses and/or developers and their
brokers
8 10 10 10
# of development community networking
events attended (Urban Land Institute,
International Council of Shopping Centers,
BisNOW, Broker Breakfasts, Chamber San
Mateo County Networking, etc.)
12 15 12 12
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Housing Compliance and Assistance
Organization 1.2 FTE: Community Development Director, Assistant Community Development Director, Economic Development & Housing Manger, Economic Development Coordinator, Administrative Assistant, and contractors
Major Services • Support regional affordable housing programs • Monitor affordable housing inventory in the city
• Collect affordable housing fees for affordable housing development • Administer affordable housing funds
• Review and approve Below Market Rate (BMR) plans
• Streamline new affordable housing development projects • Provide BMR compliance reports
FY 2024-25
Accomplishments
• Successfully conveyed City and Housing Authority property for the development of Cherry Street Commons, an affordable housing development with 33 family units. Construction began Spring 2025.
• Awarded $173,900 in funding to non-profit organizations working to expand and preserve affordable housing in the San Carlos community • Contracted with HEART for special projects related to housing compliance
FY 2025-27 Goals • Explore strategically acquiring property for future affordable housing projects, maintaining relationship with the local broker community and bringing opportunities to the Council for direction as needed
• Finish construction of Cherry Street Commons and achieve full occupancy by 2027
• Complete regulatory agreements for market rate multi-family projects building BMR units
• Calculate and collect BMR fees
• Update the BMR fees to reflect current market conditions • Implement Housing Element Action items
• Offer ongoing consultations and provide online resources to help developers understand the benefits and requirements of both the City’s enhanced Density Bonus and the State Density Bonus programs
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Program Goals The goal of the Housing Compliance and Assistance Program is to provide safe, high-quality, accessible, and affordable housing in San Carlos for all income levels by supporting the development, rehabilitation, and preservation of units for low-to moderate-income households.
Housing
Compliance &
Assistance
Objective 1
Enhancing Affordable Housing Programs:
Administer the Below Market Rate (BMR) Housing Ordinance and Affordable Housing Impact Fee Resolution and monitor existing BMR units to ensure compliance with regulatory agreements. Support the production, preservation, and rehabilitation of affordable housing, assist local and regional housing organizations, and provide housing resources to the community.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of people added to the BMR waitlist
(cumulative) 7,084 7,468 8,000 8,500
Description This key performance measure demonstrates the demand for affordable housing in the city. When a BMR unit becomes available (rental or owner-occupied), potential occupants are selected from this waitlist of eligible households. Preferences will be given to those households where at least one member in the household lives or works in San Carlos, including part-time and household workers, or works for a public agency, such as a school district or fire district, serving residents living in the City of San Carlos.
Purpose Tracking the year-over-year increase in the number of people added to the BMR housing list highlights the strong demand for affordable housing. This data provides valuable support for the City's decisions on approving additional affordable housing projects or allocating funds to facilitate their development.
Status The City currently has 7,468 people on the BMR waitlist, which is anticipated to grow annually.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of affordable housing grants awarded 7 7 7 8
Amount of affordable housing grant awarded $168,800 $173,900 $179,100 $184,500 Description This key performance measure tracks the affordable housing grant program which comes from Fund 29, the BMR Housing Trust Fund. The grant program began in 2012 when the first Notice of Funding Availability (NOFA) was issued to local affordable housing providers inviting them to submit an application for funding. The funds are used to maintain or increase the quality, quantity, and variety of affordable housing units or assist other governmental entities, private organizations, or individuals to do so.
Purpose The purpose of the grant program is to support affordable housing organizations so they can continue to provide direct and immediate affordable housing services to San Carlos residents and/or residences within San Carlos. By apportioning the total available funding to multiple agencies, the range of affordable housing services and programs that can be offered to the community is broadened and better addresses a wider range of adopted affordable housing policies. This grant program supports the adopted purpose, goals, policies, and provisions of the City’s Housing Element and Affordable Housing Program Ordinance.
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Status The approved budget for FY 2023-24 was $168,800. The grant program will continue annually contingent on replenishment of reserves from the BMR Trust Fund.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of BMR units in San Carlos (cumulative) 143 149 220 221 Description This key performance measure tracks the City’s progress to constructing the required affordable housing as mandated by the State’s Regional Housing Needs Allocation (RHNA) program. San Carlos’ RHNA for the sixth cycle planning period is 2,735 housing units, of which 1602 units have to be affordable. Encouraging the development and availability of housing affordable to a broad range of households with varying income levels within the City is a key objective of the Housing Element, General Plan, and BMR Ordinance. Currently, for all residential ownership developments of five or more dwelling units, at least twenty percent of the total units shall be below market rate units restricted for sale to and occupancy by low-income households. For all residential rental developments of seven or more dwelling units, at least fifteen percent of the total units shall be below market rate units restricted for rent to and occupancy by low and very low-income households.
Purpose Tracking both existing and newly constructed BMR units is essential for assessing the pace of affordable housing development and determining the City's progress toward meeting its RHNA goals. By monitoring the rate of BMR construction, the City can evaluate whether current efforts are meeting demand and identify gaps in housing availability. This data helps inform policy decisions, guiding the approval of new projects and the allocation of funding to ensure that affordable housing supply keeps up with community needs.
Status The total number of BMR units to date is 143 units. This includes 51 very low, 58 low, and 34 moderate income units, of which 100 are rentals and 43 are ownership units.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of new BMR housing regulatory agreements
processed 1 1 2 2
# of BMR ownership units monitored 39 42 42 42
# of BMR units preserved or rehabilitated 0 6 0 0
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PARKS & RECREATION DEPARTMENT
Mission
The Parks and Recreation Department enhances the quality of life for residents of San Carlos by providing recreational opportunities for all ages, providing safe and well-maintained parks and facilities, and providing community events for all. The department strives to offer a variety of programs and services that support the City Council’s goals and core values by offering adult services, tots, youth and teen programming, youth and adult sports programs, after school programs, and community events. The department manages use of recreation facilities, oversees the City’s park system, supports the Parks, Recreation and Culture Commission, and partners with the Parks and Recreation Foundation of San Carlos.
Organization
The Department is organized into Administration, Recreation Programs and Services, and Community Events Divisions
Org Code
01701000, 01721000-01791034, 27271000
Dept #
7010-7910, 2710
Description
Under the direction of the Parks and Recreation Director, the Parks and Recreation Department consists of 13 full-time regular employees. Five program areas – Athletics, Adult Services, Youth Development, Personal & Family Development, and Community Events – are managed by one Recreation Manager, two Recreation Supervisors, and supported by five Recreation Coordinators.
Program Management
Leadership & Management (3 FTEs) Parks & Recreation Director Athletics (1.3 FTEs) Recreation Manager
Adult Services (4 FTEs) Recreation Supervisor
Youth Development (1.3 FTEs) Recreation Manager
Personal & Family Development (1.4 FTEs) Recreation Manager Community Events (2 FTE) Recreation Supervisor
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PARKS & RECREATION DEPARTMENT
Program Name Leadership & Management
Organization 3 FTEs: Parks & Recreation Director, Recreation Manager, and Administrative Assistant
Major Services • Meet with boards and commissions
• Provide support to the City Manager on matters related to Parks and Recreation • Oversee Capital Improvement Program projects for Parks, Recreation, and Facilities
• Assign and oversee workloads for supervisory staff
• Collaborate with the Parks and Recreation Foundation of San Carlos on community event partnerships and program and project funding needs
FY 2024-25
Accomplishments
• Initiated the North Crestview Park Master Plan process • Initiated the Parks Master Plan project by engaging with community through two pop-up events, in-person workshops, and online surveys
• Completed the pedestrian and hiking access into Pulgas Ridge Open Space Preserve from Los Vientos Way
• Completed construction of the new trail in Devonshire Canyon • Partnered with the Parks and Recreation Foundation of San Carlos on community events and secured $113,600 of supportive funding for projects and programs • Led the 22-member City Centennial Advisory Committee to brainstorm recommend centennial celebration ideas to City Council
• Executed a joint use agreement in partnership with the San Carlos School District on shared facility needs, field maintenance, and other community priorities FY 2025-27 Goals • Complete the Parks Master Plan project with a focus on strong community engagement
• Complete the North Crestview Park Master Plan
• Continue partnership with Parks and Recreation Foundation of San Carlos on community events and funding of projects and programs
• Continue partnership with the San Carlos School District on shared facility needs, field maintenance and other community priorities through the joint user agreement
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Program Goals The goal of Leadership and Management is to provide leadership, oversight, and administrative support to develop and deliver innovative and high-quality programs, services, parks, and facilities that meet the needs and interests of all San Carlos residents.
Leadership &
Management
Objective
Leadership and Management provide administrative support for delivery of programs and services that creates a positive impact on community image and sense of place; increases safety and security, provides economic development opportunities; protects environmental resources; enhances cultural understanding; improves health and wellness; fosters human development; assists in community problem solving; and provides a wide range of recreation experiences.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total annual amount of funding committed by
the Parks and Recreation Foundation for park
improvement projects and programs
$43,125
$85,000
$100,000
$150,000
Description The Parks and Recreation Department partners with the Parks and Recreation Foundation on funding partnership opportunities. In recent years, the Foundation took on the management of alcohol sales at community events so that they may donate back to park and facility improvements, program implementation, and other services provided by Parks and Recreation.
Purpose The funding partnership aims to build a private-public partnership to bridge the gap between City resources and community expectations.
Status The Parks and Recreation Foundation has received lump sum funding from the dissolution of the Youth Center Foundation and staff will be submitting requests now to the Parks and Recreation Foundation for the Youth Center programs.
Additionally, with the adoption of the Parks Master Plan in 2026, it is anticipated to have an increase of park improvement projects available to fund.
Key Performance Measure FY2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents that are very or somewhat
satisfied with the City’s efforts to provide parks,
sports fields and recreation facilities
N/A 92.7% N/A 93%
% of residents that are very or somewhat
satisfied with the City’s efforts to provide
recreation programs for youth
N/A 94% N/A 95%
% of residents that are very or somewhat
satisfied with the City’s efforts to provide
recreation programs for adults and seniors
N/A 93% N/A 94%
% of residents that are very or somewhat
satisfied with the City’s efforts to hold
community events
N/A 95.9% N/A 96%
Description The City conducts a community survey every other year on satisfaction ratings of city services. In the survey, metrics for Parks and Recreation services are included, categorized by parks, sports fields, and facilities; youth programs; adult and senior programs; and community events. Parks and Recreation programs and services have ranked very high in satisfaction of residents, with responses of
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residents’ satisfaction rate of very or somewhat satisfied landing between 92%- 96%.
Purpose The purpose of the survey is to provide City staff with statistically reliable results of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City, giving staff a better understanding of where improvements are needed.
Status Providing recreation programs for adults and seniors increased by 3.5% from 2023 to 2025; providing parks, sports fields and recreation facilities increased by
2.1% for 2023 to 2025; providing community events increased by 1.5% from 2023 to 2025; and providing recreation programs youth increased by 0.1% from 2023 to 2025.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Parks, Recreation and Culture
Commission meetings held 6 6 6 6
# of Parks and Recreation Foundation
meetings attended 12 12 12 12
# of meetings conducted with School District 6 14 8 8
# of community engagement and staff
meetings related to Strategic Plan initiatives
(including Parks Master Plan, North Crestview
Park Master Plan, trails and non-motorized
boat launch)
68 76 60 36
# of contracts executed 27 20 22 25
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PARKS & RECREATION DEPARTMENT
Program Name Athletics
Organization 1.3 FTEs: Recreation Coordinator, Senior Administrative Clerk
Major Services • Develop and promote sports camps and classes for tots, youth, and adults • Coordinate adult sports leagues, including softball, basketball, soccer, bocce ball, and cornhole
• Coordinate indoor adult drop-in programs including pickleball, basketball, and volleyball
• Coordinate rentals for City-owned sports fields and facilities • Coordinate and schedule community field use for San Carlos youth sports organizations for City and School District owned fields • Coordinate in-house youth basketball and flag football leagues and programs • Recruit and assign part-time staff
FY 2024-25
Accomplishments
• Expanded Adult Men’s Basketball leagues to offer an additional night, increasing team participation by 9 additional teams each season
• Increased in-house youth flag football league participation by 120 youth, or 31% • Created an in-house flag football class “Training Camp” offered two days per week with 40 youth enrolled each season
• Established the first Annual Hometown Days Cornhole Tournament, featuring 20 teams and 40 participants
• Increased the summer flag football camp from three weeks to seven weeks, doubling participation
• Held 6 collaborative Athletics Sites Advisory Committee (ASAC) meetings with community partners for community-wide field use and scheduling
FY 2025-27 Goals • Increase in-house sports camp offerings, including softball, baseball, volleyball • Add a second age group for flag football camp (6-8 years, and 9-12 years) to more appropriately tailor camp lessons and skill development to age and ability • Establish a 7th and 8th grade girls’ flag football league • Continue to collaborate with youth sports organizations to maximize efficiencies in field scheduling
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Program Goals The goal of Athletics is to offer well-rounded sports programs and facilities for San Carlos residents that foster sportsmanship, develop skills and encourage and promote health and wellness.
Athletics
Objective
Athletics develops and promotes sports classes and camps for youth, fitness and sports classes for adults, youth and adult sports leagues, and coordinates community sports field use scheduling.
The Performance Measures for Athletics provide data to ensure staff are meeting program objectives. The data below serves as benchmarks to determine whether or not staff are continuing to provide an acceptable number of program opportunities to meet the needs of the community. The number of organized play participants reflects the overall number of individuals using our fields and facilities throughout the year.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth sports classes, camps and league
registrations 2,055 2,075 3,000 3,025
Description The Athletics division offers sports classes, camps and leagues for youth ages 2- 17 years old. Programs include volleyball, basketball, tennis, pickleball, soccer, flag football and multi-sport options.
Youth sports are offered across four sessions throughout the year, in addition to a summer camp session for specialized program offerings.
Purpose Measuring the number of participants indicates how successful staff are at providing a variety of sports opportunities that meet the needs of the community.
The purpose of youth sports programs is to encourage active lifestyles, develop motor skills, establish teamwork, gain knowledge of a particular sports or activity, and have fun.
Status Youth participation in sports classes, camps and leagues have remained strong and are projected to slightly increase in future years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of adults sports program and league
participants 2,527 2,600 2,650 2,700
Description The Athletics division offers sports programs including pickleball and tennis lessons, drop-in pickleball, volleyball and basketball, and basketball, soccer, bocce ball, cornhole, and softball leagues.
Adult sports classes and drop-in programs are offered for four seasons throughout the year. Adult leagues offerings vary. Basketball is offered three nights per week across four seasons; bocce ball is offered three nights across three seasons; cornhole is offered one night across three seasons; softball is offered two nights across three seasons; and soccer is offered two nights across two seasons. Team numbers fluctuate depending on sport and from season to season.
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Purpose Measuring the number of adult sports program and league participants indicates how successful staff is at providing a variety of sports opportunities that meet the needs of the community. The purpose of adult sports programs and leagues is to promote health and wellness by providing opportunities to be active.
Status Adult participation in sports programs and leagues have remained strong and are projected to slightly increase in future years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth sports organizations participants
(AYSO, Little League, Youth Softball, San
Carlos United)
2,720
2,800
2,800
2,800
Description The Athletics division coordinates with and manages field use at City and School District fields for community youth sports groups including, but not limited to, AYSO, San Carlos United, San Carlos Little League, San Carlos Youth Softball Association, St. Charles Baseball, Missions Baseball and San Carlos Elite Softball.
Purpose Measuring the number of youth sports organization participants reflects the volume of use of community fields.
Status For FY 2023-24, there were 2,720 youth sports participants across all organizations. This number can fluctuate year-to-year, depending on enrollment in youth sports organizations.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of gym rental hours permitted 309 320 330 330
# of volunteer youth sports coaches 120 30 140 140
# of ASAC meetings held 6 6 6 6
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PARKS & RECREATION DEPARTMENT
Program Name Adult Services
Organization
4 FTEs: Recreation Supervisor, Recreation Coordinator, Senior Facility Attendant, Cook
Major Services • Operate the Curbside Lunch Program four days per week • Organize and promote free and/or low-cost recreation and fitness classes for active adults
• Develop and implement Special Events at the ACC
• Organize and promote the Trips and Tours Program
• Partner with the San Carlos Service Clubs for Seniors to operate the Caring Cupboard Program, providing free weekly groceries to low-income San Carlos residents
• Collaborate with the Friends of the San Carlos Adult Community Center on program funding needs
• Manage private Adult Community Center facility rentals
FY 2024-25
Accomplishments
• Received a $50,000 grant from Sequoia Healthcare District for the Curbside Lunch Program
• Developed the Lunch Bunch Program in collaboration with the Friends of the Adult Community Center, fostering social connections while supporting local businesses • Designed and implemented a seminar series, in coordination with Sutter Health, providing support and resources for middle-aged adults
• In partnership with the Friends of the Adult Community Center, coordinated a 12- week “Active Aging” course, promoting long-term wellness for older adults • Established Generation Buddies program in partnership with the Youth Advisory Council, an intergenerational program where older adults and youth connect through shared activities and meals
• Increased fitness class offerings, including new programs Qigong, Chair Zumba Gold, Chair Yoga, Senior Line Dancing, Dance, Fit Fun and Jazz Dance • Sold out every monthly luncheon (144 attendees)
FY 2025-27 Goals • Expand intergenerational programming • Focus on programming that fosters social connections and combats loneliness among older adults
• Continue to work with the Friends of the Adult Community Center on funding partnership opportunities
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Program Goals The goal of Adult Services is to provide a variety of programs, activities, and services that promote health and wellness, foster human development, strengthen community image and sense of place, and increase social interaction and cultural unity.
Adult Services
Objective
Adult Services offers a meal program, coordinates recreation activities and special events, provides social gatherings, provides wellness and educational classes, organizes and promotes adult trips and tours, and provides volunteer opportunities for all ages and abilities.
All programs offered at the Adult Community Center meet one of more of the seven dimensions in wellness: social, emotional, spiritual, environmental, occupational, intellectual, and physical. By measuring the following data, staff can ascertain if they are providing enough programs to meet the program goal of promoting health and wellness, social interaction, and fostering a sense of belonging. The information collected is also vital to staff when applying for grants and other outside funding opportunities to support Adult Services programs.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average # of daily Adult Community Center
visits 120 130 140 140
Description The Adult Community Center serves as a central hub for older adults in our community. Visitors may enjoy a free cup of coffee in the lounge, play cards in the game room, socialize with familiar or new friends on the patio, or participate in numerous free, drop-in classes led by volunteers. The ACC also features a fitness room where individuals can drop-in to work out. These drop-in activities provide accessible opportunities for social interaction, community engagement, and health and wellness, all of which contribute to the overall well-being of participants.
Purpose Tracking daily attendance provides insight into how well programs are attended, a reflection of the satisfaction of participants with program offerings.
Status The Adult Community Center is an active and well-utilized facility. The popular drop-in Strength, Stretch, and Balance class, held three times a week, attracts 70 participants per class. With a variety of engaging activities to choose from, the ACC serves an average of 130 drop-in visitors daily. Due to high engagement, this number is expected to remain steady in the coming years, rising only slightly.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Adult Community Center fee-based
class/program participants 1,102 1,380 1,400 1,450 Description Although most programs are free at the Adult Community Center, there are a variety of fee-based classes and programs taught by contract instructors. These programs are partially subsidized and priced at $5 per class and include fitness, art, and health and wellness, providing opportunities for personal growth and lifelong learning.
Purpose Tracking the average number of paid participants helps evaluate the success of fee-based programs which tend to attract a different demographic to the ACC.
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This also helps gauge community interest, engagement, and the effectiveness of the classes.
Status There has been observed growth in the popularity of fee-based fitness classes.
Surveys indicate a strong interest in continuing these classes, and participation is expected to grow as more contract instructors are added and the offerings are expanded.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Adult Community Center events 24 24 24 24 Description The Adult Community Center hosts a wide range of special events throughout the year to promote social engagement and community connection. These events include a Lunar New Year Celebration, Crab Feed, Pasta Bingo, Nutcracker Tea, Pedro Tournaments, luncheons, and more. Attendance varies between 70 to 250 participants, depending on the scale of the event.
Purpose Tracking the number of special events ensures there are plenty of opportunities for social interaction and community connection throughout the year, contributing to participants' overall well-being.
Status Special events at the Adult Community Center are well attended, with each monthly luncheon selling out at 144 participants. Additionally, other special events frequently reach capacity. This indicates that participants greatly value the opportunity to socialize and connect with others. Given the consistent demand, the number of special events coordinated by the ACC is expected to remain consistent.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of weekly participants supported by the
Caring Cupboard program 185 190 195 195
# of pounds of food distributed annually to
Caring Cupboard participants 126,234 128,068 129,250 129,250 Description Caring Cupboard is a free and confidential food support program operated by the San Carlos Service Clubs for Seniors, in partnership with the Adult Community Center. The program provides weekly groceries to low-income residents and families year-round. Caring Cupboard is open to all San Carlos residents who meet the eligibility requirements.
Purpose Tracking program participation helps to measure impact, assess community needs, and ensure resources support those facing food insecurity.
Status The number of participants in the Caring Cupboard Program fluctuates throughout the year and it’s influenced by factors such as economic conditions and seasonal changes.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual trips and tours participants 537 559 565 565 Description The Trips and Tours Program offers older adults the opportunity for day trips and excursions to various destinations primarily around the greater Bay Area. This program promotes social interaction and provides enriching experiences.
Purpose Tracking trip participation helps ensure that resources are allocated to meet the interests and needs of participants. It also measures the program's impact on social engagement and identifies popular destinations.
Status The Trips and Tours Program is one of the most popular offerings at the Adult Community Center, with trips frequently selling out. Surveys consistently show that this program is a favorite among participants. Due to high demand and program capacity, participation numbers are expected to remain stable.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Adult Community Center rental permits
issued 24 24 25 25
# of Curbside Lunch meals served 22,432 23,112 23,350 23,500 # of Adult Community Center volunteers 90 93 95 95
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PARKS & RECREATION DEPARTMENT
Program Name Youth Development
Organization
1.3 FTEs: Recreation Coordinator, Senior Administrative Clerk Major Services • Operate the free After School Drop-In program for youth ages 10-17 years • Coordinate and promote summer camps for youth ages 4-12 years • Coordinate the summer Leader in Training Education program for 13-15 year olds • Manage private Youth Center rentals
• Coordinate the Birthday Party program
• Advise and provide leadership to the Youth Advisory Council • Develop and train part-time staff in career development and skill building
FY 2024-2025
Accomplishments
• Expanded the Leader in Training Education (LITE) Program to include in-house sports camps
• Introduced a digital platform educational game, Agents of Discovery, collaborating with 12 San Carlos-based organizations to create custom content on general San Carlos history, organizations, and parks
• Coordinated special events including the Drop-In Program Open House, Middle School Dances, Pancakes and Pickleball Tournament, Kids Night Out, Monday Night Football watch parties, and monthly after school youth special activities • Increased daily participation in the Drop-In tutoring program from 12 to 20 average daily participants
• Implemented 12 free cooking classes at the Drop-In Program • In partnership with the City of Belmont, coordinated the second annual Teen Wellness Retreat, adding a parent/guardian workshop and increasing registered teen participation by 28%
• Coordinated youth Mental Health First Aid training for two full-time employees, four part-time employees, and community members working with youth • Coordinated monthly part-time staff development training focusing on mental health and wellness, behavior management, conflict resolution, emergency preparedness, job skills and inclusive youth programing • Advised the Youth Advisory Council for the year, establishing monthly intergenerational programing and holding community drives and events, including the Halloween Movie Night and Haunted House, Pop-Up Thrift Shop, Blood Drives, YAC Social, Youth Dance Coat Checks, Finals and Fries study sessions, and the Laurel Street Cleanup
FY 2024-25 Goals • Establish summer camp program designed for tweens and teens • Continue to promote youth mental health and wellness through programs and workshops
• Increase intergenerational programs offerings, in partnership with the ACC
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Program Goals The goal of Youth Development is to provide a variety of recreational opportunities for youth in a safe and inclusive environment that support leadership development, create positive social experiences, increase cultural unity, facilitate community problem solving, and strengthen community image and sense of place.
Youth Development
Objective
Youth Development operates the After School Drop-In Program and special events, coordinates the in-house summer camp, enhances recreational and social opportunities for youth in the community by partnering with community organizations, and provides guidance and leadership to the Youth Advisory Council.
The performance measures for the Youth Development program area are indicators of the number of youth we are serving; both daily and annually. The number of daily After School Drop-In participants, Special Event participants, and Summer Camp registrants are strong indicators of the quality of programs and services provided to youth in the community.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average # of daily Drop-in Program
participants 67 72 72 72
Description The Youth Center offers a free and supervised drop-in program for youth ages 10- 17 years old and is a fun, inclusive and safe environment for youth to enjoy after school. The program offers gym time, a game room, homework support, arts & crafts and other programmed activities.
The average number of daily Drop-In participants includes only days school is in session and excludes Extended Drop-In days which occur on school breaks.
Purpose Tracking daily average attendance of the Drop-In Program provides insight into how well the program it utilized by the community as well as if the program components are meeting the demand of the community.
Status The average number of daily Drop-In participants on regular school days has increased which reflects an increase in engagement of youth in after school activities and social-emotional community building.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth summer Adventure Camp
participants 1,243 1,273 1,285 1,300
Description The Adventure Camp program includes 9 weeks of Wee Woods (ages 4-5 years), Burton (ages 6-9 years), Arguello (ages 9-12 years), Extreme Adventure Camp (ages 13-17 years) and Leaders In Training Education (L.I.T.E.s) (ages 13-17 years). All camps include daily planned games, crafts and activities led by Recreation Leaders, and either an off-site or on-site special activity (i.e. field trips, pool days or water play and special assemblies). Camps also encourage social- emotional child development, and opportunities for outdoor experiences, physical activity and fun.
The LITE program encourages the growth of leadership skills, mentorship experiences and develops self-confidence among tweens and teens.
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Purpose Tracking the number of participants of Adventure Camp provides insight to how well our program offerings are meeting the needs and demand of the community.
Status For FY 2024, the number of youth summer Adventure Camp and LITE participants has increased. This increase in participation reflects youth having positive experiences from these programs. An item to note for this metric is that Adventure Camp maximum enrollment at this time is 1,315.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of part-time staff training hours offered 52 52 52 52 Description The Youth Center oversees anywhere from 30-60 part-time staff at any given time during the year. As part of staff development, training courses are coordinated and offered to gain important leadership skills, employee and participant safety and additional state-required training. Training topics include but are not limited to CPR/First Aid/AED training, mandated reporter, workplace violence, workplace harassment, summer safety, heat illness prevention, blood borne pathogens, defensive driving training, emergency scenario preparedness, monthly staff meetings, program planning, behavioral management, special event specific training, interview facilitation, policies and procedures, game play, inclusion, and mental health.
Purpose The part-time staff training and skill development opportunities can enhance job satisfaction and increase staff retention by effectively preparing staff for their job expectations and cultivating a positive and growth-minded team environment.
Tracking the number of hours annually highlights the continued prioritization of employee development, as included as a core value in the City of San Carlos Strategic Plan.
Status Trainings are held on a monthly basis and have increased overall staff morale, efficiency, and staff retention. 16 of the 52 hours consist of state and City- mandated training, while the remaining hours are supplemental and determined by staff and current programming needs.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Drop-In Program special events 17 18 18 18
# of new part-time staff onboarded 20 25 22 25
# of Drop-In members 621 650 660 670
# of Youth Center fee-based youth program
participants 625 630 635 640
# of Youth Advisory Council-coordinated
events 15 15 15 15
# of Youth Center birthday parties and private
facility rentals 25 26 27 28
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PARKS & RECREATION DEPARTMENT
Program Name Personal and Family Development
Organization 1.4 FTEs: Recreation Coordinator, Senior Administrative Clerk
Major Services • Develop and promote recreation classes for youth and adults • Coordinate Club Ed summer enrichment camps, partnering with the San Carlos School District for facility space
• Produce seasonal Activity Guide three times per year and mail to all households • Provide customer service to program participants and general community
FY 2024-25
Accomplishments
• Fee assistance program served 50 individuals, totaling $36,640 in assistance • Implemented a year-round picnic reservation program, allowing the community to reserve a picnic site between the months of November through February for the first time
• Continued the strong partnership with the school district in order to utilize their facility for our Club Ed summer camp program
FY 2025-27 Goals • Continue partnership with School District on facility use • Increase the total number of annual picnic reservations
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Program Goals The goal of Personal and Family Development is to provide a variety of fee-based recreation programs and activities for residents of all ages that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
Personal & Family
Development
Objective
The Personal & Family Development program develops and promotes fee-based recreation classes for tots, youth, teens, and adults, coordinates the summer Club Ed enrichment camps, and manages picnic rentals.
The performance measures for the Personal & Family Development program areas are designed to measure our total registration numbers, monitor the number of new programs City offers each year, and evaluate the participant’s satisfaction level with the programs City is offering. The new programs offered number correlates to our objective of developing recreation offerings for youth and adults. The number of program registrations is used to evaluate the success of promoting class offerings.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual fee-based recreation class
participants 2,261 2,300 2,325 2,350
Description The Personal & Family Development division offers a variety of classes for all ages. Programs include music, art, and fitness to name a few. Classes are offered across four sessions throughout the year.
Purpose Measuring the number of participants indicates how successful we are at providing a variety of class opportunities that meet the needs of the community.
The goal is to provide a variety of fee-based recreation programs and activities for residents of all ages that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
Status Class participation numbers continue to be strong. Staff projects an increase next fiscal year due to the additional class offerings.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Club Ed Enrichment camp
participants 1,203 1,417 1,425 1,450
Description The Personal & Family Development division offers a Club Ed Enrichment summer camp program. Classes are offered across 8 weeks throughout the summer.
Purpose Measuring the number of participants indicates how successful we are at providing a variety of camp opportunities that meet the needs of the community.
The goal is to provide a variety of fee-based recreation camps for youth that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
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Status Club Ed participation numbers for FY 2023-24 are 1,203. We are projecting an increase next fiscal year but then staying somewhat steady into future years as we are starting to reach capacity with our programming space.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of class and camp sessions offered annually 676 744 750 755 Description The Personal & Family Development division offers a variety of classes for all ages. Programs include music, art, and fitness to name a few. Classes are offered across four sessions throughout the year.
Purpose Measuring the number of class and camp sessions offered annually highlights the prioritization City has to offer a wide variety of options to the community year after year.
Status Staff works hard every year to add more class offerings each year. This number can fluctuate from year to year depending on what opportunities present themselves to partner with contract instructors, as well as facility space availability.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of picnic rental permits issued 448 500 510 520
# of Fee Assistance Program participants 50 54 58 62
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PARKS & RECREATION DEPARTMENT
Program Name Special Community Events
Organization 2 FTEs: Recreation Supervisor, Recreation Coordinator Major Services • Design, manage, and promote a wide variety of City-operated community events • Partner with outside agencies for event sponsorships and support • Research and obtain necessary permits and licenses for public community events • Showcase the unique family-friendly and community-oriented lifestyle in San Carlos, highlighting our parks and vibrant downtown
• Host the annual weekend Hometown Days and Art & Wine Faire events • Facilitate and approve all non-profit special event permits, including youth sporting tournaments, school fun runs, community car show and neighborhood block parties
FY 2024-25
Accomplishments
• Hosted the 3rd Annual Volunteer Appreciation dinner with a 40% increase in attendees
• Hosted two Harringtunes events downtown, bringing bands and entertainment to an underutilized stage
• Increased the number of registered community volunteers to over 1,100 for all Parks and Recreation Department programs
• Hosted 30 community events including a large-scale centennial Hometown Days event
• Assisted leadership and management team in the planning and execution of centennial events and programs, including StoryCorps recorded community conversations, San Carlos History Markers, and centennial community grant program
• Successfully transitioned and onboarded a new Recreation Supervisor and Recreation Coordinator of Community Events
FY 2025-27 Goals • Work with Public Works to improve upon and expand accessibility measures for large-scale community events
• Work with Sheriff’s Office to improve event safety through detailed planning and expanded training
• Implement two additional summer concerts to celebrate the centennial year • Host Centennial Wrapped: Year in Review movie event in Burton Park in November 2025
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Program Goals The goal of Special Community events is to provide events for residents and visitors that reflect the community's unique character, strengthen community image and sense of place, encourage community-wide involvement, and support local business.
Special Community
Events
Objective
Special Community Events provide opportunities for residents and visitors to attend City-sponsored events, including the Art & Wine Faire, Music in the Park, Hometown Days, Goblin Walk and Night of Holiday Lights. Parks & Recreation also partners with businesses, families, and non-profit community organizations to facilitate Special Event Permits such as the Farmers’ Market, sports tournaments, and neighborhood block parties.
By measuring the following data, staff can determine whether this program is on track to meet the program’s objective of providing ample opportunities for residents to engage in community building activities, whether it is a small neighborhood event or a large community-wide event, and foster support for our local businesses.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual City-organized community events 30 32 34 32 Description The Community Events division plans and executes City-organized community events throughout the year that include Hometown Days, Public Safety Fair, Volunteer Appreciation Dinner, Staff Appreciation Dinner, Pride in the Park, two Harringtunes concerts, Music in the Park Concerts, Art and Wine Faire, Goblin Walk, Night of Holiday Lights, Box Office movies at Burton Park, Day of Service, and Family Campout.
Purpose Tracking the number of City-organized events highlights the continued prioritization of community events, which foster a sense of connection and civic engagement among San Carlans of all ages and demographics.
Status The number of community events City hosts will temporarily rise in fiscal year 2024- 25 and fiscal year 2025-26 because of the Centennial year’s expanded calendar of celebrations including more concerts, birthday party, other centennial specific events.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total # of community event volunteer hours 1,757 1,810 1,850 1,850 Description The Community Events division manages volunteers for City events as well as City co-sponsored events. Available volunteer shifts range for each event, depending on size and scale of needs.
Purpose Tracking community event volunteer hours reflects growth or stability of volunteer needs, as well as the level of stewardship of active community volunteers.
Maintaining a database of existing volunteers contributes to the success of events and gives participating volunteers a sense of ownership over their favorite community events.
Status In FY 2024-25 and FY 2025-26, staff anticipate a higher volunteer demand due to additional events related to the City’s centennial celebrations.
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Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of community event sponsors 45 53 50 50
Annual amount of event sponsorships $131,314 $170,000 $150,000 $150,000 Description Community Events offers a variety of sponsorship opportunities for community organizations and businesses, ranging from $500-$10,000. Sponsorship agreement benefits range from premium on-site space, recognition on promotional materials and social media, and verbal recognition at events.
Purpose Monitoring community event sponsorship revenue is a way to measure our business and community engagement for City events. A majority of sponsorships come from local San Carlos businesses.
Status In FY 2023-24, community sponsorship revenue totaled $131,314. In FY 2024-25, staff is projecting a total of $170,000 in sponsorship revenue across all events with an increase of participation with the anticipation and excitement of the centennial celebrations. Staff anticipate a slight decline of sponsorship revenue following the conclusion of centennial events.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of special event permits issued 25 25 25 25
# of block party permits issued 18 25 22 22
Total # of community event volunteers 656 675 695 716
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PUBLIC WORKS DEPARTMENT
Mission
The Department of Public Works is responsible for the design, construction, contract administration, and overall maintenance and operation of the City's transportation, stormwater, wastewater, parking, buildings, and parks infrastructure.
Organization
The Department is comprised of Administration/Engineering and Maintenance, including Streets, Sewer, Storm, Traffic, Fleet, Parks, and Facilities. Overall, Department funding is allocated to seven operational budgetary units: Admin/Engineering (5110); Fleet (5311); Street Maintenance (5411); Traffic Operations (5611); Wastewater (6311); and Stormwater (5211); and three capital budget units: Gas Tax (1610); Measure A (5711); and Parking (2811). Descriptions are included within each budgetary unit.
Org Code
01511000, 01531000, 01541000, 01561000, 01711000-01719000, 06631000, 14391000, 14571000, 15521000, 16610000, 18188000, 28281000, 95951000
Dept #
1880, 2810, 3910, 5110, 5210, 5310, 5410, 5610, 5710, 6100, 6310, 7110-7190, 9510
Description
Under the direction of the Public Works Director, the Public Works Department consists of 39 full- time regular employees and 12.9 contract employees.
