Agenda packet — San Carlos City Council, August 25, 2025 (part 1 of 2)

CITY OF SAN CARLOS

City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Regular Meeting

August 25, 2025 7:00 PM
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org

AGENDA

This meeting will be conducted both in person at City Hall and virtually via Zoom. Members of the public will have the option to observe the meeting and address the City Council as outlined below.

In- Person Participation:
 Location. City Hall – 600 Elm Street, Council Chambers.

Masks are no longer required but are still recomme nded by the California Department of Health.

To maintain public health and safety, please do not attend in person if you are experiencing respiratory symptoms (e.g. cough, runny nose, and/or sore throat).

 Provide Public Comment. To address the City Council on any item on the posted agenda, fill out a Request to Speak Form located in the back of the Council Chambers and submit it to the City Clerk; or, you may raise your hand when the Mayor calls for public comments.

Remote Participation:

 Observe Via:
- Zoom. https://us02web.zoom.us/j/88256140939; or call 1-669-900-9128 and enter the Meeting
ID #: 882 5614 0939
- Meeting Webportal. www.cityofsancarlos.org/agenda
- Local TV. Comcast Channel 27 and AT&T Uverse Channel 99

 Provide Public Comment . If you plan to make a public comment on any item on the posted agenda, please observe the meeting via Zoom (see above access information), and during the public comment period for the agenda item you wish to address, use the “raise hand” feature. If joining Zoom by phone, press *9 to “raise hand”.

Councilmembers may participate in this meeting remotely pursuant to Assembly Bill 2449.

MAYOR: Sara McDowell
MAYORS FOR THE DAY: James and John Contarato
COUNCIL: John Dugan, Neil Layton, Adam Rak, Pranita Venkatesh

1. CALL TO ORDER

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS

3. PLEDGE OF ALLEGIANCE

4. CHANGES TO THE ORDER OF THE AGENDA

5. PRESENTATIONS
a. Present Proclamations Rec ognizing Retired Boardmember and Commissioners – Molly Barton, Janet Castaneda, John Durkin, Ellen Garvey, and Cecile Lee, for their Services.
b. Present Proclamations to Lorelei Ingalls and Katherine Kelly of Girl Scout Troop 62474 Upon Receiving their Gold Award.

6. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS
Council Communications and Announcements are brief items from members of the City Council regarding upcoming events in the community and correspondence that they have received. They are informational in nature and no action will be taken on these items at this meeting.

7. 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 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.

8. CONSENT CALENDAR

a. Motion to Waive Reading of All Ordinances.

b. Approve the City Council June 23, 2025 Regular Meeting Minutes.

c. Approve the City Council August 11, 2025 Special Meeting Minutes.

d. Accept the Fiscal Year (FY) 2024-25 Fourth Quarter Investment Report for the Period Ending June 30, 2025.

e. Adopt a Resolution Accepting the 2024 Citywide Sidewalk Repair Project (C9465) and Authorizing the Public Works Director to Issue and Record a Notice of Completion.

f. Adopt a Resolution Awarding the 2025 Annual Street Resurfacing Pavement Project (C9416); Authorizing the City Manager to Execute an Agreement with A. Teichert & Son, Inc. dba Teichert Construction in the Amount of $6,146,719.00; and Authorizing the Expenditure of a 20% Contingency in the Amount of $1,229,343.80 for a Total Not-to-Exceed Contract Amount of $7,376,062.80.

g. Adopt a Resolution Authorizing the City Manager to Execute Three-Year Agreements (with the Option to Extend for Two Additional Years) for Professional Services for As- Needed Economic Development and Housing Consulting Services Not to Exceed $200,000 Each Annually, with the Consulting Firms BAE Urban Economics, Economic & Planning Systems, and RSG.

h. Approve Updates to the City's 2025 Strategic Work Plan Items.

i. Adopt a Resolution Accepting the Gift of Funds from the Estate of Sylvia Nelson in the Amount of $25,000 for the San Carlos Adult Community Center.

j. Deny Claim of Laura Fuentes.

k. Adopt a Resolution Approving Administrative Modifications to the Notice of Funding Availability (NOFA) for the Childcare Grant Program.

l. Adopt a Resolution Appropriating $5,000 from the General Fund Unassigned Fund Balance to Support the National Alliance on Mental Illness (NAMI) San Mateo County's NAMIWalks Event.

m. Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Master Software Agreement with The Active Network, LLC for Recreation Management Software, Technical Services, Subscriptions and Associated Licenses for Single Sign-On Connectivity in the Amount of $5,700, and Authorizing the City Manager the Authority to Extend, Amend, and Approve Additional or Future Services

as Needed Until the Software is Replaced.

n. Adopt Ordinance 1625 Approving San Carlos Municipal Code Amendment to Conform Chapter 3.14 - Public Projects, with Updated Bidding Threshold Amounts Under State Law.

9. REPORTS TO COUNCIL

Reports to the Council are updates on key City Projects by City Staff and City Council Subcommittees. They are informational in nature, and no action will be taken on these items at this meeting.

a. Receive an Update on 2024 Police Services.

10. STUDY SESSION

a. Receive a Presentation and Provide Direction on Outdoor Dining and Retail Display Area Standards, Formula Businesses, Personal Services, and Parking Maximums for Inclusion in the Downtown Specific Plan.

11. NEW BUSINESS

a. Consideration of Adopting a Resolution Approving the Preferred Alternative 1 for the Mid-term Improvements for the U.S. 101/Holly Street Bicycle and Pedestrian Project.

12. AGENDA SETTING

Items discussed in this Agenda Setting Section will be considered by the Council for placing on a future agenda. No action will be taken on these items at this meeting

13. 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 Disabilitie s 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 Cler k’s Office at (650) 802-4222 or via email at [email protected]. Notification in adva nce of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Regular Meeting
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
June 23, 2025 7:00 p.m.

MINUTES

ROLL CALL

City Council Present:

City Council Absent:

Sara McDowell, Mayor
John Dugan, Councilmember
Neil Layton, Councilmember
Adam Rak, Councilmember

Pranita Venkatesh, Vice Mayo
r

Staff Present: Nil Blackburn, Assistant City Manager
Lauren Burd, Recreation Supervisor
Akanksha Chopra, Senior Management Analyst
Samantha Copsey, Deputy City Clerk
Lisa Costa Sanders, Principal Planner Consultant
Greg DaCunha, Deputy Fire Chief
Will Hoch, IT Manager
Robert Lord, Assistant Building Official
Jeff Maltbie, City Manager
Rebecca Mendenhall, Administrative Services Director
Tyler Muela, Recreation Supervisor
Amy Newby, Parks and Recreation Director
Lisa Porras, Planning Manager
Gregory Rubens, City Attorney
Al Savay, Community Development Director
Tracy Scramaglia, Assistant Public Works Directo
r

1. CALL TO ORDER

Mayor McDowell called the meeting to order at 7:02 p.m.

2. ASSEMBLY BILL 2449 TELECONFERENCE REQUESTS

None.

3. PLEDGE OF ALLEGIANCE

Mayo
r McDowell led the Pledge of Allegiance.

4. CHANGES TO THE ORDER OF THE AGENDA

None.

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5. PRESENTATIONS

a. Present a Proclamation Recognizing the City’s Centennial on July 8, 2025.

Mayor McDowell presented a proclamation recognizing the City’s centennial to Gayle Collins, President of the San Carlos History Museum.

Ms. Collins accepted the proclamation on behalf of the Museum Board, thanking the Council and City staff for their support and highlighting the vital role of collaboration in the Museum’s success.

Mayor McDowell expressed appreciation to the Museum’s board members and volunteers fo r
their dedication to preserving and sharing the City’s history, particularly through school groups.

b. Present a Proclamation Recognizing July 2025 as Parks and Recreation Month.

Mayor McDowell presented a proclamation recognizing July 2025 as Parks and Recreation Month to Parks and Recreation Director Amy Newby, highlighting the department’s key role in coordinating this year’s centennial celebrations.

Ms. Newby accepted the proclamation, invited the community to the City’s birthday celebration at Burton Park on July 8, and thanked her staff and the Public Works team for their collaborative efforts in maintaining facilities and delivering programs.

6. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS

Mayor McDowell invited the community to attend the upcoming Great Gatsby Ball this Saturday at the Hille
r Aviation Museum, as part of the ongoing centennial celebrations.

7. PUBLIC COMMENT

None.

8. CONSENT CALENDAR

MOTION: Adopt City Council Consent Calendar items ‘a’ through ‘p’.

MOVER: Dugan
SECONDER: Rak
AYES: Dugan, Layton, Rak, McDowell
NAYS: None
ABSENT: Venkatesh
RESULT: Motion Passed 4 – 0 – 1

a. Motion to Waive Reading of All Ordinances.

b. Approve the City Council May 12, 2025 Special Meeting Minutes.

c. Approve the City Council May 12, 2025 Regular Meeting Minutes.

d. Adopt a Resolution Authorizing the City Manager to Execute a Three-Year Agreement fo r Professional Services for As-Needed Outside Plan Review Services Not to Exceed $400,000 Each Annually with Firms Bureau Veritas of North America, Inc., CSG Consultants, Inc., True North Compliance Services, Inc., and $750,000 Annually with West Coast Code Consultants, Inc.

Resolution 2025-059

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e. Adopt a Resolution Approving and Adopting an Updated Comprehensive Master Salary Schedule for Fiscal Year 2025-26 in Accordance with Title 2 of the California Code of Regulations Section 570.5 and the California Employees’ Retirement System ("CalPERS"). Resolution 2025-060

f. Adopt a Resolution Authorizing the City Manager to Execute a Three-Year Agreement with Gartner, Inc. for Information Technology and Advisory Services in the Amount of $153,932, Including Authority to Modify Services and Renew for Successive Terms up to Three Years.

Resolution 2025-061

g. Adopt a Resolution Approving the Submittal of the Annual Property Assessments to San Mateo County for the National Pollutant Discharge Elimination System Stormwater Fees, Pulgas Creek Levee Assessment Fees, and Sewer Service Charges for Fiscal Year 2025-2026. Resolution 2025-062

h. Adopt a Resolution Authorizing the City Manager to Execute an Agreement with the County of San Mateo for Law Enforcement Services for July 1, 2025 through June 30, 2030, Providing for Annual Reviews, Including the Fiscal Year 2025-26 Payment of $13,446,007 for Police Services, Offset by the CalPERS UAAL Credit in Amount of $1,898,292, and Offset by the Approval of the Use o f
Prior Year Savings in the Amount of $250,000 for Police Services. Resolution 2025-063

i. Adopt a Resolution Authorizing the Filing of an Application for Funding Assigned to the Metropolitan Transportation Commission (MTC) for the City of San Carlos/San Mateo County Regional EV Charging Project; and Authorizing Local Support for the MTC’s 2024 Climate Program Implementation Grants: Charging Infrastructure Program. Resolution 2025-064

j. Adopt a Resolution Awarding the Landslide Repairs (Hillsides Above Eaton Trail, 3101 Brittan Avenue, Sheldon Avenue, and Chilton Park) Project (C2403); Authorizing the City Manager to Execute a Public Projects Agreement with Brannon Corporation in the Amount of $479,254.00; and Authorizing the Expenditure of a 30% Contingency in the Amount of $143,776.00 totaling a Not-To-Exceed Project Cost of $623,030.00. Resolution 2025-065

k. Adopt a Resolution Approving the Plans and Specifications for the 2025 Annual Street Resurfacing Pavement Project (C9416) and Authorizing a Call for Bids. Resolution 2025-066

l. Adopt a Resolution Accepting the Midblock Crossing Project at 1650 Industrial Road C1807 and Authorizing the Public Works Director to Issue and Record a Notice of Completion. Resolution 2025-067

m. Adopt a Resolution Authorizing Adjustments to the City of San Carlos Cost of Services Schedule (“User Fees”) for Fiscal Year 2025-26 Updating Field Maintenance Per Player Use Fees.

Resolution 2025-068

n. Adopt a Resolution Awarding the 2025 Sewer Rehabilitation Project C9617; Authorizing the City Manager to Execute a Public Projects Agreement with C2R Engineering, Inc. of Los Altos, CA in the Amount of $3,058,576.40; Authorizing the Expenditure of a 25% Contingency in the Amount of $764,644 for a Total Not-to-Exceed Contract Amount of $3,823,220.40; and Carrying Forward Any Remaining Unencumbered Project Funds from the Fiscal Year (FY) 2024-25 Project Budget into the FY 2025-26 Project Budget. Resolution 2025-069

o. Deny Claim of Susana Vallebueno Aimar, Carlos Fernando Vallebueno Garcinava, and Christine Gabrielle Aimar Ghionzoli.

Adopt a Resolution Approving the Additional Use of the Library Excess Funds in Fiscal Year 2024- 25, in Accordance with the Library Joint Powers Authority Agreement. Resolution 2025-070

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9. STUDY SE
SSION
a. Receive a Presentation and Provide Input on the Downtown Specific Plan.

Planning Manager Lisa Porras commenced the item with a project summary, and reviewed the project’s vision and guiding principle
s, civic engagement overview, and policy recommendations.

She emphasized that the Downtown Specific Plan, along with the recently adopted Streetscape Master Plan, would guide city decision-making for the next 20 years. Items were separated into three groups: 1) Land Use & Urban Design and Prosperity & Economic Development; 2) Mobility & Transportation and Parking & Transportation Demand Management (TDM); an d 3) Public
Realm, Publ
ic Art, Sustainability & Resiliency and Infrastructure.

Land Use & Urban Design and Prosperity & Economic Development Jim Stickley
presented on the land use and urban design section of the plan and outlined the key policy changes.

Public Comment
Sailesh Mehra encouraged holding community meetings with commercial brokers, builders, and property owners to gather additional input on activating the downtown and emphasized the importance of flexibility
and market-driven development.

Council provided the following feedback and dire
ction:
-
expressed concern about potential impacts of state density bonuses on building heights -
ensure that Harrington Park and the new plaza on the 600 block are zoned as “park” -
support upzoning the Samtrans building from MU-DC-100 to MU-D-120 -
provide additional data on the potential impacts of changes to the formula business ordinance, and include a more detailed analysis of trade-offs for proposed revisions; consider a future study session to explore loosening use restrictions and the implications of formula business regu
lations
-
provide more detail on proposed outdoor dining standards; allow awnings for outdoo r dining, provided they are not permanently bolted to the sidewalks; ensure no roofs ove r outdoor dining; consider
flexibility in allowing barriers if desired for outdoor dining areas; ensure outdoor retail display area standards maintain equity with standards for outdoo r dining
-
conduct more outreach to downtown business operators to discuss outdoor dining and retail display area standards
-
preference to maintain 3rd floor building stepbacks on the 600, 700, and 800 blocks o f Laurel Street
Mobility & T
ransportation and Parking & TDM
Principal Consultant Mark Spenser and Senior Principal Consultant Brian Canepa presented on the Mobility and Transportation and Parking and Transportation Demand Management piece.

Council recessed at 8:59 p.m. and reconvened the meeting at 9:12 p.m.

Mr. Spenser, City Manager Jeff Maltbie and Mr. Canepa responded to Council questions.

Council provided the following feedback and direction:
-
ensure consistent parking enforcements
-
continue exploring more options for modified time restrictions and zoned parking such as in Palo Alto
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- ensure that the automobile, ride-share, and ADA user experiences are considered in the planning strategies for downtown
- consider waiving employee parking permit fees at Wheeler Plaza Garage to gauge employee interest in parking there
- conduct additional outreach with businesses to provide updates and promote Wheeler Plaza Garage parking for employees
- expressed hesitation with implementing parking maximums; provide more guidance on the Metropolitan Transportation Commission’s (MTC) Transit Oriented Community Policy and its requirement for One Bay Area Grant (OBAG) funding and provide potential consequences of non-compliance; provide report on past funds received from the MTC through the OBAG program

MOTION: At 10:07 p.m. Extend the Meeting to 11:30 p.m.

MOVER: Rak
SECONDER: Dugan
AYES: Rak, Dugan, Layton, McDowell
NAYS: None
ABSENT: Venkatesh
RESULT: Motion Passed 4 – 0 – 1

Public Realm, Public Art, Sustainability & Resiliency and Infrastructure

Mr. Stickley presented on the Project’s public realm, public art, sustainability and resiliency, and infrastructure and responded to Council questions.

Council provided the following feedback and direction:
- provide additional details for outdoor dining and retail display area standards - allow businesses the flexibility in using non-permanent barriers for outdoor dining - prevent electric vehicle charging cables from running through busy dining corridors

Receive a Presentation on the Parks Master Plan Update and:

i. Discuss Merging the North Crestview Park Master Plan with the Parks Master Plan Update.

Parks and Recreation Director Amy Newby provided background on the project, gave an update on the North Crestview Park Plan, and outlined three options for Council consideration. She, along with City Attorney Greg Rubens and Principal Planner Consultant Lisa Costa Sanders, responded to Council questions.

After discussion, Council directed staff to proceed with Option 2, which involves relocating the tarplant on the site and preparing a Habitat Mitigation Plan and EIR. They emphasized the importance of maintaining the elements of the previously approved park design while addressing the rare plant issue.

ii. Discuss and Provide Direction on Preferred Opportunity Sites for Further Analysis of a Community and/or Aquatic Center.

Council Member Rak recused himself from this item as he lives within 500 feet of a location being considered.

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Project Manager Consultant Casey Case and Consultant Susi Marzuola provided background on the project, shared community input received, and presented potential sites and conceptual designs for a community and/or aquatic center.

MOTION: At 11:26 p.m. Extend the Meeting to 12:00 a.m.

MOVER: McDowell
SECONDER: Dugan
AYES: Dugan, Layton, McDowell
NAYS: None
RECUSED: Rak
ABSENT: Venkatesh
RESULT: Motion Passed 3 – 0 – 1 – 1

Public Comment
- Sam Hertzberg, resident and Co-President of the Greater East San Carlos Association, spoke in support of including Laureola Park in the Parks Master Plan for a community and swim center, and urged the city to distribute amenities more equitably, rather than concentrating them in Burton Park. - Andy Klein, resident, thanked the Council for their supportive vote on North Crestview Park.

After discussing the pros and cons of each location and configuration, Council directed staff to further study three options - Burton Park Option 1, Burton Park Option 2, and Laureola Park Option 1, and requested additional information on the potential acquisition of the adjacent property owned by the Sequoia High School District to support the Laureola Park option.

10. AGENDA SETTING

None.

11. ADJOURNMENT

The meeting adjourned at 11:41 p.m.

Crystal Mui,
City Clerk

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San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Special Meeting
Collaboration Room, City Hall
600 Elm Street, San Carlos, CA 94070
August 11, 2025 6:30 PM

MINUTES

ROLL CALL

City Council Present: Sara McDowell, Mayor
Pranita Venkatesh, Vice Mayor
John Dugan, Councilmember
Neil Layton, Councilmember
Adam Rak, Councilmember - Remote Participation from 310 D Street N.E., Washington D.C., 20002-5722, Pursuant to Govt. Code Section 54953 (b)

Staff Present: Nil Blackburn, Acting City Manager
Steven Machida, Public Works Director
Crystal Mui, City Clerk
Greg Rubens, City Attorney

1. CALL TO ORDER

Mayor McDowell called the meeting to order at 6:30 p.m.

2. PUBLIC COMMENT

None.

3. CLOSED SESSION

a. Conference with Legal Counsel Anticipated Litigation (Closed Session Pursuant to Govt. Code Section 54956.9(D)(2)-(5) - 1 Case

4. REPORT FROM CLOSED SESSION

None.

5. ADJOURNMENT

The meeting adjourned at 6:57 p.m.

Crystal Mui
City Clerk

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Accept the Fiscal Year (FY) 2024-25 Fourth Quarter Investment Report for the Period Ending June 30, 2025.

RECOMMENDATION:

Staff recommend that the City Council review and accept the Quarterly Investment Report (“Report”) for the fourth quarter of the fiscal year (FY) 2024-25 for the period ending June 30, 2025.

FISCAL IMPLICATIONS:

There is no fiscal impact associated with accepting the Report.

BACKGROUND:

On May 12, 2025, the City Council approved the Annual Investment Policy (“Policy”) per Resolution No. 2025-034. In accordance with the Policy, the City Administrative Services Director is responsible for investing the unexpended cash used for funding operations of the City of San Carlos (“City”).

The investment of funds for the City is directed by the goals of safety, liquidity, and yield. The authority governing investments for municipal governments is set forth in California Government Code, sections 53601 through 53686 (“Code”). Effective January 1, 2023, per section 53646 (b)(1) of the Code, the Investment Committee serving as the legislative body will have the quarterly reports for its review within forty-five (45) days following the end of the quarter. Thus, this Report and its attachments are furnished for review and information.

Beginning in FY 2016-17, the City included the checking account balance as part of this Report.

Although a checking account is not a typical investment account, this balance is included to show the total cash on hand for the quarter. The City typically maintains $1 million to $3 million, and a larger balance at the end of the calendar year, in the checking account to meet cash disbursement needs. Transfers are usually made into the investment accounts during the quarter to account for receipts that exceed disbursements.

The difference between historical value and market value of the City’s held investments, as shown in the attached investment report, may be due to the timing of purchase. Investments in the pools may have been purchased when interest rates were lower or higher than the end date of this report. As interest rates increase or decrease, the value of the investment pools will decrease or increase accordingly. However, interest rate fluctuations do not impact the City's balance in the investment pools. The market values are presented as a reference only.

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Investment Strategy
The City’s investment priorities, in order, are “Safety, Liquidity, and Yield,” while meeting the cash flow needs of the City through prudent investment of unexpended cash.

Compliance with Policy
Historical cash flow trends are compared to current cash flow requirements on an ongoing basis to ensure the City’s investment portfolio will remain sufficiently liquid to enable the City to meet all reasonably anticipated operating requirements. As of June 30, 2025, the portfolio contains sufficient liquidity to meet the next six months of expected expenditures by the City.

As of June 30, 2025, the City has no investment instruments with a maturity date longer than one year. All investments are in highly liquid accounts, using the State of California and County of San Mateo investment pools, and follow the Policy.

The primary objective of the Policy of the City of San Carlos is “safety of principal”. The permitted investments section of the Policy also states:

Local Agency Investment Fund (LAIF), which is a State of California managed investment pool, and San Mateo County Investment pool, may be used up to the maximum permitted by California State Law. A review of the pool/fund is required when they are part of the list of authorized investments, with the knowledge that the pool/fund may include some investments allowed by statute but not explicitly identified in this investment policy.

The City’s Investment Committee, consisting of Nil Blackburn, Acting City Manager; Inge Tiegel, City Treasurer; and Rebecca Mendenhall, Administrative Services Director, has reviewed and approved this Report.

ANALYSIS:

The Investment Portfolio (Attachment 1) indicates that on June 30, 2025, City funds in the amount of $182,483,703 were invested, producing a weighted average yield of 4.14% for this quarter. The amount in the checking account was $1,215,591. The Local Agency Investment Fund (LAIF), the City’s benchmark for comparison of investment yield, was 4.27% for the quarter. The investment yield, net of administrative fees, for the County Pool was 4.05%. The allocation of the investment portfolio balance to various City funds and various sub-categories of General Fund fund balance is included on page 3 of the attachment. Below is a summary of the changes from the last quarter.

Quarter Ended
06/30/25
% of
Total
Quarter Ended
03/31/25
% of
Total
Increase
(Decrease)
City-Checking 1,215,591$ 1% 1,146,208$ 1% 69,383$ City-SM County Pool109,320,683 60% 109,827,08060% (506,397) City-LAIF 73,163,020 40% 71,758,51339% 1,404,507
Total 183,699,294$ 100% 182,731,801$ 100% 967,493$
The portfolio balance at the end of the third quarter is $183,699,294, an increase of $967,493.

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The increase in the portfolio balance was due to the timing of the cash receipts and cash payments. The City draws on the investment portfolio throughout the year for normal operating activity typically with the more significant levels of draw occurring in the first quarter (July through September) and fourth quarter (April through June). The City’s cash position typically improves in late December and April due to the receipt of property tax collections from San Mateo County.

The increase in the fourth quarter was mainly driven by $3 million in sales taxes and $6.1 million in property tax revenues, $1.6 million vehicle-in-lieu revenues, $1.5 million from licenses and permits, and another $3.3 million in other taxes and revenues partially offset by several major distributions: $5 million payment to Redwood City Fire Department for fire services for the second half of the fiscal year, $5.2 million paid to San Mateo County Sheriff’s Office for police services for the second half of the fiscal year, and the $4 million payment from the Unfunded Liability Reserve to pay down the California Public Employees Retirement System (CalPERS) Unfunded Accrued Liability (UAL).

Below is a comparison of quarterly cash position for the past three years.

Below is a summary of the changes in the total investment interest earnings from the prior quarter.

Qtr Ended
6/30/25
Qtr Ended
3/31/25
Increase
(Decrease)
Investment Portfolio 182,483,703$ 181,585,593$ 898,110$ Weighted Avg Yield 4.14% 4.13% 0.01%
Accrued Interest Earnings 1,918,330$ 1,849,981$ 68,349$ The slight increase in interest earnings this quarter occurred due to the higher yield for the San Mateo County Pool which accounts for approximately 60% of the investment portfolio offsetting the lower yield of LAIF compared to the previous quarter. Interest in the investment accounts was $1,918,330 and $5,136 for the checking account.
$140
$150
$160
$170
$180
$190
$200
Sept 30 Dec 31 March 31 June 30
FY 25
FY 24
FY 23
Cash Position of Investments
($ in millions)

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ALTERNATIVES:

The alternatives available to the City Council include:

1. Accept the Quarterly Investment Report for the fourth quarter of Fiscal Year 2024-25 as of June 30, 2025; or

2. Do not accept the Report; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Q4 Investment Portfolio Summary FY 2024-25

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CITY OF SAN CARLOS Historical GASB 31
Date Purchase Boo k % of Market Quarterly
Investment Type Account/CUSIP # Purchased Price ($) Qtr. Year-to-date Value ($) Portfolio Value ($)* Income

LIQUID ACCOUNTS
Checking Account 1,215,591$ 0.08% 0.09% 1,215,591 $ 1% 1,215,591 $ 5,136 $ Investment Accounts
San Mateo County Pool-City of San Carlos 109,320,683$ 4.05% 3.91% 109,320,683 59% 110,526,490 1,168,646 State of California LAIF-City of San Carlos 73,163,020$ 4.27% 4.41% 73,163,020 40% 73,250,692 749,684 Total Liquid Accounts 182,483,703 $ 4.14% 4.11% 182,483,703 $ 99% 183,777,182 $ 1,918,330 $ Total for City of San Carlos 183,699,294 $ 4.12% 4.09% 183,699,294 $ 100% 184,992,773 $ 1,923,466 $

* Notes:
2) Effective January 1, 2020, the LAIF deposit limit was increased from $65 million to $75 million. The limit remains in effect until updated by the State Treasurer. 1) Difference in value between Historical Value and Market Value may be due to timing of purchase. Investments in the investment pools may have been purchased when interest rates were lower or higher than the end date of this report. As interest rates increase or decrease, the value of the investment pools will decrease or increase accordingly. However, the interest rate fluctuations does not have impact to the City's balance in the investment pools. The market values are presented as a reference only.