Program Management
Administration/Engineering (13 FTEs) Public Works Director/City Engineer Facilities Maintenance (8 FTEs/Contract) Public Works Superintendent Fleet Maintenance (1 FTE) Public Works Superintendent
Park Maintenance (14.9 FTEs/Contract) Public Works Superintendent Wastewater (10 FTEs) Public Works Superintendent
Stormwater (2.5 FTEs) Public Works Superintendent
Street Maintenance (2.5 FTEs) Public Works Superintendent
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PUBLIC WORKS DEPARTMENT
Program Name Administration/Engineering
Organization
13 FTEs: Public Works Director, Assistant Public Works Director, City Engineer, Senior Engineer, Senior Traffic Engineer, 2 Associate Engineers, 2 Civil Engineering Assistants, Civil Engineering Technician, 2 Public Works Inspectors, Management Analyst, Administrative Assistant
Major Services
• Capital Improvement Program/engineering
• Development and permitting
• Traffic engineering
• Traffic operations analysis and investigation services • Safety and effective movement of people and vehicles
• Parking programs
• Sidewalk Maintenance Program
FY 2024-25
Accomplishments
• Completed the Pulgas Creek Watershed Management Plan
• Completed the update to the Sewer Master Plan
• Completed the update to the 5-year Paving Master Plan • Completed construction of Fire Station 16
• Constructed San Carlos Ave. Phase III Pedestrian Safety Improvement Project • Completed landslide repairs across from 270 Dartmouth Ave, behind 995 Crestview Dr., behind, 3144 Brittan Ave., and behind 3141-61 Melendy Dr. • Completed Storm Drainage improvements at 1000 Drake Ct., 1005 Drake Ct., 261 El Camino Real, and 3017 Brittan Ave.
• Completed the demolition of the 1232 Cherry Street building • Completed approximately 8,700 lineal feet of pavement crack sealing • Completed the largest Pavement Rehabilitation Progrm project to date with the resurfacing of 68 streets
• Completed the largest Sewer Rehabilitation Program project to date with replacement/rehabilitation of 9,300 linear feet of sewer mains, 216 lower laterals, and 50 manholes
• Completed sidewalk shaving throughout the entire city • Completed the Traffic Signal Master Plan
• Completed the Local Roadway Safety Plan
• Completed Transportation Study Guidelines
• Completed the Midblock Crossing Project at Industrial Rd. • Completed the Safe Routes to School Project at Arroyo Ave. and Chestnut St. • Completed Upgrade of 75 Pedestrian Signal Heads
• Completed the Illuminated Street Name Sign Replacement Project • Completed the pre and post installation study and public outreach for the Greater East San Carlos Slow Street Pilot Project
• Completed installation of Kadence technology at all traffic signals along El Camino Real
• Completed Pick Up/Drop Off Pilot Project in Downtown
FY 2025-27 Goals • Design of safety improvements for pedestrians and bicyclists at the Holly/US 101 interchange
• Complete public outreach and design of improvements for the San Carlos Pedestrian Safety Improvement Phase IV Project
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• Complete the environmental processing and design of the Shoreway Rd.
Sanitary Sewer Main Replacement Project
• Conduct a nexus study and update transportation impact fees • Complete the School Travel Fellowship Program Project at Mariposa and Tierra Linda Schools
• Complete installation of video detection pilot equipment at 2 locations • Complete installation of a Kimley-Horn Integrated Transportation System at 12 intersections
• Complete installation of battery backup systems at all San Carlos-maintained traffic signals
• Complete installation of rapid rectangular flashing beacons at Industrial Rd. and Tanklage Rd.
• Complete the Industrial Rd. Turning Mitigation Project • Complete the Crestview Dr. and Edmonds Rd. Pilot Roundabout • Complete the downtown traffic study as part of the Downtown Specific Plan • Complete the downtown parking study as part of the Downtown Specific Plan • Complete the Parking Policy and TDM ordinance update
• Complete the upgrade of accessible push buttons
• Complete public outreach and sidewalk improvements along Brittan Ave., between Milano Way and Alameda de las Pulgas
• Complete sidewalk improvements along San Carlos Ave., between Cordilleras Ave. to Alameda De La Pulgas
• Complete the Tierra Linda Sanitary Sewer Pump Station improvements • Complete the annual Sanitary Sewer Rehabilitation, Lateral Replacement and On-call Sewer Replacement projects
• Complete the annual Sanitary Sewer Main Root Foaming Project • Complete the annual On-call Traffic Markings and Striping Project • Complete the annual Storm Drain Improvements Project
• Complete the Library Building Emergency Back-Up Generator Project • Complete the Highland Park Path Project
• Complete the 2025 Landslide Repairs Project
• Complete the Wastewater Financial Rate and Capacity Charge Study
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Program Goals The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs and services that meet the needs and interests of San Carlos residents and businesses.
The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.
The goal of the Traffic/Engineering Program is to provide traffic operation analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.
The goal of the Parking Program is to administer permits for existing City parking lots and on-street parking to provide for resident and business parking needs.
The goal of the Capital Improvement Program (CIP) is to systematically undertake and evaluate potential projects to preserve the City’s infrastructure while ensuring efficient use of public funds.
The goal of the Development and Permitting Program is to process, review, and approve development of public and private plans and applications to ensure conformance with local, state, and federal requirements.
Leadership and
Management
Objective 1
The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs and services that meet the needs and interests of San Carlos residents and businesses.
The performance measures we use are designed to ensure we are meeting this objective. We prioritize the Council’s Strategic Plan objectives assigned to our department to ensure their completion. We ensure we expedite our activities, including taking items regularly to Council for direction. We provide regular updates and communications to the Council and community through the Council Newsletter and presentations to committees. We also receive many requests electronically, which is an efficient way to communicate with the community about our activities.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s effort to
maintain storm drains, sewers, and creeks N/A 93% N/A 95% Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
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Status The last survey was conducted in 2025, and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports taken to Council 56 50 50 50
# of Inform San Carlos requests received
(Engineering) 192 255 250 250
# of council, commission, subcommittee &
workshop presentations made 13 15 15 15
Sidewalk Program
Objective 2
The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.
The performance measures we use quantify our progress with this program. We include the number of sidewalks, curbs and gutters, and driveway approaches repaired. We also track the number of inspections performed, as not all lead to repairs during that year. We also track the number of sidewalks permits so we know the amount of sidewalk being repaired in the city outside of our program.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Linear footage of new sidewalk installed 0 1,600 2,200 2,000 Description This measure tracks the linear footage of new sidewalks installed throughout the City per the Bicycle and Pedestrian Master Plan and Safe Routes to School recommendations.
Purpose This measure allows the City to install new sidewalks to complete gaps in areas that currently do not have sidewalks to improve accessibility.
Status The City is committed to installing new sidewalks along San Carlos Ave. and Brittan Ave. to close gaps along two of the city’s busiest corridors. No new sidewalk was installed in FY 2024. The allocated funding was rolled over into FY 2025 to accumulate a larger budget. This approach is intended to achieve economies of scale, allowing the City to secure more competitive bids and lower unit prices for the work.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Square footage of sidewalk shaving 33,000 48,000 500 500 Description This measure tracks the square footage of sidewalk shaved through concrete cutting.
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Purpose This measure allows the City to reduce the amount of sidewalk deviations throughout the city to improve safety.
Status The City expects to complete sidewalk shaving throughout the entire city by the end of FY 2024-25 to catch up with the backlog and will continue to use sidewalk shaving to maintain City facilities in the future.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Sq. ft. of sidewalk repaired by City (in CIP) 34,313 52,878 1,000 1,000 Sq. ft. of driveway approaches repaired by City
(in CIP) 771 1,163 500 500
Linear feet of curb/gutter repaired by City (in
CIP) 155 283 175 175
# of sidewalk inspections conducted 65 50 50 50
# of sidewalk locations repaired by City
program 1,334 2,012 100 100
# of private sidewalk permits issued 39 39 42 42
Traffic Engineering
Objective 3
The goal of the Traffic Engineering program is to provide traffic operations analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.
Traffic requests are among the most common requests we receive and must be investigated. These performance measures help us track how well we are doing.
We track how many studies we’ve completed and how many result in traffic calming measures implemented to determine how often requests result in the need to slow traffic. We measure the number of traffic speed surveys we conduct and their timeliness to resolve safety concerns as soon as practicable. We also track the number of requested investigations, and the number completed to ensure we are dealing with traffic issues efficiently.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of resident-initiated traffic cases resolved 31% 40% 50% 55% Description This measure tracks the percentage of community traffic related issues and concerns that are resolved. Most cases require traffic engineering staff to perform analysis, consisting of policy review, traffic counts and neighborhood outreach.
Resolution of investigations may require coordination with Fire and Sheriff’s offices, Caltrans, San Carlos School District, and property and business owners.
Purpose Traffic investigations address citizen concerns and complaints. This also ensures traffic operations are in good working order and infrastructure safety concerns are addressed.
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Status Community members continuously report concerns and issues related to speed, safety, and congestion. Staff respond to complaints and resolve them in a timely manner despite the large volume of concerns received annually.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Safe Routes to School (SRTS) Projects
completed or in progress 8 5 5 5
Description This measures the number of projects that are developed from school walk audits, SRTS program recommendations, and community concerns. Projects involve design and construction of transportation infrastructure improvements and are identified in collaboration with the San Carlos School District, individual schools, parents/students, emergency response services, and the County Office of Education.
Purpose The SRTS Program seeks to improve traffic operations and safety through infrastructure improvement projects in the vicinity of schools. Improvements increase safety and provide connectivity for pedestrians and cyclists to schools.
Status Several SRTS projects are in progress at various stages of design and construction. Further, the City was awarded the 2025 School Travel Fellowship Cycle 4, which focuses on the ingress and egress to the Mariposa and Tierra Linda school campus.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of traffic policies, guidelines & master plans
developed 6 2 2 1
Description Plan/policy documents are developed to govern the City’s transportation related projects and ensure the transportation network is safe, up to date, and operates effectively.
Purpose The purpose of these plans/policies is to bring San Carlos up to date with current codes and regulations as well as address grant eligibility requirements.
Status Drafted plans/policies undergo a robust public outreach process, are presented to the Planning and Transportation Commission, approved by the City Council, and published as needed.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of resident-initiated traffic cases 68 75 80 85
# of resident traffic cases resolved 21 30 40 47
# of traffic and circulation studies conducted or
in progress
25 20 20 20
# of traffic counts performed 21 20 20 20
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# of encroachment permit projects submitted
with needed detailed and iterative traffic
control plan review. Each project requires an
average of 3 rounds of reviews before
approval
40 40 40 40
Parking Program
Objective 4
The goal of the parking program is to administer permits for existing City parking lots and on-street parking to provide for the parking needs of residents and businesses in San Carlos.
The measure we use to track the success of each permit program is the number of permits issued. We also track the number of complaints received to determine how much effort needs to be made to resolve parking issues. We also track how quickly we are responding to and resolving parking complaints to ensure we are efficiently responding to them.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of total residential GESC permits issued 87% 88% 90% 90% Description This measure tracks the percentage of parking permits issued to residents in the Greater East San Carlos (GESC) neighborhood. This is by far the largest parking program the City manages, and all permits are free to residents.
Purpose The GESC parking permits exempt GESC residents from the two-hour parking limit in the participating GESC residential zones.
Status The GESC parking permits are valid for one calendar year and are applied for and distributed throughout the year on an as-needed basis. The percentage will never be 100% because not all residents choose to participate in the program.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of parking complaints addressed within 24
hours 40% 45% 50% 50%
Description This metric tracks the percentage of parking-related complaints that are acknowledged or responded to within 24 hours of receipt.
Purpose To measure the responsiveness of the City’s customer service team. Improving this metric helps ensure timely resolution of residents’ concerns and supports community satisfaction.
Status Performance has steadily improved over the past few years and is expected to stabilize at 50% in FYs 2026 and 2027. Further improvements may require additional staffing, training, or process optimization.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of business GESC permits issued 116 133 140 140
# of downtown employee permits issued 36 55 60 60
# of resident parking complaints received 6 7 10 10
\\Development
and Permitting
Objective 5
The goal of the Development and Permitting program is to process, review, and approve public and private plans and applications for development projects to ensure conformance with local, state, and federal requirements.
Permitting is an important function of the City to ensure that work performed in San Carlos meets our standards. Our department tracks the number of permits to determine how much staff time must be devoted to efficiently process permits. It also provides staff with information on how much activity is happening in the city to ensure adequate resources are available.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of planning applications reviewed within 3
weeks 100% 100% 100% 100%
Description This measure tracks the percentage of private development projects—ranging from single-family residences to large commercial developments—that are reviewed by the Engineering Division during the entitlement (planning application) phase. Under California’s Permit Streamlining Act and related “shot clock” laws, these applications are required to be reviewed within 30 days to ensure timely feedback and avoid automatic approval due to processing delays.
Purpose Conducting development review at the early stage of planning and entitlement ensures that conditions of approval are established to protect public utilities and infrastructure, and to ensure compliance with City codes and safety requirements.
Status Development activity continues to increase. While actual construction may have slowed due to rising material and construction costs, project entitlements are still actively being pursued. The Engineering Division remains committed to timely review despite the growing volume of applications.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# encroachment permits issued 628 630 630 630
# sewer lateral permits issued 85 68 68 68
# utility permits issued 292 350 350 350
# of grading permits reviewed 12 15 15 15
# of inspections conducted 836 800 800 800
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Capital
Improvement
Program
Objective 6
The goal of the Capital Improvement Program (CIP) is to systematically evaluate and undertake potential projects to improve and preserve the City’s infrastructure while ensuring efficient use of public funds.
Maintaining and improving the City’s infrastructure are essential goals of the City.
We track the number of projects, cost, and how well we are delivering these projects to our community to ensure we are meeting this objective.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CIP projects initiated or managed 41 41 38 38
Description This measure tracks the number of capital improvement projects being initiated or managed.
Purpose This measure helps gauge the City’s capacity to manage multiple projects simultaneously, while also providing insight into the overall scope of activity within the Capital Improvement Program.
Status The City has implemented an ambitious capital improvement program aimed at accelerating the preservation and enhancement of its infrastructure. Capital improvement projects are continuously completed and added to maintain and improve the City's infrastructure.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ of capital invested $38,640,000 $38,705,000 $35,000,000 $35,000,000 Description This measure tracks the total dollar amount invested in capital improvement projects.
Purpose This measure allows the City to track its financial commitment to capital projects while also providing insight into the overall scale of activity.
Status The City Council adopted a substantial increase in funding for the improvement of street pavement and the rehabilitation of the sanitary sewer system in the adopted FY 2024-25 budget. Availability of funding is expected to be a challenge, so it is important to continue pursuing grant funding opportunities.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of RFPs 5 6 7 7
# of projects bid out 7 7 8 8
# of project change orders 19 22 20 20
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PUBLIC WORKS DEPARTMENT
Program Name Facilities Maintenance
Organization 3 FTE: Senior Maintenance Workers
5 FTEs: Contractors
Major Services • Manage maintenance for all City buildings • Respond to service requests from City staff
• Respond to service requests from the public
FY 2024-25
Accomplishments
• Purchased two sets of commercial scrubbers—one for the Library and City Hall parking garages, and the other for the Wheeler parking garage and downtown sidewalks—along with additional cleaning equipment to enable efficient in-house maintenance
• Purchased commercial scrubbers and cleaning equipment for the maintenance of parking lots, garages, and downtown sidewalks, resulting in an estimated annual savings of $126,783.72
FY 2025-27 Goals • Replace the roofs at the Corporation Yard and Library, integrating new solar panel systems at the Library and upgrading the existing ones at the Corporation Yard • Remodel the kitchen and six bathrooms at the Library
• Install security cameras in the Library parking garage
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Program Goals The goal of Facility Maintenance is to ensure that all City buildings are safe, functional, and clean by performing regular maintenance, cleaning, and inspections using a combination of in-house staff and contract services.
Facilities
Maintenance
Objective
Manage maintenance for all City buildings.
We track how many buildings and the total square footage of them to ensure we have the resources needed to properly maintain them.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% requests addressed within 48 hours 100% 100% 100% 100% % requests completed within one week 85% 85% 85% 85%
Description The Maintenance team receives facility requests on a continual basis, responds to the requests within two days, and strives to complete the tasks within one week.
Purpose City facilities are maintained by a staff of three senior maintenance workers who oversee several contractors to address and resolve all requests.
Status Staff is committed to the ongoing maintenance of all City facilities.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of facilities maintained 9 9 9 9
# of requests received 1,428 1,431 1,500 1,500
Square footage of facilities maintained 205,786 205,786 205,786 205,786
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PUBLIC WORKS DEPARTMENT
Program Name Fleet Maintenance
Organization
1 FTE: Senior Mechanic
Major Services • Manage vehicle equipment maintenance and purchasing • Operate the Corp Yard fuel station
• Dispose of surplus City vehicles and equipment
FY 2024-25
Accomplishments
• Surplused the following vehicles to optimize fleet management and reduce unnecessary inventory: Ford F-450 dump truck #113, Dodge Ram 2500 pick-up #121, Ford Ranger #185, GMC Topkick dump truck #123, and Ford F-250 #104 • Smog checked all vehicles with even VINs and performed smoke tests on heavy- duty trucks, ensuring compliance with new regulations
• Maintained low usage hours for California Air Resources Board (CARB) vehicles and vehicles patch truck, supporting operational efficiency for the Streets/Traffic Division
• Provided aerial lift training for articulating lift vehicle and new vehicle Altec Boom truck to Corp Yard employees
• Provided Hazmat training for Corp Yard employees
• In accordance with Advanced Clean Fleet Strategy from CARB, the City met the mandates to transition fleet to zero emission vehicles
• Purchased electrical equipment and skid steer
• 100% of in-house landscape maintenance equipment has been converted to electric
FY 2025-27 Goals • Investigate and secure a new combination vacuum truck • Proceed with the surplus of Ford Ranger #186, Chevy 1500 pick-up #124, Chevy 1500 pick-up #168, and small engine equipment
• Continue specifying and submitting purchase requests for replacements of Sewer, Street, Traffic, and Building Inspector vehicles
• As vehicles reach the end of life cycle the City will pursue EV options as they become available
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Program Goals The goal of the Fleet Program is to provide vehicle services to manage and maintain the Department of Public Works, Parks, Building, and Pool vehicles in a safe and drivable manner.
Fleet Maintenance
Objective
Manage vehicle and equipment maintenance and purchasing, operate the fuel station, and dispose of surplus equipment.
These metrics help us track the resources needed to purchase and maintain the vehicles and equipment used in service to the community. We also track the value of surplus (retired) vehicles and equipment, which is used toward the purchase of replacements. We also track our fuel station violations to ensure we have successful safety practices in place.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fleet receiving preventative maintenance
inspections each year 80% 90% 90% 90%
Description The Senior Mechanic inspects and maintains the City’s entire fleet of vehicles and equipment.
Purpose Annual preventative maintenance inspections serve to ensure the safety of the vehicles and the staff who use them for day-to-day operations. In addition, the inspections extend the lifespan of the vehicles providing cost savings on future replacements.
Status Inspections are conducted on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of inventory vehicles, equipment, misc.
equipment 201 201 201 201
# of vehicles/equipment pieces maintained
(routine and non-routine) 201 201 201 201
# of employees certified in aerial lift training for
articulating lift 20 22 22 22
$ auction proceeds from surplus vehicles and
equipment $18,994.66 $6,000 $6,000 $6,000
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PUBLIC WORKS DEPARTMENT
Program Name Parks Maintenance
Organization 7 FTEs: Public Works Superintendent, Public Works Assistant Superintendent, 5 Senior Maintenance Workers
7.9 FTEs: Contractors
Major Services • Manage maintenance, upkeep, and safety of all City parks, playgrounds, medians, hiking trails, athletic fields and courts
• Manage third party contractors who provide maintenance services • Maintain Water Conservation Plan
FY 2024-25
Accomplishments
• Conducted regular watering, pruning, cleaning, and monitoring of plant health to promote vibrant urban greenery and ensure a visually appealing environment for the water wall sleeves in the downtown area
• Completed resurfacing and restriping initiatives for basketball courts in City parks to improve playability and safety
• Installed sod at Les Mundell Grove
• Eliminated uneven surfaces at the Laureola Park picnic area
FY 2025-27 Goals • Continue supporting the implementation of the Parks and Recreation Master Plan • Install electric vehicle (EV) charging stations at key public parks across the city, providing accessible and sustainable charging options
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Program Goals The goal of Parks Maintenance is to provide safe, attractive, and well-maintained parks, trails, and open space using a combination of in-house staff and contract services while maintaining responsible water use and waste diversion practices.
Parks
Maintenance
Objective
Manage maintenance and upkeep of all City parks, playgrounds, residential and commercial medians, hiking trails, athletic fields, and tennis courts. Manage third party contractors who provide park and median maintenance services.
These metrics allow us to track the amount of park and medians we maintain. It helps us determine the amount of resources needed to properly maintain them. We track them separately, as the level of effort varies depending on the kind of maintenance needed. We also track them to measure our efficiency in responding to requests for service.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of requests addressed within 48 hours 80% 80% 90% 90% % of requests completed within one week 90% 90% 90% 90% Description The Parks Maintenance staff receives requests throughout the year, responds to the requests within two days, and strives to complete the tasks within one week.
Purpose All City parks are maintained by Maintenance staff who also oversee the work of several contractors to address and resolve all requests and to ensure the safety of all the residents who enjoy the parks.
Status Staff maintains all parks on a continual basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of water wall planters maintained 139 139 139 139
# of acres of developed parks maintained 62.5 62.5 62.5 62.5 # of work orders completed in-house 1,000 1,300 1,300 1,300 # of total work orders completed 3,600 3,600 3,600 3,600 # acres open space non-developed parks
maintained 110 110 110 110
# sports fields maintained 10 10 10 10
% of year sports fields are available for use 88% 88% 88% 88% # playground inspections conducted (integrity
inspection) 96 96 96 96
# of playgrounds maintained 9 9 9 9
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PUBLIC WORKS DEPARTMENT
Program Name Wastewater
Organization 10 FTEs: Public Works Assistant Superintendent, Civil Engineer Technician, Senior Maintenance Worker, 6 Maintenance Workers, Senior Administrative Clerk Major Services • Manage maintenance of sanitary sewer mains, laterals, and lift station pumps • Manage capital projects for sewer collection system replacement • Respond to resident requests and emergencies
• Respond to Silicon Valley Clean Water funding needs
FY 2024-25
Accomplishments
• Completed the largest Sewer Rehabilitation Project to date with replacement/rehabilitation of 9,300 linear feet of sewer mains, 216 lower laterals, and 50 manholes
• Completed the update to the Sewer Master Plan
• Secured CIP approval for the Smart-Cover manhole telemetry system to monitor critical manholes
• Successfully reduced sewer spills compared to the previous year by 50% • Ensure ongoing compliance with State Water Board regulations under the Waste Discharge Requirements (WDR)
• Repaired various Grade 4 and 5 defects in sewer main lines
FY 2025-27 Goals • Purchase, install, and implement the manhole telemetry system for monitoring critical manholes
• Enhance and modernize the existing wet-well telemetry system • Maintain ongoing initiatives to minimize the occurrence of sewer spills • Ongoing process of repairing Grade 4 and 5 defects in sewer main lines to enhance system reliability and performance
• Complete the environmental processing and design of the Shoreway Road Sanitary Sewer Main Replacement Project
• Complete the Tierra Linda Sanitary Sewer Pump Station Improvements • Complete the annual Sanitary Sewer Rehabilitation, Lateral Replacement, and On- call Sewer Replacement projects
• Complete the annual Sanitary Sewer Main Root Foaming Project • Complete the Wastewater Financial Rate and Capacity Charge Study
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Program Goals The goal of the Wastewater program is to manage, maintain, repair, and enhance the City's sewer system for the residents and businesses in conformance with local, state, and federal requirements.
Wastewater
Objective
Manage maintenance of sanitary sewer mains, laterals, and lift station pumps and manage capital projects for infrastructure replacement.
We track these metrics to comply with various regulatory requirements and to understand the resources required to maintain the sewer system.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of linear feet of sewer lines cleaned 249,857 0 310,000 0 Description This measure refers to the total distance of sewer pipes that have undergone cleaning operations to remove debris, grease, tree roots, and other obstructions that can hinder the flow of wastewater.
Purpose The primary purpose of this key performance measure is to track the linear feet of sewer lines cleaned compared to the target goal of cleaning and inspecting the entire system every four to five years. This project is completed every other year.
As such, no cleaning or inspection will be performed in FYs 2025 and 2027.
Status The City conducts sewer cleaning and inspection projects consisting of three to five sewer basins each. The result will be that the City will have cleaned and inspected the entire sewer system every four to five years and will coordinate the schedule of inspection with anticipated future sewer rehabilitation projects.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of sewer system cleaned 45% 0% 53% 0%
Description This measure refers to the percentage of the entire length of sewer lines that have undergone cleaning compared to the total length of the sewer system to remove debris, grease, tree roots, and other obstructions that can hinder the flow of wastewater.
Purpose The primary purpose of this key performance measure is to track the percentage of sewer lines cleaned compared to the target goal of cleaning and inspecting the entire system every four to five years. This project is completed every other year.
As such, no cleaning or inspection will be performed in FYs 2025 and 2027.
Status The City conducts sewer cleaning and inspection projects consisting of three to five sewer basins each. The result will be that the City will have cleaned and inspected the entire sewer system every four to five years and will coordinate the schedule of inspection with anticipated future sewer rehabilitation projects.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Smart-Covers installed 0 25 25 25
# sewer line point repairs 14 80 80 80
# of emergency responses 209 180 180 180
# of citizen requests 92 100 100 100
# of feet of sewer line rehabilitated 7,932 9,153 9,153 9,153 # of laterals replaced (by City and permitted
private work)
85 250 250 250
# of laterals cleaned 638 680 680 680
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PUBLIC WORKS DEPARTMENT
Program Name Stormwater
Organization 2.5 FTEs: 0.5 Senior Maintenance Worker, 2 Maintenance Workers
Major Services • Monitoring and maintenance of storm drain systems. • Levee maintenance and repair
• Storm drainpipe/culvert cleaning
• Implementation of National Pollution Discharge Elimination System permit requirements
• Creek monitoring
FY 2024-25
Accomplishments
• Collaborated with Engineering to repair damaged storm lines, ensuring proper drainage and infrastructure integrity
• Partnered with Engineering to address and mitigate landslides, completing rear yard concrete retaining walls at 3017 Brittan Ave. and 1000/1005 Drake Ct. • Conducted thorough cleaning of all trash capture devices • Proactively prepared for the upcoming storm season by implementing necessary maintenance and readiness measures
FY 2025-27 Goals • Continue ongoing maintenance and monitoring of the storm pump station to ensure optimal performance and reliability
• Continue collaborating with the public to support and implement the Annual Creek Maintenance Program
• Prepare proactively for the upcoming storm season, ensuring system readiness • Minimize sewer spills to protect and maintain the integrity of the stormwater system
• Implement an Adopt-a-Drain program
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Program Goals The goal of the Stormwater program is to manage, maintain, repair, and enhance the City's creeks, levees, drains, pipes, and culverts for the residents and businesses of San Carlos in conformance with local, state, and federal requirements.
Stormwater
Objective
Manage maintenance of storm drainage systems, creek monitoring, levee maintenance and repair, pipe/culvert cleaning, and implementation of National Pollution Discharge Elimination System permit requirements.
We track these metrics to ensure compliance with regulatory requirements and to provide the necessary resources where needed.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of inspections conducted (storm drain,
creek, levee) 100% 100% 100% 100%
% of linear feet of culvert cleaned 100% 100% 100% 100% % of linear feet of ditches cleaned 100% 100% 100% 100% Description Staff conducted numerous and thorough cleanings of all storm drains, creeks, levees, culverts, ditches and trash capture devices, ensuring the effective removal of debris and pollutants from the stormwater system.
Purpose This ongoing maintenance effort helps prevent blockages, reduces environmental contamination, and supports compliance with stormwater regulations. By keeping these devices, areas, and waterways clean and fully operational, the City enhances water quality and upholds its commitment to environmental stewardship and public health.
Status Continuous upkeep initiative.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of inspections conducted (storm drain,
creek, levee) 2,630 2,800 1,500 1,500
# of linear feet of culvert cleaned 9,021 9,000 6,000 6,000 # of catch basins cleaned 906 1,315 1,000 1,000
Linear feet of ditches cleaned (sediment
removed) 1,974 2,000 2,500 2,500
Tons of debris removed from inlets and creek
guards 40 50 35 35
Linear feet of storm drain lines installed 176 101 101 101 # of trash capture devices cleaned 250 250 250 250
# of inlets replaced 2 5 5 5
% or # of MRP 3.0 internal deadlines met 100% 100% 100% 100%
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PUBLIC WORKS DEPARTMENT
Program Name Street Maintenance
Organization
2.5 FTEs: 0.5 Senior Maintenance Workers, 2 Maintenance Workers
Major Services • Manage bridge and retaining wall inspections • Pavement maintenance and repair
• Maintain street lighting system and traffic signals and respond to requests • Maintain traffic signs and markings and respond to requests
FY 2024-25
Accomplishments
• Expected to address 420 Inform San Carlos requests, ensuring timely and effective responses to community needs
• Identified a cost-effective alternative for materials to replace and rebuild pedestrian paddles
• Provided ongoing support for minor road repairs, enhancing roadway safety and functionality
• Successfully completed the pilot program to evaluate the retro-reflective value of signs, leading to the expansion of geographic information system (GIS) layering and the development of a comprehensive maintenance program for signs, striping, and curb lining to enhance visibility and safety • Provided minor asphalt repairs, ensuring road quality preservation and extending pavement lifespan
FY 2025-27 Goals • Replace illuminated street signs to enhance visibility, improve safety, and ensure long-term reliability
• Acquire a cold planer attachment for the skid steer to enhance road maintenance capabilities
• Invest in a new pothole filling product to improve repair efficiency and durability • Continue to expand GIS layers to be able to enhance roadway visibility and safety • Improve the Pavement Condition Index (PCI) to 60 or greater
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Program Goals The goal of the street maintenance program is to maintain a street and highway system for the public that maintains acceptable levels of service and street condition to support a safe and responsive transportation system.
Street Maintenance
Objective 1
Manage bridge and retaining wall inspections, pavement maintenance and repair, street lighting and traffic signals, signs, and striping.
These metrics are tracked to determine where resources are needed and to measure our efficiency in responding to requests.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of street signs replaced 5% 13% 20% 20%
Description Staff create and install new street signs to replace broken, damaged, or faded signs.
Purpose Clear and intact street signs enhance roadway safety for vehicles and pedestrians.
Status Staff evaluate and replace street signs on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of streetlights repaired 11 20 30 30
# of traffic signals repaired 54 25 30 30
# of linear feet of curb painted 6,400 7,500 8,000 8,000 # of street signs replaced 308 832 300 300
# of square feet of potholes repaired by
Maintenance 1,440 1,400 1,300 1,300
# of requests received by PW Maintenance 381 420 215 215 Average response rate for requests received 3 days 3 days 3 days 3 days
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Street Maintenance
Objective 2
Maintain quality and reliability of streets through annual striping, repair, and upgrading projects.
We use these metrics along with the Pavement Condition Index (PCI) to help us track how much work we are accomplishing with the limited resources we have to devote to streets. They also show that we continue to make progress on maintaining our streets.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
City’s overall PCI 56 56 60 63
Description This measure tracks the City’s overall PCI, which details the overall pavement rating based on all the streets throughout the City. 100 represents a brand-new or perfect pavement with no visible defects. 0 indicates a pavement that is completely deteriorated. The following typical ranges are referenced from the Bay Area Metropolitan Transportation Commission (MTC) Annual Pavement Condition Report:
Excellent (PCI 90-100): Pavement is in very good condition with no or minimal distress. Only routine maintenance is needed.
Very Good (PCI 80-89): Pavement shows minor signs of wear, but it is still in very good condition. Preventive maintenance is required to preserve the pavement.
Good (PCI 70-79): Pavement shows minor signs of wear, minor cracks, but it is still in good condition. Preventive maintenance is required to preserve the pavement.
Fair (PCI 60-69): Pavement has noticeable distress such as cracks and minor surface damage. Maintenance or rehabilitation is necessary soon to avoid further deterioration.
Poor (PCI 40-49): Pavement shows significant deterioration. There are major cracks, potholes, and other signs of severe distress. Rehabilitation or full resurfacing is likely required.
Very Poor (PCI 0-39): Pavement is severely damaged, with large cracks, extensive potholes, and significant structural failure. Immediate repair or replacement is necessary.
Purpose This measure allows the City to understand its overall PCI rating and determine the steps needed to maintain or improve the pavement condition throughout the City.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of miles paved 0 2.42 4.6 4.6
% of total system paved since 2010 0 2.79% 5.32% 5.32%
Description This measure tracks the length of roadway paved in miles via grind and overlay.
Purpose This measure allows the City to resurface a number of streets every year in order to improve roadway conditions by bringing those streets back to a like-new condition throughout the City and improve its overall PCI rating.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of miles streets sealed 0 6.53 5.85 5.85
% of total system sealed since 2010 0 7.57% 6.78% 6.78% Description This measure tracks the length of roadway paved in miles via slurry sealing.
Purpose This measure allows the City to slurry seal a number of streets every year as part of pavement maintenance in order to prevent further weathering and deterioration of the current roadway conditions while other streets are resurfaced via grind and overlay.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Linear feet of striping replaced 22,546 25,164 40,000 40,000 Square feet of markings replaced 2,096 2,543 5,000 5,000
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POLICE SERVICES
Mission
The mission of the San Carlos Police Services Bureau (“Bureau”) is to collaborate with the community and other City departments to enhance the quality of life for all residents and business owners. This mission is achieved through several key strategies: apprehending violent criminals, implementing crime prevention measures, addressing and resolving community issues, and engaging with local youth.
Organization
The San Carlos Police Services Bureau is a separate Bureau of the San Mateo County Sheriff's Office.
Org Code
01411000-01413000, 01461000, 17000000
Dept #
4110-4130, 4610, 1700
Description
Under the direction of the Chief of Police (Sheriff's Captain), the Police Services team consists of 29 employees from the San Mateo County Sheriff’s Office and six Communications Officers from the San Mateo County Office of Public Safety Communications. Additionally, all resources of the San Mateo County Sheriff’s Office support various aspects of police operations in San Carlos.
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POLICE SERVICES
Major Services • Dedicated Traffic Deputies
• School Resource Deputies
• Sheriff’s Activities League/Community Engagement Unit • Sheriff’s Volunteers in Policing (SVIPs)
• Numerous other Sheriff’s Office Resources
• Public Safety Communications
FY 2024-25
Accomplishments
• Wellness: Enhanced wellness programs and emphasized mental health support for staff. All Bureau employees were provided with wellness coaches, in-house massages, and access to additional wellness resources
• Permits: Collaborated with other City departments to streamline and improve permit processes, aligning them with City ordinances to provide greater clarity and consistency for residents
• Traffic Enforcement Operations: The Bureau’s Traffic Unit conducted multiple operations focusing on three primary collision factors: driving under the influence, driver’s license compliance, and pedestrian and bicycle safety. The results indicate a decrease in traffic collisions in the City of San Carlos • Community Engagement: Worked to improve transparency and foster community engagement by introducing two informative events: "Coffee with a Motor," where residents can discuss traffic-related questions, and a Town Hall meeting for open discussions on various community issues and to provide feedback • Technology Upgrade: Procured a new 3D measurement and imaging solution to process full scene documentation of crash reconstruction, bullet trajectory, and bloodstain pattern analysis. This innovative technology will greatly enhance the efficiency of our traffic unit by providing clearer and more precise imaging capabilities
FY 2025-27 Goals • Increase community engagement in traffic safety by providing educational programs that inform residents about safe driving practices, pedestrian rights, and the importance of adhering to traffic laws
• Maintain targeted enforcement efforts and saturation patrols in high-risk areas to deter dangerous driving behaviors and enhance overall road safety • Implement training programs to foster a safe workplace environment and ensure that all personnel feel secure, respected, and supported in their roles • Strengthen relationships with local businesses by organizing collaborative initiatives that focus on sharing information and resources to effectively address organized retail theft and enhance community safety
• Strengthen evacuation preparedness by actively involving the community in planning and training initiatives
• Continue to actively support the City by engaging in various City-sponsored community events throughout the year
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Program Goals Police Services aim to prevent and reduce crime, offer prompt and effective services to the community, and coordinate essential outreach efforts to improve safety and security.
Police Services
Objective 1
Respond to emergency and non-emergency calls, initiate actions, and write reports.
These service level measures are systematically tracked to maintain or enhance our operational efficiency, ensure a high standard of customer service, and meet our established service goals.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average response time (minutes) for
emergency calls 4:14 3:57 3:47 3:37
Description This metric indicates the time elapsed from receiving a call to the arrival of first responders at the incident location for a priority 1 service call.
Purpose The evaluation of emergency services emphasizes deputies' effectiveness and efficiency, particularly their speed in arriving at the scene of an incident. This response time is crucial as it directly impacts patient outcomes, especially in life- threatening situations where immediate intervention is essential.
Status The bureau successfully maintained response times under 5 minutes in FY 2023- 24, which aligns with the national average for emergency response and is expected to continue doing so in the coming fiscal years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total number of reports taken 1,779 1,915 2,000 2,200
Description This measure tracks the number of police reports filed over a specific period. The total accounts for reports submitted by deputies in the field and those filed by the public through various channels (e.g., the online reporting system).
Purpose This metric offers important insights into crime trends in our city. It helps our bureau identify high-crime areas, allocate resources more effectively, and develop targeted strategies for crime prevention.