Yield
%

INVESTMENT PORTFOLIO

CITY OF SAN CARLOS
June 30, 2025

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Investment Portfolio Diversification
City of San Carlos Checking Account 1,215,591 $ 1% City of San Carlos SM County Pool 109,320,683 59% City of San Carlos LAIF-General 73,163,020 40% Total 183,699,294 $ 100%
City - Checking
1%
City - SMC Pool
59%
City - LAIF
40%
City - Checking City - SMC Pool City - LAIF
City of San Carlos
Investment Portfolio
as of June 30, 2025

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Funds Cash Balance
% of Total
Balance
Capital Projects Funds (Fund 10, 14, 16, 18, 25, 26 and 27) 61,731,023$ 33.6% Sewer Fund (Fund 6) 51,606,076 28.1% Housing Funds (Funds 29 and 31) 857,389 0.5% Facility/Infrastructure Improvements 25, 591,500 13.9% General Fund Operations (includes checking account) 10,065,125 5.5% Unfunded Liabilities 3, 000,000 1.6% Economic Uncertainties Reserve 9,240,082 5.0% Strategic Property Acquisition 12, 191,795 6.6% Restricted by contract or outside party 5,699,183 3.1% Special Revenue Funds (Funds 15 and 17) 1,230,652 0.7% Internal Service Funds (Funds 32, 33, and 35) 2,486,469 1.4% Total 183,699,294$ 100.0%
City of San Carlos
Investment Allocations
as of June 30, 2025
34%
28%
0%
14%
5%
2%
5%
7%
3%
1% 1%
Capital Projects Funds (Fund 10, 14, 16, 18, 25, 26 and 27) Sewer Fund (Fund 6) Housing Funds (Funds 29 and 31) Facility/Infrastructure Improvements General Fund Operations (includes checking account) Unfunded Liabilities Economic Uncertainties Reserve Strategic Property Acquisition Restricted by contract or outside party Special Revenue Funds (Funds 15 and 17) Internal Service Funds (Funds 32, 33, and 35)

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City of San Carlos Investment Portfolio
Jun-23 Sep-23 Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 City - Checking 3,112,159 2,259,219 2,521,232 2,521,232 1,888,533 3,001,417 4,941,377 1,146,208 1,215,591 City - SM County Pool 114,209,600 112,625,276 110,321,073 111,771,738 109,670,755 101,170,418 101,449,858 109,827,080 109,320,683 City - LAIF 73,628,612 74,882,268 73,048,078 73,221,839 72,694,145 67,225,571 73,903,796 71,758,513 73,163,020 Total 190,950,371$ 189,766,763 $ 185,890,383 $ 187,514,809 $ 184,253,433 $ 171,397,406 $ 180,295,031 $ 182,731,801 $ 183,699,294 $ 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jun-23 Sep-23 Dec-23 Mar-24 Jun- 24 Sep-24 Dec-24 Mar-25 Jun-25 City of San Carlos Historical Summary of Investment Portfolio City - Checking
City - LAIF
City - SM County
Pool

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Investment Accounts Jun-23 Sep-23 Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 San Mateo County Pool-City of San Carlos 1.78% 2.12% 3.13% 3.19% 3.39% 4.18% 3.94% 3.89% 3.99% State of California LAIF-City of San Carlos 1.99% 2.28% 3.56% 3.62% 3.82% 4.63% 4.34% 4.39% 4.32% Annualized Rate of Return

CITY OF SAN CARLOS

INVESTMENT ANNUALIZED RATE OF RETURN
June 30, 2025

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%
Jun-23 Sep-23 Dec-23 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Investment Annualized Rate of Return
San Mateo County Pool-City of San Carlos State of California LAIF-City of San Carlos

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Accepting the 2024 Citywide Sidewalk Repair Project (C9465) and Authorizing the Public Works Director to Issue and Record a Notice of Completion.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution accepting the 2024 Citywide Sidewalk Repair Project C9465 (“Project”) and authorizing the Public Works Director to issue and record a Notice of Completion.

FISCAL IMPLICATIONS:

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

The City Council awarded the contract to Villalobos & Associates, Inc. (“Contractor”) in the amount of $164,000 and authorized the expenditure of $32,800 in contingency, totaling a project budget of $196,800. The total cost to complete the Project was $142,506.10. Any unspent funds from the Project budget will be returned to the General Capital Fund (“Fund 25”).

BACKGROUND:

The Sidewalk Maintenance Program (“Program”) is administered by the City to eliminate tripping hazards and offsets within a pedestrian’s path of travel along the sidewalk area of the property owner’s frontage. As part of the Project, a total of sixty-six properties received repairs under the Program.

Staff prepared the Project specifications in August 2023. The City Engineer signed the final bid set construction documents on August 29, 2023, which were approved by the City Council on September 11, 2023.

The Project was publicly rebid on August 16, 2024, as the bid results from the initial advertisement exceeded the available project budget, and sealed bids were opened by the City Clerk on September 3, 2024. The City Council awarded the Project to the Contractor at its meeting on September 23, 2024. The Contractor began the Project on March 24, 2025.

ANALYSIS:

The Project was completed on May 29, 2025. Therefore, staff recommend accepting the 2024 Citywide Sidewalk Repair Project C9465 and authorizing the Public Works Director to issue and record a Notice of Completion.

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ALTERNATIVES:

Options available to the City Council include:

1. Adopt a Resolution accepting the 2024 Citywide Sidewalk Repair Project C9465 and authorizing the Public Works Director to issue and record a Notice of Completion; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Steven Machida, Public Works Director
Approved for submission by:
_______________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

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RESOLUTION NO. 2025 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ACCEPTING THE 2024 CITYWIDE SIDEWALK REPAIR PROJECT (C9465) AND

AUTHORIZING THE PUBLIC WORKS DIRECTOR TO ISSUE AND RECORD A NOTICE OF COMPLETION.

WHEREAS, the Sidewalk Maintenance Program (“Program”) is administered by the City to eliminate tripping hazards and offsets within a pedestrian’s path of travel along the sidewalk area of the property owner’s frontage; and
WHEREAS, as part of the 2024 Citywide Sidewalk Repair Project (“Project”), a total of sixty-six properties received repairs under the Program; and WHEREAS, the City Engineer signed the final bid set construction documents on August 29, 2023, which were approved by the City Council on September 11, 2023; and WHEREAS, the Project was publicly rebid on August 16, 2024, as the bid results from the initial advertisement exceeded the available project budget, and sealed bids were opened by the City Clerk on September 3, 2024; and
WHEREAS, the City Council awarded the Project to Villalobos & Associates, Inc. (“Contractor”) at its meeting on September 23, 2024; and
WHEREAS, the Contractor began the Project on March 24, 2025; and WHEREAS, the Project was completed on May 29, 2025, in accordance with the approved Project specifications; and
WHEREAS, staff recommend accepting the Project and authorizing the Public Works Director to issue and record a Notice of Completion.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby accepts the 2024 Citywide Sidewalk Repair Project (C9465) and authorizes the Public Works Director to issue and record a Notice of Completion.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:

AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Awarding the 2025 Annual Street Resurfacing Pavement Project (C9416); Authorizing the City Manager to Execute an Agreement with A. Teichert & Son, Inc. dba Teichert Construction in the Amount of $6,146,719.00; and Authorizing the Expenditure of a 20% Contingency in the Amount of $1,229,343.80 for a Total Not-to- Exceed Contract Amount of $7,376,062.80.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution awarding the 2025 Annual Street Resurfacing Pavement Project (Project C9416); authorizing the City Manager to execute an agreement with A. Teichert & Son, Inc. dba Teichert Construction (“Teichert Construction”) in the amount of $6,146,719.00; and authorizing the expenditure of a 20% contingency in the amount of $1,229,343.80 for a total not-to-exceed contract amount of $7,376,062.80.

FISCAL IMPLICATIONS:

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

The project is funded out of the Annual Street Resurfacing Project C9416 (“Project”), which has an available budget of approximately $8,500,000 for fiscal year (FY) 2025-26. There is sufficient budget to award and complete the Project with a 20% contingency.

Teichert Construction Contract Amount $6,146,719.00
Project Contingency 20% 1,229,343.80
Total Not to Exceed Contract Amount $7,376,062.80
Project C9416 FY 2025-26 Adopted Budget $8,500,000.00
As the lowest responsible bid was under the Project budget, any budgeted funds not spent will be used to perform additional pavement rehabilitation work beyond the original scope of work which may include advancing other streets listed on the current 5-year paving plan.

BACKGROUND:

The purpose of this Project is to proactively identify and repair locations of poor asphalt pavement on City streets as part of the Pavement Management Program (PMP). In addition, the Project furthers the City’s goal to increase the average Pavement Condition Index (PCI) to 65, which aligns with the San Francisco Bay Area average.

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The Project includes rehabilitating the existing pavement to a new or like-new condition, repairing failures within the pavement, reconstructing existing or constructing new curb ramps, removing and replacing existing traffic striping and pavement markings with high-visibility thermoplastic striping, installing green infrastructure, and improving the existing storm drain utility.

The scope of work was developed based upon the PMP, the Pavement Technical Assistance Program sponsored by the Metropolitan Transportation Commission, and staff observations. The PMP primarily targets streets with PCI scores that are 70 and below, which are at-risk/fair or poor.

However, streets that meet other factors such as traffic volume and utility project coordination are also considered for the rehabilitation.

Streets described as poor, with a PCI between zero to 50, will receive an overlay. Overlay is a treatment which consists of removing the top layer of the existing pavement and replacing it with a new layer of asphalt concrete. Streets requiring an overlay are typically deteriorating with significant cracking and failing that cannot be repaired with surface treatment.

Staff retained Sanbell (“Consultant”) to provide engineering services and prepare the construction documents. Staff and the Consultant worked with site-adjacent residents and businesses during the preparation of construction documents to ensure the improvements would not result in any negative impacts.

ANALYSIS:

On June 24, 2025, the City advertised for bids for construction of the Project, and bids were opened on July 28, 2025. Bids for the Project were received with the following results:

Contractor Bid Amount
Engineer’s Estimate $7,555,600.00
Teichert Construction $6,146,719.00
G. Bortolotto & Co. $6,256,706.48
De Silva Gates $6,352,730.40
McGuire and Hester $6,388,383.55
MCK Services $6,538,008.65
Interstate Grading & Paving $6,758,574.95
Roadway Construction $6,975,290.40
O'Grady Paving $7,156,146.80
The lowest responsible and responsive bid for the Project was submitted by Teichert Construction in the amount of $6,146,719.00.

After bid evaluations, staff recommend awarding the contract to the lowest responsible and responsive bidder identified above and authorizing the expenditure of a 20% contingency in the amount of $1,229,343.80.

ALTERNATIVES:

Options available to the City Council include:

1. Adopt a Resolution awarding 2025 Annual Street Resurfacing Pavement Project (C9416); authorizing the City Manager to execute an agreement with A. Teichert & Son, Inc. dba

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Teichert Construction in the amount of $6,146,719.00; and authorizing the expenditure of a 20% in the amount of $1,229,343.80 for a total not-to-exceed contract amount of $7,376,062.80; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Steven Machida, Public Works Director
Approved for submission by:
_____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

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RESOLUTION NO. 2025 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS AWARDING THE 2025 ANNUAL STREET RESURFACING PAVEMENT PROJECT (C9416); AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH A. TEICHERT & SON, INC. DBA TEICHERT CONSTRUCTION IN THE AMOUNT OF $6,146,719.00; AND AUTHORIZING THE EXPENDITURE OF A 20% CONTINGENCY IN THE AMOUNT OF $1,229,343.80 FOR A TOTAL NOT-TO-EXCEED CONTRACT AMOUNT OF $7,376,062.80.