Status An increase in reports is expected in the coming fiscal years, as deputies and residents document more incidents alongside changes in police procedures and policies.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total number of arrests made 553 532 500 450
Description This measure tracks arrests made by our sworn personnel, categorized as felony or misdemeanor. If convicted, felony arrests can result in state imprisonment or over a year in county jail. Misdemeanor arrests may lead to up to one year in county jail and penalties such as fines, probation, or restitution.
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Purpose This measure provides crucial insights into crime patterns, specifically the recurring locations and types of criminal activity in the city. It helps identify high- crime areas, develop targeted prevention strategies, and assess the effectiveness of policing tactics.
Status There has been a notable decline in arrests, even at the state level, attributed to reductions in crime rates and reforms in the criminal justice system. Multiple factors contribute to this trend, and it is essential to consider the context of these evolving changes.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of calls for service 12,014 12,228 12,350 12,400
# of directed patrol activities completed 950 1,190 1,200 1,250 # of passing checks conducted 1,394 2,105 2,150 2,200
Police
Services
Objective 2
Conduct interviews, manage crime scenes, collect evidence, and conduct investigations.
These measures are based on comprehensive information gathering, follow-up investigations, and monitored outcomes compared to other agencies throughout California.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of violent crimes cleared 79% 79% 85% 85%
Description Clearance rates for violent crimes are essential measures for assessing the Bureau's effectiveness in solving crimes and identifying offenders.
Purpose Examining clearance rates for various crime types and locations can reveal areas where police strategies may require improvement.
Status The national violent crime clearance rate has been around 41% in recent years. In contrast, our clearance rate has reached 79%, significantly exceeding the national average. Personnel have worked hard to solve the crimes reported to the Bureau.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of property crimes cleared 30% 21% 25% 30%
Description This metric represents the number of reported property crimes that were effectively investigated and "closed," either by arresting a suspect or identifying them through exceptional means, indicating that the case is considered solved.
Purpose Tracking property crimes cleared is a way to gauge the effectiveness of police work in addressing theft-related offenses and monitoring crime trends within the city.
Status The national property crime clearance rate stands at 13.9%, and California's rate falls below the national average, with some cities reporting rates as low as 7.2%.
However, we have cleared 30% this year, maintaining above-average rates in solving property-related crimes reported to the Bureau.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total evidence items processed 4,402 4,643 4,650 4,700
Description This metric refers to the total number of physical and digital evidence items collected and examined during an investigation.
Purpose It provides concrete evidence that can be used to identify a suspect, establish the specifics of a crime, and ultimately build a strong case for prosecution. By linking a perpetrator to the crime scene and ensuring a fair trial where guilt or innocence can be determined beyond a reasonable doubt, justice is served.
Status We anticipate an increase in the volume of evidence submitted as a result of the new advanced tools and software being implemented by the Property Bureau.
These cutting-edge technologies, including enhanced data analysis programs and digital evidence management systems, will streamline the collection and organization of evidence. With these improvements, we anticipate generating more comprehensive and high-quality evidence for each case. As a result, this will not only enhance our investigative capabilities but also contribute to more successful outcomes in legal proceedings.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of automated license plate readers (ALPR)-
assisted investigations 28 48 70 80
# of cases submitted to the Investigations
Bureau for review 495 454 470 500
# of cases sent to the District Attorney’s
Office 327 360 375 380
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of parking citations issued 1,440 2,371 3,000 3,500
Description This measure tracks the number of written and electronic notices issued to vehicle owners when their cars are parked in violation of local parking regulations.
Purpose A metric used to evaluate the effectiveness of parking enforcement and to assess how well the parking enforcement team performs their duties.
Status We have observed a significant reduction in the total number of parking citations issued over the past year. However, we anticipate an increase in citations in FY 2025. Due to the recent hiring of several new Community Services Officers, we expect to improve our ability to identify and address parking violations more effectively.
Police Services
Objective 3
Traffic and parking enforcement, citation issuance rate, warnings, targeted enforcement, and actions aimed at improving roadway safety.
Deputies engaged in ongoing, targeted traffic enforcement activities enhance visibility and help reduce traffic accidents.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of traffic citations issued 2,077 3,624 3,700 3,800
Description This metric refers to the number of written and electronic notices issued by deputies to a motorist notifying them that they have violated a traffic law.
Purpose This measure directly reflects the number of traffic violations detected and cited by deputies, providing a basic indicator of their enforcement activity on the road.
Status The anticipated increase in traffic citations may be attributed to several factors.
One reason could be the heightened efforts of law enforcement, including more patrols and checkpoints. Additionally, an increase in traffic volume in the city creates more opportunities for violations. Moreover, technological advancements, such as automated traffic cameras, may also play a role in catching infractions.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of abandoned vehicles tagged 470 500 525 550
Description This measure tracks the number of abandoned vehicles, with a notice that displays the date and time of the marking, highlighting the effectiveness of our Community Services Officers in removing potential roadway hazards.
Purpose To identify potential roadway hazards, improve traffic flow, and prevent accidents caused by vehicles left in dangerous positions.
Status In FY 2023-24, we noted a significant increase in the number of abandoned vehicles tagged for removal. This rise is likely due to enhanced educational efforts through our community publications, which have raised awareness about the issue. Additionally, residents are taking more proactive measures by actively reporting the abandoned vehicles they encounter.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of complaints addressed through Inform San
Carlos (Accela) 615 692 700 720
# of traffic stops 1,412 1,500 1,520 1,550
# of parking complaints 498 688 700 720
# of targeted enforcement campaigns 20 20 25 30
# of DUI arrests 30 25 30 35
# of vehicles screened during DUI checkpoints 1,076 1,800 2,000 2,000 # of overtime hours dedicated to downtown
patrol 170 330 300 300
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FIRE & EMERGENCY SERVICES
Mission
Protect life, property, and the environment from fire, medical, disaster, and hazardous materials-related incidents through emergency mitigation, public education, and code enforcement.
Organization
San Carlos Fire Services (“Fire Services”) is provided by the City of Redwood City Fire Department, which delivers service out of two San Carlos fire stations.
Org Code
01491000, 01491031
Dept #
4910
Description
Under the direction of the City of Redwood City Fire Chief, Fire Services consists of the complete firefighting personnel resources of the City of Redwood City Fire Department delivering emergency and non-emergency services to San Carlos. The Redwood City Fire Department supervises and manages one full-time regular Fire Prevention Officer for the City of San Carlos
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FIRE & EMERGENCY SERVICES
Program Name Fire Services
Major Services • Fire suppression
• Emergency medical services
• Fire prevention
– Fire and life safety inspections
– Fire origin and cause investigations
– Plan reviews
• Public assist calls for service
– Lock outs
– Smoke investigation
– Occupants stuck in elevators
– Water leaks/flooding
– Assist people with access and functional needs
– Trees/wires down
– Other non-emergency requests for service
• Rescue response
• Community Emergency Response Team (CERT)
• Public Education/Community Outreach
– Station tours
– School visits
– Community events (i.e., meetings, Public Safety Fair, Hometown Days, etc.) – Junior Fire Academy
– Explorer Program
FY 2024-25
Accomplishments
Fire and Life Safety Inspections: Completed 100% of all annual state- mandated fire and life safety inspections on time.
Recruitment Process: Standardized recruitment by offering at least twice yearly recruitments to ensure active hiring eligibility lists are readily available to fill vacant positions. In this past fiscal year, Fire Services conducted five recruitments, including positions for Fire Chief, Deputy Fire Chief, Fire Captain, Emergency Preparedness and Outreach Coordinator, and all Firefighter positions
Fire and Emergency Services Contract: Signed third amended and reinstated agreement between Redwood City and San Carlos for Fire and Emergency Services through June 30, 2027, including an option to extend the agreement for up to two additional years
Wellness Program: Submitted a detailed request for proposal and evaluated potential vendors based on specific criteria and measurable metrics in line with National Fire Protection Association (NFPA) standards. Selected a vendor to conduct on-site annual physicals for all Fire Services personnel to ensure their health and well-being
Fuel Mitigation: Completed annual fuel mitigation work to establish fire breaks in collaboration with the Parks and Recreation and Public Works Departments.
This past year, the Fire Department focused primarily on Eaton Park, Big Canyon Park, Arguello Park, and a city-owned parcel off La Mesa Drive
FY 2025-27 Goals Host a community presentation on emergency preparedness in June/July 2025 to inform and educate the community on how they and the City can prepare and respond to disasters
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Prepare and mail an “Emergency Preparedness Spotlight” in September 2025 to inform and educate the community on how they and the City can prepare and respond to disasters
Partner with the City of Belmont to enable emergency vehicle access and community evacuation access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos) by December 2025
Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program
Rebrand the Fire Prevention Bureau to Community Risk Reduction Division (CRRD)
Establish baseline data and a reporting format for new Fire Services performance measures identified in February 2025, collaborating with relevant departments to ensure feasibility and integration into the reporting framework, with an initial report to the City Manager in February 2026 Initiate a comprehensive update of the Local Hazard Mitigation Plan (LHMP) by June 2026 to align with the latest state and federal requirements, ensuring continued eligibility for disaster funding and risk reduction initiatives Provide annual fire and emergency services update to the City Council by March of 2026 and 2027
Evaluate the Squad 409 Pilot program by July 2025, assessing its impact on serving the vulnerable downtown population, and present results and analysis to the Redwood City Council by November 2025. The primary benefit to the City of San Carlos would be improved reliability for Truck 9 and Engine 9, ensuring they are more available for more critical incidents
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Program Goals
Fire Services aims to protect life, property, and the environment from fire, hazards, and other types of emergencies.
Fire Services
Objective 1
Provide professional emergency response services to San Carlos.
The goal of measuring the response metrics is to track changes over time. As the city grows, demand grows with it. These statistics allow us to forecast the community's future needs and plan accordingly.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average reaction time for EMS Calls
Average reaction time for all calls
1:31
1:34
1:30
1:31
1:28
1:27
1:27
1:23
Average travel time for EMS calls
Average travel time for all calls
3:57
4:36
4:03
4:56
4:09
5:01
4:15
5:05
Average Response Time for EMS Calls
Average response time for all calls
6:09
6:21
6:15
6:23
6:21
6:27
6:26
6:31
Description The San Carlos Fire Department is dedicated to delivering timely, professional, and effective emergency response services to the community. This includes fire suppression, emergency medical services, public assistance calls, and other critical responses to hazardous incidents. The department ensures its personnel are highly trained and equipped to handle emergencies efficiently, mitigating risks and safeguarding residents, businesses, and property.
This key performance measure tracks the overall response time in minutes for emergency calls, including reaction time (time from dispatch to unit en route), travel time (time from en route to arrival), and total response time (from dispatch to on- scene arrival). These metrics apply to Emergency Medical Services (EMS) and all emergency call types, providing insight into the department’s efficiency in responding to incidents. The county standard is to have a fire agency paramedic on scene within 6:59 minutes.
Purpose Monitoring response times evaluates the effectiveness of emergency service delivery and identifies areas for improvement. By analyzing these times, Fire Services can enhance operational efficiency, optimize resource deployment, and ensure rapid emergency response, ultimately improving public safety and patient outcomes.
Status The dispatch and response data analysis for the current fiscal year shows that the department is maintaining or improving its response time targets. As of March 2025, average reaction and travel times for EMS and fire calls are within the expected range. Ongoing efforts to optimize deployment strategies, improve route efficiencies, and enhance firefighter training continue contributing to stable response performance.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fires contained to the structure of
origin N/A 90% 90% 90%
Description This key performance measure tracks the percentage of fires successfully contained within the structure where they originated, preventing their spread to adjacent
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buildings or areas. It reflects the effectiveness of station locations, response times, and fire suppression efforts.
Purpose Monitoring this measure aims to assess the efficiency of fire containment strategies and firefighting operations. A higher percentage indicates successful intervention, minimizing property damage and reducing the risk of casualties. It must be noted, however, delays in reporting an incident or the absence of detection systems can negatively impact this performance measure. Tracking this metric helps continuously evaluate training, resource allocation, and response effectiveness to improve fire suppression efforts.
Status This is a new metric introduced for fiscal year 2025. Preliminary tracking indicates that the department is on pace to meet the 90% containment target, with early data suggesting successful suppression efforts. The department is updating fire incident reports to ensure accurate documentation and will refine data collection methodologies as the year progresses.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents indicate that they are
satisfied with the City’s effort to provide
fire protection, prevention, and emergency
medical services
N/A
93.6%
N/A
95%
Description This satisfaction survey data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Call Volume by Service Type:
- EMS/Rescue 1,752 1,848 1,950 2,057
- Fire 37 39 41 43
- Service Call 1 467 493 520 548
- False Alarm 271 286 302 318
- Good Intent 2 526 555 585 618
- Hazardous Condition 96 101 107 113
- Rupture/Explosion 0 0 0 0
1 Service Call includes calls for person in distress, water problem, smoke problem, animal problem or rescue, public service assistance, unauthorized burning, and cover assignment/standby at fire station/move-up 2 Good Intent calls include calls that are dispatched and canceled in route, wrong location/no emergency found, controlled burning, vicinity alarm, steam/other gas mistaken for smoke, EMS call where party has been transported, hazmat release investigation with no hazmat
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- Severe Weather 9 10 11 12
Total number of calls for service 3,158 3,332 3,515 3,708
Fire Services
Objective 2
Public outreach and citizen training efforts.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CERT and public education
events/class participants 2,000 3,200 3,500 3,605
% of class participants satisfied with the
event/class N/A N/A 90% 95%
# of CERT volunteers 32 42 45 48
Description Public education and community engagement are integral to fire prevention and emergency preparedness. The Fire Department conducts educational programs such as Community Emergency Response Team (CERT) training, school visits, station tours, and public safety fairs. These initiatives aim to equip residents with the knowledge and skills to prevent fires, enhance disaster preparedness, and assist first responders during emergencies.
Purpose This aims to increase public awareness and resilience through proactive engagement and training programs. Fire Services can assess community participation and improve its strategies for disseminating critical safety information by measuring the number of outreach events, CERT classes, and social media interactions.
Status
This is a new metric introduced in fiscal year 2025. As of March 2025, the department has completed the majority of scheduled CERT and public education events, with attendance levels meeting or exceeding expectations. Public outreach and increased coordination with community partners and schools have contributed to strong participation. Plans for the remainder of the fiscal year include additional outreach efforts focused on wildfire preparedness and home fire safety.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of department social media
followers/members N/A 91,105 93,883 96,698
Description This key performance measure tracks the number of social media followers and members across the department's official communication platforms (Instagram, Meta, X, TikTok, & Nextdoor). It reflects the reach and engagement of the Department's digital presence, including updates on emergency preparedness, fire prevention tips, public safety announcements, and community events.
Purpose Tracking social media followers and members assesses the effectiveness of the department’s online outreach and public engagement efforts. A growing social media presence indicates increased community awareness and accessibility of critical safety information. By monitoring these metrics, the Department can refine its digital communication strategies to ensure the timely and widespread dissemination of essential fire safety and emergency preparedness messages.
Status This is a new metric introduced in fiscal year 2025. The department’s online presence continues to expand, with a steady increase in social media followers. As of March 2025, engagement metrics show positive trends in public interaction with safety
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messages and emergency preparedness content. Continued focus on high-quality content and timely updates will support further growth. Once we have baseline data, we will measure predictions and success by using a follower growth rate.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CERT and public education
events/classes conducted 72 85 88 90
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Fire Services
Objective 3
Fire code inspections, permitting, and enforcement.
The primary goal of code inspections and enforcement is fire prevention. During inspections, we confirm that businesses have proper fire protection in place, all cooking areas are free from grease buildup, and escape routes are clear for quick escape during a fire. Our plan review process ensures that new construction is compliant with state and City codes regarding fire suppression and alarm systems, proper occupant load, proper exits, etc.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Fire & Life Safety mandated
inspections that are completed 100% 100% 100% 100% Description State and local codes require mandated inspections, including those for schools, apartment buildings, and other occupancies with specific fire life safety requirements.
Construction inspections ensure that fire safety systems are installed and maintained according to approved plans and codes.
Purpose These inspections aim to proactively identify and correct potential fire hazards, protect public safety, and ensure compliance with fire and building codes. Regular inspections reduce the risk of fire-related incidents and ensure that buildings meet minimum safety standards for occupancy.
Status As of March 2025, the department has completed over 90% of its mandated annual inspections and regularly conducts construction inspections. The department is on track to finish 100% of the required inspections by the end of FY 2024–25.
Collaboration with building officials and improved scheduling tools can enhance inspection efficiency and compliance tracking.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fire investigations with a determined
cause 63% 50% 50% 50%
Description This measure reflects the percentage of fire origin and cause investigations in which the department determined a definitive cause. For comparative purposes, in FY 2023, 25% of fire investigations resulted in a determined cause.
Purpose Investigating the cause of fires supports fire prevention efforts, helps identify trends or common ignition sources, and contributes to legal or insurance proceedings when necessary. Determining cause also guides public education strategies and informs code enforcement priorities.
Status As of March 2025, the department has conducted a consistent number of fire investigations, with a fair percentage resulting in a determined cause. This reflects the training and experience of fire prevention personnel and supports the department’s goal of learning from incidents to prevent future occurrences. Ongoing documentation improvements are helping enhance investigative accuracy and reporting.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Fire & Life Safety mandated inspections
conducted 228 228 228 228
# of Fire & Life Safety construction 346 356 367 378
# of plans reviewed 208 252 260 267
# of plans reviewed on time 208 252 260 267
# of fire investigations conducted 8 4 4 4
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CITY COUNCIL
STAFF REPORT
MEETING DATE: April 29, 2025
ITEM TITLE: Receive a Presentation and Provide Direction on the Recommended Two-Year Operating Budget for the Fiscal Years 2025-27.
RECOMMENDATION:
Staff recommend that the City Council review staff’s recommendations for a balanced fiscal year (FY) 2025-27 operating budget and provide policy direction with respect to the preparation of a budget document for consideration at the June 9, 2025 City Council Meeting.
FISCAL IMPLICATIONS:
In developing the base budgets for the FY 2025-27 budget, staff made a number of revenue and expenditure assumptions. All of these assumptions were based on the projections and economic conditions known between January and March 2025, and reflect the adjustments approved by the City Council during the current fiscal year.
Due to economic uncertainties, staff projects use of a small amount of the City’s unassigned fund balance in both FY 2025-26 ($500,000) and FY 2026-27 ($750,000) to help balance the budget.
This will also give staff and the Council time to reflect on more longer-term changes to balance the budget in future years, if needed. Tariffs implemented in April 2025 have created uncertainty among businesses and investors, leading to a multi-trillion stock market sell-off over the past few weeks. These tariffs, which target approximately 60 countries, have led to retaliatory measures, including China's suspension of critical exports to the U.S., potentially impacting consumer prices and economic growth. Prominent financial leaders, including Goldman Sachs CEO David Solomon and Bridgewater's Ray Dalio, have expressed concerns that these trade policies could increase the likelihood of a U.S. recession.
As discussed further in this report, declines in sales tax, transient occupancy taxes and vehicle in lieu shortfalls at the county level have reduced the City’s budget revenue estimates by $3 million.
It is possible that continued slowing of bio-technology construction could reduce our development revenues as well. The next few months could be pivotal, and we may need to revisit some of our expenditure assumptions as early as the next fiscal year.
BACKGROUND:
THE OPERATING BUDGET PROCESS
City departments were provided with a base budget for FY 2025-27 that included estimated increases in personnel costs, increases related to existing professional services contracts, and inflationary increases for operational expenditures. The current year revised budget and projections were also provided.
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The Assistant City Manager, Administrative Services Director, and the Financial Services Manager met with each department individually to discuss and finalize the recommended budget options to be submitted for the Council’s consideration during the budget study session.
ANALYSIS:
RECOMMENDED CHANGES TO THE FISCAL YEAR 2025-27 OPERATING BUDGET General Fund
There are some new programs and/or funding requests that have been incorporated into the recommended budget.
A summary of these recommendations is listed below by department. Additional detail can be found in the attachments to this staff report.
Department Request FY 2025-26 FY 2026-27City Council Continue Grant Funding for Community Foundation 40,000$ 40,000$ City Council Three Year Funding Commitment to OneShoreline 40,000 40,000Sheriff's Office Six Additional ALPRs - paid by trust no cost to GF - -Public Works Reclassify PW Inspector to Assistant Engineer 14,800 15,100Parks and RecreationAdd Recreation Supervisor to oversee add'l programs 170,000 178,600TOTAL OPERATING INCREASES TO GENERAL FUND 264,800$ 273,700$ The staff-recommended operating additions to the base budget total $264,800 in FY 2025-26 and $273,700 in FY 2026-27.
PROPOSED FISCAL YEAR 2025-27 BUDGET
The FY 2025-27 budget includes 16 different funds. Rather than discuss the status of each of these funds in this report, the budget summary is grouped into five categories: General Fund; Wastewater (Sewer); Other Revenue Funds; Other Operating; and Capital Project Funds. The following table identifies the total proposed expenditures by category, in which the Citywide appropriations for FY 2025-26 total $129.3 million and for FY 2026-27 total $122.3 million.
CITYWIDE BUDGET – ALL FUNDS
Expenditures
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
General Fund 62,107,540$ 59,932,970$ 66,938,825$ 69,779,345$ Wastewater (Sewer) Fund 25,091,651 24,756,851 29,002,800 26,122,800 Other Revenue Funds 3,570,959 3,570,959 306,900 316,000 Total Operating Funds 90,770,150$ 88,260,780$ 96,248,525$ 96,218,145$ Other Program Funds 5,080,500 4,941,509 3,984,900 4,266,100 Capital Improvement Funds 74,664,757 61,385,297 29,037,353 21,801,794 Total Citywide Budget 170,515,407$ 154,587,586$ 129,270,778$ 122,286,039$
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GENERAL FUND BUDGET
The General Fund is the primary operating fund of the City and is used to account for most day-to- day activities. Revenue sources include, but are not limited to, property tax, sales tax, transient occupancy tax, current fees for services, and business registration.
The tables to follow compare the current fiscal year budget and projections to the FY 2025-26 and FY 2026-27 proposed budgets. The assumptions and recommendations are included in each of the sections following the table.
Recommended Budget Revenue
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Business Registration 1,316,600$ 1,370,800$ 1,368,700$ 1,422,800$ Charges For Current Services 5,167,550 6,575,600 6,618,400 6,816,800 Fines & Forfeitures 328,700 164,300 168,600 173,600
From Other Agencies 11,600 88,200 12,000 12,400
Licenses & Permits 2,667,500 3,278,700 3,213,500 3,309,900 Other Revenue 834,400 995,250 749,000 772,200
Other Taxes 2,121,400 2,274,000 2,276,400 2,344,700
Property Taxes 19,464,800 19,570,400 20,970,400 22,151,800 Sales Tax 13,330,670 11,662,600 12,519,200 12,925,800
Transient Occupancy Tax 4,468,000 4,000,000 4,350,000 4,619,500 Use Of Money & Property 3,234,700 3,654,600 4,814,200 4,842,200 PAMF Project 890,170 890,170 912,400 935,200
Vehicle In Lieu 3,407,000 4,536,900 3,611,400 3,828,100 Total Revenue 57,243,090$ 59,061,520$ 61,584,200$ 64,155,000$
GENERAL FUND REVENUES
Fiscal Year 2025-26 Revenue Assumptions
Total General Fund revenue is budgeted at $61.58 million, an increase of 7.6% from the FY 2024- 25 revised budget. The majority of the increases are described below. •Business Registration. The revenue amount is budgeted to increase by 4%, or $0.05 million, from the FY 2024-25 revised budget, which is in line with the increase specified in the City’s Municipal Code.
•Charges for Current Services. The increase of $1.45 million, or 28.1%, is primarily due to the timing of plan check services related to development and the expansion of Parks and Recreation programming and special event revenues. While this is a large increase from the revised budget, the proposed revenues are only 0.7% higher than the projected FY 2024-25 revenues. The FY 2025-26 budget assumes development fee revenue based on an average of actual revenue received over the past four years. These fees are typically pass through revenues and have a corresponding expense for professional consulting and technical experience necessary to facilitate these projects. Due to the uncertainty at the federal level related to drug approvals and funding, it is possible that we could see a slowdown in the biotechnology development that has been planned for the east side of the city.
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•Fines and Forfeitures. Budgeted at $0.17 million, or 48.7% less than FY 2024-25 revised budget. While this is a large decrease from the current budget, it is a 2.6% increase over the FY 2024-25 projections. This revenue had been budgeted higher than what has been received for a few years. The proposed budget resets the revenue to average collections received.
•From Other Agencies. Budgeted at $0.01 million, which is approximately the same level as the FY 2024-25 revised budget. This revenue is from grant reimbursements which can fluctuate from year to year depending on availability.
•Licenses and Permits. The increase of $0.55 million, or 20.5%, is primarily based on the projected timing of development project permits for building, electrical, plumbing, and mechanical permits in the past year. While this is a large increase from the current budget, it is a 2% decrease from the FY 2024-25 projections. The timing of when developers pull their permits can vary and as such, this category can fluctuate greatly from year to year.
The license and permit revenue for large projects typically lags several months or even years from the timing of plan check, as it takes longer to review these projects. The revenue has been projected based on the average collections over the last four years. •Other Revenues. These mainly include cost reimbursements from agencies such as the City and County Association of Governments for financial services and the school district for school sports field maintenance. It also includes donations, sponsorships, and other miscellaneous receipts. Revenue is budgeted to decrease by $0.85 million, or 10.2%, primarily due to the elimination of sponsorships for the Farmers Market, since we outsourced that program, and other miscellaneous cost recovery reductions. •Other Tax (franchise tax). The revenue is budgeted to increase by $0.16 million, or 7.3%, from the FY 2024-25 revised budget. Although this is a large increase over the FY 2024- 25 revised budget, it is only an increase of 0.1% over the projected revenues and is in line with projected inflationary increases.
•Property Tax. The 7.7% increase in the budget to $20.97 million is based on the general assessment rolls and information provided by the City’s third-party consultants. The primary reason for the increase is due to increases in the property tax assessment rolls to account for changes in property ownership and tenant improvements. The assessment rolls increased $1.11 billion, or 7.2%, over the prior fiscal year. •Sales Tax. The decrease of $0.81 million, or 6.1%, is based on information from third- party consultants. Uncertainties with the economy, tariffs and interest rates are expected to reduce discretionary spending among consumers. The building and construction sector is typically San Carlos’ largest sales tax producer. Tariffs on lumber, steel, and aluminum combined with impacts to the workforce are expected to reduce the City’s revenue. The proposed budget projects revenues back to 2022 and 2023 levels. •Transient Occupancy Tax. The decrease of $0.12 million, or 2.6%, is based on information from third-party consultants. Although the hotel industry began to rally in FY 2021-22 following the COVID-19 pandemic, the industry has not yet returned to historical occupancy as business travel has not yet fully returned to pre-pandemic rates. •Other Uses of Money and Property. This includes digital billboards, rental properties, and investment income. The increase of $1.6 million is due to the inclusion of the fourth digital billboard and the timing of cash disbursements and the allocations of the total
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investment portfolio amongst all the funds. At the end of each quarter, investment income is allocated based on the percentage of cash in each fund. The amount of allocation can change from year to year based on the total cash balance held in each fund. •PAMF Target Revenue. The increase of $0.02 million is based on the terms of the Development Agreement.
•Vehicle in-Lieu. The revenue increase of $0.20 million, or 6.0%, is based on the information from the County Controller’s Office. In FY 2004-05, Senate Bill 1096 was enacted which redirected Motor Vehicle License Fees (“VLF”) collected by the Department of Motor Vehicles from the cities and counties to the state. To make the cities and counties whole, the legislation specified cities would be “backfilled” for this revenue by the County as a “property tax in lieu” payment rather than being paid directly by the state. The County has told us that if the “backfilled” amount exceeds a certain limit, there will not be enough money to fully cover the amount owed. As a result, San Mateo County has experienced a countywide shortfall in prior years. The projected shortfall for San Carlos is approximately $2 million per year. The FY 2024-25 projection includes a one-time repayment of this revenue in the amount of $1.37 million from FY 2022-23.
Fiscal Year 2026-27 Revenue Assumptions
Total General Fund revenue is budgeted at $64.16 million, an increase of 4.2% from the FY 2025- 26 proposed budget.
•Business Registration. The revenue is budgeted to increase in year two of the budget by 4.0%, or $0.05 million, from the FY 2025-26 proposed budget. The increase is based on the annual percentage increase specified in the City’s Municipal Code. •Charges for Current Services. Revenues are projected to increase by $0.20 million, or
3.0%, due to the continued demand for recreation services and the timing of large development plan check activities. As noted above, the timing of large-scale development projects can cause this category to fluctuate from year to year. There may be more projects on the horizon that would increase this revenue stream, which will be adjusted during the mid-cycle budget review.
•Fines and Forfeitures. The revenue is proposed at $0.17 million, which is approximately the same level as the proposed FY 2025-26 budget.
•From Other Agencies. Revenues are projected to be at the same levels as the proposed FY 2025-26 budget.
•Licenses & Permits. Revenue is projected to increase by $0.1 million, or 3.0%. Similar to the current charges for services, this revenue stream can be largely impacted by the timing of large-scale development projects.
•Other Revenue. Revenue is projected to increase by $0.02 million, or 3.1%, mostly due to estimates in cost recovery assumptions based on the consumer price index. •Other Tax (franchise tax). The revenue is primarily based on trend data from the past fiscal years.
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•Property Tax. The revenue is projected to increase $1.18 million, or 5.6%, from the FY 2025-26 projected budget. This continues to assume the growth in the assessment rolls associated with the large-scale development projects on the east side of the city. Staff continues to work closely with consultants to project and monitor this revenue. •Sales Tax. The revenue is projected to increase by $0.41 million, or 3.3%, as a result of assumed inflationary increases. This revenue is reviewed quarterly with third-party consultants and is adjusted based on current and projected activity. •Transient Occupancy Tax. The revenue is expected to grow by $0.27 million, or 6.2%, and assumes a rise in occupancy rates associated with business and residential travel. •Other Uses of Money and Property. The revenue increase of $0.03 million, or 0.6%, assumes the same interest income fund balance allocation as the prior year. •The PAMF Target Revenue. The budget is based on the terms of the Development Agreement.
•Vehicle in-Lieu. Revenue is budgeted to increase by $0.22 million, or 6.0%, based on information received from the County Controller’s Office. While noted as an increase from the prior year budget, it is still $2 million short of what should be received.
Recommended Budget Expenditure Assumptions
Operating Budget Expenditures
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Salaries & Benefits 21,169,055$ 19,759,925$ 23,365,625$ 24,259,625$ Legacy Obligations 3,797,500 3,806,000 4,223,800 4,886,600 Operating Expenditures 36,952,285 36,258,345 39,155,000 40,432,820 Capital Outlay 188,700 108,700 194,400 200,300
Total Operating Expenditures 62,107,540$ 59,932,970$ 66,938,825$ 69,779,345$
GENERAL FUND EXPENDITURES
Fiscal Year 2025-26 Expenditure Assumptions
The total General Fund expenditure amount is budgeted at $66.94 million, an increase of 7.8% from the FY 2024-25 revised budget expenditures of $62.11 million. As discussed above, the increase in expense includes the requested program and position changes. •Salaries and Benefits. Projections have been funded at 100% based on all current Memorandum of Understanding (MOU) provisions with each of the City’s labor groups and units.
oCalPERS pension retirement rates. On March 10, 2025, the City Council approved a Resolution authorizing the transfer of $4 million from the Unfunded Liability Reserve to Pay down the CalPERS Unfunded Accrued Liability. The reserve was established several years ago to help offset the costs of pension and pension liabilities. The reserve was created from prior years’ surpluses which are typically generated from salary and benefit savings from vacant positions. The paydown in the amount of $4 million is anticipated to generate projected operating savings of approximately $400,000 per year, which has been factored into this proposed budget.
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oCalPERS medical rates. Assumes the rates will continue to increase by approximately 10% per year.
oOther Post-Employment Benefits (OPEB). These have been funded at approximately $977,000 based on information received from the actuarial study completed in 2024. The budget represents funding for our retiree medical trust at 100% of the annual required contributions.
•Legacy Obligations. These obligations represent CalPERS unfunded obligations associated with the former Belmont-San Carlos Fire Joint Powers Authority (“JPA”) and the former police department. The budget associated with the former JPA represents our
52.9% share of the annual unfunded liability, or approximately $2.3 million. The annual unfunded obligation associated with the former police department is approximately $1.9 million. As done in prior years, the payment related to the former police department will be credited back to the City by the County Sheriff’s Office under the current law enforcement services contract.
•Operating Expenditures. Increased by 6.0%, with overall professional services increasing for known contract arrangements and anticipated needs. In addition to professional services, the operating expenditures include utilities, office and field program supplies, equipment leases, maintenance, and training.
•Capital Outlay. Increased by 3.0% for assumed capital outlay needs and an inflationary factor.
Fiscal Year 2026-27 Expenditure Assumptions
The total General Fund expenditure is budgeted at $69.78 million for ongoing expenditures, an increase of 4.2% from the FY 2025-26 proposed budget.
•Salaries and Benefits. Expenditures for the FY 2026-27 are proposed to be 3.8% higher than the proposed FY 2025-26 budget, taking into account the projected increases in CalPERS retirement rates, the medical rates, and the OPEB contributions. •Legacy Obligations. These proposed expenses are budgeted to increase by $0.66 million, or 15.7%, over the FY 2025-26 proposed budget based on the remaining legacy obligations with CalPERS.
•Operating Expenditures. Increase by 3.3%, with overall professional services increasing for known contract arrangements and anticipated needs. In addition to professional services, the operating expenditures include utilities, office and field program supplies, equipment leases, maintenance, and training.
•Capital Outlay. Increased by a 3% inflationary factor.
General Fund Recommended Budget Summary
The table to follow summarizes the current fiscal year revised budget and projections and the inclusion of all staff recommended additions for the FY 2025-27 General Fund budget.
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GENERAL FUND BUDGET
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Est Beginning Fund Balance
Unrestricted $ 2,729,714 $ 2,729,714 $ 2,003,841 $ 1,355,320 Restricted 56,255,323 56,255,323 51,530,846 38,700,841 Est Beginning Fund Balance $ 58,985,037 $ 58,985,037 $ 53,534,687 $ 40,056,161 Revenues 57,243,090$ 59,061,520$ 61,584,200$ 64,155,000$ Salaries & Benefits 24,966,555 23,565,925 27,589,425 29,146,225 Operating Expenses 36,952,285 36,258,345 39,155,000 40,432,820 Capital Outlay 188,700 108,700 194,400 200,300
Net Allocations/Transfers In (Out) 4,271,100 4,271,100 4,975,100 5,115,700 Total Change in Operating Funds (593,350) 3,399,650 (379,525) (508,645) Net Transfers to Capital Fund 25 (4,850,000) (4,850,000) (13,099,000) (7,000,000) Paydown of Unfunded balance (4,000,000) (4,000,000) - - Net Change in Fund Balance (9,443,350)$ (5,450,350)$ (13,478,525)$ (7,508,645)$ Est Ending Fund Balance
Unrestricted $ 4,029,006 $ 2,003,841 $ 1,355,320 $ 1,282,787 Restricted 45,512,681 51,530,846 38,700,841 31,264,730 Est Ending Fund Balance $ 49,541,687 $ 53,534,687 $ 40,056,161 $ 32,547,517 The fully funded staff and Council recommended budget results in unrestricted fund balances for FY 2025-26 and 2026-27 at approximately $1.36 million and $1.28 million, respectively. These balances are projections, and the savings achieved throughout the years will increase these balances accordingly.
As done in prior years, included in the FY 2025-26 and 2026-27 budgets are recommendations to transfer capital reserves from the General Fund to the Capital Projects Fund (Fund 25). The recommended transfer amount for FY 2025-26 is $13.1 million and for FY 2026-27 is $7.0 million.
These transfers are necessary to fund improvements of City infrastructure, facilities, and other capital needs.
WASTEWATER (SEWER) FUND BUDGET
The Wastewater, or Sewer, Fund is used to account for sewage treatment, transmission, major replacements, and improvements to the City’s sewer system. Revenues received can only be used to fund sewer-related projects. The table below summarizes the current year’s revised budget and projections and the FY 2025-27 proposed budgets for the Wastewater Fund (Fund 0006).
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WASTEWATER (SEWER) FUND BUDGET
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Est Beginning Fund Balance $ 89,619,427 $ 89,619,427 $ 85,103,476 $ 79,568,776 Revenues 27,746,000$ 24,469,000$ 28,897,800$ 28,743,100$ Salaries & Benefits 2,614,200 2,279,400 2,827,200 2,934,500 Operating Expenses 4,793,200 4,793,200 6,206,300 6,071,900 Debt Service 6,401,600 6,401,600 4,692,000 4,690,000
Adjustment to SVCW Investment
Capital Project Expenditures 11,282,651 11,282,651 15,277,300 12,426,400 Net Allocations/Transfers In (Out) (4,228,100) (4,228,100) (5,429,700) (5,603,200) Net Change in Fund Balance (1,573,751)$ (4,515,951)$ (5,534,700)$ (2,982,900)$ Est Ending Fund Balance
Restricted $ 88,045,676 $ 85,103,476 $ 79,568,776 $ 76,585,876 Est Ending Fund Balance $ 88,045,676 $ 85,103,476 $ 79,568,776 $ 76,585,876 Below are the highlights of the assumptions used in developing the FY 2025-27 Proposed Wastewater budget.