WHEREAS, the purpose of the 2025 Annual Street Resurfacing Pavement Project (C9416) (“Project”) is to proactively identify and repair locations of poor asphalt pavement on City streets as part of the Pavement Management Program (PMP); and WHEREAS, the Project furthers the City’s goal to increase the average Pavement Condition Index (PCI) to 65, bringing it into alignment with the San Francisco Bay Area average; and
WHEREAS, the Project includes rehabilitating the existing pavement to a new or like-new condition, repairing failures within the pavement, reconstructing existing or constructing new curb ramps, removing and replacing existing traffic striping and pavement markings with high-visibility thermoplastic striping, installing green infrastructure, and improving the existing storm drain utility; and WHEREAS, the scope of work was developed based upon the PMP, the Pavement Technical Assistant Program sponsored by the Metropolitan Transportation Commission, and staff observations; and
WHEREAS, the PMP primarily targets streets with PCI scores that are 70 and below, which are at-risk/fair or poor; and
WHEREAS, streets described as poor, with a PCI between zero to 50, will receive an overlay; and
WHEREAS, staff retained Sanbell to provide engineering services and prepare the construction documents; and
WHEREAS, on June 24, 2025, the City advertised for bids for construction of the Project and bids were opened on July 28, 2025; and
WHEREAS, the lowest responsible and responsive bid for the Project was submitted by Teichert Construction in the amount of $6,146,719.00; and WHEREAS, the lowest responsible bid was under the respective Project budget, any budgeted funds not spent will be used to perform additional pavement rehabilitation work beyond the original scope of work which may include advancing other streets listed on the current 5-year paving plan.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby awards the 2025 Annual Street Resurfacing Pavement Project (C9416); authorizes the City Manager to execute an agreement with A. Teichert & Son, Inc. dba Teichert Construction in the amount of $6,146,719.00; and authorizes the expenditure of a 20% contingency in the amount of $1,229,343.80 for a total not-to-exceed contract amount of $7,376,062.80.

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* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Authorizing the City Manager to Execute Three- Year Agreements (with the Option to Extend for Two Additional Years) for Professional Services for As-Needed Economic Development and Housing Consulting Services Not to Exceed $200,000 Each Annually, with the Consulting Firms BAE Urban Economics, Economic & Planning Systems, and RSG.

RECOMMENDATION:

Staff recommend that the City Council adopt a resolution authorizing the City Manager to execute three-year agreements (with the option to extend for two additional years) for professional services for as-needed economic development and housing consulting services not to exceed $200,000 each annually, with the consulting firms BAE Urban Economics, Economic & Planning Systems, and RSG.

FISCAL IMPLICATIONS:

There is no fiscal impact associated with this action, nor is additional appropriation needed at this time.

The proposed agreements for professional services would not commit the City of San Carlos to any fiscal obligations. The purpose of this action is to pre-qualify a select group of firms for services to be provided on an as-needed basis. The agreements include no retainer and no guarantee of work. When professional services are needed, staff will request a proposal from one or more of the firms, selecting a firm based on cost, timeliness, and approach.

To fund work under these contracts, there are several sources of Council-approved funds. The appropriated fiscal year (FY) 2025-26 budget includes $357,900 for economic development professional services and $41,600 for housing professional services.

BACKGROUND:

Since 2006, the City has contracted with firms to augment staff capacity and perform specialized analyses and tasks in economic development and housing. The City has a policy to seek new bids for services every three years. The last request for qualifications (RFQ) issued for on-call economic development and housing services resulted in contracts with BAE Urban Economics, Economic & Planning Systems, and RSG. These contracts expired at the conclusion of FY 2025 on June 30, 2025.

On June 3, 2025, the City released an RFQ (Attachment 2) soliciting responses from qualified

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firms and individuals to provide on-call economic development and housing professional services.

The City received seventeen responses which were reviewed by staff for completeness and ranked by submitter qualifications and experience. Staff recommends three firms for on-call contracts.

ANALYSIS:

The intent in selecting three firms for on-call services is to allow the City flexibility when selecting which firm to use for particular services. These firms are considered full-service, with varying levels of experience on the Peninsula and in the areas of expertise that staff anticipates will be required over the next several years. (See Attachment 3 for Statements of Qualifications for all three firms; please note that work samples have been removed.)

BAE Urban Economics (BAE)

A full-service, San Francisco-based firm, BAE has expertise in housing development feasibility analysis, parcel assembly, affordable housing inclusionary and linkage fee studies, community benefits negotiations, retail analysis and tenant selection. Additionally, BAE assisted in the development of the City’s 2025-2028 Economic Development Plan as well as the previous 2021- 2024 plan. BAE is also adept at graphic depiction of complex topics, developing strong presentations that complement its high-quality analyses and recommendations.

Economic & Planning Systems (EPS)

EPS is a full-service, Oakland-based firm, that has expertise in fiscal impact analysis, financing districts, community benefits programs and housing policy. EPS has worked on multiple projects under the previous on-call agreement, including a study of the City’s housing regulations and inclusionary housing requirements, research on the use of development agreements for community benefits, and the adoption of a new childcare impact fee program. Additionally, its ability to communicate complex topics in an easy-to-understand manner makes EPS a valuable asset to the City.

RSG

RSG holds extensive experience in working with the City of San Carlos. RSG’s work on Wheeler Plaza, 817 Walnut Studios, the Landmark Hotel, and the city’s infill development opportunity sites study provides beneficial local knowledge. Most recently, RSG assisted in several community benefit analyses and negotiations for life-science and other commercial development projects.

RSG has also assisted with Successor Agency reporting, providing technical expertise and assistance.

CONCLUSION

The proposed agreements for professional services have a term beginning upon execution and running through the fiscal year ending June 30, 2028. The agreements would be renewable for an additional two years at the City Manager’s option. Each of the full-service firm agreements would have a limit not to exceed $200,000 annually.

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ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing the City Manager to execute three-year agreements (with the option to extend for two additional years) for professional services for as-needed economic development and housing consulting services not to exceed $200,000 each annually with the consulting firms BAE Urban Economics, Economic & Planning Systems, and RSG; or

2. Do not adopt a Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Al Savay, Community Development Director
Approved for submission by:
______________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

2. On Call Agreement 2025

3. Statements of Qualifications

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RESOLUTION NO. 2025 – ____

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

AUTHORIZING THE CITY MANAGER TO EXECUTE THREE-YEAR AGREEMENTS (WITH

THE OPTION TO EXTEND FOR TWO ADDITIONAL YEARS) FOR PROFESSIONAL

SERVICES FOR AS-NEEDED ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES NOT TO EXCEED $200,000 EACH ANNUALLY, WITH THE CONSULTING FIRMS BAE URBAN ECONOMIC, ECONOMIC & PLANNING SYSTEMS, AND RSG.

WHEREAS, since 2006, the City of San Carlos has used the expertise of consulting firms for economic development and housing services; and

WHEREAS, contracts with firms previously selected to provide economic development and housing services expired at the conclusion of fiscal year (FY) 2025 on June 30, 2025; and

WHEREAS, a formal request for qualifications process was published on June 3, 2025 to select the best qualified firms for new on-call professional service agreements; and

WHEREAS, staff reviewed the Statements of Qualifications from the seven responding firms and found the firms of Economic & Planning Systems, BAE Urban Economics, and RSG to be the best qualified to perform the services; and
WHEREAS, based on the recently adopted FY 2025-26 budget and anticipated services needed in the coming years, staff recommend that annual contract amounts for BAE Urban Economics, Economic & Planning Systems, and RSG have a limit not to exceed $200,000 each.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby authorizes the City Manager to execute three-year Agreements (with the option to extend for two additional years) for professional services for as-needed economic development and housing consulting services not to exceed $200,000 each annually for initial terms beginning upon contract execution and running through the Fiscal Year ending June 30, 2028.

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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REQUEST FOR
QUALIFICATIONS:

On-Call Economic Development & Housing
Consulting Services

Issue Date: June 03, 2025
Submittals Due: June 23, 2025

City Hall
600 Elm Street
San Carlos, CA
cityofsancarlos.org

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CITY OF SAN CARLOS
Request for Qualifications
2 | P a g e

BACKGROUND

The City of San Carlos (City) is located on the San Francisco Peninsula in San Mateo County and incorporated in 1925 as a General Law city. It is approximately 25 miles south of San Francisco and 26 miles north of San Jose. The city is about 6 square miles and has a population of slightly more than 30,000. Highway 101 runs through the eastern portion of the city, near an assortment of industrial and commercial uses, including a small airport and a small neighborhood of single- family homes. The west side of town extends into the Santa Cruz Mountains and is largely single- family residential with the exception of the El Camino Real and Laurel Street corridors and the City’s downtown. The city has high property values (median single-family home transacting at $2.4 million in 2021) and a high household income (median of $169,640).

Over 1.7 million square feet of high-tech research and development space is likely to be developed in the next few years on the City’s east side. Major employers include Natera, Pacific Gas & Electric, The Home Depot, Recology, Check Point Software Tech, Delta Star, Natera, Joby Aero, Atreca, and Thought Stream. Major retailers include Home Depot, Best Buy, REI, T.J. Maxx, Ross, PetSmart, and Trader Joe’s. Collectively, building construction and materials businesses (cabinetry, flooring, tiling, etc.) represent the largest commercial segment. Several hotel properties with high average daily rates and occupancy contribute to the tax base significantly.

Downtown San Carlos, located along Laurel Street from San Carlos Avenue to Arroyo Avenue, is the heart of the community and is a compact, walkable cluster of primarily one-story retail buildings with small storefronts. It has become an increasingly popular destination for restaurants and unique small shops.

Highways 101 and 280, and State Highway 82 (El Camino Real) move vehicle traffic from the north and south to the primary access points in San Carlos. Several major east-west spines move traffic into the commercial and residential areas. Traffic capacity at several major intersections in the commercial sector nearest the freeway is becoming increasingly constrained. San Carlos is also home to an airport operated by the County of San Mateo. San Carlos is also served by Caltrain, which operates a commuter train that stops at the historic San Carlos Depot near Downtown. Freight trains operate on the rails overnight.

The City is governed by a five-member City Council, with members selecting a Mayor for a one- year term, and an appointed City Manager. There is great emphasis on public participation in local government and the citizenry is quite active as well. Support and guidance for economic development comes from both a City Council subcommittee and a seven-member Economic Development Advisory Commission. The City Council also recently established a Housing Subcommittee.

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CITY OF SAN CARLOS
Request for Qualifications
3 | P a g e

The City has now turned its focus on proactive measures to expand its economic base and increase revenues. The 2021-2024 Economic Development Plan prioritized areas such as sustaining downtown vibrancy, improving mobility, and expanding housing and childcare access.

Earlier this year, the City Council adopted the 2025-2028 Economic Development Plan, which was developed with input from the Economic Development Advisory Commission, City staff, and consultants. The Plan includes the following strategic priorities:

1. Sustain the Unique Character of Downtown

2. Nurture Placemaking and Beautification

3. Support Enhanced Connectivity and Mobility

4. Foster Growth in the Business Community

5. Proactively Plan for Future Growth

This plan takes a geographically focused approach with targeted strategies for:

 Downtown
 South Laurel (SOLA)
 East Side Area
 Industrial Arts District

The 2025-2028 Plan was approved by City Council on March 24, 2025 and is available here.

The City had the support of its Redevelopment Agency from 1986 until it was dissolved by the State in 2012. The Agency funded major public improvement projects, affordable housing and economic development. The City has assumed the role of Successor Agency and has retained several properties and financial assets of the former Low and Moderate Housing Fund.

Additionally, the City has a Below Market Rate Housing Ordinance that requires all residential developments of seven or more dwelling units to include least fifteen percent (15%) of the total units as below market rate units restricted for rent or sale by moderate-, low-, and very low-income households.

CONSULTING SERVICES NEEDED

The City of San Carlos is seeking proposals from qualified firms or individuals to provide on-call Economic Development and Housing Consulting Services. The City is interested in entering into contracts with several qualified firms to utilize, on an as-needed basis, based on expertise, availability and cost. Firms are not required to offer the full range of services listed and are encouraged to apply even if they can assist with only one or a few specific areas. Potential scope of services may include, but is not limited to:

Economic Development

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CITY OF SAN CARLOS
Request for Qualifications
4 | P a g e

 Project-specific strategic advice and analysis for real estate assembly and development projects such those in the El Camino Real corridor and other potential opportunity sites.  Advise the City on strategic property selection, negotiations, and acquisition.  Provide real estate market data and analysis.
 Prepare fiscal impact analyses.
 Identify current and future funding sources and tools for economic development.

Redevelopment Agency Dissolution

 Monitor and advise the City on enacted and future legislation.  Assist in compliance and preparing reports for Successor Agency, Oversight Board, and Department of Finance.

Housing

 Assist in the management of housing assets retained by the City as successor to the RDA’s Low and Moderate Income Housing Fund.
 Provide strategic advice, negotiation assistance and analysis for proposed low-income tax credit and affordable housing developments.
 Assist in compliance with state housing obligation requirements.  Monitor state and federal legislation regarding housing.  Identify potential funding opportunities for housing.

SUBMITTAL OF QUALIFICATIONS

Submittal Content

To be deemed complete, submittals must include all of the following:
 Company profile and qualifications including a summary of representative services or projects managed and specifically staffed by the individuals likely to be assigned.  Identification of the project manager and senior level staff likely to be assigned to this project, as well as any proposed sub-consultants and their staff. Include the qualifications and relevant experience for the identified team members.  Complete contact information for three recent clients for whom similar services described in this RFQ have been performed.
 Proposed compensation rates.

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CITY OF SAN CARLOS
Request for Qualifications
5 | P a g e

 Excerpts of relevant sample work.

Submittal Location and Deadlines

Interested parties should email their proposals by 5:00 p.m. PST, Monday, June 23, 2025 to:

City of San Carlos
Adolfo Ruelas
[email protected]

Additional Information

The City assumes no responsibility for delays caused by delivery service. Postmarking by the due date will not substitute for actual receipt. All costs incurred during submittal preparation or in any way associated with the Consultant’s preparations, submission, presentation, or oral interview shall be the sole responsibility of the Consultant.