•Revenues. Budgeted at $28.9 million, this represents an increase of $1.2 million, or 4.2%, over the revised FY 2024-25 budget and includes the sewer rate increases of 3% as previously approved by the City Council and sewer impact fees anticipated from large- scale development projects. Revenues are used to fund the capital improvements outlined in the City’s Sewer Master Plan. Revenues are also used to fund the debt service associated with Silicon Valley Clean Water’s (SVCW) improvements to wastewater treatment infrastructure. The proposed amount for FY 2026-27 is projected to decrease by 0.5% compared to the FY 2025-26 proposed budget primarily due to the one-time connection fees in FY 2025-26.
•Salaries and Benefits. Budgeted amounts are based on all known MOU provisions and the additional funding for the post-employment benefits, similar to the General Fund. •Silicon Valley Clean Water (“SVCW”). Plant operations are budgeted at $5.3 million, or 35%, higher than the prior year. The budget is based on the Long Range Financial Plan provided by SVCW in January 2025 and the SVCW Adopted Budget that was approved by the SVCW Board in February 2025. FY 2025-26 expenditures include an additional $0.5 million to increase reserves for capital expenditures. The proposed budget for FY 2026-27 is projected to be $5.2 million, as it doesn’t include as large of a reserve payment. •Other Operating Expenditures. Budgeted at $0.9 million for FY 2025-26 and FY 2026- 27, this is relatively the same level as the FY 2024-25 revised budget. This expenditure category also includes utilities, field program supplies, office supplies, equipment maintenance, and training.
•Bond Payments. Budgeted at $4.7 million, or $1.7 million lower than the prior year. This category includes the debt service payments and the estimated State Revolving Fund (“SRF”) loans. The debt service payments are directly tied to the timing of the bond issuance and the payments on the SRF loans used for capital infrastructure at the sewer treatment facility. FY 2025-26 no longer includes the cash in lieu payment in the amount of $2.1 million that was required to be paid in FY 2024-25. The proposed amount for FY 2026-27 is flat compared with the proposed FY 2026-27 budget.
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•Capital Projects. Budgeted at $15.3 million and $12.4 million for FY 2025-26 and FY 2026-27, respectively. Additional detail on the capital projects has been included in the staff report for the Capital Improvement Program Budget recommendations.
OTHER REVENUE FUNDS BUDGET
The Other Revenue Funds are used to account for revenue sources for which expenditures are restricted by law or administrative action to specific purposes. The Other Revenue Funds include National Pollutant Discharge Elimination System (“NPDES”) (Fund 0015), and the Police Grants (Fund 0017).
The table below summarizes the current year’s revised budget and projection and the FY 2025- 27 proposed budget for the Other Revenue Funds. The Library Tenant (Fund 0095) will be closed at the end of FY 2024-25 following the early payoff of the General Obligation Bond for the construction of the library and is therefore not included in the table below.
OTHER REVENUE FUNDS BUDGET
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Est Beginning Fund Balance $ 1,208,763 $ 1,208,763 $ 1,188,763 $ 950,563 Revenues 906,800$ 935,900$ 921,700$ 935,600$ Operating Expenses 298,100 298,100 306,900 316,000
Net Alloc/Transfers In (Out) (657,800) (657,800) (853,000) (875,800) Net Change in Fund Balance (49,100)$ (20,000)$ (238,200)$ (256,200)$ Est Ending Fund Balance $ 1,159,663 $ 1,188,763 $ 950,563 $ 694,363 Below are the highlights of the assumptions used in developing the proposed FY 2025-27 Other Revenue budgets.
•Revenues. Budgeted to increase by $0.01 million, or 1.6%, in FY 2025-26 and then increase by $0.01 million, or 1.5%, in FY 2026-27. The main revenue source for the NPDES fund is the NPDES fees collected through the County of San Mateo. The revenue for the Police Grant fund is the Citizens’ Option for Public Safety (COPS) program. •Operating Expenditures. These include: utilities; field program supplies; annual permit renewal from the Bay Area Air Quality Management District; equipment maintenance; and motorcycle law enforcement. The proposed expenditures for both FY 2025-26 and FY 2026-27 remain relatively flat.
•Net Allocations and Transfers. FY 2025-26 and FY 2026-27 reflect additional transfers from the Police Grant Fund to the General Fund to help pay for the Downtown Services Unit.
OTHER PROGRAM FUNDS
The Other Program Funds are used to account for special activities and services performed by a designated department for other departments on a cost reimbursement basis. The Other Program Funds include: Workers Compensation (Fund 0032); General Liability (Fund 0033) and Post- Employment Benefits (Fund 0035). The Library Tenant Debt Service Fund (Fund 0093) will be closed at the end of FY 2024-25 following the early payoff of the General Obligation Bond for the construction of the library and is therefore not included in the table below
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OTHER PROGRAM FUNDS
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Est Beginning Fund Balance $ 1,553,950 $ 1,553,950 $ 1,312,542 $ 1,533,642 Revenues 1,219,200$ 1,275,300$ 1,198,300$ 1,233,100$ Operating Expenses 3,574,600 3,435,609 3,983,900 4,265,100 Capital Outlay Expenditures 1,000 1,000 1,000 1,000
Net Allocations In (Out) 1,919,900 1,919,900 3,007,700 3,114,000 Net Change in Fund Balance (436,500)$ (241,409)$ 221,100$ 81,000$ Est Ending Fund Balance $ 1,117,450 $ 1,312,542 $ 1,533,642 $ 1,614,642 Below are the highlights of the assumptions used in developing the FY 2025-26 and 2026- 27 Other Program Funds proposed budgets.
•Revenues. Budgeted to decrease by $0.02 million, or 1.7%, in FY 2025-26 to reflect the use of prior year fund balances to help offset the costs of insurance and other post employment benefits. The proposed amount for FY 2026-27 is projected to increase by $0.03 million, or 2.9%, over FY 2025-26 to account for inflationary adjustments. •Insurance Expenses. Budgeted to increase by $0.4 million, or 17.3%, in FY 2025-26.
The City is a member of the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) for general liability and property insurance. The insurance renewal market is extremely challenging and it’s become more difficult to find coverage at reasonable rates since providers are leaving the market. Based on the actuarial studies, the City’s insurance rates are estimated to increase 10% for general liability and 20% for property. In addition, workers compensation insurance rates are estimated to increase significantly as we look toward a new provider. The City currently is a member of the Cities Group JPA for workers compensation and that JPA is anticipated to dissolve later this year. The budget includes an increase of $0.3 million to cover the increase in premiums expected from a new provider.
•Other Post Employment Obligations. The expenditure budgets for FY 2025-26 and 2026-27 include a contribution of approximately $1.1 million and $1.2 million, respectfully, for the post-employment benefits based on information received from the actuarial study completed in 2024. The budget represents funding for our retiree medical trust at 100% of the annual required contribution and approximately 100% of the longevity trust annual required contribution based on the previous study. The City’s pay-as-you-go amount totals approximately $0.9 million annually.
CAPITAL PROJECT FUNDS BUDGETS
The Capital Project Funds include: Equipment Replacement (Fund 0010); Measure A (Fund 0014); Gas Tax (Fund 0016); Measure W (Fund 0018); General Capital (Fund 0025); Child Care Impact Fee (Fund 0026); Park In-Lieu (Fund 0027); Housing In-Lieu (Fund 0029); and Low and Moderate Income Housing (Fund 0031).
The capital project budget funds major one-time and on-going infrastructure improvement needs including: resurfacing and sidewalk projects; traffic safety improvements; park construction and improvements; storm drainage improvements; facility improvements; and enterprise technology projects. Funds are often accumulated in this budget over a period of years and then are spent when a sufficient amount of revenue is available to pay for desired projects.
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CAPITAL PROJECT FUNDS
2024-25
Revised
2024-25
Projected
2025-26
Proposed
2026-27
Proposed
Est Beginning Fund Balance $ 73,544,308 $ 73,544,308 $ 30,779,846 $ 52,776,393 Revenues 27,957,757$ 13,264,257$ 39,635,000$ 20,324,900$ Operating Expenses 862,796 875,336 835,100 860,100
Capital Project Expenditures 73,801,961 60,509,961 28,202,253 20,941,694 Net Allocations In (Out) 4,593,615 5,356,578 11,398,900 5,249,300 Net Change in Fund Balance (42,113,385)$ (42,764,462)$ 21,996,547$ 3,772,406$ Est Ending Fund Balance $ 31,430,923 $ 30,779,846 $ 52,776,393 $ 56,548,799 Capital Improvement Program Budget for FY 2025-26 through FY 2029-30 The Council was presented with a Five-Year Capital Improvement Program Budget as part of the Budget Study Session held on April 29, 2025. As there are many approved projects, a detailed listing of the proposed changes in funding for these projects can be found in the Capital Improvement Program section of this budget document.
Capital Improvement Program – Unfunded List: As we have done in previous budgets, the five- year Capital Improvement Program contains a list of unfunded projects. This list shows projects that are desirable but are currently beyond the means of the City to fully fund and construct. These projects total approximately $368 million. A complete list of Unfunded Capital Projects may be found in the Capital Improvement Program staff report.
GENERAL FUND RESERVES
The Government Finance Officers Association (“GFOA”) has issued its best practice in determining the appropriate level of unrestricted fund balance in the General Fund to be at a minimum of no less than two months of regular general fund operating revenues or expenses, which equates to approximately 17%. The GFOA definition of Unrestricted Fund Balance includes three general categories: Committed Fund Balance; Assigned Fund Balance; and Unassigned Fund Balance.
When looking at the total reserve percentages, all categories need to be considered. In the Annual Comprehensive Financial Report, the categories that make up the unrestricted fund balance as defined by the GFOA are the following: Economic Uncertainty Reserve; Strategic Property Acquisition Reserve; Unfunded Liability Reserve; Facility and Infrastructure Reserve; and the Unassigned Fund balance. For our purposes, we will consider our reserves to be those defined as committed and assigned as noted in the following chart. Even excluding the unassigned fund balance, the City maintains healthy reserves well above the GFOA best practice guidelines.
As a general practice, reserves should not be used to offset annual operating expenses as these are not a continuous source of funding. However, as noted above, it is recommended that the the unassigned fund balance be used for the next two years until there is more certainty with the economy.
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Projected
FY 24-25
% of
FY 25
Exp
Proposed
FY 25-26
% of
FY 26
Appro
p
Proposed
FY 26-27
% of
FY 27
Approp
Committed Fund Balances:
Economic Uncertainty 10,188,605$ 17.0% 11,379,600$ 17.0% 11,862,489$ 17.0% Strategic Property Acquisition 12,191,795 12,191,795 12,191,795 Assigned Fund Balances:
Unfunded Liabilities 3,000,000 2,600,000 2,200,000
Facility/Infrastructure 23,990,500 10,891,500 3,891,500 Ending Reserve Balances 49,370,900$ 82.4% 37,062,895$ 55.4% 30,145,784$ 43.2% Unassigned Fund Balance 2,003,841 1,355,320 1,282,787
Nonspendable Fund Balances 2,159,946 1,637,946 1,118,946 Total Ending Fund Balance 53,534,687$ 40,056,161$ 32,547,517$
RESERVE FUND BALANCES - GENERAL FUND
•Economic Uncertainties Reserve. The City established an Economic Uncertainties Reserve that is equivalent to at least 12.5% of the City’s General Fund expenditures, with a funding goal closer to 20% being highly desirable.
•Strategic Property Reserve. In October 2010, the Council approved and authorized the establishment of a Strategic Property Acquisition Reserve. Appropriations from this reserve can only be made by formal action of the City Council. Generally, appropriations and access to these funds will be reserved for funding strategic property acquisitions by the City.
•Assigned Reserves for Specific Purpose. As per Governmental Accounting Standards Board (“GASB”) Pronouncement 54 for Fund Balances, assigned fund balances include amounts that are constrained by the government’s intent that they be used for specific purposes. As per the Council’s direction, the City Manager is authorized to assign amounts for a specific purpose. After the audit is complete, staff reviews the prior year savings and recommends transfers into these funds. The current assigned fund balance is for Unfunded Liabilities and Facilities and Infrastructure Improvements.
The Facility and Infrastructure Reserve was created as a way to use savings generated from prior fiscal years to help pay for capital projects. Transfers from this reserve are made annually to the General Capital Improvement Fund to fund projects.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Review staff recommendations for the Fiscal Year 20252-7 Operating Budget and provide policy direction with respect to the preparation of a budget document for consideration at the June 9, 2025 City Council meeting; or
2. Do not review staff recommendations; or
3. Provide staff with alternative direction.
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Respectfully submitted by:
Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. FY 2025-27 General Fund Budget Summary
2. FY 2025-27 General Fund Operating Requests:
a. Community Foundation Funding Request for Grants
b. OneShoreline Funding Request for Three Years
c. Sheriff’s Office Request for Additional License Plate Readers d. Public Works Request to Reclassify Public Works Inspector Position to Assistant Engineer
e. Parks and Recreation Request to add a Recreation Supervisor to oversee additional programs.
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FY 2024
REVISED
FY 2024
AUDITED
FY 2025
REVISED
FY 2025
PROJECTED
FY 2026
PROPOSED
FY 2027
PROPOSED
ESTIMATED BEGINNING FUND BAL
Unrestricted $ 2,878,730 $ 2,878,730 $ 2,729,714 $ 2,729,714 $ 2,003,841 $ 1,355,320 Reserved or restricted 51,593,531 51,593,531 56,255,323 56,255,323 51,530,846 38,700,841 TOTAL BEGINNING FUND BALANCE $ 54,472,261 $ 54,472,261 $ 58,985,037 $ 58,985,037 $ 53,534,687 $ 40,056,162 Business Registration 1,265,900 1,342,096 1,316,600 1,370,800 1,368,700 1,422,800 Charges for Current Services 5,122,800 6,212,220 5,167,550 6,575,600 6,618,400 6,816,800 Fines & Forfeitures 319,000 159,740 328,700 164,300 168,600 173,600 From Other Agencies 11,200 158,591 11,600 88,200 12,000 12,400 Licenses & Permits 2,589,800 4,210,068 2,667,500 3,278,700 3,213,500 3,309,900 Other Revenue 931,600 4,184,624 834,400 995,250 749,000 772,200 Other Tax 2,101,100 2,326,044 2,121,400 2,274,000 2,276,400 2,344,700 Property Tax 17,980,000 18,553,488 19,464,800 19,570,400 20,970,400 22,151,800 Sales Tax 13,063,900 12,491,208 13,330,670 11,662,600 12,519,200 12,925,800 Transient Occupancy Tax 4,200,000 3,422,950 4,468,000 4,000,000 4,350,000 4,619,500 Use of Money & Property 2,974,500 8,282,668 3,234,700 3,654,600 4,814,200 4,842,200 PAMF Project 868,500 868,462 890,170 890,170 912,400 935,200 Vehicle in Lieu 3,911,000 3,659,037 3,407,000 4,536,900 3,611,400 3,828,100 TOTAL REVENUES 55,339,300 65,871,197 57,243,090 59,061,520 61,584,200 64,155,000
EXPENDITURES
Salaries & Benefits 20,211,450 17,926,651 21,169,055 19,759,925 23,365,625 24,259,625 Public Safety Legacy Obligations 3,470,100 3,392,906 3,797,500 3,806,000 4,223,800 4,886,600 Operating Expenditures 35,371,431 32,968,081 36,952,285 36,258,345 39,155,000 40,432,820 Capital Outlay 183,100 65,783 188,700 108,700 194,400 200,300 TOTAL EXPENDITURES 59,236,081 54,353,421 62,107,540 59,932,970 66,938,825 69,779,345
TRANSFERS
General Transfers In From Other Funds 712,400 712,400 855,800 855,800 870,500 901,300 Allocations In From Other Funds 4,182,300 4,182,300 4,482,700 4,482,700 5,366,900 5,527,900 Allocations Out to Other Funds (589,700) (589,700) (607,400) (607,400) (902,300) (942,500) General Transfers out (460,000) (460,000) (460,000) (460,000) (360,000) (371,000) TOTAL TRANSFERS (NET) $ 3,845,000 $ 3,845,000 $ 4,271,100 $ 4,271,100 $ 4,975,100 $ 5,115,700 USE OF UNASSIGNED FUND BALANCE $ 500,000 $ 750,000 TOTAL CHANGE IN OPERATING FUNDS (51,781)$ 15,362,775$ (593,350)$ 3,399,650$ 120,475$ 241,355$
OTHER SOURCES (USES) OF FUNDS
Transfer Capital Reserve (7,850,000) (7,850,000) (4,850,000) (4,850,000) (13,099,000) (7,000,000) One-time paydown of Unfunded (3,000,000) (3,000,000) (4,000,000) (4,000,000) One-time use of Fund Balance (500,000) (750,000) TOTAL OTHER SOURCES (USES) OF FUNDS (10,850,000) (10,850,000) (8,850,000) (8,850,000) (13,599,000) (7,750,000) NET CHANGE IN FUND BALANCE (10,901,781)$ 4,512,775$ (9,443,350)$ (5,450,350)$ (13,478,525)$ (7,508,645)$
GENERAL FUND BALANCE
Unrestricted $ 1,881,422 $ 2,729,714 $ 4,029,006 $ 2,003,841 $ 1,355,320 $ 1,282,787 Restricted Fund Balances
Non-spendable Fund Balance 1,835,629 2,231,946 1,060,629 2,159,946 1,637,946 1,118,946 Economic Uncertainty Reserve 10,070,134 9,240,082 10,518,757 10,188,605 11,379,600 11,862,489 Strategic Property Reserve 7,191,795 10,191,795 10,191,795 12,191,795 12,191,795 12,191,795 Assigned Fund Balance
Unfunded Liabilities * 4,000,000 7,000,000 3,000,000 3,000,000 2,600,000 2,200,000 Strategic Property Reserve - reclass to Assigned 3,000,000 2,000,000 - - - Facilities and Infrastructure 15,591,500 25,591,500 20,741,500 23,990,500 10,891,500 3,891,500 Reserved or restricted 41,689,058 56,255,323 45,512,681 51,530,846 38,700,841 31,264,730 TOTAL ENDING FUND BALANCE $ 43,570,480 $ 58,985,039 $ 49,541,687 $ 53,534,687 $ 40,056,162 $ 32,547,517 Note: The Assigned Balance reserve of $3m will be used to offset the legacy costs of the former Belmont San Carlos Fire Department in FY 2025-26 through FY 2032-33
CITY OF SAN CARLOS
GENERAL FUND SUMMARY BUDGET
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a COMMUNITY FOUNDATION
OF SAN CARLOS —
BUILDING COMMUNITY TOGETHER
BOARD OF DIRECTORS
Linda Garvey, President
Will Strohl, Vice President
Randy Rae, Treasurer
Lena Silberman, Secretary
Michael Campbell
Sandy Kraft
Patricia Love
Julie Wynn
Jessica Yang
Josh Zaroor
P.O. Box 113
San Carlos, CA 94070
Tel: 650.395.9987
[email protected]
CFSanCarlos.org
Federal Tax ID# 84-2531005
February 14, 2025
Jeff Maltbie, City Manager
City of San Carlos - City Hall
600 Elm Street
San Carlos, CA 94070
Dear Jeff,
On behalf of the Community Foundation of San Carlos, | am writing to request a $40,000 grant from the City.
Since our Annual Report to the Council last fall, the Foundation has continued to meet the needs of our community through support of local nonprofits as well as partnering with residents and volunteers to bring people together. Earlier this month the Foundation was engaged in three major activities, the Week of the Family, Lunar New Year, and the revived Awards Banquet.
This year, we served as the program partner for Week of the Family administering grant funding through the City’s Centennial Grant Program. With these funds, the Week of the Family offered 21 diverse activities led by 15 individuals, engaging an estimated 2000 residents. From crafting Valentines for seniors to enjoying meals at local restaurants, families and friends connected through fun and service. We hope to continue this partnership with the Week of the Family, working together to achieve our shared goal of building community.
We also supported local resident Victoria Cheng in organizing a Lunar New Year celebration. Despite inclement weather, Ms. Cheng successfully relocated the event from Burton Park to Devil’s Canyon, where an estimated 800 attendees enjoyed performances by local children, including traditional songs, dances, and the dramatic Lion Dance.
The Foundation also partnered with Andy Klein to revive the Awards Banquet, honoring San Carlans of the Year Debbie Denton and Cori Carpenter for their dedicated community service. We also recognized Sandie Nierenberg, founder of Each Green Corner, as our Nonprofit of the Year, and Reach and Teach, owned by Craig Wiesner and Derrick Kikuchi, as our Business of the Year. The event was a resounding success, with nearly 150 residents gathering at Dominico’s Winery and Restaurant to celebrate these exceptional individuals and businesses. The evening also commemorated significant anniversaries: 5 years for the Community Foundation, 25
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years for the Week of the Family, and 100 years for the City of Good Living, San Carlos. We are grateful for the city’s generous sponsorship, which helped to make this event possible.
Entering its fifth year, the Foundation's Board remains committed to effectively and sustainably serving our community. We continually strive to improve our grantmaking to local nonprofits and optimize the allocation of our time and resources for sponsoring and supporting community-building events. We are dedicated to stewarding the $2 million endowment granted by the city in 2019, and we are pleased to report that we have not only preserved the original endowment but also increased it over the years. As we continue to evaluate our effectiveness as a grantmaker, the Board is currently refining both our grantmaking policies and our community-building event programs.
As an all-volunteer charitable nonprofit, we deeply appreciate the City's support, including the annual grant and the invaluable collaboration with City staff, particularly the Parks and Recreation Department. We believe the partnership between the City and the Foundation has significantly benefited our community by serving our most vulnerable populations, enriching the community through arts and culture programs, and bringing residents together to celebrate our local traditions.
Thank you for your consideration and the opportunity to continue this productive partnership.
Sincerely,
Girne W. enor Linda Garvey
CFSC President
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February 28, 2025 Jeff Maltbie City Manager, City of San Carlos 600 Elm Street San Carlos, CA 94070 Dear Mr. Maltbie: Droughts, intense storms and flooding, coastal erosion, and wildfire – it’s clear that climate change presents a transformative challenge for San Mateo County. Sea level rise threatens more people, property, and infrastructure here than in any other county in California, and the flooding we experience during atmospheric river storms is already made worse by higher tides. Recognizing the urgency of these challenges, you and your colleagues in all 20 San Mateo County cities and towns, along with the County itself, came together in 2019 to support State legislation establishing the first climate-focused government agency in California – the San Mateo County Flood and Sea Level Rise Resiliency District, better known as OneShoreline. Each city also committed three years of start-up operating funds. With this unified political and financial support, OneShoreline opened its doors five years ago last month. Early on, OneShoreline envisioned a focus on building resilience to future climate conditions. However, current needs in both low-lying and hilly communities quickly caught our attention: flooding caused by today’s atmospheric rivers and new development and infrastructure that lack climate resilience. All these challenges are reflected in OneShoreline’s priorities and activities, ranging from planning and funding multi-jurisdictional projects to land use policy and development guidance to a countywide flood early warning system. Because the need for this work is increasing, we are obliged to also prioritize the securing of stable funding to continue operating long-term and to leverage outside funding for projects. In 2020, 2021, and 2022, OneShoreline received operating funds from cities within the county based on population – seven cities with fewer than 20,000 residents contributed $25,000/year, nine cities with populations between 20,000-60,000 contributed $40,000/year, and four cities with over 60,000 residents contributed $55,000/year. These city contributions totaled nearly $750,000 annually, which was matched by San Mateo County. Through operating efficiencies and acquiring additional funding – including an identical three-year commitment made by the County in late 2024 – OneShoreline is able to extend its operations by an additional six years, through December 2028. Most of the additional funding OneShoreline has secured, which thus far totals over $30 million, and most of the potential funding from the recently passed Proposition 4 (“Climate Bond”), require a local match and are allocated for planning and capital projects rather than ongoing operations. Thus, a OneShoreline Board committee is exploring approaches, including a ballot measure, for long-term reliable funding to leverage and match outside funding and sustain operations. While we evaluate these funding approaches, to ensure that OneShoreline continues to make progress and meets its obligations through the end of this decade, we request that beginning in Fiscal Year 2025-26, all cities provide three years of funding at the same level as previous commitments, which would match the recent County commitment. We appreciate the challenges you face in your budgeting process, and we are clear-eyed about the challenges we all face in confronting climate change. OneShoreline’s CEO recently discussed our activities and this request with the City Managers Association and the C/CAG Board, and he would be pleased to make a presentation this spring to your City Council. Likewise, OneShoreline Board members are available to discuss this as you develop your FY2025-26 budget. Thank you for your consideration of this request. Debbie Ruddock Lisa Gauthier Len Materman Chair, OneShoreline Board Vice Chair, OneShoreline Board CEO, OneShoreline Vice Mayor, Half Moon Bay Supervisor, San Mateo County cc: San Carlos City Council
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CITY OF SAN CARLOS FY 2025-27 BUDGET
BASE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01413000 Police Services
REQUEST TITLE: San Carlos Flock Safety Expansion
Request Summary
The San Carlos Police Bureau of the San Mateo County Sheriff’s Office (“Sheriff’s Office”), is requesting funding for six additional Flock Safety automated license plate readers (ALPR) to enhance coverage throughout the city. The total addition cost would be $39,900 over the two-year contract.
Factors Driving the Request for Change
Over the past two years, the city’s Flock Safety ALPR readers have been fully operational. During this time, patrol deputies and detectives have utilized the data to solve criminal investigations, which included stolen vehicles, organized retail theft, property crimes, and violent offenses. Staff have also recommended new locations where additional ALPR units could enhance investigations. These areas include El Camino Real, Old County Road. and Industrial Road. If approved, the proposal would improve the city's ALPR coverage, especially in the El Camino Real corridor and east side.. Better coverage will generate more investigative leads, potentially resulting in more successful investigations being solved and increased clearance rates. All ALPR successes are tracked in the crime reporting system. In the last fiscal year, there were 28 investigations in which the ALPR proved crucial for solving criminal cases. With an increase in ALPR use, we could demonstrate a rise in successful investigations. As part of the Sheriff’s Office strategic plan, 75 Flock Safety ALPRs were added to unincorporated areas including North Fair Oaks, Emerald Hills, and the North and South Coast. Seeking additional ALPRs in our contract city of San Carlos would align with our plan to provide increased coverage to the communities we serve. Since San Carlos contracted with Flock Safety in 2022, the surrounding cities of Redwood City and Belmont have also partnered with Flock Safety. Collaborating with the Belmont Police Department and Redwood City Police Department, along with input from our deputies assigned to San Carlos, these additional six ALPRs would be strategically placed to ensure maximum coverage throughout the city.
Alternatives
If cost is a concern, the number of cameras could be reduced to four.
Cost Summary
The cost for six additional ALPRs would increase the Flock Safety contract by $39,900. There are no off-setting revenues or cost savings associated with this project. However, since ALPR data is utilized in nearly every case, cost savings could be viewed as a reduction in the staff time (overtime) spent identifying suspect vehicles.
Line Item Description Org Number Object Code FY25-26 Amt FY26-27 AmtOperating Expense (list detail description below)Additional cameras 01413000 520320 22,000.00 19,000.00 Total Operating Costs 22,000.00 19,000.00Use of Trust Fund Savings (22,000.00) (19,000.00)Net Operating Costs -$ -$ Priority
Tracking
Department
Priority 1
City Manager
Approved Y
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CITY OF SAN CARLOS FY 2025-27 BUDGET
BASE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01511000 PW Engineering
REQUEST TITLE: Reclass Full-Time Public Works Inspector Position with New Civil Engineering Assistant Position
Request Summary
To ensure successful delivery of the City’s Capital Improvement Program (CIP) projects by the Engineering Division, Public Works requests reclassification of a full-time Public Works Inspector position to a full-time Civil Engineering Assistant position, effective fiscal year (FY) 2025-26. This change is necessary to meet increasing project demands while maintaining high-quality oversight and public engagement.
Factors Driving the Request for Change
The decision to reclassify this position is based on operational needs, recruitment challenges, and project delivery demands—not a reduction in staffing or a shift away from inspection services.
1.Recruitment Challenges: The City has made two unsuccessful attempts to recruit a qualified Public Works Inspector over the past year. The market for experienced Public Works Inspectors is highly competitive, making it difficult to find candidates with both technical expertise and strong public engagement skills.
2.Effective Use of Contract Inspectors: Over the past year, Public Works has successfully utilized contract inspectors assigned to specific CIP projects. This approach provides greater flexibility, ensuring that each project receives specialized inspection services tailored to its needs while addressing resident concerns effectively. Examples include:
•Pavement Rehabilitation Projects – Contract inspectors not only oversee paving operations but ensure quality control. This includes monitoring asphalt placement, compaction, and joint construction, coordinating with materials testing firms for field density testing and lab analysis, and verifying compliance with smoothness, thickness, and temperature requirements per the specifications.
•Sewer Rehabilitation and Replacement Projects – Contract inspectors ensure that pipeline installations, trenchless rehabilitation (e.g., cured-in-place pipe), and manhole replacements meet engineering and environmental standards. They oversee trench safety, verify proper bedding and compaction, confirm pipe slope and alignment, and coordinate pressure testing. Additionally, they ensure compliance with NPDES requirements to prevent illicit discharges into storm drains.
Additionally, relying on contract inspectors allows Public Works to scale staffing based on workload demands because they are only needed during the construction season for the CIP.
3.Expanding Workload and Project Complexity: The City's CIP budget is the largest in its history, with a significant focus on street rehabilitation, underground utilities, traffic infrastructure, and safety improvements. Managing these projects requires additional engineering capacity to oversee technical aspects, coordinate with stakeholders, and respond to public inquiries.
4.Supporting Workforce Development and Retention: Reclassifying this position allows for an internal career path and growth opportunity for staff within the Department. The City values its employees and recognizes that promoting internal development strengthens institutional knowledge and workforce stability.
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
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FY 2025-27 Budget Expense Amendment Page 2 of 2
5.Maintaining Capacity for Future Needs: While this adjustment is necessary to meet current demands, the City remains open to revisiting the need for an in-house Public Works Inspector in the future, if workload and recruitment conditions change. In the meantime, the use of contract inspectors ensures continuous inspection coverage for all projects.
Alternatives
An alternative would be to continue recruiting a qualified inspector and to contract certain capital improvement projects to on-call engineering consultants to support staff. However, this alternative would not provide the benefits of promoting in-house talent or retaining valuable institutional knowledge.
Cost Summary
The cost of the new Civil Engineering Assistant is mostly offset by the savings of the Public Works Inspector position. Total FY 2025-26 and 2026-27 costs, including salary and benefits, would be $14,800 and $15,100 respectively.
Line Item Description Org Number Object Code FY25-26 Amt FY26-27 Amt Operating Expense (list detail description below)
Civil Engineering Assistant Salary/Benefits01151000 511000:51299 228,300.00 236,800.00 Total Operating Costs 228,300.00$ 236,800.00$
Public Works Inspector Salary/Benefit 01151000 511000:51299 (213,500.00) (221,700.00) Net Operating Costs 14,800.00$ 15,100.00$
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CITY OF SAN CARLOS FY 2025-27 BUDGET
BASE BUDGET EXPENSE AMENDMENT
PROGRAM CHANGE FORM
PROGRAM: 01731000 & 01741000
REQUEST TITLE: New Recreation Supervisor to Oversee Youth Development and Youth and Adult Athletics Divisions
Request Summary
The Parks and Recreation Department requests the addition of a full-time Recreation Supervisor to oversee two divisions: Youth Development and Athletics. In recent years, there has been greater demand for more recreation programs, specifically geared towards youth and athletics. Staff workloads have significantly increased in the areas of staff and participant management, ensuring safe environments, quality programs and services, and community engagement.
Factors Driving the Request for Change
As the demand for more recreation programs grows, the Parks and Recreation Department has experienced a greater demand for year-round management of part-time staff, including hiring, training, on-going supervision, guidance, and development. The complexity of programs has increased, offering ongoing youth mental health initiatives and support.
The Recreation Manager position that supervises the Youth Development and Athletics divisions has less time to focus on departmentwide management needs.
94% of residents in the 2023 Community Satisfaction Survey expressed a high level of satisfaction with recreation services, including events and programs for youth. In order to maintain this high level of satisfaction within the community, additional support of staff and programs is needed (Community Satisfaction Survey, page 15).
From 2021 to 2023, holding special community events and providing recreation programs for youth exhibited statistically significant increases of importance from residents (Community Satisfaction Survey, page 13).
82% of residents responded either “extremely important” or “very important” to providing parks, sports fields and recreation facilities in the community. These two divisions oversee the operations of the Youth Center facility and programming on all City and School District fields. Special Community Events and Active Adults divisions within Parks and Recreation each have a dedicated Recreation Supervisor, indicating a structural gap in the Parks and Recreation Department organizational chart.
From FY 2021-22 to FY 2023-24, program revenue in Youth Development more than doubled, signifying the expansion of youth programs and participation. Without additional supervisory support, there is a concern for staff burnout due to increased work loads and responsibilities.
Alternatives
The alternative to this request is not to approve the new Recreation Supervisor position for this year and look to fund the new position next fiscal year. This would result in the need for staff to reduce the current program offerings in order to balance workloads. Reduced programs may include citywide trainings, expanded Youth Advisory Council programs and events, Youth Center drop-in events, and youth basketball and flag football leagues.
Cost Summary
The fully allocated cost of a full-time Recreation Supervisor for FY 2025-26 is $225,000.
Priority
Tracking
Department
Priority 1
City Manager
Approved Y
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FY 2025-27 Base Budget Expense Amendment Page 2 of 2
Staff proposes reductions in part-time salaries and professional services totaling $55,000 to partially offset the cost of a Recreation Supervisor.
In FY 2022-23, the Parks and Recreation Department achieved 121.9% of revenue projections, which equated to an additional $545,317 of revenue for that particular year. In FY 2023-24, the Parks and Recreation Department hit 112.4% of revenue projections, which equated to an additional $348,419 of revenue for that particular year. Projected revenue for FY 2024-25 is expected to surpass the current revised budget by at least $300,000.
Line Item Description Org NumberObject Code FY25-26 Amt FY26-27 Amt Operating Expense (list detail description below)
FT Recreation Supervisor 01731000 511* 225,000.00 233,600.00 Total Operating Costs 225,000.00$ 233,600.00$
Reduction of YD PT Salaries 01731000 511020 (20,000.00) (20,000.00) Reduction of YD Prof Services 01731000 520320 (20,000.00) (20,000.00) Reduction of Comm Events PT Salaries01791000 511020 (15,000.00) (15,000.00) Net Operating Costs 170,000.00$ 178,600.00$
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CITY COUNCIL
STAFF REPORT
MEETING DATE: April 29, 2025
ITEM TITLE: Receive a Presentation and Provide Direction on the Recommended Capital Improvement Program for the Fiscal Years 2025-30.
RECOMMENDATION:
Staff recommend that the City Council review staff recommendations for the fiscal years (FY) 2025-30 Capital Improvement Program (CIP) Budget and provide policy direction with respect to the preparation of a capital budget document for consideration at the June 9, 2025 City Council meeting.
FISCAL IMPLICATIONS:
The proposed FY 2025-30 CIP is funded with capital project funds, as outlined in the CIP Fund Summary (Attachment 1). If approved by the City Council, the CIP will draw against capital fund balances throughout the duration of the projects. The total proposed CIP budget will fund the following project categories over the next five years.
Project Category
Wastewater
Fund Gas Tax Fund General Capital
Fund
Child Care
Fund Parks in Lieu Housing Funds
Sewage Improvements and
Replacements 60,025,000$
Storm Drainage System 5,150,000$
Street Improvements 42,140,000$ 2,241,000$
Safe Routes to School 7,400,000$
Traffic and Transit 18,338,083$
Parks and Recreation (350,000)$ 1,600,000$
Planning 16,489,900$
Facilities and Technology 3,208,200$
Child Care 8,000,000$
Housing
TOTAL 60,025,000$ 42,140,000$ 52,477,183$ 8,000,000$ 1,600,000$ -$ PROJECTED SPENDING OVER NEXT FIVE YEARS (FY 2025 - FY 2030) In addition to the direct funding received into the capital funds, the recommended CIP Budget includes transfers from various funds. The transfers include the closure of the Parking in Lieu Fund and the closure of the Library Improvement Fund. The Parking In Lieu Fund has been combined with the General Capital Fund and any future revenue will be restricted for parking projects. The Library Improvement Fund will be closed following the payoff of the Library General Obligation Bonds in FY 2024-25 and any future revenue will be restricted for library building maintenance or improvement projects.
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BACKGROUND:
A study session to review the City’s five-year capital budget recommendations, which are listed in the CIP Budget Detail Schedule (Attachment 2), is typically held before final adoption of the budget.
Sections 65400, 65401, and 65403 of the State Planning and Zoning Code require annual planning commission review of public works projects planned for the next fiscal year to determine conformity with the adopted General Plan. The City’s Planning and Transportation Commission will review the Capital Improvement Program Budget at its June 2nd meeting to see if the proposed capital projects are in conformance with the goals, policies, and actions contained within the General Plan.
ANALYSIS:
THE CAPITAL BUDGET
The proposed FY 2025-30 Capital Improvement Program Appropriations Budget is provided in Attachments 1 and 2. Below is a summary highlighting the status of current projects that include recommended changes since the FY 2024-25 adopted budget update, and background of newly proposed projects grouped by fund and by category.
Wastewater Fund 06:
The Wastewater Fund is the City’s only Enterprise Fund. An Enterprise Fund is used to account for operations that are financed and operated like a private business enterprise. The Wastewater Fund, therefore, has the rates and fees necessary to fund the sewage treatment, transmission, major capital replacements and improvements to the sewer system. Over the next five years, staff propose an investment of $60.0 million in the City’s wastewater system.
Staff request continued and additional funding for the following previously approved projects:
Shoreway Road Sewer Main Relocation Project (C2303). $605,000 was previously appropriated in FY 2023-24 for this project for planning and design for the relocation of the sewer main. The existing main is sagging and is at risk of overflows and backups, and continued repair and rehabilitation is no longer an option. Staff propose funding of $3 million in FY 2025-26 for the construction phase of the sewer main relocation to the street
Capacity Improvements Project (C2305). $9.5 million in funding for FY 2025-28 was previously requested for improvements needed to address capacity deficiencies through upsizing or adding sewer mains, and to accommodate and convey peak wet weather flows without causing sanitary sewer overflows during a storm. Staff recommend reducing funding requested in FY 2025-26 from $4.5 million to $2 million, mainly due to a delay in the receipt of connection fees from development projects and to open up funding opportunities for other needed new projects in FY2025-26. This request also adds $2 million to $1.5 million that was previously requested for FY 2027-28, $2.5 million to FY 2028-29, and $1 million to FY 2029-30.
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The following new Wastewater Fund capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
Replacement of Combination Sewer Truck (C2501). The current Vactor 2100 Plus is over 13 years old with nearly 9,000 hours of operation (equivalent to approximately 360,000 miles) and has become increasingly prone to breakdowns. Staff propose funding of $900,000 in FY 2025-26 to purchase a new combination sewer truck that will provide more reliable and consistent performance, minimize service interruptions, lower operational costs, reduce downtime, and improve overall service efficiency. Upgrade Existing SCADA Hardware at all Sewer and Storm Pump Stations (C2502).
Staff propose funding of $450,000 in FY 2025-26 to replace the current Supervisory Control and Data Acquisition (SCADA) hardware which is outdated and no longer supported by manufacturers, leaving it vulnerable to security risks. An updated system will ensure continuous communication with pump stations, reducing the risk of costly sewer spills and flooding.
Wastewater Rate and Capacity Charge Study (C2503). $100,000 is being requested in FY 2025-26 for a wastewater rate study to evaluate the current operating costs, evaluate the upcoming capital cost impacts, and develop sewer rate recommendations to ensure long-term financial sustainability of the City’s sewer fund and system. The last rate study completed in 2024 set rates for FY 2024-25, FY 2025-26, and FY 2026-27.
Gas Tax Fund 16
The Gas Tax Fund is used to account for revenue received and expended under the State of California, Street and Highways Code Sections 2106, 2107, and 2107.5. The revenues received must be expended for maintenance and construction related to streets.
SB 1. In April 2017, the Governor signed into law the Road Repair and Accountability Act of 2017 (Senate Bill “SB” 1). SB 1 provides $5.2 billion annually statewide and is a significant investment in California’s transportation infrastructure. The law provides approximately $800,000 for the City’s local streets and roads. This revenue has been incorporated into the five-year capital project proposal. Total Local Street Rehabilitation (LSR) revenues are projected at $1.68 million in FY 2025-26 and $1.73 million in FY 2026-27.
Measure A/K. Measure A was passed originally in 1988 and then extended by voters in 2017 as Measure K (to 2043) to improve transit and relieve traffic congestion and includes funds for local community shuttle services, railroad/street grade separations, and a major infusion of tax dollars for pedestrian and bicycle projects and some operating funds that can be channeled to Caltrans.
Measure W. Measure W was passed in 2018, and went into effect in July 2019, approving a half- cent sales tax to provide the county with additional resources to improve transit and relieve traffic congestion. This tax measure is generating funds for a period of 30 years, from July 2019 to June 30, 2048. Measure W contains the Congestion Relief Plan, which establishes five investment categories for these funds: Highway/Interchange; Local Safety/Pothole; Bicycle/Pedestrian; Regional Connections; and Public Transit.
The transfer from Fund 14 (Measure A/K) and Fund 18 (Measure W) into Fund 16 (Gas Tax Fund)
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is recommended to be $2.14 million in FY 2025-26 and $1.74 million in FY 2026-27.
To raise the streets’ pavement condition index (PCI) from 57 to 65 in the next five years, staff recommend an investment in the street resurfacing project of $39.5 million over the next five years. This includes funding from the General Capital Fund in the amount of $3.28 million in FY 2025-26 and $2.85 million in FY 2026-27 and FY 2027-28.
Staff propose continued and additional funding where applicable for the following previously approved programs:
Annual Street Resurfacing Project (C9416). $8.5 million was previously appropriated for this project in FY 2024-25. Over the next five years, staff propose an investment of $39.5 million which includes $2.85 million in funding from the Facility/Infrastructure Reserve. Timely and regular maintenance and rehabilitation will prevent costly reconstruction, and spending at this level will raise the PCI from its current level of 57 “at risk” to a level of 65, or “fair” condition, over the next five years. To achieve this, approximately 17% of City streets will be under construction per fiscal year or 80% of the City’s total streets over the five-year period.
Annual Sidewalk Replacement/Reconstruction (C9465). $180,000 was originally requested in FY 2025-26 and FY 2026-27. Staff proposed additional funding of $120,000 in both fiscal years and $180,000 in each of the following three years. The City performs sidewalk repair projects annually and then bills property owners for their cost of the work.
The sidewalk program continues to grow as more property owners are participating and this additional funding will help to clear the current approximate one-year backlog. In addition, this project includes repairs along sidewalk, curb, gutter, and driveway approaches around City-owned buildings and parks.
General Fund Capital Projects Fund 25
The General Fund Capital Projects Fund accounts for general capital improvements and replacements, including building construction, technology, and other infrastructure improvements.
Over the next five-year period, staff propose $52.48 million in infrastructure improvements and one-time projects.
The major sources of revenue for this fund are the franchise fee revenue received from the Shoreway Transfer Station, estimated at $2.68 million in FY 2025-26 and $2.76 million in FY 2026-27 with estimated increases of $80,000 per year in the next three fiscal years; and the Educational Revenue Augmentation Fund (ERAF) rebate, which reflects property taxes previously taken from the City by the state, estimated at $3 million per year.
Staff recommend a transfer of $10.25 million from the General Fund Facility/Infrastructure “Assigned” Reserve balance in FY 2025-26, another $7 million in FY 2026-27, $2 million in FY 2027-28, and $1.5 million in FY 2028-29 and FY 2029-30. The transfers will go towards funding the Downtown Renovation Plan project, the Holly St/101 Interchange and Pedestrian Overcrossing project, storm drain improvements, and various other infrastructure projects.
Staff also propose a transfer of $3.28 million in FY 2025-26 and $2.85 million in both FY 2026-27 and FY 2027-28 from the General Capital Fund to the Gas Tax Fund to help offset the increasing annual street resurfacing costs, and a transfer of $400,000 in FY 2025-26 to the Parks-in-Lieu
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fund to help fund the Parks Master Plan and related improvements.
Completed projects in FY 2024-25:
Guardrail Installation at Torino/Winding Way Intersection (1744) Installation of New Sports Field Lighting at Flanagan and Stadium Fields (C1818) Wheeler Plaza Garage Wayfinding Signage Installation (C2003) Standards of Cover Study (C2110)
Drone Unmanned Aerial Vehicle (UAV) Program (C2111)
2nd Floor Library Remodel (Old Chamber Area Suite 206) (C2202) 447 Hillcrest Wall Replacement (C2203)
Website and Intranet Refreshment (C2217)
Greater East San Carlos Neighborhood Slow Street (C2219) Greenhouse Gas In-Lieu Fee Study (C2220)
Arguello Scoreboard (C2308)
Projects nearing completion in FY 2024-25:
Roof Repairs at Various Buildings (C1721)
GIS Sign Inventory (C1808)
Wheeler Plaza Garage Extra Lighting, Painting and EV Stations (C1904) Storm Water Motor Control Center and Pump Replacements (Holly Street/Old County and Brittan/Old County) (C2108)
Objective Design and Development Standards for Single-Family, Multi-Family and Mixed-Use Residential Projects (C2115)
City Facility Cameras (C2205)
East Side Innovation District Pulgas Creek Watershed Study (C2208) 2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030 (C2311)
OnBase Upgrade (SaaS) (C2314)
Phone System Replacement (C2315)
2nd Floor Library Remodel (Phase II) (C2316)
2nd Floor City Hall Remodel Design (C2317)
Big Canyon Park Landslide Repair (Behind 995 Crestview Drive) (C2318) Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue) (C2319) Big Canyon Park Landslide Repair (Behind 3141-3161 Melendy Drive) (2320) Dartmouth Road Landslide Repair (Between Garden Lane & Northam Ave) (C2321) Industrial Equipment and new vehicle Purchases for Corp Yard (C2323) Landslide Review and Inspection (Geotech Engineer) (C2335) Construct and Install Wooden Planters Over Orange Water Wall Barriers (C2338) AED Installment (C2339)
Highlands Park Snack Shack Repairs (C2406)
Fire Station 16 Replacement (C9823)
The following paragraphs describe proposed projects by general categories.
Storm Drainage System
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Total requested net funding for storm drainage improvements for the five-year plan period is $5.15 million.
The following projects reflect the changes within this category since the FY 2024-25 adopted budget update:
Storm Drain Improvements (C9531). $3.1 million of additional funding was initially requested for this project to further address the drainage issues in San Carlos identified in the 2016 Citywide Storm Drain System Master Plan. However, to free up fund balance for other high priority projects, it is recommended that this funding request be moved to the Unfunded List for now.
Storm Channel Sediment Removal (C9828). $500,000 for each year from FY 2025-26 to FY 2027-28 had previously been requested for this project in the FY 2024-25 adopted budget update. Since there is still significant previously adopted budget available to be spent, staff have proposed moving the requested funding, which included an additional $150,000 for FY 2028-29 and FY 2029-30, to the Unfunded List to free up fund balance for other priority projects. A total of $1.8 million has been added to the Unfunded List.
The following new storm drainage capital project is recommended. Detailed descriptions can be found in the attachments that follow:
Industrial Road Bridge and Culvert Repair (C2514). $100,000 is being requested in FY 2025-26 and $500,000 in FY 2026-27 to repair the culvert located on Industrial Road above Cordilleras Creek in accordance with recommendations from Caltrans who inspects the bridge and culvert annually and provide recommendations for general upkeep and maintenance.
The following new storm drainage project was proposed but not recommended at this time and has been added to the Unfunded List:
Pulgas Creek Watershed Native Planting Pilot project. The project involves installing and replacing native plants, treating topsoil, irrigation, and monitoring runoff in the Pulgas Creek Watershed region of San Carlos at Big Canyon Park. The replacement and planting of native plants would help stabilize the soil through natural means and lessen the effects of erosion and soil transportation to further points downstream in the watershed. This project is expected to cost $500,000 and take one year to complete.
Streets and Sidewalks
Total requested net funding in the Streets and Sidewalks category for the five-year plan period is $2.24 million.
In addition to the street and sidewalk projects in the Gas Tax Fund, staff proposed the following changes for previously approved street and sidewalk projects paid from the General Capital Fund:
San Carlos Avenue Asphalt Pathway Replacement (Alameda de las Pulgas to Cordilleras Ave) (C1722). $1.3 million was previously appropriated for this project. In
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September 2024, the City applied for San Mateo County Transit Authority (SMCTA) Cycle 7 Pedestrian and Bicycle Grant funding in the amount of $2 million for this project and C2106 (Brittan Avenue Sidewalk Improvements) and received notification of approval in December 2024. Staff recommend applying $500,000 of the grant to this project in FY 2025-26.
ECR/Rail Corridor Tree Planting and Irrigation Installation (C1746). $610,000 was previously appropriated to plant new street trees and install irrigation from Arroyo Avenue to the southern City limits. It is partially funded by $150,000 received as part of the San Mateo Transit Village development project. Staff recommend moving the remaining budget balance ($434,000) to the Unfunded List as the project is on hold pending final tree selection and the Grande Boulevard Initiative vision.
Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Drive) (C2106). $2,025,000 was appropriated previously for this project to improve safety for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue. $2 million of Traffic Impact Fee funding was also approved to offset the costs. Staff request an additional $975,000 in appropriations in FY 2025-26 for the next stage of the project and also recommending reducing Traffic Impact Fee funding by $500,000 to a total of $1.5 million funded in FY 2025-26 with the remaining project expenditures offset by the remaining $1.5 million of San Mateo County Transit Authority (SMCTA) Cycle 7 Pedestrian and Bicycle Grant funding, also in FY 2025-26.
Tree Well Replacement on Industrial Road (C2212). $400,000 was previously appropriated for this project to expand 17 tree wells along Industrial Road, from Taylor Way to Holly Street, to accommodate new trees, and to construct a new irrigation system for the trees. Of the total costs, $27,000 has been paid as part of the development agreement at 405 Industrial to offset the costs of the trees and planting.
San Carlos Avenue Pedestrian Safety Improvement Phase IV (C2325). $1.2 million in appropriations and $1.15 million in Traffic Impact Fee funding for this project was previously approved. Staff recommend pushing out the appropriation and funding, at the same level, to FY 2028-29, since Phase III of the project is still underway, and this timing more closely aligns with projected inflow of Traffic Impact Fees related to developments.
Safe Routes to School
Total requested net funding in the Safe Routes to School category for the five-year plan period is $7.4 million.
For the budget study session, projects related to the Safe Routes to School plan have been categorized separately from other Streets and Sidewalks projects. Amounts requested for the different projects have been staggered across the CIP plan period to align with funding availability.
The following new Safe Routes to School projects are recommended. Detailed descriptions can be found in the attachments that follow:
Traffic Safe Routes to School & Pavement Project - Clifford Street (C2508). Staff
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request $100,000 in FY 2026-27 and $300,000 in FY 2027-28 to design and construct Safe Routes to School improvements and perform pavement rehabilitation along Clifford Street, which serves Clifford School. Improvements include American with Disabilities Act compliant curb extensions with ramps, high visibility crosswalks, raised crosswalk and rectangular rapid flashing beacons. Grant funding will be sourced where possible.
Safe Routes to School Improvements near Tierra Linda & Mariposa Schools (C2509). $200,000 is requested for FY 2025-26 to construct Safe Routes to School improvements around the Mariposa, Tierra Linda, and San Carlos schools campuses. The improvements on the roadway will provide safer routes for pedestrians and cyclists while alleviating vehicular congestion.
Safe Routes to School Improvements near Brittan Acres and Heather (C2510). Staff request $300,000 for FY 2028-29 and $800,000 for FY 2029-30 to make improvements around Brittan Acres Elementary School to include installation of two radar feedback signs on Melendy Drive and refreshing crosswalk striping and extending sidewalks along Cordilleras Avenue between San Carlos Avenue and Carmelita Drive.
Safe Routes to School Improvements near Arundel (C2511). $250,000 is requested for FY 2028-29 and $1.2 million for FY 2029-30 to design and construct the closure sidewalk gaps along Phelps Road from San Carlos Avenue to Palm Avenue towards Arundel Elementary School. The improvements on Phelps Road are identified in the Safe Routes to School Plan due to the close proximity to the school. The project encourages use of pedestrian pathways.
Complete Streets & Corridor Studies (C2512). Staff request $350,000 in FY 2027-28 and $400,000 in FY 2029-30 to fund various complete streets studies along major corridors throughout the city to identify opportunities for improvements that would make it safer and more accessible for all users. The corridors and major streets to be evaluated in order of prioritization are: Crestview Drive, Brittan Avenue (including Big Canyon Midblock Crossing), Arroyo Avenue, Cedar Street, and Alameda de las Pulgas.
Traffic and Transit
Total requested net funding in the Traffic and Transit category for the five-year plan period is $18.34 million.
Staff request the following changes to previously approved projects within this category:
Holly St/US 101 Interchange Modifications (C9459). This project to re-configure the Holly St/US 101 interchange has been on hold for a number of years due to funding issues.
While staff have explored renewed grant funding opportunities, the community has expressed the desire to explore near-term options that can be implemented prior to the longer-term scope of interchange modification and pedestrian/bicycle overcrossing construction. Staff request $5 million in FY 2025-26 and $5 million in FY 2026-27 as matching funds for three grants the City is currently pursuing, two through the San Mateo County Transportation Authority (SMCTA) and one directly with the US Department of Transportation (USDOT) – Safe Streets for All (SS4A) grant. All grants require local
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matching which is currently estimated to be $10 million.
Brittan Ave Widening at Industrial Road (C9461). $846,000 in appropriations and $300,000 in Traffic Impact Fee funding was previously approved for this project. Staff recommend moving the remaining budget of $497,000 to the unfunded due to pending right-of-way issues.
Four Corners Traffic Improvements (C9838). $250,000 was previously appropriated for this project, with $250,000 requested for FY 2025-26 for further design work and $1.75 million in FY 27-28 for construction. Delays have been experienced due to the project’s inherent complexity involving multiple agencies. Staff determined that the initial requested $250,000 for FY 2025-26 for further design work will not be needed as Belmont will be able to complete the design requirement without additional funding. Staff also recommend moving the $1.75 million of aforementioned funding anticipated construction funding to the Unfunded List until such time as the project is ready to begin.
Brittan Ave & Alameda de las Pulgas Widening (C1803). $1.1 million was previously appropriated for this project to design and construct a separate northbound right turn lane on Alameda de las Pulgas, as well as conduct a feasibility study of an additional, dedicated left turn pocket to east and westbound Brittan Avenue at the existing signal. A commensurate $100,000 of Traffic Impact Fee funds was also approved to offset the project costs. Staff now recommend moving the project to the Unfunded List and removing the Traffic Impact Fee funding due to pending right-of-way acquisition opportunities.
Traffic Circle and Midblock Crossing (Alameda de las Pulgas (ADLP), Industrial, Crestview, and Morse) (C1807). $2,755,000 was appropriated previously, with an additional $51,000 appropriated at the April 14, 2025 City Council meeting, to fund various traffic calming improvements throughout the city to address community safety concerns.
Staff recommend $650,000 in additional funds for FY 2025-26 for design and construction of a high visibility crosswalk and a rectangular rapid flashing beacon system at the intersection of Industrial Road and Tanklage Road.
Pilot Roundabout at Crestview and Edmonds (C2402). $316,000 was previously appropriated for this project to fund a traffic calming pilot improvement at the intersection of Crestview Drive and Edmonds Road to address community safety concerns. Staff request $250,000 in FY 2025-26 to study the pilot improvements in preparation for potential permanent improvements. An additional $150,000 in FY 2027-28 and $450,000 in FY 2028-29 was originally requested but, since the need for this funding is dependent on the outcome of the pilot improvement study, this was moved to the Unfunded List and will be brought back to the Council at a later date as appropriate.
Traffic Signal Masterplan Implementation (C2405). $250,000 was previously appropriated for this project, with an additional $150,000 appropriated at the February 24, 2025 City Council meeting, to begin implementing the Traffic Signal Master Plan approved by City Council in April 2024. Staff request $450,000 in FY 2025-26, $500,000 in both FY 2026-27 and FY 2027-28, and $600,000 in FY 2028-29 and FY 2029-30, totaling $2.65
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million, to continue implementing the different phases of the project.
The following new Traffic and Transit projects are recommended. Detailed descriptions can be found in the attachments that follow:
Traffic Studies & Pilot Improvements (C2504). $500,000 is requested per year for the five-year CIP plan period, totaling $2.5 million, to fund various traffic improvements throughout the city. The project covers staff support for addressing community concerns more efficiently, intersection all way stop control and safety analyses, speed surveys, neighborhood cut-through studies, traffic signal operations concerns and traffic studies & policies. It will also include initial, quick-build, or pilot improvements arising from elevated community concerns before improvements are enhanced with a larger project.
Traffic Technology & Funding Development (C2505). $450,000 is requested for FY 2025-26 and $250,000 per year for the remaining five-year CIP plan period, totaling $1.45 million, to fund various traffic software platforms (including Synchro suite, Nearmaps, and AutoTURN) and support traffic maintenance and repair projects citywide. The project will support assessing, evaluating and implementing improvements throughout the city to address community traffic and safety concerns, and also support traffic equipment repairs and upgrades on an as-needed basis.
Traffic Signal Fiber Project (C2506). $250,000 is requested for this project for FY 2026- 27, $1.25 million in FY 2027-28, $65,000 in FY 2028-29 and $320,000 in FY 2029-30, totaling $1,885,000 over the five-year CIP plan period. Following on from the approval of the Traffic Signal Master Plan in April 2024, this project will execute traffic signal fiber projects in multiple phases as part of that plan and will upgrade the City’s 24 signalized intersections to utilize available technology, improve operations and reduce traffic congestion.
Traffic Impact Fee (TIF) Study and Update (C2507). $150,000 is requested in FY 2025- 26 to re-evaluate the City’s Traffic Impact Fee. The last study was conducted in 2020 under the 2009 General Plan. Since then, the City has approved a General Plan Reset initiating the need for a new nexus study and updating the Traffic Impact Fee structure.
The following new Traffic and Transit project was proposed but is not recommended at this time due to funding limitations. It has been added to the Unfunded List. Data Management Updates. This upgrade project would support the building and maintenance of the City's infrastructure database. Upgrades help the development of strategies to determine cost-effective approaches to asset management. The project explores more efficient processes between service requests, maintenance actions, and infrastructure inventory. This project is expected to cost $1.3 million over a five-year period.
Parks & Recreation
Total requested net funding in the Park and Recreation category for the five-year plan period is $350,000. The project below represents the only change in funding to existing projects. No new
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projects were submitted in this category.
Madsen Scorebooth at Burton Park. $450,000 was previously appropriated for this project to refurbish the existing scorebooth at Madsen Field in Burton Park with $25,000 of the costs funded by the Parks and Recreation Foundation. The total costs for this project are being modified as the structure will be part of the Parks Master Plan currently underway. Therefore, staff recommend moving $350,000 to the Unfunded List and removing the Parks and Recreation Foundation contribution. The remaining budget of $100,000 will be retained for general repair work.
Planning
Total requested net funding in the Planning category for the five-year plan period is $16.49 million.
Staff request the following changes to previously approved projects within this category:
Downtown Planning Initiative (C2105). $1,445,000 was previously appropriated for this project to involve the broader community to develop a plan to understand and ensure the City’s downtown meets the needs of the community and businesses now and into the future. Staff request an additional $69,900 for FY 2025-26 for an additional six months of work to complete this project. A grant for $120,000 has been obtained, due to be received in FY 2025-26, which will offset part of the project costs.
Comprehensive East Side Master Streetscape Plan (C2207). $200,000 was previously appropriated for this project. An additional $150,000 was requested for FY 2025-26 to extend the scope of work, however staff recommend moving it to the Unfunded List as there are funding limitations at this time.
East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment (C2209). $30,000 was previously appropriated for this project for consultants to update the Zoning Code. Staff recommend moving this to the Unfunded List until other plans currently in process have been completed.
Downtown Renovation Plan Design/Implementation (C2215). $3.5 million was previously appropriated for this project for the conceptual planning, design, and construction of various improvements downtown, with a commensurate amount from developer contributions to offset the initial project costs. Following recent continued discussions and projections in the timing of development contributions, staff now recommend moving the $3.5 million in developer contributions out to FY 2029-30 and increasing it to a total of $10 million. Staff also request $6.25 million in additional funding for FY 2025-26 which, combined with the existing approved funding, will fund the design and construction of Harrington Park and an election campaign consultant. Further funding of $2,421,000 and $7,829,000 in FY 2028-29 and FY 2029-30, respectively, is also requested to fund future downtown project phases, rounding out the total five-year plan funding requests at $16.5 million.
General Plan Open Space Element Update (C2324). $300,000 was previously appropriated for this project with 100% of the funding coming from the General Plan
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Update reserve. Staff have determined that this work will be covered by the Parks Master Plan. Since the projects are duplicative, it is recommended that this project be cancelled.
The following new Planning capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
Climate Mitigation and Adaptation Plan Update (C2516). Staff request $250,000 in FY 2025-26 for this project to update the City’s Climate Mitigation and Adaptation Plan (CMAP) following initiation of the General Plan Reset project to update the development projections to the year 2045. Per the required Environmental Impact Report (EIR), significant impacts to the City's greenhouse gas (GHG) emissions under the projected development are anticipated. As a mitigation measure, the City is required to update its CMAP.
Facilities, Technology, and Equipment
Total requested net funding in the Facilities, Technology and Equipment category for the five-year plan period is $3.21 million.
Staff request the following changes to previously approved projects within this category:
Installation of New EV Stations in Public Parking Lots (Downtown) (C2336). $200,000 was previously appropriated for this project. to install new electric vehicle (EV) chargers in various public parking and downtown locations. Staff request $658,131 in additional funding over FY 2025-26 and FY 2026-27, to install 18 chargers. Two grants have been awarded which will offset $658,000 in costs - $523,200 from the Metropolitan Transportation Commission (MTC) and $135,000 from Peninsula Clean Energy.
Agenda Management Software Replacement (C2415). $150,000 in funding was previously requested for FY 2025-26 to replace the existing OneMeeting agenda and meeting management system. Staff recommend moving this funding out to FY 2027-28 to give more time to identify a suitable replacement.
Filing Cabinet System (C2310). The $200,000 in previously appropriated funds for this project to replace Finance and City Clerk filing cabinets is recommended to be moved to the Unfunded List to release funding for higher priority projects.
The following new Facilities, Technology and Equipment capital projects are recommended. Detailed descriptions can be found in the attachments that follow:
City Hall Roof Replacement (C2513). Staff request $450,000 in funding for FY 2026-27 for this project to replace the City Hall roof which has surpassed its expected lifespan and not undergone renovations in over 30 years. This project will be partially funded by $107,225 from the Building and Maintenance reserve.
Adult Community Center Kitchen Remodel Design (C2515). Staff request $200,000 in FY 2025-26 for this project to remodel the kitchen at the Adult Community Center. The costs will be fully offset by the Parks and Recreation Donation reserve.
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The following new Facilities, Technology and Equipment capital project was proposed but staff now recommend it be added to the Unfunded List. Detailed descriptions can be found in the attachments that follow:
Planning and Installation of New EV Stations in Public Parking Spaces. This project is consistent with the Council's strategic goals to promote Climate Change Mitigation, Adaptation, and Resilience and the goal is to install more electric chargers throughout the city over and above the 10 that already exist and the additional 18 chargers that will be installed downtown through project C2336. Estimated cost is approximately $100,000 per year to prepare for California’s law requiring all new cars sold to be electric vehicles (EVs) by 2035. Since there is already a project underway, this project has not been recommended in the proposed CIP.
Child Care Development Fund 26
The Child Care Fund accounts for development fees collected and used to finance new childcare facility development and childcare space.
Total requested net funding in this category for the five-year plan period is $8 million.
Staff request the following changes to previously approved projects:
New Child Care Facility Development (C2326). $5 million in funding in FY 2025-26 was previously requested as a placeholder to develop new childcare space in the City.
Staff recommend moving this funding out to FY 2029-30 based on the estimated timing of development revenues to fund these improvements.
Child Care Space Reimbursement (C2327). $1 million in funding was previously appropriated and $1 million requested for both FY 2025-26 and FY 2026-27 for this project to reimburse applicants who choose to meet the Childcare Impact Fee requirement by building child care onsite, rather than by paying the fee, and who oversize the child care space provided relative to the value of the impact fee. Staff recommend removing the originally appropriated $1 million of funding and moving out the $1 million from the two latter years to FY 2028-29 and FY 2029-30. This also better aligns with the estimated timing of development payments.
Family and Commercial Daycare Grant Program (C2333). $250,000 was previously appropriated in FY 2024-25 for this project to make childcare impact fee revenue available as grants to at-home and commercial day care providers to increase service capacity to accommodate more children. An additional $250,000 was appropriated during FY 2024-25 to increase the dollar amount of grants available to applicants. Staff also request funding of $250,000 in each of the four years from FY 2025-26 to 2028-29 to continue this program.
Park-in-Lieu Fund 27
The Park-in-Lieu Fund accounts for development fees collected and used to finance the acquisition, construction and major improvement of City parks.
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The total requested net funding in this fund for the five-year plan period is $1.6 million.
Completed projects in FY 2024-25:
Chilton Park Improvements (C1905)
Staff request the following changes to previously approved Park-in-Lieu Fund projects:
Parks Master Plan (C2329). $650,000 was previously appropriated for this project. Staff recommend moving out $200,000 from this appropriation to FY 2025-26 to better align with the project timelines. In addition, staff recommend applying $150,000 of the General Plan Impact Fees to finance this project.
Chilton Park Pathway Modifications (C2417). This project had $150,000 previously appropriated to repair cracks in the pathway at the park. Due to competing funding requests of other high priority projects, staff recommend moving the existing funding out to FY 2026-27.
Burton and Harrington Park Maintenance (C2204). $200,000 was previously appropriated for this project which included replacing the turf at two enclosed playground areas at Burton Park. The project has been put on hold until completion of the Parks Master Plan and therefore, staff recommend moving this project to the Unfunded List.
Laureola Park Improvements (C1732). $600,000 was previously appropriated for this project to make various improvements to Laureola Park to enhance the safety and enjoyment of this community park. 100% of the project costs were approved to be covered by community benefits provided by the Transit Village development. Since the project has not progressed for a number of years and is pending the outcome of the Parks Master Plan, staff recommend placing this project on the Unfunded List.
The following new Park-in-Lieu capital project is recommended. Detailed descriptions can be found in the attachments that follow:
Parks Master Plan Improvements (C2517). Staff request $500,000 in both FY 2027-28 and FY 2028-29 for this project that will include the initial project design for improvements identified through the Parks Master Plan, which is scheduled to be adopted by the Council by the end of 2025. Staff expect $25,000 funding from the Parks and Recreation Foundation towards the costs of this project in both FY 2027-28 and FY 2028-29.
The following new Park-in-Lieu Fund capital project was proposed but is not being recommended at this time due to funding constraints:
North Crestview Park Design and Construction. Staff recommend placing this new project that will include the initial project design of recommended improvements to North Crestview Park, as identified in the master planning process, on the Unfunded List for now due to insufficient funding. Total estimated funding need is $7.25 million.
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Housing Funds 29 and 31
The Housing-in-Lieu Fund (Fund 29) accounts for development fees and the Low and Moderate Incoming (LMI) Housing Fund (Fund 31) accounts for LMI assets transferred from the dissolved San Carlos Redevelopment Agency. Both funds must be used to increase and improve the supply of housing affordable to moderate-, low-, very low-, and extremely low-income households.
Monies may also be used to cover reasonable administrative or related expenses associated with the administration of this function. No amendments and new projects are recommended.
Completed projects in FY 2024-25:
Study Land Use and Regulatory Options (C1906).
Unfunded List
The Unfunded List (Attachment 4) represents projects totaling approximately $368 million across all capital funds that have been requested but have not been recommended for funding at this time. After the audit has been completed, if there are savings from FY 2024-25, the City Manager may bring forward a recommendation to possibly fund some of these projects.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Review staff recommendations for the Fiscal Years (“FY”) 2025-30 Capital Improvement Program (“CIP”) Budget and provide policy direction with respect to the preparation of a capital budget document for consideration at the June 9, 2025 City Council meeting; or