If awarded a contract, the consultant shall maintain insurance coverage, including worker’s compensation, reflecting the minimum amounts and conditions specified by the City. Consultants are liable for all errors or omissions contained in their proposals. Please see attached Professional Services Template.

If you have any questions concerning this request for qualifications, please contact Adolfo Ruelas via email at [email protected] or phone at (650) 801-2279.

SELECTION PROCESS

Evaluation Criteria

In accordance with the Municipal Code, consultant selection shall be on the basis of demonstrated competence and on the professional qualifications necessary for the satisfactory performance of the services required and on a fair and reasonable price. Evaluation considerations will include the following:

 Responsiveness of the proposal to the submittal requirements listed above  Clear indication of understanding of the work to be performed and demonstration of intent and ability to perform the work
 Professional qualifications and technical expertise

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CITY OF SAN CARLOS
Request for Qualifications
6 | P a g e

 Experience and track record conducting similar work for similar cities  Proposed compensation rates
 Completeness of submittal

It is the City’s intention to contract with several highly qualified consultants. Your firm is not required to have expertise in both economic development and housing, but must have substantial experience in at least one of these two areas.

Should you have any questions concerning the project, please contact Adolfo Ruelas at [email protected] or (650) 801-2279.

The question cut-off date will be June 16, 2025, by 5 p.m.

Non-Obligation

The City retains sole discretion to evaluate submittals and may make an award to the consultant(s) the City deems to be most responsive to the request for qualifications. Receipt of submittals in response to its request for qualifications does not obligate the City in any way to engage any consultant and the City reserves the right to reject any or all submittals, wholly or in part, at any time, without penalty. The City shall retain the right to abandon the request for qualifications and selection process at any time prior to the actual execution of a contract with a consultant, and the City shall bear no financial or other responsibility in the event of such abandonment. The City reserves the right to negotiate all final terms and conditions of any agreements entered into.

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Agreement for Professional Services 1 Revised 09/25/2024

AGREEMENT FOR PROFESSIONAL SERVICES

This Agreement is made and entered into as of __________________ by and between the City of San Carlos hereinafter called "CITY" and ____________________ hereinafter called "CONSULTANT".

RECITALS

This Agreement is entered into with reference to the following facts and circumstances:

A. That CITY desires to engage CONSULTANT to render certain professional services in the CITY;

B. That CONSULTANT is qualified to provide such services to the CITY and;

THEREFORE, the CITY has elected to engage the services of CONSULTANT upon the terms and conditions as hereinafter set forth.

1. Services. The services to be performed by CONSULTANT under this Agreement shall include those services set forth in Exhibit A, which is, by this reference, incorporated herein and made a part hereof as though it were fully set forth herein.

Performance of the work specified in said Exhibit is hereby made an obligation of CONSULTANT under this Agreement, subject to any changes that may be made subsequently hereto upon the mutual written agreement of the said parties.

Where in conflict, the terms of this Agreement supersede and prevail over any terms set forth in Exhibit A.

2. Term; Termination. (a) The term of this Agreement shall commence upon the date hereinabove written and shall expire on June 30, 2028 unless renewed for two additional years by the City Manager. (b) Notwithstanding the provisions of (a) above, CITY may terminate this Agreement without cause by giving written notice not less than ten (10) days prior to the effective date of termination, which date shall be included in said notice. In the event of such termination, CITY shall compensate CONSULTANT for services rendered, and reimburse CONSULTANT for costs and expenses incurred, to the date of termination, calculated in accordance with the provisions of paragraph 3. In ascertaining the services actually rendered to the date of termination, consideration shall be given both to completed work and work in process of completion. Nothing herein contained shall be deemed a limitation upon the right of CITY to terminate this Agreement for

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Agreement for Professional Services 2 Revised 09/25/2024 cause, or otherwise to exercise such rights or pursue such remedies as may accrue to CITY hereunder.

3. Compensation; Expenses; Payment. CITY shall compensate CONSULTANT for all services performed by CONSULTANT hereunder in an amount based upon CONSULTANT’s hourly rates during the time of the performance of said services. A copy of CONSULTANT’s hourly rates for which services hereunder shall be performed are set forth in CONSULTANT’s fee schedule marked Exhibit B hereof, attached hereto and by this reference incorporated herein.

Notwithstanding the foregoing, the combined total of compensation and reimbursement of costs payable hereunder shall not exceed the sum of Two Hundred Thousand Dollars ($200,000) unless the performance of services and/or reimbursement of costs and expenses in excess of said amounts have been approved in advance of performing such services or incurring such costs and expenses by CITY’s City Manager (for contracts less than $75,000 or authorized by City Council action for contracts $75,000 or more by motion duly made and carried).

Compensation and reimbursement of costs and expenses hereunder shall be payable upon monthly billing therefor by CONSULTANT to CITY, which billing shall include an itemized statement, briefly describing by task and labor category or cost/expense items billed.

4. Additional Services. In the event CITY desires the performance of additional services not otherwise included within the services described in Exhibit A, such services shall be authorized in advance of the performance thereof by CITY’s City Manager (for contracts less than $75,000 or authorized by City Council action for contracts $75,000 or more by motion duly made and carried). Such amendment to this Agreement shall include a description of the services to be performed thereunder, the maximum compensation and reimbursement of costs and expenses payable therefor, the time of performance thereof, and such other matters as the parties deem appropriate for the accomplishment of such services. Any additional services causing the total contract price to exceed $75,000, shall require approval by the City Council. Except to the extent modified by written amendment, all other terms and conditions of this Agreement shall be deemed incorporated in each such amendment.

5. Records. CONSULTANT shall keep and maintain accurate records of all time expended and costs and expenses incurred relating to services to be performed by CONSULTANT hereunder. Said records shall be available to CITY for review and copying during regular business hours at CONSULTANT’s place of business or as otherwise agreed upon by the parties.

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Agreement for Professional Services 3 Revised 09/25/2024

6. Authorization. This Agreement becomes effective when endorsed by both parties in the space provided below.

7. Reliance on Professional Skill of CONSULTANT. CONSULTANT represents that it has the necessary professional skills to perform the services required and the CITY shall rely on such skills of the CONSULTANT to do and perform the work. In performing services hereunder CONSULTANT shall adhere to the standards generally prevailing for the performance of expert consulting services similar to those to be performed by CONSULTANT hereunder. CONSULTANT acknowledges the importance to CITY of the skill, competency, ability to appropriately work with CITY staff and expertise of individual staff assigned to the project, and accordingly the individuals assigned to the Project must be acceptable to CITY.

8. Documents. All documents, plans, drawings, renderings, and other papers, or copies thereof, as finally rendered, prepared by CONSULTANT pursuant to the terms of this Agreement, shall, upon preparation and delivery to CITY, become the property of CITY.

9. Relationship of Parties. It is understood that the relationship of CONSULTANT to the CITY is that of an independent contractor and all persons working for or under the direction of CONSULTANT are its agents or employees and not agents or employees of the CITY.

10. Schedule. CONSULTANT shall adhere to the schedule set forth in Exhibit A; provided, that CITY shall grant reasonable extensions of time for the performance of such services occasioned by governmental reviews of CONSULTANT’s work product or other unavoidable delays; provided, further, that such unavoidable delay shall not include strikes, lockouts, work stoppages, or other labor disturbances conducted by, or on behalf of, CONSULTANT’s officers or employees.

CONSULTANT acknowledges the importance to CITY of CITY’s Project schedule and agrees to put forth its best professional efforts to perform its services under this Agreement in a manner consistent with that schedule.

11. Indemnity. CONSULTANT shall indemnify, defend, and hold harmless City, its officers, employees, agents and volunteers from and against all liability, loss, damage, expense, and cost (including, without limitation, reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s negligence, recklessness, or willful misconduct in the performance of work hereunder, or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage

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Agreement for Professional Services 4 Revised 09/25/2024 caused by the active negligence or willful misconduct of the City. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Nothing herein contained shall be construed to require CONSULTANT to indemnify CITY its officers, employees, agents and volunteers against any responsibility or liability in contravention of Section 2782 of the California Civil Code.

12. Insurance. CONSULTANT shall acquire and maintain Workers’ Compensation, employer’s liability, commercial general liability, owned and non-owned and hired automobile liability, and professional liability insurance covering risks relating to CONSULTANT’s services to be performed hereunder in form subject to the approval of the City Attorney and/or CITY’s Risk Manager. The minimum amounts of coverage corresponding to the aforesaid categories of insurance per insurable event, shall be as follows:

Insurance Category Minimum Limits

Workers’ Compensation statutory minimum

Employer’s Liability $1,000,000 per accident for bodily injury or disease. CONSULTANT shall submit
to City a Waiver of Subrogation
endorsement in favor of City, its officers,
agents, employees, and volunteers.

Commercial General Liability $1,000,000 (to $5,000,000 depending on exposure) per occurrence for bodily
injury, personal injury, and property
damage, including without limitation,
blanket contractual liability and
coverage for explosion, collapse and
underground property damage hazards.

If a general aggregate limit applies,
either the general aggregate limit shall
apply separately to this project/location
or the general aggregate limit shall be
twice the required occurrence limit.

Coverage must be at least as broad as
Insurance Services Office form CG 00

01. Automobile Liability $1,000,000 per accident for bodily injury and property damage (coverage

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Agreement for Professional Services 5 Revised 09/25/2024 required to the extent applicable to
CONSULTANT’s vehicle usage in
performing services hereunder)

1Professional Liability $1,000,000 per claim and if a general aggregate limit applies, general
aggregate limit shall be twice the
required occurrence limit.

Concurrently with the execution of this Agreement, CONSULTANT shall furnish CITY with certificates and copies of information or declaration pages of the insurance required hereunder and, with respect to evidence of commercial general liability and automobile liability insurance coverage, original endorsements:

(a) Precluding cancellation or reduction in per occurrence limits before the expiration of thirty (30) days (10 days for nonpayment) after City shall have received written notification of cancellation in coverage or reduction in per occurrence limits by first class mail;

(b) CONSULTANT’s general liability policies shall be primary and non- contributory, and be endorsed using Insurance Services Office form CG 20 10 to provide that City and its officers, officials, employees, and agents shall be additional insured under such policies. An endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37, is also required.

Claims Made Policies
If any of the required policies provide claims-made coverage:

1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.

Verification of Coverage

1 Note: Professional liability insurance coverage is not required if the contractor/vendor/consultant is not providing a service regulated by the state. (Examples of service providers regulated by the state are insurance agents, professional engineers, doctors, certified public accountants, lawyers, etc.) Please check and initial the following if professional liability is NOT required for this agreement.  Recommended ______ [Project Manager]  Approved _______[Risk Manager]

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Agreement for Professional Services 6 Revised 09/25/2024 Consultant shall furnish the CITY with original certificates and amendatory endorsements effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the CITY before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Waiver of Subrogation
Consultant hereby grants to CITY a waiver of any right to subrogation which any insurer of said Consultant may acquire against the CITY by virtue of the payment of any loss under such insurance. This provision applies regardless of whether or not the CITY has requested or received a waiver of subrogation endorsement from the insurer.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Special Risks or Circumstances
CITY reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Coverage
It is a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be made available to the Additional Insured and shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy, whichever is greater.

Primary and Non-Contributory Coverage
The Additional Insured coverage under the Consultant’s policy shall be “primary and non-contributory” as will not seek contribution from the CITY insurance or self-insurance and shall be at least as broad as CG 20 01 04

12. Excess Insurance
The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of CITY before the CITY insurance or self-insurance shall be called upon to protect it as a named insured.

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Agreement for Professional Services 7 Revised 09/25/2024

13. Workers’ Compensation. CONSULTANT acknowledges and certifies awareness of the provisions of the Labor Code of the State of California which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that Code, and CONSULTANT certifies and agrees to compliance with such provisions before commencing the performance of the work of this agreement.

14. Subcontractors (If applicable). CONSULTANT agrees to include with all subcontractors in their subcontracts the same requirements and provisions of this agreement including the indemnity and Insurance requirements to the extent they apply to the scope of the Subcontractors’ work. Subcontractors hired by CONSULTANT agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSULTANT is bound to CITY under the Contract documents.

Subcontract shall agree to include these same provisions in any agreement with a sub-subcontractor. CONSULTANT shall require all subcontractors to provide a valid certificate of insurance and the required endorsements included in the agreement prior to commencement of any work and will provide proof of compliance to the CITY.

Subcontractor shall agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSUTLANT is bound to CITY under the Contract Documents. Subcontractor shall further agree to include the same requirements and provisions of this agreement, including the indemnity and Insurance requirements, with a Sub-subcontractor to the extent they apply to the scope of the Sub-subcontractors’ work. A copy of the CITY Contract Document Indemnity and Insurance provisions shall be furnished to the subcontractor upon request.

15. Non-Discrimination. The CONSULTANT hereby assures that it will comply with Subchapter VI of the Civil Rights Act of 1964, 42 USC Section 2000 (e)(17), to the end that CONSULTANT will not exclude any person from participation in, be denied the benefits of, or be otherwise subject to discrimination from any project, program, or activity supported by this Agreement, based on the grounds of race, color, national origin, sex, disability, age, or religion,. CONSULTANT shall comply with its EEO Certification (Form PW-7). In addition, CONSUTLANT will not discriminate against any employee or applicant for employment because of race, color, religion, sex or national origin. The CONSULTANT will take affirmative action to insure that applicants are employed and the employees are treated during employment without regard to their race, color, religion, sex or national origin. Such action shall include, but not be limited to the following: employment, advancement, demotion, transfer,

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Agreement for Professional Services 8 Revised 09/25/2024 recruitment, or recruitment advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The CONSULTANT shall at all times be in compliance with the requirements of the Federal Americans With Disabilities Act (Public Law 101-336) which prohibits discrimination on the basis of disability by public entities. The CONSULTANT agrees to post in conspicuous places available to employees and applicants for employment any notices provided by the CITY setting forth the provisions of this non-discrimination clause.

15. Notice. All notices required by this Agreement shall be given to the CITY and CONSULTANT in writing, by first class mail, postage prepaid, addressed as follows:

CITY: City of San Carlos
600 Elm Street
San Carlos, CA 94070
Attention: ____________________

CONSULTANT: ____________________________
(Fill in CONSULTANT Name, Address, Phone
Number, and Project Manager for

CONSULTANT)

16. Non-Assignment. This Agreement is not assignable either in whole or in part.

17. Amendments. This Agreement may be amended or modified only by written agreement signed by both parties.

18. Business Registration. CONSULTANT agrees to comply with Chapter

5.04 of the Municipal Code and pay all fees required to be paid. By entering into this Agreement, CONSULTANT acknowledges and agrees they are conducting business with the City and will apply for and obtain a City Business registration certificate.

19. Validity. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

20. Governing Law. This Agreement shall be governed by the laws of the State of California and any suit or action initiated by either party shall be brought in the County of San Mateo, California. In the event of litigation between the parties hereto to enforce any provision of the Agreement, the

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Agreement for Professional Services 9 Revised 09/25/2024 unsuccessful party will pay the reasonable attorney’s fees and expenses of litigation of the successful party.

21. Mediation. Should any dispute arise out of this Agreement, the parties shall meet in mediation and attempt to reach a resolution with the assistance of a mutually acceptable mediator. Neither party shall be permitted to file legal action without first meeting in mediation and making a good faith attempt to reach a mediated resolution. The costs of the mediator, if any, shall be paid equally by the parties. If a mediated settlement is reached neither party shall be deemed the prevailing party for purposes of the settlement and each party shall bear its own legal costs. If a party refuses or fails to participate in mediation in good faith prior to filing a lawsuit, then that party shall be barred from recovery of attorneys fees and costs of suit.

22. Conflict of Interest. CONSULTANT may serve other clients, but none who are active within the City of San Carlos or who conduct business that would place CONSULTANT in a "conflict of interest" as that term is defined in State law.

23. Entire Agreement. Each party acknowledges that this agreement, the exhibits hereto, and the documents incorporated by reference herein constitute the complete agreement and exclusive statement of the terms and conditions between the parties, which supercedes and merges all prior proposals, understandings and all other agreements, verbal and written, between the parties relating to the subject matter of this agreement. This agreement may not be modified or altered except by written instrument duly executed by both parties.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the date first above written by their respective officers duly authorized in that behalf.

CITY OF SAN CARLOS:

Dated: _______________ ______________________________ Jeff Maltbie, City Manager

ATTEST:

Dated: _______________ ______________________________ Crystal Mui, City Clerk

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Agreement for Professional Services 10 Revised 09/25/2024

APPROVED AS TO FORM:

Dated: _______________ ______________________________ Gregory J. Rubens, City Attorney

CONSULTANT/CONTRACTOR/VENDOR:

I acknowledge that I have full authority to execute this agreement on behalf of the Consultant/Contractor/Vendor, and have read, understand, and agree to comply with the provisions of this Agreement, including the Insurance and indemnity requirements set forth herein.

Dated: _______________ ______________________________

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bae urban economics
Statement of Qualifications for
On-Call Economic Development and Housing Consulting Services for the City of San Carlos
June 23, 2025

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bae urban economics
San FranciscoSacramentoLos AngelesWashington DCNew York Citywww.bae1.com June 23, 2025 Adolfo Ruelas Economic Development Coordinator City of San Carlos 600 Elm Street San Carlos, CA 94070 Re: Request for Qualifications, Economic Development and Housing Consulting ServicesDear Mr. Ruelas and Honorable Selection Committee: BAE Urban Economics, Inc. (“BAE”) is pleased to submit this statement of qualifications to provide economic development and housing consulting services to the City of San Carlos (“City”) as a member of the City’s bench of on-call consultants. Please note that we are submitting our qualifications for the Economic Development and Housing scope of consulting services. BAE is especially well-suited to provide these services to the City. We have decades of work experience in San Mateo County, including in San Carlos itself, in the areas of real estate market and financial analysis, fiscal and economic benefits analysis, community benefits valuation, economic development, transit-oriented development, and affordable and workforce housing. BAE has completed numerous economic development strategies for cities including Vallejo, Sunnyvale, Walnut Creek, Pleasanton, San Ramon, San Carlos, and Santa Cruz, South San Francisco, and Santa Cruz County. Our industrial, office/R&D, and bioscience experiences come from assignments with the cities of Cupertino, Daly City, Menlo Park, Mountain View, Redwood City and Vallejo, as well as ongoing real estate advisory services for the award-winning NASA Research Park in Silicon Valley, Valley Transportation Authority, and the Port of San Francisco. BAE is also a leader in real estate market analysis, development feasibility analysis, and fiscal and economic impact analysis. BAE has performed over hundreds of market and financial feasibility studies and over 200 fiscal or economic impact studies, including dozens of analyses for projects in San Mateo County within the past few years. While we value solid and

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bae urban economics
San FranciscoSacramentoLos AngelesWashington DCNew York Citywww.bae1.com thorough data analysis, our deep knowledge of local market conditions and development environments, together with an understanding of broader trends, allows us to see beyond the numbers to anticipate challenges and identify opportunities.In the area of housing technical services, BAE has worked successfully to prepare over 300 housing studies, including Housing Elements, affordable housing inclusionary and linkage fee studies, Affordable Housing and Anti-Displacement Strategies as part of PDA Specific Plans, and residential market studies. We are considered national experts in housing policy, demonstrated by our City of Los Angeles Affordable Housing Linkage Fee Nexus Study and our NYC Mandatory Inclusionary Housing Feasibility Study.In all our advisory engagements, we focus on creative solutions that enhance the project to meet the City’s broader goals and objectives. We bring a developer and investor perspective to the assignments, with a focus on maximizing public benefits. As a land use economics firm, we provide all the services needed to achieve successful outcomes – from upfront market and feasibility analyses needed to define a market-supportable project, to advisory and negotiation services, to the creation of financing and implementation strategies and action plans that can achieve tangible results.We look forward to the opportunities to work with you and your colleagues on the City’s upcoming consulting engagements. Please contact David Shiver at [email protected] Stephanie Hagar [email protected] call us at 510.547.9380 if you have any questions or comments regarding this proposal.Sincerely,David Shiver Stephanie Hagar Chelsea GuerreroPrincipal Associate Principal Vice President

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Firm Qualifications Table of Contents 1.COMPANYPROFILEANDQUALIFICATIONS............................................................................1Firm Description and Guiding Principles ....................................................................................1Summary of Services ...................................................................................................................22.FIRMQUALIFICATIONS..........................................................................................................33.EXCERPTSOFRELEVANTPASTWORK................................................................................144.TEAMMEMBERS.................................................................................................................145.REFERENCES......................................................................................................................206.HOURLYRATES....................................................................................................................21ATTACHMENTS:EXCERPTSOFPASTWORK............................................................................22

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1 1. Company Profile and Qualifications FirmDescriptionandGuidingPrinciplesBAE Urban Economics, Inc. is an award-winning, national urban economics and real estate consultancy. Since 1986, we have completed more than 2,700 client engagements for public agencies, non-profit organizations, financial institutions, real estate investors, and developers. All our work is led by seasoned professionals, who are responsible for project direction and quality control. BAE’s services include market and financial feasibility studies, strategic planning, revitalization and economic development, public-private transactions, public financing, fiscal and economic impacts analyses, and development advisory services. We have extensive work experience in: • Economic Development and Revitalization • Fiscal Impacts, Community Benefits, and Economic Benefits Analyses • Affordable and Workforce Housing • Market and Financial Feasibility Studies • Public-Private Partnership (P3) Structuring and Negotiation Support • Public Finance • Sustainable Development and TOD • Parks and Community Facilities BAE’s passion about the “triple bottom-line” of sustainable economics, equity, and environment makes us unique among urban economists. We believe that there are practical solutions to urban issues which will achieve this triple bottom-line, and that consideration of environmental impacts and social benefits as well as financial returns result in the best value for our clients. Our company has practiced this same philosophy since our inception in 1986, with intentional investments in our staff and workplaces to foster creativity and a commitment to excellence. We have pioneered the use of survey research to target urban housing products, created innovative GIS tools for smart growth planning, and provided real estate advisory services to some of the largest revitalization and sustainable development efforts in the US. BAE is a certified Green Business in Alameda County, CA, bringing our sustainability focus to our own business practices. BAE is also certified as a Minority Business Enterprise and Disadvantaged Business Enterprise by numerous public agencies. The BAE difference shows - we have earned more awards for excellence than any other firm in our field, our core staff has averaged more than 15 years each with the company, and our

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2 clients have retained us repeatedly over our 39-year history. BAE has 21 staff members in five offices including San Francisco, Sacramento, Los Angeles, New York City, and Washington DC. For more information, see www.bae1.com. SummaryofServicesBAE offers real estate and urban economics consulting services in a number of key practice areas of interest to San Carlos, as follows: EconomicDevelopmentStrategicPlans.BAE prepares economic development strategic plans, downtown revitalization plans, retail analysis, industrial land demand studies, innovation district plans, and tourism studies in support of local and regional initiatives to grow, sustain, and expand economic vitality. BAE’s approach to economic development is to formulate actionable recommendations based on insightful data analysis, deep understanding of underlying economic and consumer trends, and thoughtful input from employers, policy-makers, community members, and other stakeholders. Real Estate Market Data and Analysis.BAE offers real estate market data and analysis expertise in support of general plans, subarea plans, corridor studies, TOD plans, highest and best use studies, and infrastructure financing plans, frequently working with multidisciplinary teams of planners, architects, and civil engineers. BAE’s expertise extends across a wide range of land uses, including residential, office/R&D, retail, hospitality, and industrial/warehouse. Through our robust research-driven real estate market data and analysis, BAE provides its clients with timely and relevant information to inform land use decision-making. Economic Feasibility and Pro Forma Studies.BAE provides financial feasibility and pro forma analyses in support of highest and best use studies, community benefit programs, inclusionary housing and in-lieu fee programs, developer proposal reviews, public asset lease vs. sell disposition studies, and value capture studies. As part of its financial feasibility and pro forma practice, BAE models the anticipated economic performance of a development project, utilizing real estate market research, construction costs, permitting and impact fee costs, and real estate developer and investor investment goals and testing the sensitivity of pro forma results given changes in key market, cost, and financial variables. Fiscal Impact and Economic Benefits Studies. BAE prepares comprehensive fiscal impact and economic benefit studies to help its clients understand the fiscal and economic implications of land use decisions. BAE’s fiscal impact studies measure the net revenue contributions of a real estate project or proposed land use mix at the city, school district, special district, and county levels. Each fiscal impact model is tailored to each client’s specific set of revenues and

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3 service expenditures. BAE’s economic benefit studies measure how a proposed development project or new set of land uses will contribute to the prosperity of a region through direct, indirect, and induced job generation and additional economic activity, using the widely accepted IMPLAN input-output model for California and its constituent cities and counties. Public Private Partnerships. BAE supports public-private partnership (P3) collaborations between its public clients and private developers by offering P3 structuring, RFQ/P developer solicitations, developer proposal evaluations, term sheet and agreement negotiations for a variety of P3 projects, including development agreements, ground lease and sale disposition agreements, and master development agreements. In its P3 practice, BAE seeks successful outcomes that provide fair returns to both the public and private sector without impairing development project feasibility. Inclusionary/BMR Housing and Impact Fees. BAE helps its clients formulate inclusionary housing and impact (residential and commercial) fee programs by preparing financial feasibility analyses that reflect local policy goals and local market conditions and by contributing to implementation strategies and actions. BAE prepares its rigorous residential pro forma analysis to test affordability requirements at specified income limits for different development programs and configurations. Based upon this work, BAE assists its clients to develop strategies, incentives, and programs to support affordable and workforce housing production. Housing Needs Assessments, Housing Strategies,and Housing Elements.BAE offers expertise to its clients to navigate the rapidly evolving California housing legal and regulatory framework. Our services include Housing Element preparation and updates, Consolidated Plans, housing needs assessments, and housing strategies. BAE combines its real estate and financial pro forma expertise to evaluate affordable housing and workforce opportunity sites to ensure that local agencies can fulfil their state-mandated goals and can formulate funding strategies for specific residential development projects or affordable or workforce housing programs. 2. Firm QualificationsIn the pages that follow, BAE presents relevant projects that demonstrate its experience in economic development, real estate and urban economics, and housing policy.