2. Do not review staff recommendations; or
3. Provide staff with alternative direction.
Respectfully submitted by:
Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Jeff Maltbie, City Manager
ATTACHMENT(S):
1. FY 2025-30 CIP Fund Summary
2. FY 2025-30 CIP Program Detail Schedule
3. Capital Project Detail Forms
4. Unfunded List
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Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance 41,156,742$ 38,406,124$ 47,008,338$ 42,492,388$ 36,957,688$ 33,974,788$ 29,626,088$ 25,867,188$ SVCW Investment 7,467,296 7,467,296 7,931,778 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 Total Restricted Fund Balance 48,624,038 45,873,420 54,940,116 49,959,684 44,424,984 41,442,084 37,093,384 33,334,484
3.0% 3.0% 3.0% 3.0% 4.0% 4.0% 4.0%
Operating Revenues * 25,348,734 27,746,000 24,469,000 28,897,800 28,743,100 29,638,900 29,993,100 29,241,300 General Operating Expenses (3,661,995) (3,552,800) (3,218,000) (3,765,800) (4,398,800) (4,144,300) (4,846,300) (4,479,400) Capital Projects (1,142,670) (8,525,000) (11,204,250) (15,225,000) (11,875,000) (12,275,000) (10,875,000) (9,775,000) SVCW Operating Expenses (4,066,432) (3,132,053) (3,132,053) (4,610,000) (4,477,000) (4,648,000) (4,824,000) (5,008,000) Existing SVCW Bonds (2,984,601) (2,989,100) (2,989,100) (2,975,900) (2,973,500) (2,976,900) (2,975,500) (2,969,900) Cash-in-lieu of Debt (2,062,500) (2,062,500) - - - - - SCVW Future Bonds - - - (366,100) (366,500) (366,100) (365,500) (563,100) SCVW Future SRF Loans - (1,350,000) (1,350,000) (1,350,000) (1,350,000) (1,350,000) (1,350,000) (1,350,000) State Revolving Loan & Reserve Requirement (285,858) - - - - (1,689,000) (1,689,000) (1,917,000) SVCW Capital Contributions (597,444) (800,947) (800,947) (710,000) (682,000) (757,000) (833,000) (909,000) Net Transfers & Allocations to other funds (3,928,100) (4,228,100) (4,228,100) (5,429,700) (5,603,200) (5,781,300) (5,993,700) (6,193,400) Investment in SVCW 464,482 - - - - - - - Net change in current year 9,146,114 1,105,500 (4,515,950) (5,534,700) (2,982,900) (4,348,700) (3,758,900) (3,923,500) SVCW Investment 7,931,778 7,467,296 7,931,778 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296 Wastewater Fund - Est. Restricted Ending Balance 47,008,338$ 39,511,624$ 42,492,388$ 36,957,688$ 33,974,788$ 29,626,088$ 25,867,188$ 21,943,688$ * Note: Sewer Projected Revenues include Fee Increases that will need to be approved by Council and will be subject to Prop 218 hearings Gas Tax Fund - Fund 0016
Beginning Fund Balance 10,070,170$ 10,828,779$ 17,686,924$ 17,404,024$ 17,275,724$ 12,990,524$ 8,355,324$ 2,913,124$ Other Operating Revenues 965,285 166,900 754,800 349,300 359,700 370,500 381,600 393,100 Gas Tax Revenues 1,625,479 1,693,600 1,652,500 1,683,300 1,733,600 1,785,600 1,839,000 1,894,000 Measure M 108,510 68,000 68,000 65,000 67,000 69,000 82,400 96,200 Outside Funding for Capital Projects 26,705 150,000 150,000 120,000 120,000 80,000 80,000 80,000 Capital Projects (1,748,425) (9,460,000) (9,460,000) (9,100,000) (9,600,000) (9,980,000) (7,980,000) (5,480,000) Transfer from GF - Facility/Infrastructure Reserve - 2,850,000 2,850,000 2,850,000 - - - - Transfer from GF - PG&E Settlement - - - - - - - - Transfer from GF 3,345,000 - - - - - - - Transfer from General Capital Fund 25 3,275,000 3,275,000 3,275,000 3,275,000 2,850,000 2,850,000 - - Transfer from Fund 25 Traffic Mitigation Fee Reserve -
Transfer from Measure A/K (F14) and Measure W (F18) Funds1,200,000 1,642,900 1,642,900 2,142,100 1,742,700 1,794,700 1,808,000 1,831,700 Net Transfers & Allocations from/(to) other funds* (1,180,800) (1,216,100) (1,216,100) (1,513,000) (1,558,200) (1,605,000) (1,653,200) (1,702,900) Net Change in Fund Balance 7,616,754 (829,700) (282,900) (128,300) (4,285,200) (4,635,200) (5,442,200) (2,887,900) Gas Tax Fund - Estimated Ending Balance 17,686,924$ 9,999,079$ 17,404,024$ 17,275,724$ 12,990,524$ 8,355,324$ 2,913,124$ 25,224$ Capital Projects Fund - Fund 0025
Unrestricted Fund BalanceUnrestricted Fund Balance 28,051,142$ 2,003,574$ 32,095,630$ 1,666,865$ 811,547$ 1,248,372$ 924,772$ 3,914,872$ Restricted 3,741,622 3,538,672 2,998,495 2,796,899 8,466,134 9,764,409 11,799,409 12,824,209 Total Beginning Fund Balance 31,792,764 5,542,246 35,094,125 4,463,764 9,277,681 11,012,781 12,724,181 16,739,081 Operating Revenues 6,287,601 5,728,300 5,838,900 6,135,600 6,229,600 6,326,400 6,426,100 6,528,900 Restricted Revenues 1,386,893 1,354,800 459,700 7,466,300 1,405,500 2,035,000 2,174,800 1,004,900 Outside Funding for Capital Projects 5,098,681 3,730,457 884,457 2,451,100 329,100 - - 10,000,000 Capital Projects (12,296,813) (11,279,300) (38,319,024) (17,813,083) (10,379,100) (5,800,000) (6,086,000) (12,399,000) Net Transfers & Allocations from/(to) other funds 2,825,000 (267,530) 505,607 6,574,000 4,150,000 (850,000) 1,500,000 1,500,000 Net Change in Fund Balance 3,301,362 (733,274) (30,630,360) 4,813,917 1,735,100 1,711,400 4,014,900 6,634,800 Restricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 107,225 107,225 - - - - 677,384 642,938 822,384 959,084 1,099,884 1,244,884 1,394,284 1,548,184 Technology Fee Reserve 182,540 223,035 217,240 252,940 289,740 327,640 366,640 406,840 Traffic Mitigation Fee Reserve 264,949 372,946 39,949 1,252,884 2,342,884 4,052,884 4,742,884 5,402,884 General Plan Update Reserve 451,515 - 237,494 490,494 596,594 705,894 818,494 934,494 Levee Assessment Reserve 159,151 204,062 189,151 220,051 251,851 284,651 318,451 353,251 PEG Fund Reserve 334,282 227,160 334,282 334,282 334,282 334,282 334,282 334,282 Parks and Recreation Donations Reserve 849,174 804,810 849,174 649,174 649,174 649,174 649,174 649,174 Library Reserve - - - - - - - Community Benefits Reserve - - - 4,200,000 4,200,000 4,200,000 4,200,000 4,200,000 Total Restricted Fund 2,998,495 2,554,451 2,796,899 8,466,134 9,764,409 11,799,409 12,824,209 13,829,109 Capital Fund - Est Unrestricted Ending Balance 32,095,630$ 2,254,522$ 1,666,865$ 811,547$ 1,248,372$ 924,772$ 3,914,872$ 9,544,772$ FY 28-29
Requested
FY 29-30
Requested
FY 23-24
Audited
Turf Replacement Reserve
FY 25-26
Proposed
Projected Sewer Rate Increase
FY 24-25
Adopted Update
FY 24-25
Revised
FY 26-27
Proposed
FY 27-28
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
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FY 28-29
Requested
FY 29-30
Requested
FY 23-24
Audited
FY 25-26
Proposed
FY 24-25
Adopted Update
FY 24-25
Revised
FY 26-27
Proposed
FY 27-28
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
Child Care Fund - Fund 26
Beginning Fund Balance - 1,105,700 1,090,502 628,802 3,536,302 3,314,602 4,443,702 6,573,702 Operating Revenues 1,090,502 4,078,400 38,300 3,157,500 28,300 1,379,100 3,380,000 30,900 Operating Expenses - private grant program - - - - - - - - Outside Funding for Capital Projects - - - - - - - - Capital Projects - (1,250,000) (500,000) (250,000) (250,000) (250,000) (1,250,000) (6,000,000) Net Transfers & Allocations to other funds - - - - - - - - Net Change in Fund Balance 1,090,502$ 2,828,400$ (461,700)$ 2,907,500$ (221,700)$ 1,129,100$ 2,130,000$ (5,969,100)$ Child Care Fund - Est Ending Balance 1,090,502$ 3,934,100$ 628,802$ 3,536,302$ 3,314,602$ 4,443,702$ 6,573,702$ 604,602$ Park In Lieu Fund - Fund 27
Beginning Fund Balance 1,546,077$ 64,477$ 1,662,076$ 15,972$ 153,772$ 1,046,572$ 749,572$ 457,872$ Operating Revenues 122,108 1,138,900 281,500 167,800 1,042,800 178,000 183,300 968,800 Operating Expenses - - - - - - - - Transit Village (600,000)
Outside Funding for Capital Projects 216,287 20,000 95,000 20,000 - 25,000 25,000 - Capital Projects (222,396) (820,000) (1,422,604) (450,000) (150,000) (500,000) (500,000) - Transfer from Capital Improvement Fund (fund 25) 400,000 Net Transfers & Allocations to other funds - - - - - - - - Transit Village Reserve 600,000 600,000 600,000 600,000 600,000 600,000 Net Change in Fund Balance 115,999$ 338,900$ (1,646,104)$ 137,800$ 892,800$ (297,000)$ (291,700)$ 968,800$ Total Restricted Fund - - 600,000 600,000$ 600,000$ 600,000$ 600,000$ 600,000$ Park In Lieu Fund - Est Ending Balance 1,662,076$ 403,377$ 15,972$ 153,772$ 1,046,572$ 749,572$ 457,872$ 1,426,672$ Parking In Lieu Fund - Fund 0028
Beginning Fund Balance 397,955$ 73,655$ 132,425$ 0$ 0$ 0$ 0$ 0$ Operating Revenues 7,974 - 2,900$ - - - - - Operating Expenses - - (51,496)$ - - - - - Capital Projects (23,504) - -$ - - - - - Net Transfers & Allocations to other funds (250,000) (73,655) (83,829)$ - - - - - Net Change in Fund Balance (265,530) (73,655) (132,425) - - - - - Parking In Lieu Est Ending Balance 132,425$ -$ 0$ 0$ 0$ 0$ 0$ 0$ Housing Fund - Fund 0029 and 0031
Beginning Fund Balance 23,024,910$ 14,002,675$ 14,252,339$ 4,180,965$ 19,179,865$ 25,078,365$ 29,766,165$ 45,582,665$ Operating Revenues 4,658,416 7,653,900 1,360,400 16,294,100$ 7,232,500 6,061,600 17,231,200 691,300 Operating Expenses (225,327) (715,400) (727,940) (748,100) (770,500) (793,400) (817,000) (841,600) Capital Projects (12,784,259) (10,000,000) (10,269,734) - - - - - Net Transfers & Allocations to other funds (421,400) (434,100) (434,100) (547,100) (563,500) (580,400) (597,700) (615,600) Net Change in Fund Balance (8,772,571) (3,495,600) (10,071,374) 14,998,900 5,898,500 4,687,800 15,816,500 (765,900) Housing in Lieu Est Ending Balance 14,252,339$ 10,507,075$ 4,180,965$ 19,179,865$ 25,078,365$ 29,766,165$ 45,582,665$ 44,816,765$ Library Improvements Fund 0095
Beginning Fund Balance 2,447,613$ 1,331,981$ 2,709,505$ 0$ 0$ 0$ 0$ 0$ Operating Revenues 407,273 - 1,393,000 - - - - - Operating Expenses (326,959) - - - - - - - Outside Funding for Capital Projects 380,551 - 1,125,000 - - - - - Capital Projects (198,972) - (3,272,859) - - - - - Transfer to Capital Improvement Fund (fund 25) (622,665) - - - - - Net Transfers & Allocations to other funds - (1,331,981) (1,331,981) - - - - - Net Change in Fund Balance 261,892 (1,331,981) (2,709,505) - - - - - Library Improvements Est Ending Balance 2,709,505$ -$ 0$ 0$ 0$ 0$ 0$ 0$
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Completed Projects
C9610 Shelford Drive Landslide Investigation 294,993 236,786 - - - - - - - 294,993 C9609 Wastewater Financial Plan & Rate Study 120,000 54,108 - - - - - 120,000 C9617 Annual Sewer System Rehabilitation Program 7,000,000 6,144,304 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 42,000,000 C1702 Annual On-Call Sewer Contracts 900,000 666,459 900,000 900,000 900,000 900,000 900,000 900,000 900,000 5,400,000 C1736 Sewer System CCTV Inspection 1,382,701 935,364 - - 400,000 - 400,000 - 400,000 2,582,701 C1737 Annual Sewer Lateral Replacement 300,000 130,894 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C1752 Annual Sewer System Root Foaming 175,000 160,684 175,000 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000 C2101 250,000 61,168 - - - - - 250,000 C2301 Sewer and Storm Pump Station Assessment 150,000 - - - - - - 150,000 C2302 Sewer Model Update 374,560 282,787 - - - - - 374,560 C2303 Shoreway Road Sewer Main Relocation Project 605,000 136,729 - - 3,000,000 - - 3,605,000 C2304 Tierra Linda Pump Station Improvements 1,000,000 86,471 - - - - - 1,000,000 C2305 Capacity Improvements - - - - 2,000,000 3,500,000 3,500,000 2,500,000 1,000,000 12,500,000 C2401 Man Hole Monitoring System Upgrade 150,000 138,415 150,000 150,000 - - - 150,000 C2501 Replacement of Combination Sewer Truck 900,000 900,000 C2502 Upgrade of Existing SCADA Hardware at all Sewer and Storm Pump Stations 450,000 450,000 C2503 Wastewater Rate and Capacity Charge Study - NEW 100,000 100,000 Total Outside Funding - - - - - - - - - - Total Capital 12,702,254 9,034,169 8,525,000 8,525,000 15,225,000 11,875,000 12,275,000 10,875,000 9,775,000 72,432,261 Total Transfers (Inter-project) - - - - - - - - - - Total Wastewater Fund 0006 12,702,254 9,034,169 8,525,000 8,525,000 15,225,000 11,875,000 12,275,000 10,875,000 9,775,000 72,432,261 Ending Fund Balance Wastewater Fund 0006 39,511,624 42,492,388 36,957,688 33,974,788 29,626,088 25,867,188 21,943,688 Generator Installation for Sewer Pump Stations
New Proposed Projects
Total Project
Funding
0006
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
Previously approved/Ongoing projects
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
C9416 Annual Street Resurfacing 8,500,000 6,367,438 8,500,000 8,500,000 8,500,000 9,000,000 9,500,000 7,500,000 5,000,000 48,000,000 C9416 Facility/Infrastructure Reserve(2,850,000) (2,850,000) (2,850,000) (2,850,000) (2,850,000) - - (5,700,000) C9416 PG&E Settlement - - - - - C9416
Transportation for Livable
Communities (TLC) Grant - (148,090) - - - C9417 Annual Traffic Markings & Striping 300,000 257,892 300,000 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C9465 Annual Sidewalk Repair/Reconstruction 660,000 218,551 660,000 660,000 300,000 300,000 180,000 180,000 180,000 1,800,000 C9465 Property Owners Contribution(150,000) (29,428) (150,000) (150,000) (120,000) (120,000) (80,000) (80,000) (80,000) (630,000) C2201 (375,000) - - - - - - (375,000) Total Outside Funding (150,000) (177,519) (150,000) (150,000) (120,000) (120,000) (80,000) (80,000) (80,000) (630,000) Total Capital 9,085,000 6,843,882 9,460,000 9,460,000 9,100,000 9,600,000 9,980,000 7,980,000 5,480,000 51,225,000 Total Transfers (Inter-project)(2,850,000) (2,850,000) (2,850,000) (2,850,000) (2,850,000) - - - - (5,700,000) Total Gas Tax Fund 0016 6,085,000 3,816,363 6,460,000 6,460,000 6,130,000 9,480,000 9,900,000 7,900,000 5,400,000 44,895,000 Ending Fund Balance Gas Tax Fund 0016 9,999,079 17,404,024 17,275,724 12,990,524 8,355,324 2,913,124 25,224 Previously approved/Ongoing projects
0016
Arroyo Avenue and Chestnut Street Safe Routes to School Improvements and Paving
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
Completed Projects
C1744 131,224 122,688 - - - - - 131,224 C1818 2,337,565 2,063,159 - - - - - 2,337,565 C2003 566,801 566,385 - - - - - 566,801 C2110 40,000 40,000 - - - - - 40,000 C2111 10,000 9,998 - - - - - 10,000 C2202 966,955 966,955 - - - - - 966,955 C2203 631,980 613,907 - - - - - 631,980 C2217 92,500 92,500 - - - - - 92,500 C2219 35,000 35,000 - - - - - 35,000 C2220 50,000 48,316 - - - - - 50,000 C2308 20,000 20,000 - - - - - 20,000 C2308 Community Donation (20,000) (20,000) - - (20,000) -
Projects Nearing Completion -
-
C1721 250,000 243,657 - - - - - 250,000 C1808 125,000 123,500 - - - - - 125,000 C1904 345,000 345,000 - - - - - 345,000 C1904 Parking In-Lieu Fund (323,655) (305,246) (73,655) (83,829) - - - (323,655) C1904 Contributions (18,000) (18,000) - - - - - (18,000) C2108 500,000 - - - - - - 500,000 C2115 305,095 305,095 - - - - - 305,095 C2205 550,000 506,655 - - - - - 550,000 C2208 500,000 406,807 - - - - - 500,000 C2311 420,000 237,611 30,000 30,000 - - - 420,000 C2311 General Plan Update Reserve (14,021) - (14,021) (14,021) (14,021) C2314 180,000 180,000 - - - - - 180,000 C2315 90,000 54,022 - - - - - 90,000 C2316 1,500,000 210,488 1,500,000 1,500,000 - - 1,500,000 Transfer From Fund 95 (856,177) - (856,177) (319,478) (856,177) SMC Library Funding (252,300)
C2317 100,000 39,200 - - - - - 100,000 C2318 195,000 159,101 (825,000) (805,000) - - - 195,000 C2319 550,000 439,048 (1,000,000) (950,000) - - - 550,000 C2320 240,000 230,333 (1,260,000) (1,260,000) - - - 240,000 C2321 290,000 253,333 (710,000) (710,000) - - - 290,000 C2323 422,100 362,203 75,000 75,000 - - - 422,100 C2335 180,000 163,312 - - - - - 180,000 C2338 100,000 92,988 - - 100,000 C2339 100,000 76,853 - - - - - 100,000 C2406 65,000 49,837 65,000 65,000 - - - 65,000 C2406 (10,000) (10,000) (10,000) (10,000) - - - (10,000) C9823 Fire Station 16 Replacement 12,400,000 11,068,478 - - - - - 12,400,000 C9823
American Rescue Plan Act
(ARPA) (10,440,591) (10,440,591) - - - - - (10,440,591) Greenhouse Gas In-Lieu Fee Study
Big Canyon Park Landslide Repair (Behind 995 Crestview Drive) East Side Innovation District Pulgas Creek Watershed Study Storm Water Motor Control Center and Pump Replacements (Holly Street/Old County and Brittan/Old County)
Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue) Standards of Cover Study
447 Hillcrest Wall Replacement
Website and Intranet Refreshment
Installation of New Sports Field Lighting at Flanagan and Stadium Fields Drone Unmanned Aerial Vehicle (UAV) Program
Roof Repairs at Various Buildings
Greater East San Carlos Neighborhood Slow Street
Wheeler Plaza Garage Extra Lighting, Painting and EV Stations Wheeler Plaza Garage Wayfinding Signage Installation
GIS Sign Inventory
2nd Floor City Hall Remodel Design
Guardrail Installation at Torino/Winding Way Intersection 2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030 2nd Floor Library Remodel (Phase II)
OnBase Upgrade (SaaS)
Objective Design and Development Standards for Single-Family, Multi-Family and Mixed-Use Residential Projects
2nd Floor Library Remodel (Old Chamber Area Suite 206)
0025
Arguello Scoreboard
Dartmouth Road Landslide Repair (Between Garden Lane & Northam Ave) Construct and Install Wooden Planters Over Orange Water Wall Barries AED Installment
Phone System Replacement
Industrial Equipment and new vehicle Purchases for Corp Yard Landslide Review and Inspection (Geotech Engineer)
Big Canyon Park Landslide Repair (Behind 3141-3161 Melendy Drive) Highlands Park Snack Shack Repairs
City Facility Cameras
Highlands Park Snack Shack Repairs
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
Previously approved/Ongoing/New proposed projects -
-
Storm Drainage System -
-
C9531 3,652,764 2,637,978 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 500,000 500,000 7,652,764 Cost Reimbursement - (8,975) - - C9806 Belmont Creek Watershed Improvement 500,000 231,516 - - 550,000 - - 1,050,000 C9828 Storm Channel Sediment Removal 1,429,359 139,380 500,000 500,000 1,429,359 C2514 Industrial Road Bridge & Culvert Repair Project - 100,000 500,000 600,000 -
Streets and Sidewalks -
-
C1712 205,000 1,657 - - - - - 205,000 C1722 1,309,644 922,706 - - - - - 1,309,644 C1722 SMCTA Grant (500,000) (500,000)
C1725 830,000 31,421 630,000 630,000 - - - 830,000 610,000 25,829 - - (434,000) - - 176,000 C1746 Transit Village (150,000) (150,000) - - - - - (150,000) C1811 1,020,000 18,539 870,000 870,000 - - - 1,020,000 C2212 400,000 39,938 - - - - - 400,000 C2212 Developer revenue (27,000) (27,000) C1806 6,701,149 4,573,906 - - - - - 6,701,149 C1806 Developer Donation (8,000) (8,000) - - - - - (8,000) C1806 Measure A Bike/Ped (1,400,000) (1,000,000) - - - - - (1,400,000) C1806 Traffic Mitigation Fee Reserve(3,401,150) - (1,000,000) (1,000,000) - - - (3,401,150) C2106 2,025,000 87,304 - - 975,000 - - 3,000,000 C2106 Traffic Mitigation Fee Reserve(552,935) (52,935) (500,000) - (1,447,065) - - (1,500,000) C2106 SMCTA Grant (1,500,000) (1,500,000)
C2201 867,000 45,633 342,000 342,000 - - - 867,000 C2201
Priority Legislative Budget
Projects Grant (150,000) - (150,000) (150,000) - - - (150,000) C2201 Traffic Mitigation Fee Reserve(375,000) - (375,000) (375,000) - - - (375,000) C2201
School District
Reimbursement (20,457) - (20,457) (20,457) (20,457) C2213 1,000,000 34,952 500,000 500,000 500,000 - - 1,500,000 C2325 1,500,000 - 1,200,000 - - - 1,200,000 1,500,000 C2325 Traffic Mitigation Fee Reserve(1,150,000) - (1,150,000) - - - (1,150,000) (1,150,000) C2403 1,000,000 87,565 1,000,000 1,000,000 1,000,000 -
C1746
Repave Asphalt Walking Path at Highlands Park
Tree Well Replacement on Industrial Road
Arroyo Avenue and Chestnut Street Safe Routes to School Improvements and Paving ECR/Rail Corridor Tree Planting and Irrigation Installation Intersection Pedestrian Improvements (Arroyo/Woodland, Olive/Elm) San Carlos Ave Pedestrian Safety Improvements Phase III Illuminated St Name Sign Replacement
Storm Drain Improvements
Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Drive) San Carlos Avenue Pedestrian Safety Improvement Phase IV San Carlos Avenue Asphalt Pathway Replacement (ADLP to Cordilleras Ave) Upgrade Pedestrian Signal Heads to Countdown Pedestrian Signals Landslide Repairs (Hillsides Above Eaton Trail, 3101 Brittan, Sheldon Road & Chilton Park)
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
Traffic and Transit -
-
C9459 8,543,830 8,310,663 - 5,000,000 5,000,000 - - - 18,543,830 C9461 846,000 349,083 - - (496,917) - - 349,083 (496,917)
C9461 Traffic Mitigation Fee Reserve(300,000) - - - - - - (300,000) C9838 250,000 186,748 - - - - - 250,000 C2210 522,300 67,686 442,300 442,300 - - - 522,300 C1719 555,000 199,270 - - - - - 555,000 C1803 1,100,000 - - - (1,100,000) - - - C1803 Traffic Mitigation Fee Reserve(100,000) - 1,000,000 1,000,000 100,000 - - - C1807 2,806,000 2,302,334 (216,000) (165,000) 650,000 - - 3,456,000 C2404 100,000 - 100,000 100,000 400,000 - - 500,000 C2402 316,000 - 316,000 316,000 250,000 566,000 C1728 335,000 225 - - - - - 335,000 C2007 350,000 188,907 - - - - - 350,000 C2340 200,000 75,842 - - - - - 200,000 C2405 400,000 - 250,000 400,000 450,000 500,000 500,000 600,000 600,000 3,050,000 C2504 Traffic Studies & Pilot Improvements - 500,000 500,000 500,000 500,000 500,000 2,500,000 C2505 Traffic Technology & Funding Development - 450,000 250,000 250,000 250,000 250,000 1,450,000 C2506 Traffic Signal Fiber Project - - 250,000 1,250,000 65,000 320,000 1,885,000 C2507 Traffic Impact Fee (TIF) Study and Update - 150,000 - 150,000 Safe Routes to School
C2214 1,000,000 2,981 500,000 500,000 500,000 1,500,000 1,500,000 4,500,000 C2508 Safe Routes to School & Pavement Project - Clifford Street - 100,000 300,000 400,000 C2509 Safe Routes to School Improvements near Tierra Linda & Mariposa Schools - 200,000 200,000 C2510 Safe Routes to School Improvements near Brittan Acres and Heather - 300,000 800,000 1,100,000 C2511 Safe Routes to School Improvements near Arundel - - 250,000 1,200,000 1,450,000 C2512 Complete Streets & Corridor Studies - - 350,000 - 400,000 750,000 Parks & Recreation -
-
C1815 100,000 50,722 - - - - - 100,000 C2102 350,000 49,850 - - - - - 350,000 C2204 - - - - - - - - C2306 450,000 - - - (350,000) - - 100,000 (350,000)
C2306 Parks & Recreation Foundation(25,000) - - - 25,000 - - - 25,000
C2307 300,000 - 150,000 150,000 - - - 300,000 C2309 1,000,000 131,535 750,000 750,000 - - - 1,000,000 C2334 150,000 22,976 - - - - - 150,000 C2413 - - - - 500,000 - - 500,000 C2413 duplicated in fund 27 (500,000) (500,000) Burton and Harrington Park Maintenance
North Crestview Park Design
Replacement of Existing Fencing in Burton and Highlands Parks City of San Carlos Centennial Celebration
5KV Streetlight Conversion
Madsen Scorebooth @ Burton Park
Traffic Signal Masterplan Implementation
Traffic Signal System Analysis/Study
Four Corners Traffic Improvements
Holly St/US 101 Interchange Modifications
Citywide Way-finding Program
Brittan Ave Widening at Industrial Road
Brittan Ave & Alameda de las Pulgas Widening
Traffic Circle and Midblock Crossing (ADLP, Industrial, Crestview, and Morse) Kadence Adaptive Traffic Signal
Industrial Road Turning Mitigation (Between Holly St and PAMF) SRTS Intersection and Sidewalk Improvements (Tamarack, Belle, Elm, Arroyo, Belmont, Cedar, and St.
Francis)
Roundabout at Crestview and Edmonds
Tree Replacement in Burton Park
Upgrade of Existing Tennis & Basketball Court Lighting
City Tree Consultant
East Side Innovation District Zoning Code: Transportation Demand Management Ordinance Amendment
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Packet Pg. 170
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
-
Planning -
-
C1903 83,340 8,510 - - - - - 83,340 C1903 Developer Contributions (83,340) (83,340) - - - - - (83,340) C2105 1,445,000 1,024,485 - - 69,900 - - 1,514,900 C2105 Grant - - (120,000) (120,000) C2206 100,000 43,865 - - - - - 100,000 Transfer From Fund 28 (43,983) - (43,983) (43,983) - - - (43,983) C2207 200,000 - - - - - - 200,000 C2209 30,000 - - - (30,000) - - - (30,000)
C2211 1,550,000 1,118,879 50,000 50,000 - - - 1,550,000 C2215 Downtown Renovation Plan Design/Implementation 3,500,000 113,020 3,500,000 3,500,000 6,250,000 - - 2,421,000 7,829,000 20,000,000 C2215 Downtown Renovation Plan Design/Implementation Developer Contributions (3,500,000) - (3,500,000) - - - (10,000,000) (10,000,000) C2324 General Plan Open Space Element Update 300,000 - 300,000 300,000 (300,000) - - - (300,000)
C2324 General Plan Update Reserve(300,000) - (300,000) (300,000) 300,000 - - - 300,000
C2516 Climate Mitigation and Adaptation Plan Update 250,000 250,000 -
Facilities, Technology and Equipment -
-
C1711 130,775 44,278 - - - - - 130,775 C1711
Tsf Fm Facility Infrastructure
Improvement Reserve (158,500) (158,500) - 27,725 - - - (158,500) C1753 184,728 25,075 - - - - - 184,728 C1813 250,000 7,703 - - - - - 250,000 C1908 500,000 - - - - - - 500,000 C2218 500,000 400,195 - - - - - 500,000 C2218 Technology Fee Reserve - - - - - - - - C2312 100,000 - - - - - - 100,000 C2313 150,000 - 150,000 150,000 - - - 150,000 C2322 235,000 21,404 - - - - - 235,000 C2336 200,000 - 100,000 100,000 329,100 329,100 - 858,200 C2336 MTC Grant (261,600) (261,600) - (523,200) C2336 PCE Grant (67,500) (67,500) (135,000) C2414 - - - - 1,750,000 - - 1,750,000 C2407 ACC Sound system & Office/Conference Room Door Replacement 150,000 23,955 150,000 150,000 - - - 150,000 C2407 Friends of ACC (50,000) - (50,000) (50,000) (50,000) C2408 150,000 - 150,000 150,000 - - - 150,000 C2409 170,000 55,510 170,000 170,000 - - - 170,000 Corporation Yard Kitchen and Restroom Upgrade Fire Stations Repair
East Side Innovation District Parking Strategy
Comprehensive East Side Master Streetscape Plan
GESC Tree/Neighborhood Improvement
Fire Alarm System Update
Migration From Hosted Server to Sharepoint
East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment
Wheeler Plaza Garage Parking Management System Expansion & Extension Permitting Software
Downtown Planning Initiative
Northeast Area Specific Plan
Citywide Pole Banners
1201 San Carlos Ave Property Acquisition
Door Access System Upgrade
2nd Floor City Hall Remodel
Installation of New EV Stations in Public Parking Lots (Downtown) Transfer Switches for Portable Generators (ACC, YC and Storm Pumps)
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April 29, 2025
Packet Pg. 171
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
C2410 175,000 - 175,000 175,000 - - - 175,000 C2411 175,000 41,705 175,000 175,000 - - - 175,000 C2411
Sherrif Office Trust Fund
Reserve (175,000) - (175,000) (175,000) (175,000) C2412 150,000 - 150,000 150,000 150,000 C2415 - - - - 150,000 150,000 C2513 City Hall Roof Replacement - 450,000 450,000 Restricted Fund (Bldg.
Maintenance/Imp) (107,225)
C2515 Adult Community Center Kitchen Remodel Design - 200,000 200,000 Parks and Recreation
Donations Reserve - (200,000) (200,000) Library Building
C2418 500,000 - - 500,000 - 500,000 SMC Library Funding (500,000) (500,000) (500,000) C2419 250,000 - - 250,000 - 250,000 SMC Library Funding (250,000) (250,000) (250,000) C2420 500,000 - - 500,000 - 500,000 SMC Library Funding (375,000) (375,000) (375,000) C2114 City Library Foundation Study and Stair Repair 250,000 244,640 - - - - - - - 250,000 C2114 SMC Library Funding (150,000) (150,000) - - (150,000) C1734 588,568 356,083 - - - - - - - 588,568 C1734 SMC Library Funding (188,565) (188,565) - - (188,565) C2008 1,000,000 49,016 - - - - - - - 1,000,000 C2008 Library Reserve (600,000) (14,986) - - (400,000) (1,000,000) C2337 Library New AC Rooftop Unit 800,000 - - - 800,000 C2337 SMC Library Funding (800,000) - - (800,000) Total Outside Funding 17,183,618 (11,967,822) (3,730,457) (459,457) (2,451,100) (329,100) - - (10,000,000) (26,280,588) Total Capital 64,016,253 35,561,497 11,279,300 10,350,300 17,813,083 10,379,100 5,800,000 6,086,000 12,399,000 111,425,462 Total Transfers (Inter-project)(6,850,261) (516,681) (2,587,676) (920,125) (1,247,065) - - (1,150,000) - (7,597,326) Total General Capital Fund 0025 74,349,610 23,076,994 4,961,168 8,970,719 14,114,918 10,050,000 5,800,000 4,936,000 2,399,000 77,547,548 Ending Fund Balance General Capital Fund 0025 2,254,522 1,666,865 811,547 1,248,372 924,772 3,914,872 9,544,772 CMMS Tool Upgrade and Integration with Other IT Tools
Roof Replacement and Solar Panel Upgrade
Sherrif's Department Floor and Cabinet Replacements
Agenda Management Software Replacement
Library Maintenance and Repairs
Library Building Emergency Backup Power
Library Parking Garage Cameras
Library Bathroom and Kitchen Upgrade
Library Roof Upgrade
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April 29, 2025
Packet Pg. 172
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
C2326 - - - - - 5,000,000 5,000,000 C2327 - - 1,000,000 - 1,000,000 1,000,000 2,000,000 C2333 250,000 200,000 250,000 500,000 250,000 250,000 250,000 250,000 1,500,000 Total Outside Funding - - - - - - - - - - Total Capital 250,000 200,000 1,250,000 500,000 250,000 250,000 250,000 1,250,000 6,000,000 8,500,000 Total Transfers (Inter-project) - - - - - - - - - - Total Child Care Fund 0026 250,000 200,000 1,250,000 500,000 250,000 250,000 250,000 1,250,000 6,000,000 8,500,000 Ending Fund Balance Child Care Fund 0026 3,934,100 628,802 3,536,302 3,314,602 4,443,702 6,573,702 604,602 C1905 500,000 499,463 - - - - - 500,000 C1905 Prop 68 Per Capita Funds (178,000) (196,287) - - - - - (178,000) -
-
-
C1732 600,000 - - (600,000) - - - - C1732
Park in Lieu Transit Village
Project (600,000) (600,000) - 600,000 - - - - C2204 200,000 - - (200,000) - - - - C2221 225,000 157,943 - - - - - 225,000 C2328 50,000 - - - - - - 50,000 C2328
Parks & Recreation
Foundation (10,000) - - - - - - (10,000) C2329 450,000 248,239 - (200,000) 200,000 - - 650,000 General Plan Update Reserve (150,000)
C2330 570,000 236,072 320,000 320,000 250,000 - - 820,000 C2330
Parks & Recreation
Foundation (40,000) (40,000) (20,000) (20,000) (20,000) - - (60,000) C2331 200,000 - 200,000 200,000 - - - 200,000 C2416 150,000 - 150,000 150,000 - - - 150,000 C2416
Softball, LL, AYSO,
Foundation Donations (75,000) (70,000) (75,000) (75,000) - - - (75,000) C2417 - - 150,000 - - 150,000 - 150,000 C2517 - 500,000 500,000 1,000,000 Parks & Recreation
Foundation - (25,000) (25,000) (50,000) Total Outside Funding (725,000) (710,000) (95,000) 505,000 (20,000) - (25,000) (25,000) - (373,000) Total Capital 2,445,000 642,254 820,000 (330,000) 450,000 150,000 500,000 500,000 - 3,745,000 Total Transfers (Inter-project) - - - - - - - - - - Total Park in Lieu Fund 0027 1,720,000 (67,746) 725,000 175,000 430,000 150,000 475,000 475,000 - 3,372,000 Ending Fund Balance Park in Lieu Fund 0027 403,377 15,972 153,772 1,046,572 749,572 457,872 1,426,672 Parks Master Plan Improvements
0026
New Child Care Facility Development
Child Care Space Reimbursement
0027
Previously approved/Ongoing projects
Burton Park Infield Rennovations
Trail Improvements, expansion and connections
Conceptual Design of Community Center
North Crestview Park New Master Plan
Arguello Shade Structure
Previously approved/Ongoing projects
Completed Projects
Chilton Park Pathway Modifications
Family and Commercial Daycare Grant Program
Chilton Park Improvements
Laureola Park Improvements
Burton and Park Maintenance
Parks Master Plan
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Packet Pg. 173
CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
Total Project
Funding
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
FY 24-25
Revised
C1750 Reconfiguration Public Parking Plazas 19,406 19,406 - - - - - 19,406 C1816 75,000 52,262 - - - - - 75,000 Total Outside Funding - - - - - - - - - - Total Capital 94,406 71,669 - - - - - - - 94,406 Total Transfers (Inter-project) - - - - - - - - - - Total Parking in Lieu Fund 0028 94,406 71,669 - - - - - - - 94,406 Ending Fund Balance Parking in Lieu Fund 0028 - 0 0 0 0 0 0 C1906 821,199 821,199 - - - - - 821,199 C1906 SB 2 Planning Grant (199,441) (199,441) - - - - - (199,441) C1906 LEAP Grant (150,000) - - - - - - (150,000) C1906 REAP Grant - (80,034) - - - - - - C1906 CA State Grant - - - - - -
-
-
C9754 12,742,934 5,765,795 - - - - - 12,742,934 C2216 196,857 196,352 - - - - - 196,857 C2222 817 Walnut Oven Installation 200,000 128,140 - - - - - 200,000 C2332 Affordable Housing Site Acquisition/Construction 23,100,000 12,472,850 10,000,000 - - - - - - 23,100,000 Total Outside Funding (349,441) (279,475) - - - - - - - (349,441) Total Capital 37,060,989 19,384,337 10,000,000 - - - - - - 37,060,989 Total Transfers (Inter-project) - - - - - - - - - - Total Housing in Lieu Fund 0029 36,711,548 19,104,862 10,000,000 - - - - - - 36,711,548 Total Outside Funding - - - - - - - - - - Total Capital - - - - - - - - - - Total Transfers (Inter-project) - - - - - - - - - - Total LMI Housing Fund 0031 - - - - - - - - - - 36,711,548 19,104,862 10,000,000 - - - - - - 36,711,548 Ending Fund Balance Housing Fund 10,507,075 4,180,965 19,179,865 25,078,365 29,766,165 45,582,665 44,816,765 0031
1232 Cherry Street Building Demolition
0028
Previously approved/Ongoing projects
Completed Projects
0029
Previously approved/Ongoing projects
Total Housing Fund 0029 & 0031
Parking Occupancy Study
Cherry Street Below Market Rate Housing Acquisition
Study Land Use and Regulatory Options
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April 29, 2025
Packet Pg. 174
6 Shoreway Road
Public Works Yes
Alex Tat
Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses 605,000$ 136,729$ - $ - $ - $ - $ - $ 605,000$ New request - - 3,000,000 - - - 3,000,000 Total 605,000$ 136,729$ 3,000,000$ - $ - $ - $ - $ 3,605,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
605,000$ 136,729$ 3,000,000$ - $ - $ - $ - $ 3,605,000$ X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2303: Shoreway Road Sewer Main Relocation Project - AMENDED Description
The existing sewer main along Shoreway Road is currently located behind the sidewalk, which was previously rehabilitated; however, it no longer can be rehabilitated and needs to be replaced. The previous rehabilitation included relining the sewer main to fill defects and voids, which cannot be lined any further because it will reduce flow and staff will not be able to maintain the main. Additionally, replacing it in the same alignment cannot be accomplished with the existing structures, utilities, and other conflicts. Lastly, there are sags within the main that cause issues with flow, which cannot be repaired unless it is fully exposed and replaced with a new main, which in turn, could cause other utility conflicts. Therefore, it is recommended that the existing sewer main be abandoned. A new alignment is proposed within the street to improve access and maintenance. Staff recevied funding for engineering services for the planning, design, and permitting for the project in FY 2023-24. This new request is for funding to construct the project.
Justification
The existing sewer main can no longer be rehabilitated or repaired due to the severity of defects, which can cause sewer overflows and back-ups.
Existing utilities and permanent structures along the alignment pose difficulty and challenges to perform repairs. Additionally, relocating the sewer main will reduce on-going preventative maintenance and staff time needed. Safety has been identified as a priority by the City Council and relocating and replacing the sewer main will reduce the potential for overflows and back-ups.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Safety; Council's Strategic
Plan; Previously Funded
Duration
Status
Programmed Funding
July 2024 - June 2026
The design is ongoing with construction to begin in FY 2026.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Relocating the sewer main will reduce preventative maintenance costs and staff time needed to respond.
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April 29, 2025
Packet Pg. 175
6 Citywide
Public Works Yes
Alex Tat
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses -$ - $ 4,500,000 3,500,000 1,500,000 - $ - $ 9,500,000$ New request - - (2,500,000)$ - $ 2,000,000 2,500,000 1,000,000 3,000,000 Total -$ - $ 2,000,000$ 3,500,000$ 3,500,000$ 2,500,000$ 1,000,000$ 12,500,000$ Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 2,000,000$ 3,500,000$ 3,500,000$ 2,500,000$ 1,000,000$ 12,500,000$ X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Current Strategic Plan Objective
Future Impact on Operating Budget
The future impact on the operating budget is negligible. Capacity improvement costs will be offset by savings from fewer calls for service by the maintenance staff.
Duration
Status
Programmed Funding
Ongoing
Ongoing
X
C2305: Sewer Capacity Assurance Improvements - AMENDED
Description
The original hydraulic model of the sanitary sewer model was done in 2013. An update to the sanitary sewer model was completed in 2025 to address aging infrastructure, population growth, and future/proposed development. This model identified capacity assurance improvements that are needed such as, adding or upsizing sewer mains.