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14 3. Excerpts of Relevant Past Work Please see excerpts of recent relevant past work attached at the end of this Statement of Qualifications. 4. Team MembersFor projects completed under this on-call contract, BAE anticipates that Principals David Shiveror Stephanie Hagar will serve as Principal-in-Charge and Vice Presidents Chelsea Guerrero or Matt Fairris will serve as Project Manager. See the following pages for further details about our team.

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15 EducationMaster of City and Regional Planning, University of California, BerkeleyMaster of Business Administration, University of California, BerkeleyBachelor of Arts, Public Affairs, University of Chicago LecturerDepartment of Urban and Regional Planning, San Jose State UniversityURBP 206: Market Analysis, Appraisal, & Finance of Real Estate DevelopmentCollege of Environmental Design, Master of Real Estate Development + Design, UC BerkeleyRED210: Real Estate Economics + Market AnalysisRole for Proposed Scope of ServicesPrincipal-in-Charge Professional ExperienceDavid has more than 35 yearsofreal estate market and financial analysis and has worked on many of the Bay Area’s most high-profile planning initiatives and public/private partnerships. His experience includes preparing and managing thepreparation ofmarket studies, market rent surveys, project and prototypical project financial analyses, value capture and community benefits studies, fiscal impact studies, economic benefit studies, lease analyses, highest and best use studies, and developer solicitations. David has recently completed value capture and community benefits analyses for the cities of Mountain View, Menlo Park, and Los Altos, as well as for NASA as part of NASA Research Park. Over the past 21 years, David assisted NASA in the initial concept planning and subsequent implementation of the award-winning NASA Research Park at Moffett Field. He served as the lead real estate advisor for NASA’s landmark long-term leases to Google, Inc., Carnegie Mellon University, and Clark Capital Realty. His work in Silicon Valley keeps him abreast of the latest trends in technology tenant space and facility requirements, mixed-use development, and retail space demand. David has made numerous presentations of his work to public bodies and professional associations, including CoreNet Global, American Planning Association, American Defense Communities, Advisory Council for Historic Preservation, National Trust for Historic Preservation, National Academy of Sciences, and Society of Military Engineers, and he recently served on ULI Technical Advisory Panels for the cities of Houston TX, Orinda CA, and Dublin CA.

NASA Research Park P3 (Residential/Commercial Mixed Use)Moffett Field, CABusiness PlanningMarket and Financial AnalysisDeveloper SolicitationsGround Lease NegotiationsEconomic Development Plan UpdatesSan Carlos, CAEconomic Development StrategyStakeholder OutreachSWOT AnalysisDowntown Specific PlanSan Carlos, CAMarket AnalysisCase Study ResearchBuildout AnalysisFunding StrategyMBS Building and Buri Buri Shopping Center Redevelopment AnalysisSouth San Francisco, CAPro Forma AnalysisLand Residual Analysis Los Altos P3 DevelopmentFeasibilityLos Altos, CASite AnalysisPrototype Project FormulationMarket and Financial FeasibilityPoint Molate FIAs Peer Review and DDA/DA ReviewRichmond, CAFIA Peer ReviewsMarket AnalysisCFD Financial Plan AnalysisDDA/DA Transaction Support San Antonio Precise Plan Mountain View, CAValue Capture/Community Benefits StudyPDR Policy AnalysisSan Francisco, CAZoning AnalysisDeveloper OutreachPro Forma Analysis David ShiverPrincipal

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16 Stephanie Hagar, MCPAssociate PrincipalEducationMaster of City and Regional Planning, University of California,BerkeleyBachelor of Arts,Psychology, UC San DiegoRole for Proposed Scope of ServicesPrincipal-in-ChargeProject Manager Professional ExperienceStephanie provides strong leadership and project management to BAE engagements throughout the western US. She has extensive experience in fiscal and economic impact analysis, market studies, affordable and workforce housing, anddevelopment feasibility analysis.Stephanie has completed numerous workforce and affordable housing strategies and policy studies. She served a key role in BAE’s recent Los Angeles Affordable Housing Linkage Fee Nexus study, leading the portion of the study describing affordable housing need generated by new commercial and market-rate residential projects along with developing fee schedules and analyzing special issues. Her other affordable housing policy work has included Housing Element Updates for the cities of Milpitas and Concord, CA. For each Housing Element, Stephanie analyzed housing needs and potential housing development sites.Stephanie has supported numerous TOD plans throughout California, including plans forDowntown South San Francisco, Walnut Creek’s West Downtown, Larkspur’s SMART Station, Rohnert Park’s SMART Station, and the Suisun Downtown/Amtrak Station area. Stephanie’s work for these plans included market analysis for a wide range of uses, assessment of affordable housing needs and development of housing strategies, financial feasibility testing for potential development sites, and formulating financing strategies for public improvements.Stephanie also offers strong expertise in development feasibility analysis. Stephanie recently served as project manager for an analysis of the financial feasibility of nine different affordable housing scenarios on a site in Mountain View. She has also evaluated the financial feasibility and developer profit potential for several projects in Menlo Park, including mixed-income residential uses.

South San Francisco DowntownStation Area PlanSouth San Francisco, CAMarketand Financial AnalysisAffordableHousing StrategyFinancingPlanConnectMenlo General Plan Update Menlo Park, CAFiscal Impact AnalysisMarket and Financial AnalysisCommunity Benefits Program FormulationResidential and Commercial Linkage Fee Nexus StudyCity of Los Angeles, CAAffordable Housing Need Analysis and Policy DevelopmentSunnyvale Housing Strategy and Related ServicesCity of Sunnyvale, CAInclusionary Housing Ordinance Update Community Engagement Mobile Home Park MOUAffordable Housing Mitigation Fee Nexus StudyGeneral Plan Update M2 DistrictMenlo Park, CAMarket and Financial FeasibilityEconomic DevelopmentValue Capture/Community Benefits StudyFiscal Impact AnalysisWillow Village (Meta) Community Benefits StudyMenlo Park, CACommunity Benefits Value AnalysisFiscal Impact Analysis

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17 Chelsea GuerreroVice PresidentEducationMaster of City and Regional Planning, University of California, BerkeleyBachelor of Arts, Political Economy and Geography, University of California,BerkeleyRole for Proposed Scope of ServicesProject ManagerResearch and Analytical Support Professional ExperienceMs. Guerrero brings a strong background in market research, economic development and mixed-use residential and commercial to BAE. She is familiar with econometric statistical modeling and specializes in detailed analysis for public policy and land use planning. Chelsea provides market, feasibility, and fiscal impact analyses for BAE projects throughout California. She has prepared fiscal impact analyses, feasibility analyses, and market studies to support the evaluation of planned and proposed development projects, public policies, and future long-range planning efforts. Her work has helped to inform public policy and land use decisions in jurisdictions throughout the Bay Area, including the cities of Milpitas, Napa, San Ramon, San Rafael, Vallejo, Gilroy, and Menlo Park. She also played a key role supporting the formulation of recent economic development strategies in the cities of Milpitas, San Ramon, San Carlos, and Sunnyvale. Prior to joining BAE, Chelsea worked at the Metropolitan Transportation Commission (MTC) on its Regional Prosperity Plan, a three-year regional planning initiative funded by the U.S. Department of Housing and Urban Development (HUD).

San Rafael General Plan UpdateSan Rafael, CAFiscal Impact AnalysisFacebook Willow Village City of Menlo Park, CA(Residential/Retail/Office)Community Amenities Proposal Evaluation for Mixed-Use Master Plan Fiscal impact Analysis VTA Development Advisory ServicesSanta Clara Valley Transportation Authority, CAHighest and Best Use AnalysisDeveloper Proposal Evaluation for Creative Office/IndustrialSan Ramon Retail Strategy UpdateSan Ramon, CAMarket Analysis (Residential, Retail, Office), Development Feasibility Analysis, Fiscal Impact AnalysisMilpitas General Plan UpdateMilpitas, CAMarket Analysis (Residential, Office, Industrial, Retail), Demand Projections (Residential, Office, Industrial)Economic Development DatesSan Carlos, CAEconomic Development StrategyStakeholder OutreachSWOT AnalysisPoint Molate FIAs Peer Review and DDA/DA ReviewRichmond, CAFIA Peer ReviewsMarket Analysis

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18 Matt Fairris, MCPVice PresidentEducationMaster of City Planning, UC BerkeleyBachelor of Science, Environmental Policy Analysis and Planning, UC DavisLecturerDepartment of Urban and Regional Planning, San Jose State UniversityURBP 206: Market Analysis, Appraisal, & Finance of Real Estate DevelopmentRole for Proposed Scope of ServicesProject ManagerResearch and Analytical Support Professional ExperienceMatt Fairris is a Senior Associate in BAE’s Sacramento Region office, where he provides research and analytical support for BAE’s consulting assignments throughout Northern California. He specializes in pro forma feasibility modeling and market analysis in support of affordable and market-rate residential development advisory. His recent experience includes market analysis and financial feasibility analysis in support of public sector site dispositions, including the State of California Excess Sites program, Alameda County’s Broadway Sites in Downtown Oakland, and several Santa Clara Valley Transit Authority-owned sites, among others. He also contributed to neighborhood-level market analysis and financial feasibility analysis of various residential, commercial, and industrial prototypes in support of community benefit policy analysis. These include studies in the Eastern Neighborhoods of San Francisco, and the Route-1 South Plan Area in Alexandria, Virginia. Matt has also contributed to pro forma financial feasibility modeling in support of affordable housing impact fee studies, including analyses in Windsor, CA, Stockton, CA, and Palm Beach County, FL. During his time at UC Berkeley, Matt was part of the winning team in the Bank of America Low-Income Housing Challenge and the Big Ideas competition, both focusing on the feasibility of affordable housing. Matt also teaches a real estate finance course in the Department of Urban and Reginal Planning at San Jose State University. 410 & 430 Broadway Sites DispositionCounty of Alameda, CAMarket Analysis; Mixed-Income Financial Feasibility Analysis; Site Disposition StrategyExcess Sites DispositionState of CaliforniaMarket Analysis; Affordable Housing Financial Feasibility Analysis; Site Disposition Strategy and NegotiationsLos Altos P3 DevelopmentFeasibilityLos Altos, CASite AnalysisPrototype Project FormulationMarket and Financial FeasibilityVTA Real Estate AdvisorySanta Clara Valley Transportation AuthorityMarket Analysis; Affordable Housing Financial Feasibility Analysis; Negotiations SupportResidential & PDR Real Estate AdvisoryCity of San Francisco, CAMarket Analysis; Financial Feasibility Analysis; Economic Development Policy AnalysisSteelWave Retail and Life Science Market and Financial AnalysesFoster City, CAMarket Analysis FinancialFeasibility Analysis

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19 Olivia El-Sadr Davis, MCPAssociateEducationMaster of City Planning, UC BerkeleyBachelor of Arts, Economics and Art History, New York UniversityRole for Proposed Scope of ServicesPolicy and Data Analysis Professional ExperienceOlivia El-Sadr Davis is an Associate in BAE’s Berkeley office, and brings a background in qualitative and quantitative research, geospatial analysis, housing, and design. Olivia provides research and analytical support for BAE’s Northern California and Pacific Northwest consulting assignments. Projects at BAE have included affordable housing investment strategies, real estate market studies, economic background analysis for Specific Plans, economic development strategies, and demographic profiles for clients in the Bay Area, Central Valley, and Seattle.Prior to joining BAE, Olivia worked for the Terner Center for Housing Innovation, where she contributed to a landscape assessment of California’s homelessness programs for the State Legislature and Governor Newsom. For the study, she conducted stakeholderinterviews with local government leaders and service providers, and synthesized findings into written deliverables for the statewide report. She also worked as a Fellow focusing on housing tech at the Terner Innovation Labs, an accelerator for early-stage ventures focused on improving the housing market and making it more affordable and fairer.As a graduate student, Olivia specialized in affordable housing, community development, and urban design, focusing her research on how policy change impacts the built environment.

BayArea 2050+ Housing Needs & Revenue ForecastAssociation of Bay Area GovernmentsAffordable Housing Funding and FinancingStakeholder EngagementEconomic Development Plan Updates and Downtown Specific PlanSan CarlosCommunity ProfileStakeholder OutreachReal Estate Market AnalysisFinancing StrategyCentral Business District Master PlanCity of Folsom, CaliforniaMarket AnalysisEconomic Development StrategiesSports TourismCoyote Point Park Restaurant AnalysisSan Mateo County, CaliforniaMarket AnalysisPro Forma FeasibilityOperator SolicitationAffordable Housing Technical AnalysisPortland, OregonAffordable Housing Programs Affordable Housing Funding and Financing

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20 5. References CityofLosAltosNick ZornesAssistant City Manager, City of Los Altos Phone: (650) 947-2625 Email: [email protected] CityofMenloParkDeanna Chow Principal Planner, Planning Division Phone: 650-330-6733 Email: [email protected] City of South San Francisco Nell Selander Director, Economic & Community Development Department City of South San Francisco Phone: 650-829-6613 Email: [email protected] City of San Carlos Adolfo Ruelas City of San Carlos Phone: (650) 801-2279 Email: [email protected] City of CampbellRob Eastwood Community Development Director Phone: (408) 318-0656 (cell) Email: [email protected]

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21 6. Hourly Rates BAE contracts either on a fixed fee or on time and materials not to exceed basis. Contracts based on time and materials are subject to hourly fees for BAE professional staff. All hourly fees are for off-site personnel. Our hourly rates for calendar year 2025 are as follows: Principal $320/hour Associate Principal $305/hour Director $295/hour Vice President $290/hour Senior Associate $230/hour Associate $180/hour Sr. Analyst $140/hour Analyst $125/hour Miscellaneous expenses such as data purchase, travel, document production, and conference calls are passed through to the client with no markup. Subconsultant contracts are subject to a charge of up to seven percent for BAE’s administrative costs. These rates are subject to revision on or after January 1, 2026.