Justification
Capacity assurance improvements are needed improvements to address capacity deficiencies, accommodate and convey peak wet weather flows without causing a sanitary sewer overflow during a "design storm," identify and remove major sources of infiltration and inflow, and ensure there is sufficient capacity, or divert flows to other existing sanitary sewers with available capacity. Completing these improvements will reduce the number of sanitary sewer overflows, staff time in maintaining and addressing overflows, and retaining contractors to perform emergency repairs at higher costs.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Legal Requirement and
Mandate; Safety; and the Council's
Strategic Plan
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April 29, 2025
Packet Pg. 176
6 Citywide
Sewer No
Lou Duran Necessary Upgrade
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 900,000 - - - - 900,000 Total -$ - $ 900,000$ - $ - $ - $ - $ 900,000$ Fund Financing Sources `
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 900,000$ - $ - $ - $ - $ 900,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2501: Replacement of Combination Sewer Truck - NEW
Description
The current Vactor 2100 Plus, is over 13 years old with nearly 9,000 hours of operation (equivalent to approximately 360,000 miles), and has become increasingly prone to breakdowns. Modern combination sewer cleaning trucks offer advanced technologies such as remote diagnostics and automated systems, streamlining operations, enhancing monitoring, and enabling predictive maintenance. New trucks also feature improved equipment and better design, allowing for faster, more efficient sewer line cleaning and reducing job completion times. Additionally, they are equipped with updated safety features, including enhanced braking systems and advanced warning systems, reducing the likelihood of accidents and improving operator safety.
Justification
Frequent breakdowns result in unplanned downtime, disrupting service schedules, reducing productivity, and delaying response times to sewer spill emergencies. Replacing the aging vehicle with a new model will provide more reliable and consistent performance, minimizing service interruptions. Additionally, it will lower operational costs, reduce downtime, and improve overall service efficiency.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Maintenance costs should be reduced as replacing the equipment will provide fewer service interruptions.
Duration
Status
Programmed Funding
FY 2025 - 26
New Project
5.c
April 29, 2025
Packet Pg. 177
6 Citywide
Sewer No
Lou Duran Safety
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 450,000 - - - - 450,000 Total -$ - $ 450,000$ - $ - $ - $ - $ 450,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 450,000$ - $ - $ - $ - $ 450,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Ongoing yearly support of $20,000 including systems health checks, SCADA software licensing and support, and on call support.
Duration
Status
Programmed Funding
FY 2025 - 26
New project
X
C2502: Upgrade of Existing SCADA Hardware at all Sewer and Storm Pump Stations - NEW Description
The current supervisory control and data acquisition (SCADA) hardware is outdated and no longer supported by manufacturers, leaving it vulnerable to security risks, lack of technical support, and difficulty obtaining parts. While still operational, the obsolete system may struggle to integrate with modern devices and technologies. Upgrading the hardware will ensure continued vendor support, seamless compatibility with new equipment, and improved system performance.
Justification
Newer SCADA hardware will enhance data analytics capabilities, provide advanced reporting, and improve decision making and predictive maintenance. The updated system will ensure continuous communication with pump stations, reducing the risk of costly sewer spills and flooding.
In the event of a failure, the availability of updated parts will enable faster repairs and minimize downtime, preventing disruptions that require additional staff hours to manually monitor and operate the system.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 178
6 Citywide
Public Works No
Alex Tat Financial Solvency
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ New request - - 100,000 - - - - 100,000 Total -$ - $ 100,000$ - $ - $ - $ - $ 100,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 100,000$ - $ - $ - $ - $ 100,000$ Child Care Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact.
Duration
Status
Programmed Funding
January 2026 in time for rate adoption before July 2027.
New project
X
C2503: Wastewater Rate and Capacity Charge Study - NEW
Description
A Wastewater Rate Study is used to evaluate the current operating costs, take into account upcoming capital cost impacts, and develop recommendations to ensure long-term financial sustainability. A rate study was performed in 2019 to set rates for a four-year period, and another was completed in 2024 for the next three years. The next anticipated rate study is scheduled to begin in 2026. A capacity charge study is used to evaluate the current wastewater capacity charge rate and develop recommendations for updating the sewer capacity rate. This ensures that the costs of the City’s sewer system infrastructure and assets, which benefit new developments and redevelopments, are equitably recovered.
Justification
The Wastewater Enterprise Fund is facing unprecedented cost increases due to urgently needed rehabilitation of the collection system, capital renewal of Silicon Valley Clean Water's (SVCW) wastewater treatment and conveyance systems, preventive maintenance of the collection system, and additional capacity to relieve flow constraints in the collection system. Accurate cost accounting and recommendations for rate setting are critical for the City's credibility with ratepayers.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 179
16 Citywide
Public Works Yes
Alex Tat Council's Strategic Plan, Safety
Streets 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 8,500,000 $ 6,367,438$ - $ - $ - $ - $ - $ 8,500,000$ New request - - 8,500,000$ 9,000,000$ 9,500,000$ 7,500,000$ 5,000,000$ 39,500,000 Total 8,500,000$ 6,367,438$ 8,500,000$ 9,000,000$ 9,500,000$ 7,500,000$ 5,000,000$ 48,000,000$ Fund Financing Sources
Facility/Infrastructure Reserve 2,850,000$ 2,850,000$ 2,850,000$ - $ - $ - $ - $ 5,700,000$ PG&E Settlement - - - - - - - - TLC Grant 148,090 148,090 - - - - - 148,090 Total 2,998,090$ 2,998,090$ 2,850,000$ - $ - $ - $ - $ 5,848,090$ Total Capital Project
5,501,910$ 3,369,348$ 5,650,000$ 9,000,000$ 9,500,000$ 7,500,000$ 5,000,000$ 42,151,910$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX X
Status
Programmed Funding
Continuous.
On-going.
Future Impact on Operating Budget
Current Strategic Plan Objective
Negligible impact.
Duration
C9416: Annual Street Resurfacing - AMENDED
Description
Pavement resurfacing and rehabilitation work will be performed to improve the condition of City streets. The work to be performed will be based on the Pavement Management Program decision tree, which includes optional strategies including: dig out and patch; crack seal; micro surfacing; cape seal; slurry seal; thin grind and overlay; thick grind and overlay; or, reconstruction. Funding from federal grant funds, gas tax funds, and other grant funding sources alone is insufficient to cover the annual funding needs, so General Funds must be used to supplement the project each year. $70 million would be needed in the next five years to achieve a pavement condition index (PCI) consistent with the County standard "excellent" condition, if that is the Council's goal. This budget request includes costs for design as well as construction.
Justification
According to the Pavement Management Report, many of the City's streets are in need of rehabilitation. The Pavement Management Program's most recent Budget Operations Report indicated that there is a deferred maintenance backlog of $42 million. The current PCI for the entire street network is 57 out of 100, or "at risk", and if funding for street repairs remains at current levels, the current PCI will continue to decrease, which puts the street network into the “very poor” or “failed” conditions category. It would cost approximately $70 million to raise the PCI to 83, or "excellent" level. The recommended five-year funding level will increase the PCI to 65 or “fair” condition. To achieve this, approximately 17% of City streets will be under construction per fiscal year.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
5.c
April 29, 2025
Packet Pg. 180
16 Citywide
Public Works Yes
Alex Tat
Traffic and Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 660,000$ 218,551$ 180,000$ 180,000$ 180,000$ 180,000$ 180,000$ 1,560,000$ New request - - 120,000 120,000 - 240,000 Total 660,000$ 218,551$ 300,000$ 300,000$ 180,000$ 180,000$ 180,000$ 1,800,000$ Fund Financing Sources
Property Owner
Contribution 150,000$ 29,428$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 350,000$ New contributions 80,000$ 80,000$ 40,000$ 40,000$ 40,000$ 280,000$ Total 150,000$ 29,428$ 120,000$ 120,000$ 80,000 $ 80,000$ 80,000$ 630,000$ Total Capital Project
510,000$ 189,123$ 180,000$ 180,000$ 100,000$ 100,000$ 100,000$ 1,170,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact. Repairing sidewalks should reduce maintenance calls for service.
Duration
Status
Programmed Funding
Continuous
Ongoing
C9465: Annual Sidewalk Replacement/Reconstruction - AMENDED Description
In San Carlos, property owners are responsible for the maintenance and repair of the curb, gutter, and sidewalk across the frontage of their properties.
The City's Sidewalk Maintenance Program is intended to reduce tripping hazards and improve pedestrian circulation. The City performs sidewalk repair projects annually, and then bills property owners for their cost of the repair work. There continues to be a need for sidewalk repair. The project also includes repairs along sidewalk, curb, gutter, and driveway approaches around City-owned buildings and parks, as well as other areas maintained by the City. In addition to sidewalk repair, staff also seek to complete concrete shaving to eliminate areas that are below the Maintenance Program threshold, but still require mitigation. These areas were identified through an assessment (completed by an outside vendor) of the existing sidewalks throughout the city.
Justification
On March 13, 2017, the City Council adopted a resolution to share 50% of the sidewalk repair cost with property owners. The Sidewalk Repair Program continues to grow as more property owners are participating. There has always been a need to repair sidewalk, curb, gutter, and driveway approaches throughout the city for damage caused by trees and other factors. Similarly, sidewalks along City-owned facilities and parks also require repair. This project would address these major tripping hazards, increase pedestrian safety, and reduce the potential for claims. Furthermore, concrete shaving will further reduce tripping hazards that are below the Sidewalk Maintenance Program threshold. Concrete shaving will increase pedestrian safety and reduce the potential for claims. Concrete shaving will not be included as part of the shared responsibility with the property owners as they are minor and do not require full repair.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Legal requirement or mandate; safety
measure; and Council's Strategic Plan
5.c
April 29, 2025
Packet Pg. 181
25 Various
Public Works Yes
Alex Tat
Storm 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 3,652,764$ 2,637,978$ 1,000,000$ 1,000,000$ 1,000,000$ - $ - $ 6,652,764$ New request - - - - - 500,000 500,000 1,000,000 Total 3,652,764$ 2,637,978$ 1,000,000$ 1,000,000$ 1,000,000$ 500,000 $ 500,000$ 7,652,764$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
3,652,764$ 2,637,978$ 1,000,000$ 1,000,000$ 1,000,000$ 500,000 $ 500,000$ 7,652,764$ X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C9531: Storm Drain Improvements (3017 Brittan Ave, 1000 Drake Ct., 1005 Drake Ct., Eaton Park & Arguello Park ) - AMENDED
Description
During major storm events, many areas of the city experience flooding. Per the 2016 Citywide Storm Drain System Master Plan, the cost to fully address drainage issues in San Carlos would be $53 million. This Annual Storm Drain Improvements project will fund recommended improvements as well as address any new deficiencies within the storm drain infrastructure throughout the city. During the 2022-23 winter storms, the storm drain facilities in the rear yard easements for 3017 Brittan Avenue and 1000 Drake Court were overwhelmed from the stormwater runoff, dirt, and debris off the hillsides and open space, causing flood and other damage to the properties. Improvements to the storm drain facilities were already identified under this project, but additional improvements are needed after assesing the damage from the 2022-23 storms. In addition, staff is proposing similar storm drain improvements to 1005 Drake Court, which has similar conditions and should have similar improvements as 1000 Drake Court. Staff has also identified storm drain improvements in parks and open space areas including, Eaton Park and Arguello Park, where there are constant blockages, overflows, and erosion. Both the trail within Eaton Park and the emergency access road within Arguello Park were washed out in the recent storms.
Justification
In January 2016, the City completed a Citywide Storm Drain System Master Plan that identifies storm drainage deficiencies throughout the city.
The Master Plan identified $53 million in improvement work to upsize existing storm infrastructure. Additional funding is needed to fund the recommended improvements, minimize impact and flooding, continue address storm drain deficiencies, erosion, and improve storm drain infrastructure throughout the city. After the recent 2022-23 storm, significant maintenance staff time was spent on clearing and repairing the damage. This project will reduce staff time and preventative maintenance cost.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
X
Master Plan; Safety; & Council's Strategic
Plan
Duration
Status
Programmed Funding
Continuous.
Funding needs to be accumulated to implement and complete the prioritized improvement projects and continue to address deficiencies within the storm drain infrastructure throughout the city.
Current Strategic Plan Objective
Future Impact on Operating Budget
Future mpact on the operating budget is negligible.
5.c
April 29, 2025
Packet Pg. 182
25 Industrial Road and Cordilleras Creek
Public Works Yes
Alex Tat Safety; Cost of Deferred Maintenance
Storm Drainage 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 100,000 500,000 - - - 600,000 Total -$ - $ 100,000$ 500,000$ - $ - $ - $ 600,000$ Fund Financing Sources
-$ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 100,000$ 500,000$ - $ - $ - $ 600,000$ X Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
These mitigation measures should reduce annual maintenance costs.
Duration
Status
Programmed Funding
July 2025 - June 2027
New project
X
C2514: Industrial Road Bridge and Culvert Repair Project - NEW Description
California's Department of Transportation ("Caltrans") inspects the bridge and culvert located on Industrial Road above Cordilleras Creek annually and provides recommendations for general upkeep and maintenance. Further upstream from Cordilleras Creek, an outfall was discovered with significant deterioration and signs of erosion within the embankment. The comments from Caltrans indicate that the culvert and outfall will need to be repaired in order for both structures to function as intended during heavy storms. The proposed bridge repairs are anticipated to disturb the creek. As such, the City will need to obtain environmental permits from the U.S. Army Corp of Engineers, the California Department of Fish & Wildlife, and the California State Water Resources Control Board during the design phase in FY 2026.
Justification
This project is also consistent with the Council's priorities of safety and storm drainage. Mitigation measures are needed to reduce annual maintenance costs and staff time required to address any unexpected scenarios as experienced during atmospheric events in the past few years.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 183
25 San Carlos Avenue
Public Works Yes
Alex Tat
Street; and Traffic & Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 1,309,644$ 922,706 $ - $ - $ - $ - $ - $ 1,309,644$ New request - - - - - - - - Total 1,309,644$ 922,706 $ - $ - $ - $ - $ - $ 1,309,644$ Fund Financing Sources
San Mateo County Transit
Authority Cycle 7 Pedestrian and
Bicycle Grant Program - 10%
City Match Required - $ - $ 500,000$ - $ - $ - $ 500,000$ Total -$ - $ 500,000$ - $ - $ - $ - $ 500,000$ Total Capital Project
1,309,644$ 922,706 $ (500,000)$ - $ - $ - $ - $ 809,644$ Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C1722: San Carlos Avenue Asphalt Pathway Replacement (Alameda de las Pulgas to Cordilleras Avenue) Description
During the Eucalyptus Tree Removal Project, the Council recommended reconstruction of the existing asphalt concrete pathway along the south side of San Carlos Avenue, between Alameda de las Pulgas and Cordilleras Avenue. The asphalt concrete pathway has been damaged and raised by eucalytpus tree roots and creates a tripping hazard. All the eucalytpus trees have been removed and the pathway can be reconstructed and replaced with a concrete sidewalk, curb, and gutter in accordance with City standard details. The project will also include installation of high-visibility thermoplastic traffic striping and pavement markings, installation of green bike lanes, and roadway resurfacing. Staff received approval from the City Council in September 2024 to apply for San Mateo County Transit Authority (SMCTA) Cycle 7 Pedestrian and Bicycle Grant Program funding in the amount of $2,000,000 total combined for this project and C2106 - Brittan Avenue Sidewalk Improvements, and received notification of approval in December 2024. The SMCTA Pedestrian and Bicycle Grant Program is funded through Measure A and W sales tax initiatives for countywide transportation related improvements with the goal of improving pedestrian and bicycle safety and access through a Complete Streets approach.
Justification
Many residents have expressed concerns about the condition of the pedestrian pathway along San Carlos Avenue, between Cordilleras and Alameda de las Pulgas, as a result of the roots from the eucalytpus trees. Safety has been identified as a Council priority. The project improvements will: provide a safe and improved path of travel for pedestrians; provide additional connectivity to the downtown and transit center; reduce tripping hazards; reduce the cost of maintenance and staff time; increase longevity; and, create a clear and visible separation between pedestrians and vehicles. This project is funded by the San Mateo County Transit Authority Cycle 7 Pedestrian and Bicycle Grant Program approved in December 2024.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Legal Requirement and
Mandate; Safety; Council's Strategic Plan;
Previously Funded
Duration
Status
Programmed Funding
July 2023 - June 2026
On-going
X
Current Strategic Plan Objective
Future Impact on Operating Budget
Replacment of the asphalt should reduce maintenance calls for service.
5.c
April 29, 2025
Packet Pg. 184
25 Public Works Yes
Alex Tat
Streetscape 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 400,000 $ 39,938$ - $ - $ - $ - $ - $ 400,000$ New request - - - - - - - - Total 400,000$ 39,938$ - $ - $ - $ - $ - $ 400,000$ Fund Financing Sources
Developer revenue -$ - $ 27,000$ - $ - $ - $ - $ 27,000$ Total -$ - $ 27,000$ - $ - $ - $ - $ 27,000$ Total Capital Project
400,000$ 39,938$ (27,000)$ - $ - $ - $ - $ 373,000$ X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
July 2022 to July 2026
The preparation of construction documents is in progress.
C2212: Tree Well Replacement on Industrial Road - AMENDED Description
Expand 17 tree wells along Industrial Road, from Taylor Way to Holly Street, to accommodate new trees. The City will also construct a new irrigation system for the trees. $300,000 is for the modification of the tree wells and planting trees along Industrial Road and $100,000 is for installation of the new irrigation system.
Justification
Of the 17 trees planted in 2013, only two survived. Constricted tree wells, poor soil, and lack of a stable water source are likely causes. This project will beautify the corridor with newly planted trees in suitable tree wells, as well as contribute to cleaner air.
Category:
Location:
Strategic Plan:
Priorities:
Department:
Fund Number:
Project Manager:
Priority Rating:
Clean Air; Beautification; Previously
Funded
Industrial Road, Taylor Way to Holly St
X
Current Strategic Plan Objective
Future Impact on Operating Budget
The operating cost increase will be minimal, and is estimated to be less than $500/month.
5.c
April 29, 2025
Packet Pg. 185
25 Brittan Avenue
Public Works Yes
Alex Tat
Street; Traffic and Transportation 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 2,025,000 $ 87,304 $ - $ - $ - $ - $ - $ 2,025,000$ New Request - - 975,000 - - - - 975,000 Total 2,025,000$ 87,304 $ 975,000$ - $ - $ - $ - $ 3,000,000$ Fund Financing Sources
San Mateo County Transit Authority Cycle 7
Pedestrian and Bicycle Grant Program -
10% City Match Required 1,500,000 1,500,000 $
Traffic Mitigation Fee Reserve 500,000$ 52,935$ 1,447,065$ - $ - $ - $ - $ 1,947,065$ Traffic Mitigation Fee Reserve (447,065)$ - $ - $ - $ - $ - $ - $ (447,065)$ Total 52,935$ 52,935$ 2,947,065$ - $ - $ - $ - $ 3,000,000$ Total Capital Project
1,972,065$ 34,369 $ (1,972,065)$ - $ - $ - $ - $ - $ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2106: Brittan Avenue Sidewalk Improvements (Between Rogers Ave & Sunset Dr) - AMENDED Description
Brittan Avenue, between Milano Way and Alameda de las Pulgas, is unimproved and does not have a safe path of travel for pedestrians on either side.
This segment of Brittan Avenue has been identified in the City's Bicycle and Pedestrian Master Plan, which seeks to improve pedestrian safety and connectivity to the downtown and the transit center. This project would improve this segment of Brittan Avenue with the following: sidewalk, curb, and gutter construction; reconstruction/construction of curb ramps; roadway resurfacing; and drainage and utility improvements. The project will also include green bike lanes, with a buffer to improve safety for bicyclists. The buffer will reduce the level of stress and the green paint will improve visibility for bicyclists. Staff received approval from the City Council in September 2024 to apply for San Mateo County Transit Authority (SMCTA) Cycle 7 Pedestrian and Bicycle Grant Program funding in the amount of $2,000,000 total combined for this project and C1722 - San Carlos Avenue Asphalt Pavement Replacement, and received notification of approval in December 2024. The SMCTA Pedestrian and Bicycle Grant Program is funded through Measure A and W sale tax initiatives for countywide transportation related improvements with the goal of improving pedestrian and bicycle safety and access through a Complete Streets approach.
Justification
The project improves safety and provides a safer path of travel for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue, which aligns with the Council's Strategic Plan and priorities. The improvements are also consistent with the City's Bicycle and Pedestrian Master Plan which prioritizes bicycle and pedestrian safety improvements for the intersection of Brittan Avenue and Alameda de las Pulgas. $1,800,000 was previously allocated from the approved Bicycle and Pedestrian Master Plan Implementation (C2006) project and is proposed to be used on this project for the sidewalk improvements. This project is partially funded by the San Mateo County Transit Authority Cycle 7 Pedestrian and Bicycle Grant Program approved in December 2024.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Safety; Council's Strategic
Plan; Previously Funded
Duration
Status
Programmed Funding
July 2023 - June 2026
Design concept alternatives have been developed for the the next phase of work that includes public outreach and gathering community feedback.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
The additional sidewalk will be added to the maintenance programs but future impact on the operating budget is negligible.
5.c
April 29, 2025
Packet Pg. 186
25 San Carlos Avenue
Public Works Yes
Alex Tat
Traffic and Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses 1,500,000$ - $ - $ - $ - $ - $ - $ 1,500,000$ New request (1,200,000) - - - - 1,200,000 - - Total 300,000$ - $ - $ - $ - $ 1,200,000$ - $ 1,500,000$ Fund Financing Sources
Traffic Mitigation Impact Fee 1,150,000 1,150,000 $
Traffic Mitigation Impact Fee (1,150,000) - - - - 1,150,000 - - $ Total -$ - $ - $ - $ - $ 1,150,000$ - $ 1,150,000$ Total Capital Project
300,000$ - $ - $ - $ - $ 50,000$ - $ 350,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the new sidwalks will be added to the maintenance program and additional operating costs may be required.
Duration
Status
Programmed Funding
July 2028 - June 2029
The public outreach phase will begin after the completion of Phase III. The project has been moved out to future years until other projects are completed.
X
C2325: San Carlos Avenue Pedestrian Safety Improvements Phase IV Description
Phase IV of the San Carlos Avenue Pedestrian Safety Improvements Project will include pavement rehabilitation, as well as traffic striping and pavement markings, to introduce a new buffered green bike lane from Beverly Drive to the City of Belmont limits in accordance with the City of San Carlos adopted Bicycle and Pedestrian Master Plan. Staff completed Phases I and II of the project in FY 2019-20, which included similar improvements along San Carlos Avenue, between Wellington Drive and Sycamore Street. Phase III will improve the remaining section of San Carlos Avenue between Beverly Drive and Wellington Drive that currently does not have sidewalk along the northside. Phase III is anticipated to be completed by May 2025. This project will require extensive outreach with the residents directly impacted, in addition to community meetings, Commission meetings, and City Council meetings.
Justification
The project aligns with the Council's strategic goal of improving public safety as well as mobility, transportation, and traffic by improving bicycle and pedestrian safety along one of the city's major arterial roads. These improvements are also consistent with the city's adopted Bicycle and Pedestrian Master Plan. Additionally, it would provide complete connectivity along the northside of San Carlos Avenue for pedestrians to get from Dartmouth Avenue to the downtown areas and transit center, thereby encouraging and increasing other modes of transportation and reducing carbon emissions.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Safety; Council's Strategic Plan;
Previosuly Funded
5.c
April 29, 2025
Packet Pg. 187
25 Holly Street and Highway 101 Interchange
Public Works Yes
Grace Le Safety, Grant funding
Traffic and Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30 Total Project Funding
Approved Expenses 8,543,830$ 8,310,663$ - $ - $ - $ - $ - $ 8,543,830$ New request - - 5,000,000 5,000,000 - - - 10,000,000 Total 8,543,830$ 8,310,663$ 5,000,000$ 5,000,000$ - $ - $ - $ 18,543,830$ Fund Financing Sources
Traffic Mitigation Fee 1,116,746$ 1,116,746$ - $ - $ - $ - $ - $ 1,116,746$ Measure A - Highway 2,818,710 2,818,710 - - - - - 2,818,710 Bike Path Program Funding 100,000 100,000 - - - - - 100,000 Bicycle Pedestrian Imp (BPIP) - - - - - - - - TDA Article 3 400,000 400,000 - - - - 400,000 Active Transportation Program
(ATP) - - - - - - - - Transfer from Measure A Fund 350,000 350,000 - - - - - 350,000 Facility Infrastructure Imp Reserve - - - - - - - - PAMF Contribution/Donations 523,000 523,000 - - - - - 523,000 Bay Area Air Quality Grant
(Bike/Ped) - - - - - - - - Successor Agency Bond
Proceeds 1,368,742 1,368,742 - - - - - 1,368,742 Total 6,677,198$ 6,677,198$ - $ - $ - $ - $ - $ 6,677,198$ Total Capital Project
1,866,632$ 1,633,465$ 5,000,000$ 5,000,000$ - $ - $ - $ 11,866,632$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C9459: Holly St/US 101 Interchange and Pedestrian Overcrossing- AMENDED Description
The original scope of the project will convert the existing interchange to a partial cloverleaf design, realign the on- and off-ramps, and add new signalized intersections to eliminate the weaving conflicts. It also includes widening the Holly Street and Industrial Road intersection and adding a through lane. This longer- term project will also construct a new overcrossing exclusively for pedestrians and cyclists to promote alternative modes of transportation and enhance safety. In addition to the longer-term project, the city is exploring near-term improvements to address bike and pedestrian safety on the interchange.
Justification
The Palo Alto Medical Foundation Environmental Impact Report identified the need to mitigate traffic impacts at the interchange. The project will address this need and also improve safety for pedestrians and cyclists on Holly Street crossing US Highway 101. In addition, the community has expressed the desire to explore near- term options that can be implemented prior to the longer-term scope of interchange modification and pedestrian/bicycle overcrossing construction.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
To be determined
Duration
Status
Programmed Funding
Near-term scope in 2027. A timeline for longer-term scope is yet to be determined.
Collaborating with San Mateo County Transportation Authority for grant submission to the Highway Program.
5.c
April 29, 2025
Packet Pg. 188
25 Various
Public Works Yes
Jana Cadiz
Traffic and Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 2,755,000$ 2,302,334$ - $ - $ - $ - $ - $ 2,755,000$ New request 51,000 - 650,000 - - - 701,000 Total 2,806,000$ 2,302,334$ 650,000 $ - $ - $ - $ - $ 3,456,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
2,806,000$ 2,302,334$ 650,000 $ - $ - $ - $ - $ 3,456,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the annual maintenance costs will increase slightly as these projects will be added to our annual maintenance programs.
C1807: Rectangular Rapid Flashing Beacons (Industrial) - AMENDED Description
This project will fund various traffic calming improvements throughout the city to address community safety concerns. The project will construct high visibility crosswalks and a rectangular rapid flashing beacon system at the intersection of Industrial Road and Tanklage Road and at Industrial Road, between Bing and Washington Streets. The project will also reconstruct or construct curb ramps for ADA accessibility, high-visibility thermoplastic traffic striping and pavement markings, and signage.
Justification
In 2018, the Council approved a Neighborhood Traffic Management Program (NTMP) to help meet the needs of San Carlos communities. The NTMP was based on past efforts by the City, guidance provided by the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement. The traffic calming measures were categorized as Level 1 or Level 2. Level 1 measures focus on easily implementable and relatively low cost features such as enhancing the visibility of crosswalks, striping narrow lanes, providing speed limit signs, installing high visibility crosswalks, providing additional informational signs and installing new regulatory signs, which is mainly funded by our striping and marking project. Level 2 measures focus on a combination of Level 1 measures, plus vertical or horizontal deflections such as speed humps, speed bumps, speed cushions, speed tables, pedestrian refuges or islands, median diverters, chicanes, or barriers. Since Level 2 measures impact many people in a neighborhood and the measures tend to be more costly, it is necessary to dedicate a separate funding source to fund the Level 2 traffic calming improvements.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Master Plan; Safety; Council Strategic Plan Duration
Status
Programmed Funding
July 2023 - December 2026
Ongoing. FY 2024-25 focused on design and construction on Industrial Road between Bing and Commercial Streets. Industrial Road and Tanklage Road will commence design and construction in FY 2025-26.
5.c
April 29, 2025
Packet Pg. 189
25 Crestview Drive and Edmonds Road
Public Works Yes
Jana Cadiz
Traffic and Transportation 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 316,000$ - $ - $ - $ - $ - $ - $ 316,000$ New request - - 250,000 - - 250,000 Total 316,000$ - $ 250,000$ - $ - $ - $ - $ 566,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
316,000$ - $ 250,000$ - $ - $ - $ - $ 566,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
July 2023 - December 2026
On-going
C2402: Pilot Roundabout at Crestview Drive and Edmonds Road - AMENDED Description
This project will fund a traffic calming pilot improvement at the intersection of Crestview Drive and Edmonds Road to address community safety concerns. The project includes traffic modeling and constructing a temporary roundabout. The project will also include reconstructing or constructing curb ramps for ADA accessibility, high-visibility thermoplastic traffic striping and pavement markings, and signage. Pilot improvements will be studied after construction for potential permanent improvements.
Justification
In 2018, the Council approved a Neighborhood Traffic Management Program (NTMP) to help meet the needs of San Carlos community members.
The NTMP was based on past efforts by the city, guidance provided by the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement. The traffic calming measures were categorized as Level 1 or Level 2. Level 1 measures focus on easily implementable and relatively low cost features such as enhancing the visibility of crosswalks, striping narrow lanes, providing speed limit signs, installing high visibility crosswalks, providing additional informational signs and installing new regulatory signs, which is mainly funded by our striping and marking project. Level 2 measures focus on a combination of Level 1 measures, plus vertical or horizontal deflections such as speed humps, speed bumps, speed cushions, speed tables, pedestrian refuges or islands, median diverters, chicanes, or barriers. Since Level 2 measures impact many people in a neighborhood and the measures tend to be more costly, it is necessary to dedicate a separate funding source to fund the Level 2 traffic calming improvements.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Safety; Council's Strategic
Plan
X
Current Strategic Plan Objective
Future Impact on Operating Budget
After implementation, the annual maintenance costs will increase from what was originally budgeted. The cost can not be estimated at this time as it depends on the type of improvements that will be implemented.
5.c
April 29, 2025
Packet Pg. 190
25 24 Signalized Intersections
Public Works Yes
Hanieh Houshmandi Necessary Upgrade
Traffic and Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses 400,000$ 1,313 $ - $ - $ - $ - $ 400,000$ New request - - 450,000 500,000 500,000 600,000 600,000 2,650,000 Total 400,000$ 1,313 $ 450,000$ 500,000$ 500,000$ 600,000$ 600,000$ 3,050,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
400,000$ 1,313 $ 450,000$ 500,000$ 500,000$ 600,000$ 600,000$ 3,050,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2405: Traffic Signal Master Plan Implementation - AMENDED Description
The city will implement projects proposed in the Traffic Signal Master Plan in multiple phases. The Master Plan Phase 1 projects consist of: upgrade of traffic signal controller hardware and firmware; upgrade of traffic signal communications; update of traffic signal timing coordination; and integration of City traffic signals into the C/CAG San Mateo County Smart Corridor System at various signalized intersections throughout the city through 2026.
Phase 2 projects consist of: installing battery back-up systems, video detection, and bike detection signal indicators; connecting remaining intersections to the C/CAG San Mateo County Smart Corridor; replacing copper interconnects with fiber at six intersections; developing a funding strategy and staffing plan; and formalizing maintenance responsibilities and the budget.
Phase 3 projects consist of: installing fiber at various locations; integrating remaining intersections into KITS as they come online; and establishing a traffic operations center.
Per guidance from the City Council and mayor, projects are moved from one phase to the other to expedite project delivery. This project will implement Phase 1 KITS and some of Phase 2 expedited video detection pilot project in FY 24-25, with the remaining Phase 2: battery back up project; copper interconnect, and cellular wireless communications in FY 2025-26, and Phase 3 projects in future fiscal years.
Justification
The City has 24 signalized intersections with older infrastructure that need to be upgraded in order to utilize available technology to improve operations and reduce traffic congestion. Several city signals are also not part of the C/CAG San Mateo County Smart Corridor System and need to be integrated into this system for optimized operations and better emergency access.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible.
Duration
Status
Programmed Funding
July 2024 - December 2033
Ongoing
5.c
April 29, 2025
Packet Pg. 191
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - - - - - - New request - - 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000 Total -$ - $ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$ Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Capitalized Project Non-Capitalized Project X
C2504: Traffic Studies and Pilot Improvements - NEW
Description
This project will fund various traffic improvements throughout the city to address community safety concerns. The project covers staff support for addressing community concerns more efficiently, intersection all way stop control and safety analyses, speed surveys, neighborhood cut-through studies, traffic signal operations concerns, and traffic studies and policies. The project includes initial, quick build, or pilot improvements that arise from elevated community concerns before improvements are enhanced with a larger project.
Justification
In 2018, the Council approved a Neighborhood Traffic Management Program (NTMP) to help meet the needs of San Carlos community members.
The NTMP was based on past efforts by the City, guidance provided by the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement. The traffic calming measures were categorized as Level 1 or Level 2. Level 1 measures focus on easily implementable and relatively low cost features such as enhancing the visibility of crosswalks, striping narrow lanes, providing speed limit signs, installing high visibility crosswalks, providing additional informational signs and installing new regulatory signs, which is mainly funded by our striping and marking project. Level 2 measures focus on a combination of Level 1 measures, plus vertical or horizontal deflections such as speed humps, speed bumps, speed cushions, speed tables, pedestrian refuges or islands, median diverters, chicanes, or barriers. Since Level 2 measures impact many people in a neighborhood and the measures tend to be more costly, it is necessary to dedicate a separate funding source to fund the Level 2 traffic calming improvements. The funding is requested for Level 2 measures as this project funds larger initial steps that we need to take to address service requests that the professional services account cannot cover.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Minor maintenance costs are anticipated.
Duration
Status
Programmed Funding
FY 2026-30
New project request.
5.c
April 29, 2025
Packet Pg. 192
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - - - - - - New request - - 450,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,450,000$ Total -$ - $ 450,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,450,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 450,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,450,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
C2505: Traffic Technology and Funding Development - NEW Description
This project will fund various traffic software platforms and support traffic maintenance and repair projects citywide. The softwares include Synchro suite, Nearmaps and AutoTURN. The project will support assessing, evaluating, and implementing improvements throughout the city to address community traffic and safety concerns. This project also supports traffic equipment repairs and upgrades on an as-needed basis.
Justification
In order to assess and address citizen concerns, traffic softwares and funding are necessary for evaluation and implementation of improvements.
These needs are in alignment with the 2018 Council approved Neighborhood Traffic Management Program (NTMP) designed to help meet the needs of San Carlos community members. The NTMP was based on past efforts by the City, with guidance provided by the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement. Traffic technologies and fund development allow staff to perform in-house analysis and expedite necessary traffic equipment upgrades.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Cost is estimated for annual attention to addressing community concerns and performing necessary maintenance. Costs may increase from what was originally budgeted. $20,000 per year will need to be added to operating costs for traffic software maintenance.
Duration
Status
Programmed Funding
FY 2026-30
Ongoing
5.c
April 29, 2025
Packet Pg. 193
25 Citywide
Public Works Yes
Jana Cadiz Master Plan
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $
New request - - - $ 250,000$ 1,250,000$ 65,000 $ 320,000$ 1,885,000 Total -$ - $ - $ 250,000$ 1,250,000$ 65,000 $ 320,000$ 1,885,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 250,000$ 1,250,000$ 65,000 $ 320,000$ 1,885,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Future impact on the operating budget is approximately $10,000 annually as regular maintenance.
Duration
Status
Programmed Funding
July 2025 - June 2030
New project
X
C2506: Traffic Signal Fiber Project - NEW
Description
As part of the Traffic Signal Master Plan implementation, this project establishes communications to signal facilities, improving the City's ability to operate its transportation network. Phase 1 (Projects 7-1 & 7-3 of the Master Plan) of the fiber project will affect intersections in the Northeast Area and Downtown, particularly the intersections at: Industrial Road/Commercial Street; Industrial Road/East San Carlos Avenue; Old County Road/Howard Avenue; Laurel Street/Holly Street; San Carlos Avenue/Laurel Street; San Carlos Avenue/Walnut Street; San Carlos Avenue/Elm Street; San Carlos Avenue/Cedar Street; San Carlos Avenue/Chestnut Street. Phase 2 (Projects 9-4 & 9-5 of the Master Plan) addresses the intersections of Brittan Avenue/Laurel Street as well as Old County Road/East San Carlos Avenue. Phase 3 (Project 9-3 of the Masterplan) focuses on San Carlos Avenue, between Devonshire Boulevard and Alameda de las Pulgas. Fiber replaces any temporary wireless connections.
Justification
The City has 24 signalized intersections with older infrastructure that need to be upgraded in order to utilize available technology, improve operations, and reduce traffic congestion. In April 2024, the City Council approved the Traffic Signal Master Plan. This project executes traffic signal fiber projects in multiple phases as part of the Traffic Signal Master Plan. Fiber connections are used in traffic signals to enable high-speed data transmission, allowing for real-time communication between traffic signal controllers, which is crucial for advanced traffic management systems, leading to improved traffic flow and reduced congestion.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 194
25 Citywide
Public Works Yes
Hanieh Houshmandi Master Plan
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - - $ - $ - $ - New request - - 150,000 - $ - $ - $ - $ 150,000$ Total -$ - $ 150,000$ - $ - $ - $ - $ 150,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 150,000$ - $ - $ - $ - $ 150,000$ Climate Change Mitigation, Adaptation & Resilience
X Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here X Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
C2507: Traffic Impact Fee (TIF) Study and Update - NEW
Description
A Traffic Impact Fee (TIF) is a charge levied on new development projects to fund transportation improvements necessary to accommodate the increased traffic generated by that development, requiring new developments to pay their fair share of the cost to mitigate the impact on existing infrastructure such as roads and intersections. The TIF needs to be periodically re-evaluated against the City's growth and needs. This update is necessary because the costs of road construction and maintenance fluctuate over time, as does the expected traffic volume from new development. This project will conduct a new nexus study and establish an update to the fee structure of the TIF. The study will include estimates of construction costs for the improvement projects to be funded by the TIF.
Justification
The update of the TIF study aligns with the City Council's strategic goal to provide efficient, safe, and effective movement throughout the city. TIFs is usually calculated based on the projected number of vehicle trips generated by the new development, considering factors such as land use, building type, and traffic studies. The City's current TIF and the associated nexus study were done in 2020 under the 2009 General Plan. Since the City is now set to approve a General Plan Reset in spring of 2025, a new nexus study and updated TIF structure are needed.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact
Duration
Status
Programmed Funding
July 2026 - June 2027
New project
5.c
April 29, 2025
Packet Pg. 195
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - New request - - - 100,000$ 300,000$ - - 400,000 Total -$ - $ - $ 100,000$ 300,000$ - $ - $ 400,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 100,000$ 300,000$ - $ - $ 400,000$ Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2508: Clifford Avenue Safe Routes to School and Pavement Project - NEW Description
This project will construct Safe Routes to School improvements and perform pavement rehabiliation along Clifford Avenue, which serves Clifford School. Improvements include American with Disabilities Act compliant curb extensions with ramps, high visibility crosswalks, a raised crosswalk, and rectangular rapid flashing beacons. This budget request includes costs for design and construction, but grant funding will be sourced where possible in collaboration with stakeholders from multiple jurisdictions, including the City of Redwood City, the Redwood City School District, and the County of San Mateo.
Justification
The improvements along Clifford Avenue are identified in the Safe Routes to School Plan for Clifford School because a majority of Clifford School fronts San Carlos streets. Clifford School is part of the Redwood City school district, however, a large number of San Carlos residents from Crestview Drive to Alameda De Las Pulgas are assigned to this school. The improvements on the roadway will provide safer routes for all pedestrians and bicyclists. Improvements would repair any conditions including replacements, safety risks, and potential trip hazards.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Annual costs are negligible and future maintenance would be added to the operating maintenance programs once the project is completed.
Duration
Status
Programmed Funding
FY 2027-2028
New request. Project was identified under an annual pavement rehabilitation and requires further development. Grant funding is being explored for this project.
5.c
April 29, 2025
Packet Pg. 196
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - - $ - $ - $ - $ - New request - - 200,000$ - $ - $ - $ - $ 200,000$ Total -$ - $ 200,000$ - $ - $ - $ - $ 200,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 200,000$ - $ - $ - $ - $ 200,000$ Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Annual costs are negligible and future maintenance would be added to the operating maintenance programs once project is completed.
Duration
Status
Programmed Funding
FY 2025-26
New request. Project begins under the 2025 School Travel Fellowship.
X
C2509: Safe Routes to School Improvements near Tierra Linda and Mariposa Schools - NEW Description
This project will construct Safe Routes to School improvements around the Mariposa, Tierra Linda, and San Carlos Charter School campuses.
The scope of this project includes: (1) exploring pedestrian scamble traffic signal timing at San Carlos Avenue and Dartmouth Avenue; (2) an intersection safety evaluation at Clifton Avenue and Wellington Drive; (3) updating two crosswalks to high visibility; (4) installing "No Parking" areas and converting travel lanes along Dartmouth Avenue; and (5) installing "No Parking" areas at Wellington Drive and Dartmouth Avenue. The City was selected to participated in the San Mateo County Office of Education's 2025 School Travel Fellowship Program (Cycle 4). This project supplements the work from the Fellowship Program.
Justification
The improvements on San Carlos Avenue, Dartmouth Avenue, Club Drive, and Wellington Drive are identified in the Safe Routes to School Plan for the Tierra Linda, Mariposa, and San Carlos Charter schools due to their close proximity. The improvements on the roadway will also provide safer routes for pedestrians and bicyclists while alleviating vehicluar congestion. Improvements would minimize safety risks and travel hazards.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 197
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - - - $ - $ - New request - - - -$ - $ 300,000$ 800,000$ 1,100,000$ Total -$ - $ - $ - $ - $ 300,000$ 800,000$ 1,100,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ - $ 300,000$ 800,000$ 1,100,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Annual costs are negligible and future maintenance would be added to the operating maintenance programs once the project is completed.
Duration
Status
Programmed Funding
FY 2028-30
New project.
X
C2510: Safe Routes to School Improvements Near Brittan Acres and Heather - NEW Description
Safe Routes to School improvement recommendations around Brittan Acres Elementary School call for the installation of two radar feedback signs and a refresh of crosswalk striping along Cordilleras Avenue. This project will also enhance and extend sidewalks along Cordilleras Avenue, between San Carlos Avenue and Carmelita Drive. Safe Routes to School improvement recommendations around Heather School call for the installation of radar feedback signs on Melendy Drive.
Justification
The improvements are identified in the Safe Routes to School Plan for Brittan Acres Elementary and Heather Schools. The radar feedback signs and high visibility crosswalks encourage speed reduction and driver awareness of speeds around school zones while providing safer routes for pedestrians and bicyclists. Improvements minimize safety risks and collisions.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 198
25 Citywide
Public Works Yes
Jana Cadiz Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - - - $ - New request - - - - - $ 250,000$ 1,200,000$ 1,450,000$ Total -$ - $ - $ - $ - $ 250,000$ 1,200,000$ 1,450,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ - $ 250,000$ 1,200,000$ 1,450,000$ Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Annual costs are negligible and future maintenance would be added to the operating maintenance programs once the project is completed.
Duration
Status
Programmed Funding
FY2028-30.
New project.
X
C2511: Safe Routes to School Improvements Near Arundel - NEW Description
The scope of this project involves closing sidewalk gaps along Phelps Road from San Carlos Avenue to Palm Avenue towards Arundel Elementary School. The improvements on Phelps Road are identified in the Safe Routes to School Plan due to the close proximity. The project encourages use of pedestrian pathways. This budget request includes design and construction.
Justification
As development proceeds within San Carlos, improvement to the transportation network is needed to serve the increase in traffic volume, and encrouage mode shift by transitioning drivers to pedestrians. The improvements are identified in the Safe Routes to School Plan for Arundel School due to the close proximity. The project provides safer walking routes for pedestrians. Improvements minimize safety risks and tripping hazards.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 199
25 Citywide
Public Works Yes
Hanieh Houshmandi Safety
Traffic & Transit 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - - - - - New request - - - -$ 350,000$ - $ 400,000$ 750,000$ Total -$ - $ - $ - $ 350,000$ - $ 400,000$ 750,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ 350,000$ - $ 400,000$ 750,000$ Which strategic objectives apply
Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
X Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible impact. A separate and focused project will be developed as each study is completed.
Duration
Status
Programmed Funding
FY2027-30.
New project.
X
C2512: Complete Streets and Corridor Studies - NEW
Description
A Complete Streets corridor study is a planning process that analyzes a specific stretch of road (a corridor) to identify opportunities for improvements that would make it safer and more accessible for all users, including pedestrians, cyclists, transit riders, and motorists. This project will fund various complete streets studies along major corridors throughout the City. The project will include conceptual design, community outreach, plans, intersection control evaluation and safety analyses, traffic counts, and sight distance evaluation. The corridors and major streets to be evaluated in order of prioritization are: Crestview Drive, Brittan Avenue (including Big Canyon Midblock Crossing), Arroyo Avenue, Cedar Street, and Alameda de las Pulgas.
Justification
Complete streets corridor studies are needed to analyze specific stretches of road and identify potential improvements that would make them safer and more accessible for all users, including pedestrians, cyclists, transit riders, and motorists, by assessing current conditions, traffic patterns, and community needs to create a comprehensive plan for implementing features like dedicated bike lanes, wider sidewalks, improved crosswalks, and better transit access, ultimately aiming to reduce vehicle speeds and promote active transportation and improve overall mobility within a community. This project is in line with the City’s General Plan, policies and lessons learned from other jurisdictions, practices published by the transportation industry, and community input regarding traffic concerns and ideas for improvement. This project will address community concerns along major streets holistically.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 200
25 Downtown Planning Initiative
Community Development Yes
Lisa Porras Downtown Goal
Community Enhancement 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 1,445,000$ 1,024,485$ 69,900 $ - $ - $ - $ - $ 1,514,900$ New request - - - - - - - - Total 1,445,000$ 1,024,485$ 69,900 $ - $ - $ - $ - $ 1,514,900$ Fund Financing Sources
Grant - $ - $ 120,000$ - $ - $ - $ - $ 120,000$ Total -$ - $ 120,000$ - $ - $ - $ - $ 120,000$ Total Capital Project
1,445,000$ 1,024,485$ (50,100) $ - $ - $ - $ - $ 1,394,900$ Climate Change Mitigation, Adaptation & Resilience
X Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Negligible
Duration
Status
Programmed Funding
This project will be completed in September 2025. Altogether, the Specific Plan and Streetscape Master Plan required 39 months to complete (originally estimated at 24 months).
The Streetscape Master Plan is on track for consideration of adoption by the Council in April 2025. The Specific Plan is on track for completion in September 2025.
X
C2105: Downtown Planning Initiative - AMENDED
Description
As part of the 2021 Strategic Plan, the City Council directed staff to prepare a plan to work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure the downtown meets the needs of the community and businesses now and into the future. This initiative includes creating a framework and informing the community; determining staff resources and budget needed to develop a plan; and finally developing a scope of work to create a downtown plan. Considerations include land use, urban design, infrastructure, street functions/operations, building design and massing, pubic realm and events, traffic/circulation, including multiple modalities for travel, walkability, dining, parklets, plazas, housing, maintenance, City governance, the potential for a business improvement district, and partnership with the Chamber of Commerce. To accomplish all of the objectives listed herein, this work requires preparation of a Specific Plan and a Streetscape Master Plan, forged by robust civic engagement.
Justification
The adopted City Council 2021 Strategic Plan (and subsequent Strategic Plans) directs staff to prepare a plan and involve the broader community.
This project has a current budget of $1,445,000. Staff is requesting an additional $69,900 to account for an additional 6 months to complete the project, including additional subcommittee meetings, and additional work done based on past Council requests (e.g. intial survey, costing, and demonstration project scoping). Any unused funds would go back to the General Fund.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan
5.c
April 29, 2025
Packet Pg. 201
25 Laurel Street and San Carlos Avenue
Public Works Yes
Alex Tat Council's Strategic Plan, Beautification
Streetscape 3
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 3,500,000$ 113,020 $ - $ - $ - $ - $ - $ 3,500,000$ New request - - 6,250,000 - - 2,421,000 7,829,000 16,500,000 Total 3,500,000$ 113,020 $ 6,250,000$ - $ - $ 2,421,000$ 7,829,000$ 20,000,000$ Fund Financing Sources
Developer Contribution 3,500,000$ - $ - $ - $ - $ - $ 10,000,000$ 13,500,000$ Developer Contribution (3,500,000)$ - $ - $ - $ - $ - $ - $ (3,500,000) Total -$ - $ - $ - $ - $ - $ 10,000,000$ 10,000,000$ Total Capital Project
3,500,000$ 113,020 $ 6,250,000$ - $ - $ 2,421,000$ (2,171,000)$ 10,000,000$ Climate Change Mitigation, Adaptation & Resilience
X Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
Duration
Status
Programmed Funding
The total project anticipates construction over the next several years.
On-going
Current Strategic Plan Objective
Future Impact on Operating Budget
The future impact on the operating budget is to be determined once the improvements are authorized by the Council. Operating budgets will need to be updated to account for the maintenance of new improvements once construction is complete.
C2215: Downtown Renovation Plan Implementation - AMENDED Description
This project is for the conceptual planning, design, and construction of various improvements downtown. Improvements may include decorative street and sidewalk improvements, street and pedestrian scale lighting, upgrade and installation of street landscaping, art features, dedicated parking for ride share and food delivery service, bike share, and movable hydraulic street bollard installations.
Justification
This project aligns with City Council's Downtown strategic goal which seeks to ensure that the improvements "meet the needs of the community and businesses now and into the future." The total project is anticipated to be partially funded through agreements with developers. The timing of these developer payments is unknown at this time and therefore is reflected in future years.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
5.c
April 29, 2025
Packet Pg. 202
25 Citywide
Community Development Department Yes
Akanksha Chopra Legal Mandate
Planning 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - 250,000 - - - - 250,000 Total -$ - $ 250,000$ - $ - $ - $ - $ 250,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ 250,000$ - $ - $ - $ - $ 250,000$ X Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
None anticipated at this time.
Duration
Status
Programmed Funding
As defined under the EIR, the CMAP update is expected to be completed by May 2028.
New request
X
C2516: Climate Mitigation and Adaptation Plan Update - NEW Description
The City of San Carlos adopted its last Climate Mitigation and Adaptation Plan (CMAP) in September, 2021. In 2023, the City initiated the 2045 General Plan Reset project to update the development projections to the year 2045 and prepared an associated Environmental Impact Report (EIR) under the requirements of the California Environmental Quality Act. The EIR identified significant impacts to the city's Greenhouse Gas (GHG) Emissions under the projected development and as a mitigation measure, requires the City to update its CMAP to chart a trajectory to achieve the long-term GHG reduction goal set by AB 1279 and other applicable statewide GHG emission reduction goals. The CMAP update will include key components related to tools and strategies for reducing GHG emissions, plan implementation guidance, timelines for measure implementation, community outreach and education, and tracking tools.
Justification
This project is consistent with the Council's strategic goal to promote climate change mitigation, adaptation, and resilience. Given the development projected for the city over the next 20 years under the 2045 General Plan Reset project, the updated CMAP will help ensure that the city is growing in a sustainable and resilient manner towards meeting its Greenhouse Gas emissions reduction targets as required under AB 1279 and other applicable statewide laws at the time of update.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
5.c
April 29, 2025
Packet Pg. 203
25 Citywide
Community Development Department Yes
Akanksha Chopra Necessary Update
Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 200,000 $ - $ 329,100$ 329,100$ - $ - $ - $ 858,200$ New request - - - - - $ - $ - $ - Total 200,000$ - $ 329,100$ 329,100$ - - - 858,200$ Fund Financing Sources
MTC Grant - $ - $ 261,600$ 261,600$ - $ - $ - $ 523,200 PCE Match - $ - $ 67,500$ 67,500$ - $ - $ - $ 135,000$ Total -$ - $ 329,100$ 329,100$ - $ - $ 658,200$ Total Capital Project
200,000$ - $ - $ - $ 200,000$ X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
X Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project X Non-Capitalized Project
C2336: Installation of New EV Stations in Public Parking Lots (Downtown) Description
The city has a total of ten electric vehicle (EV) charging stations at Wheeler Plaza Garage and the library's underground parking lot. The transition to an EV platform from internal combustion engines will require the construction of additional charging stations throughout the city. In March 2025, the City of San Carlos, in collaboration with the County of San Mateo and multiple cities, was awarded the Metropolitan Transportation Commission’s (MTC) 2024 Climate Program Implementation Grant for downtown public electric vehicle charging infrastructure. The city will receive $658,131 to fund six curbside EV charging stations on the 700 block of Walnut Street near 737 and 777 Walnut Street; three curbside chargers on the 600 block of Walut Street near 657 Walnut Street; five EV charging stations in the Wheeler Plaza Garage; and four EV charging stations in Clark Plaza. $523,000 will come from the Metropolitan Transportation Commission, while a $135,000 match will be provided by Peninsula Clean Energy in the form of rebates.
Justification
This project is consistent with the Council's strategic goals to promote Climate Change Mitigation, Adaptation, and Resilience as well as Mobility, Traffic and Transportation Infrastructure. California regulations require all new cars sold in 2035 and beyond to be zero emission vehicles. In response, more auto manufacturers are producing EV versions of their cars and trucks. To accommodate the influx of new EV vehicles, more infrastructure is needed. Installing new EV chargers in city public parking spaces will make these facilities available to a larger segment of the community.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
Future impact on the operating budget is negligible. The grant will fund operations and maintenance costs of the EV charging stations for three to five years. After the grant period passes, ongoing operations and maintenance costs will be paid for by the city, covered by revenue generated from electricity sales.
Duration
Status
Programmed Funding
The project is estimated to begin in June 2025 with construction completed in May 2027.
In progress
5.c
April 29, 2025
Packet Pg. 204
25 Citywide
City Clerk No
Crystal Mui Necessary Upgrade
Information Technology 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses -$ - $ - $ - $ - $ - $ - $ - $ New request - - - - 150,000 - - 150,000 Total -$ - $ - $ - $ 150,000$ - $ - $ 150,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ 150,000$ - $ - $ 150,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Projectx
C2415: Purchase and Implement a New Agenda and Meeting Management System (AMMS) - AMENDED Description
Staff is requesting funds to purchase and implement a new Agenda and Meeting Management System (AMMS) and to migrate existing meeting data into the new system. An AMMS plays a significant role in administrative functions citywide. All departments use the system to prepare and route staff reports and meeting materials, which then are compiled and made available to the public through the system's meeting portal on the city's website. At the City Council and Planning and Transportation Commission, the AMMS assists the meeting Clerk with meeting management and video streaming.
Justification
The city currently uses the OneMeeting System (formerly known as PrimeGov). It was impemented in the summer of 2022. Just months into the implementation process, staff was notified that the system was purchased by Granicus. Since that purchase, customer service has dramatically declined, with support tickets often unresolved for months at a time. There are numerous issues in the system that require an exorbitant amount of staff time to perform workarounds. Issues are also found on the meeting management side of the system, causing delays in the public's ability to access the agenda packets and view the live meetings remotely.
Staff have worked to escalate the issues. However, not only is there no resolution in sight, but staff continues to regularly experience new operational and functional problems.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
The annual maintenance costs of a new system should be offset by maintenance costs from the exisiting system.
Duration
Status
Programmed Funding
July 2027 - June 2028
With no resolution in sight to address the increasing number of issues in the system, staff feels that it will be necessary to issue a request for proposals (RFP) and choose another system to replace OneMeeting.
5.c
April 29, 2025
Packet Pg. 205
25 City Hall
Public Works No
Lou Duran Necessary Upgrade
Facilites 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ 450,000 $ - $ - $ - $ 450,000$ New request - - - - - - - - Total -$ - $ - $ 450,000$ - $ - $ - $ 450,000$ Fund Financing Sources
Bld & Maintenance
Restricted Fund - $ - $ - $ 107,225$ - $ - $ - $ 107,225$ Total -$ - $ - $ 107,225$ - $ - $ - $ 107,225$ Total Capital Project
-$ - $ - $ 342,775$ - $ - $ - $ 342,775$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2513: City Hall Roof Replacement - NEW
Description
The City Hall roof has surpassed its expected lifespan and has not undergone renovations in over 30 years. This project consists of removing the aging roof and installing a durable, energy-efficient system designed to enhance weather resistance and reduce maintenance costs. The new roofing system will have long-lasting materials that meet current building codes and will provide superior protection against water intrusion and extreme weather. Repairs will include roof deck restoration, replacement of damaged flashing, and upgrades to insulation and drainage systems to extend the building’s lifespan. The flat roof will be replaced, while the condition of the tile sections will be evaluated. Additionally, anchor points will be installed to enhance safety and improve maintenance access.
Upon completion, the new roof will provide 30 years of reliable protection, improving sustainability, reducing energy costs, and ensuring a safer, more efficient facility for City Hall operations.
Justification
There are ongoing structural and maintenance concerns that if left unaddressed, could lead to significant repair costs, safety hazards, and operational disruptions. The existing roof has deteriorated over time, causing frequent leaks, insulation inefficiencies, and rising maintenance expenses.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
The new roof may reduce operating costs as staff will no longer need to focus on repairs.
Duration
Status
Programmed Funding
FY 2026 - 27
New project.
5.c
April 29, 2025
Packet Pg. 206
25 Adult Community Center
Parks and Recreation Yes
Amy Newby Safety, Necessary Upgrade
Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ 200,000$ - $ - $ - $ - $ 200,000$ New request - - - - - - - - Total -$ - $ 200,000$ - $ - $ - $ - $ 200,000$ Fund Financing Sources
Parks and Recreation
Donations Reserve - $ - $ 200,000$ - $ - $ - $ - $ 200,000$ Total -$ - $ 200,000$ - $ - $ - $ - $ 200,000$ Total Capital Project
-$ - $ - $ - $ - $ - $ - $ - $ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
X Recreation Services
Capitalized Project Non-Capitalized ProjectX
C2515: Adult Community Center Kitchen Remodel Design - NEW Description
The proposed kitchen remodel at the Adult Community Center would include a full assessment of current program needs and analysis of deficiencies in operations due to facility design. A remodel may include a reconfiguration of the kitchen layout; better utilization of space; new kitchen equipment, including an industrial dishwasher, refrigerator and freezers, commercial grade sink and stations; and better functionality in the meal prep area. The cost for this project will be fully covered by the Parks and Recreation Donation Reserve.
Justification
The kitchen at the Adult Community Center is in need of a renovation. Staff have shared several concerns including: the configuration of the stove/cooking area poses a safety hazard; dimensions of the stove are not suitable for the available space; the industrial dishwasher is over 40 years old and often in need of repair and requires staff to wash dishes by hand in a method that meets safety standards; and a number of loose floor tiles and buckled flooring pose a tripping hazard. Additionally, the original kitchen was configured to be utilized as a cafeteria-style operation, which is no longer the operation of the meal program.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
Future Impact on Operating Budget
It is anticipated the remodel will reduce maintenance staff time repairing broken equipment.
Duration
Status
Programmed Funding
FY 2026 and FY 2027
New project
5.c
April 29, 2025
Packet Pg. 207
26 To be determined
Community Development No
Sajuti Haque
Child Care 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - - - - 5,000,000 5,000,000 Total -$ - $ - $ - $ - $ - $ 5,000,000$ 5,000,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ - $ - $ 5,000,000$ 5,000,000$ Climate Change
Downtown
Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2326: New Child Care Facility Development - AMENDED
Description
The city may use impact fee revenue to develop new child care space in San Carlos. This may include acquiring, adapting, rehabilitating, renovating, etc. existing space and converting it to child care or developing new child care space. The space would then be available to be operated by a licensed, child care operator/provider. The amount invested may vary depending on the availability of revenue and opportunities.
Justification
The project falls under a strategic goal of the Council's and could help to jumpstart creation of a new child care facility in the city.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Child Care, Own Funding Source
Duration
Status
Programmed Funding
July 2023 to June 2028.
In 2022, the City established a child care impact fee on new commercial development. Over the coming years funding will be collected through the impact fee as new projects obtain building permits. During this time, staff will explore site acquisition and development opportunites and will pursue a project once revenue has reached a sufficient level.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
These funds would be drawn from the Child Care Impact Fee, Fund 26. The impact on the operating budget is unknown at this time.
5.c
April 29, 2025
Packet Pg. 208
26 To be determined
Community Development No
Sajuti Haque
Child Care 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 1,000,000$ - $ - $ - $ - $ - $ - $ 1,000,000$ New request (1,000,000) - - - - 1,000,000 1,000,000 1,000,000 Total -$ - $ - $ - $ - $ 1,000,000$ 1,000,000$ 2,000,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ - $ - $ 1,000,000$ 1,000,000$ 2,000,000$ Climate Change
Downtown
Housing
Mobility, Traffic, and Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Current Strategic Plan Objective
Future Impact on Operating Budget
These funds would be drawn from the Child Care Impact Fee, Fund 26. The impact on the operating budget is unknown at this time.
Duration
Status
Programmed Funding
July 2023 to June 2028.
In 2022, the City established a child care impact fee on new commercial development. Over the coming years, funding will be collected through the impact fee as new projects obtain building permits. Some projects may elect to build child care on site and could go beyond the amount required for their project by accessing this additional funding from the city.
C2327: Child Care Space Reimbursement - AMENDED
Description
This project would make available impact fee revenue to reimburse applicants who choose to meet the child care impact fee requirement by building child care onsite, rather than by paying the fee, and who oversize the child care space provided relative to the value of the impact fee requirement. The amount of the reimbursement will not reduce the value of the applicant's child care obligation; rather, it can partially or fully subsidize the cost incurred by the applicant in excess of what the fee obligation would have been.
Justification
This project may help to expedite the development of child care in San Carlos as it allows projects to move forward at larger scales than initially feasible.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Child Care, Own Funding Source
5.c
April 29, 2025
Packet Pg. 209
26 To be determined
Community Development No
Sajuti Haque
Child Care 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses 500,000 $ 200,000$ 250,000$ 250,000$ 250,000$ - $ - $ 1,250,000$ New request - - - - - 250,000 - 250,000 Total 500,000$ 200,000$ 250,000$ 250,000$ 250,000$ 250,000$ - $ 1,500,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
500,000$ 200,000$ 250,000$ 250,000$ 250,000$ 250,000$ - $ 1,500,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
C2333: Family and Commercial Daycare Grant Program - AMENDED Description
The city may make child care impact fee revenue available in the form of grants to at-home and commercial day care providers. These grants must be used to develop new child care facilities or improve existing child care facilities, in order to increase service capacity to more children. The city will develop an outreach program to let child care operators know that funding is available once enough revenue is collected.
Justification
This project falls under a strategic goal of the city and is intended to help expand existing child care providers or attract new providers to San Carlos.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Child Care, Own Funding Source
Duration
Status
Programmed Funding
July 2023 to June 2029
In 2022, the city established a child care impact fee on new commercial development. Over the coming years, funding will be collected through the impact fee as new projects obtain building permits. During this time, staff will develop a grant program for distribution of these funds to assist child care providers with expansion. Staff will make awards once revenue has reached a sufficient level.
X
Current Strategic Plan Objective
Future Impact on Operating Budget
These funds would be drawn from the Child Care Impact Fee, Fund 26. The impact on the operating budget is unknown at this time.
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27 All parks and facilities
Parks and Recreation Yes
Amy Newby Master Plan
Parks and Facilities 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses 650,000$ 248,239$ - $ - $ - $ - $ - $ 650,000$ New request (200,000) - 200,000 - - - - - Total 450,000$ 248,239$ 200,000$ - $ - $ - $ - $ 650,000$ Fund Financing Sources
General Plan Update
Reserve - $ - $ 150,000$ - $ - $ - $ - $ 150,000$ Total -$ - $ 150,000$ - $ - $ - $ - $ 150,000$ Total Capital Project
450,000$ 248,239$ 50,000 $ - $ - $ - $ - $ 500,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing Insert photo here
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
X Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
There are no operating budget impacts to the development of the Plan.
Duration
Status
Programmed Funding
FY 2023-26
Ongoing
X
C2329: Parks Master Plan - AMENDED
Description
This project will include a new assessment of all city developed parks, open space parks, and recreational facilities and engage the community to better understand current needs in recreational opportunities. The Parks Master Plan will provide recommendations for improvements to all parks and facilities. Since there is an element of this plan that requires updates to the General Plan, it is recommended that $150,000 of General Plan Update fees collected from developers be applied to the total costs of the project.
Justification
The City Council identified this as a new Strategic Plan objective in 2023 and 2024. Following further review of other municipal agencies that have recently completed a parks master plan, staff believes additional funding will be necessary. Additionally, due to current staff workloads, staff recommends hiring a contract planner to assist with the project.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
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27 Chilton Park
Parks and Recreation Yes
Lou Duran Recreation Services
Parks 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Approved Expenses 150,000$ - $ - $ - $ - $ - $ - $ 150,000$ New request (150,000) - - 150,000 - - - - Total -$ - $ - $ 150,000$ - $ - $ - $ 150,000$ Fund Financing Sources
- $ - $ - $ - $ - $ - $ - $ - $ Total -$ - $ - $ - $ - $ - $ - $ - $ Total Capital Project
-$ - $ - $ 150,000$ - $ - $ - $ 150,000$ Climate Change Mitigation, Adaptation & Resilience
Downtown to this project? (check boxes to left)
Housing
Mobility, Traffic & Transportation Infrastructure Insert photo here Northeast Area Specific Plan
X Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
There will be a reduction in operating budget expenses as the repairs will reduce the maintenance staff time.
Duration
Status
Programmed Funding
FY 2026-27
Estimated to start in FY 2026-27
X
C2417: Chilton Park Pathway Modifications - AMENDED
Description
Following the renovations to Chilton Park, cracks were formed in the pathway due to settling of the surface material and water run-off. This project would include removing a layer of the decomposed granite surface material and installing a fabric underlayer and header board. Once these are in place, the decomposed granite surfacing will be reinstalled and compacted.
Justification
The City received reports from park users that the large cracks are impacting their use of the pathways and park. Cracks observed have been between 1 to 3 feet long, 6 inches wide, and 6 inches deep. These conditions not only hindered accessibility but also posed a safety hazard to pedestrians and park users. Maintenance has repaired the cracks, however, the full pathway modification is needed to address the risk on pedestrian safety in the future, should the cracks continue to occur. The Notice of Completion was signed in November 2021 and the maintenance bond was for a duration of two years after the acceptance of the Notice of Completion, therefore the maintenance bond has already expired.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
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27 Various
Parks and Recreation Yes
Amy Newby Strategic Plan
Parks 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses - $ - $ - $ - $ - $ - $ - $ - $ New request - - - -$ 500,000$ 500,000$ - $ 1,000,000$ Total -$ - $ - $ - $ 500,000$ 500,000$ - $ 1,000,000$ Fund Financing Sources
PR Foundation - $ - $ - $ - $ 25,000$ 25,000$ - $ 50,000$ Total -$ - $ - $ - $ 25,000$ 25,000$ - $ 50,000$ Total Capital Project
-$ - $ - $ - $ 475,000$ 475,000$ - $ 950,000$ Climate Change Mitigation, Adaptation & Resilience Which strategic objectives apply Downtown
Housing to this project? (check boxes to left)
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan Insert photo here
X Recreation Services
Capitalized Project Non-Capitalized Project
Future Impact on Operating Budget
Future operating budget needs are unknown at this time and will be determined when improvements are identified through the Parks Master Plan.
Duration
Status
Programmed Funding
FY 2027-28 through FY 2028-29
New project
X
C2517: Parks Master Plan Improvements - NEW
Description
This project will include the initial project design for improvements identified in the Parks Master Plan, which is scheduled to be adopted by the Council by the end of 2025.
Justification
The City Council has set this as an objective in the 2025 Strategic Plan. Park improvements will be recommended through the master planning process, which has included a thorough community outreach and engagement process to seek input from the community.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Current Strategic Plan Objective
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CITY OF SAN CARLOS
FISCAL YEAR 2025-30 CAPITAL IMPROVEMENT PROGRAM
UNFUNDED PROJECT LIST
Fund /
Project Category Project Description
Est. Project
Total
Current Year
Changes
Est. Project
Total
Wastewater Fund 006
Ongoing Improve Infrastructure Annual Sewer System Rehabilitation Program 33,000,000 2,000,000 35,000,000 Total Unfunded Wastewater Fund 33,000,000 2,000,000 35,000,000 Gas Tax Fund 0016
C9416 Maintenance Annual Street Resurfacing 53,000,000 10,500,000 63,500,000 C9417 Mandated Annual Traffic Markings & Striping 10,000,000 (9,000,000) 1,000,000 C9465 Mandated Annual Sidewalk Repair/Reconstruction III 14,000,000 4,000,000 18,000,000 Total Unfunded Gas Tax Fund 77,000,000 5,500,000 82,500,000 General Fund Capital Projects Fund 0025
New Enhance Public Safety ADA Facilities 2,500,000 - 2,500,000 New Enhance Public Safety ADA Right of Way Improvements (Intersections) 3,000,000 - 3,000,000 New Community Enhancement Alameda De Las Pulgas/Howard Ave improvements 35,000 - 35,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave improvements 700,000 - 700,000 New Community Enhancement Alameda De Las Pulgas/San Carlos Ave to Edgewood Road 163,000 - 163,000 New Community Enhancement Brittan Ave & Laurel St Improvements 350,000 - 350,000 C9782 Community EnhancementFaçade Improvement Program 400,000 - 400,000 New Community Enhancement Heather Dog Exercise Area Improvements 80,000 120,000 200,000 New Community Enhancement Museum of San Carlos History ADA Compliance Project 250,000 - 250,000 New Community Enhancement Highlands Park-Picnic Area Enhancements 50,000 - 50,000 C9459 Community EnhancementHolly St/US 101 Interchange Modification 32,730,000 - 32,730,000 C9459 Community EnhancementHolly St/US 101 Pedestrian Overcrossing 18,650,000 - 18,650,000 C9309 Community Enhancement Citywide Drainage Improvements 47,500,000 - 47,500,000 New Community Enhancement Industrial Arts Plan 1,000,000 - 1,000,000 C9315 Community Enhancement San Carlos Ave Park Renovation 2,000,000 - 2,000,000 C9834 Community Enhancement Community Garden 75,000 - 75,000 C9827 Community Enhancement Skate Park 625,000 - 625,000 C9461 Infrastructure/Public SafetyBrittan Ave Widening at Industrial Road 4,500,000 - 4,500,000 New Infrastructure/Public SafetyCity Hall - Repair Window Frames on 1st & 2nd Floor 175,000 - 175,000 New Infrastructure/Public SafetyCity Hall Emergency Operations Center Structural Upgrade Improvements 900,000 - 900,000 New Infrastructure/Public SafetyCity Hall Emergency Operations Center Structural Upgrade Study 200,000 - 200,000 New Infrastructure Information Technology Master Plan 100,000 - 100,000 New Public Safety Civic Center Cameras 100,000 - 100,000 New Public Safety Emergency Notification Alarm System 40,000 - 40,000 C9318 Maintenance Kiwanis Bldg. Improvements 650,000 - 650,000 C9803 Improve Infrastructure Police Gym Expansion Phase II 80,000 - 80,000 New Traffic & Transit San Carlos Ave & Laurel St Construction of Pedestrian Scrambled Phase 100,000 - 100,000 C9314 Maintenance Reconstruct Laureola Park Bldg. 4,000,000 - 4,000,000 C9327 Maintenance Arguello Park Plan Improvement Phase 2 3,875,000 - 3,875,000 C9302 Reduction in Operation costs Solar Electric Panels of City Facilities 900,000 - 900,000 C1810 Infrastructure Park Water Feature Modifications 225,000 225,000 New Infrastructure Downtown Plan Implementation - Phases 1.2 - 12 103,700,000 103,700,000 C9461 Traffic & Transportation Brittan Ave Widening at Industrial Road 500,000 500,000 C9531 Storm Storm Drain Improvements (additional request) 3,100,000 3,100,000 C9828 Storm Storm Channel Sediment Removal (additional request) 1,800,000 1,800,000 C9838 Traffic & Transportation Four Corners Traffic Improvements (construction) 1,750,000 1,750,000 C1746 Environmental SustainabilityECR/Rail Corridor Tree Planting and Irrigation Installation 434,000 434,000 C1803 Traffic & Transportation Brittan Ave & Alameda de las Pulgas Widening 1,100,000 1,100,000 C2204 Maintenance Replace Turf at Burton Park 200,000 200,000 C2207 Community Enhancement Comprehensive East Side Master Streetscape Plan (additional request) 150,000 150,000 C2209 Community Enhancement East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment30,000 30,000 C2306 Parks Madsen Scorebooth @ Burton Park 350,000 350,000 C2310 Equipment Filing Cabinet System 200,000 200,000 New Traffic & Transportation Roundabout at Crestview and Edmonds (phase 2) 600,000 600,000 New Storm Pulgas Creek Watershed Native Planting Pilot Project 500,000 500,000 New Environmental SustainabilityPlanning and Installation of New EV Stations in Public Parking Spaces 480,000 480,000 New Public Works Data Management Updates 1,300,000 1,300,000 Total Unfunded General Fund Capital Projects 229,653,000 12,614,000 242,267,000 Parks-in-Lieu Fund 0027
C1732 Parks Laureola Park Improvements 600,000 600,000 New Parks North Crestview Park Design & Construction 7,250,000 7,250,000 Total Unfunded General Fund Capital Projects 120,193,000 7,850,000 7,850,000 Total Unfunded list 339,653,000 20,114,000 367,617,000
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