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STATEMENT OF QUALIFICATIONSPrepared for:Prepared by: City of San CarlosEconomic & Planning Systems, Inc. June 23, 2025EPS #251065

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1. About Economic & Planning Systems, Inc. 2Specialized Services ................................................................................................................................................ 42. Representative Project Experience 5 Selected Projects in Other Jurisdictions............................................................................................................. 73. References 11Recent Clients ........................................................................................................................................................ 114. Project Management and Staffing 12 Project Management ............................................................................................................................................12Assigned Staff ........................................................................................................................................................ 135. Firm Billing Rates 14 2025 Hourly Billing Rates .................................................................................................................................... 14 Appendix A: Resumes Appendix B: Work Samples

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June 23, 2025 Adolfo Ruelas, Economic Development Coordinator City of San Carlos 600 Elm Street San Carlos, CA 94070 Subject: Response to RFQ for On-Call Economic Development and Housing Consulting Services; EPS #251056 Dear Mr. Ruelas: On behalf of Economic & Planning Systems, Inc. (EPS), I am pleased to submit this proposal to provide On-Call Economic Development and Housing Consulting Services to the City of San Carlos. We understand the City is seeking to update its pool of qualified firms to conduct various analytical tasks and feel EPS is well-qualified to continue assisting you in this manner. Founded in 1983, EPS is an Oakland-based land use economics consulting firm with a broad-based practice that includes real estate development feasibility, fiscal impact analysis, economic development strategy, and housing policy. As demonstrated in the enclosed materials, EPS has worked with numerous jurisdictions throughout California, large and small, on the full range of topical areas addressed in your RFQ. EPS has a successful track record of providing technical and strategic advisory services that progress local economic initiatives and development projects toward positive outcomes. We commonly work on complex projects that require balancing community needs, economic realities, and urban design goals, among other factors. Furthermore, our experience working for a range of public, private, and nonprofit clients confers us a broad perspective and strong credibility to effectively address wide-ranging economic and policy issues. Additionally, EPS has previous work experience in San Carlos, including a study of the City’s housing policies, analysis on development agreements for community benefits, and technical analysis to support a childcare impact fee program. We are very excited about the opportunity to work as part of this important engagement. We are available to begin work immediately upon identification of a specific assignment and authorization to proceed. If you have any questions or comments related to this proposal, please do not hesitate to contact us at (510) 841-9190 or via e-mail at [email protected]. We look forward to hearing from you and further discussing our qualifications as part of an interview, if needed. Sincerely, ECONOMIC & PLANNING SYSTEMS, INC. Jason Moody Managing Principal

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Economic & Planning Systems, Inc. 2About Economic & Planning Systems, Inc.

The Firm Economic & Planning Systems, Inc. (EPS) is a land economicsconsulting firm experienced in the full spectrum of services related to real estate development, the financing of public infrastructure and government services, land use and conservation planning, and government organization. Guiding Principle EPS was founded on the principle that real estate development and land use-related public policy should be built on realistic assessment of market forces and economic trends, feasible implementation measures, and recognition of public policy objectives, including provisions for required public facilities and services. Areas of Expertise Real Estate Market and Feasibility Analysis Public Finance Fiscal and Economic Impact Analysis Reuse, Revitalization, and Redevelopment Real Estate Transactions and Negotiations Regional Economics and Industry Analysis Land Use Planning and Growth Management Open Space and Resource Conservation Housing Policy Transportation Planning and Analysis Asset Valuation and Repositioning Clients Served Since 1983, EPS has provided consulting services to hundreds of public- and private-sector clients in California and throughout the United States. As illustrated in Figure 1, our client base includes a balanced mix of public, private, and nonprofit entities, which we believe enhances our effectiveness and credibility in projects involving multiple stakeholders and perspectives and cross-cutting issues. Clients include cities, counties, special districts, multi-jurisdictional authorities, educational institutions, property owners, developers, financial institutions, and land use attorneys. Staff Capabilities The professional staff includes trained specialists in economics, public policy, business and finance, real estate development, and computer applications. The firm excels in preparing concise analyses that disclose risks and impacts, support decision making, and provide solutions to real estate development and land use-related problems. EPS Locations Oakland, Los Angeles, and Sacramento, California Denver, Colorado EPS Web Site www.epsys.com

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 3About Economic & Planning Systems, Inc.

Figure 1 EPS Representative Clients in California California CitiesAmerican Canyon Anaheim Auburn Bakersfield Berkeley Chico Chula Vista Clover Concord Culver City Cupertino Davis Duarte Folsom Fremont Fresno Glendora Hayward Livermore Los Angeles Menlo Park Merced Mission Viejo Modesto Monterey Mountain View Napa Oakland Palo Alto Pleasanton Redding Redwood City Sacramento Salinas San Bruno San Clemente San Francisco San Jose San Luis Obispo San Mateo Santa Barbara Santa Monica Santa Rosa Seaside South San Francisco Stockton Turlock Vacaville Vallejo Ventura Walnut Creek Watsonville Winters California Counties Alameda Contra Costa Los Angeles Alameda Merced Marin Mendocino Orange Riverside Sacramento San Joaquin San Luis Obispo San Mateo Santa Barbara Santa Clara Santa Cruz Solano Sonoma Sutter Yolo Educational InstitutionsUniversity of California, Berkeley University of California, Davis University of California, Merced University of California, Office of the President University of California, San Francisco University of California, Santa Cruz University of Hawaii Chabot-Las Positas Community College District Davis Unified School District Modesto City Schools Placer County Office of Education River Delta Unified School District Rocklin Unified School District Roseville City Elementary School District Sacramento State University San Francisco Unified School District Stockton Unified School District California State Agencies University of California, Presidents Office CalTrans California State Lands California Attorney General California Coastal Conservancy California High Speed Rail Authority California State Dept. of Fish & GameOther Public Agencies and Special Districts Alameda County Congestion Management Agency Alameda Reuse and Redevelopment Authority Bay Area Rapid Transit District Capital Area Development Authority Capital District Transportation Authority, New York Contra Costa LAFCO Denver Regional Transportation District East Bay Regional Park District El Dorado Hills CSD El Toro Redevelopment Authority Fitzsimmons Reuse Authority, Colorado Fort Ord Reuse Authority Incline Village G.I.D. Los Angeles Community Redevelopment Agency Mobile (Alabama) Airport Authority Northwest Pacific Railroad Authority Olivehurst Public Utility District Port of Los Angeles Port of Oakland Port of San Diego Port of San Francisco Roaring Fork Transit Authority Sacramento Area Council of Governments Sacramento City-County Office of Metropolitan Water Planning Sacramento Open Space Commission Sacramento Regional Transportation District San Joaquin Council of Governments Sonoma County Agricultural Preservation and Open Space District Stapleton Redevelopment Corporation, Colorado Transmission Agency of Northern California Tri-Valley Wastewater Authority Treasure Island Development Authority Inter-American Development Bank Nonprofit/Advocacy Organizations American Center for Wine, Food, and Arts Building Industry Association Downtown Spokane Partnership East Bay Conversion and Reinvestment Commission Marin Agricultural Land Trust Mountains Restoration Trust North Coast Builders Exchange San Francisco Jewish Museum Santa Cruz County Business Council The Nature Conservancy The Trust for Public Land The Wilderness Society Yosemite Restoration Trust Private SectorAEW Capital Management Aspen Skiing Company A. Teichert & Son Beazer Homes Buzz Oates Enterprises Callahan Property Company Camray Development and Construction Co. Catellus Development Corporation Centex Continuum Partners LLC Corrie Development Corporation DKM Investments, Inc. El Dorado Hills Development Co. FHK/Ward Company First Commercial Bank Forest City Development General Growth Partners Graham Development Company Granite Power and Development Co. Hyatt Rickeys The Hofmann Company Jones Lang LaSalle JPI West Coast Construction KB Home Kaiser Permanente L & P Land Development Lennar Communities Lewis Homes McClellan Business Park McCuen Properties Morrison Homes Pacific Construction Company Pacific-Teal Development Pacific Telesis Pacific Gas & Electric Properties Powell Development Prometheus Development Company Prudential Development Group Pulte Homes, Inc. Resort Development Company Reynen & Bardis Communities Sears, Roebuck and Co. Shaffer Management Group Southern Pacific Transportation Co. Sterling Pacific Assets The DeSilva Group The Hodgson Company The MacDiarmid Company The Pivotal Group The RREEF Funds Wadsworth Golf Construction Waterworld Resorts, Inc. WCI Communities, Inc.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 4About Economic & Planning Systems, Inc.

EPS brings considerable experience and success conducting various types of economic analyses in California and beyond to support intelligent, informed decisions as planning initiatives are conceived, evaluated, and implemented. Many of EPS’s core services are precisely those sought by the City under this RFQ, including: Real Estate Market Research and Analysis to identify and assess development opportunities through an understanding of local and regional supply and demand dynamics Fiscal and Economic Impact Analysis to project municipal revenues and service demands and costs associated with proposed development as well as direct, indirect, and induced impacts on the local and regional community Economic Development and Revitalization Strategies to enhance job creation, revenue generation, and physical improvements in the community Affordable Housing to inform various dimensions of affordable housing programs and policies, including affordable housing strategies, commercial linkage fees, housing impact fees, inclusionary housing ordinance updates, and in-lieu fee studies Development Negotiation Support to establish terms for the lease or sale of property, financing of improvements, and sharing of risks and financial rewards Property Valuations using cash flow projections and residual land value analyses to establish reasonable expectations for the proceeds from land disposition and development Ground Lease Strategies to be used by public clients for generating fiscal benefits and as a tool to promote economic development; EPS has considerable experience in formulating and structuring ground lease strategies based on valuation results Disposition and Development Strategies to assess an organization’s overall real estate portfolio and identify actions likely to yield positive financial and operational results Public Infrastructure Financing and Financing Plans for infrastructure, community benefits, and other development components that optimally utilize available tools and resources to yield a feasible project Pro Forma Analysis and Review to develop feasibility analysis to test whether the economics of development (costs and revenues) are expected to yield competitive, risk-based financial returns Community Benefits Analysis to evaluate the trade-offs associated with various requirements or requests that new development provide affordable housing, parks, jobs programs, or similar benefits that can add costs and/or reduce revenues for the developer Developer or Tenant Solicitation to draft of RFQs/RFPs, managing correspondence with interested parties, and evaluation of responses Industry Cluster Analysis and Strategies for Economic Development to capitalize on an area’s competitive advantages and to target and attract catalytic and complementary businesses.

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Economic & Planning Systems, Inc. 5Representative Project Experience This section describes projects EPS conducted for the City of San Carlos as part of the last round of the on-call bench and provides project profiles for recent EPS consulting assignments that have involved topical areas similar to those referenced in the City’s RFQ. With one exception, the following examples are focused within the San Francisco Bay Area in general and in the Silicon Valley/Peninsula region in particular. Alexandria Center for Life Community Benefits San Carlos, CA Alexandria Real Estate (ARE) proposed to develop a life science campus on an approximately 25.2-acre site located at the intersection of Commercial Street and Industrial Road. ARE was seeking a rezoning of the Project site, as the project would include the development of structures that were expected to exceed the maximum height and floor-to-area ratio allowed under current City zoning. The City indicated a willingness to rezone the Project site to increase the allowable height and density if ARE could demonstrate that the Project would include additional community benefits over and above those that would be generated or required from a development consistent with current zoning. However, the City did not have a formula or established metrics for determining the appropriate level of public benefits. As part of the approval process, EPS was retained by ARE to assess an appropriate public benefit contribution. In 2022, EPS conducted a financial analysis comparing the performance of ARE’s proposed Project with that of a hypothetical “Regulatory Baseline” development that adheres to the Site’s by-right zoning. Additionally, the analysis also reviewed the value of the community benefits package proposed by ARE. Subsequently, significant market changes including higher construction costs, challenges in securing short-term financing, and increased vacancies have occurred. In response, EPS updated the analysis to reflect current market conditions and continues to aid in ongoing community benefit negotiations with the City amidst a less optimistic lab sciences market. San Carlos Downtown Parking In-Lieu Fee San Carlos, CA In downtown San Carlos, the City offers project developers the option to pay a fee in lieu of providing required parking. However, the in-lieu fee, established in 2015, did not sufficiently cover the City’s cost to provide the required parking. With growing demand for Downtown parking along with land and development cost escalation, the City sought a fee update. EPS provided technical analysis to support the fee update. EPS delivered a cost analysis that identified maximum in-lieu fee levels and also provided important contextual information to assist the

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 6Representative Project Experience City with in-lieu fee adoption, including fee comparisons with nearby jurisdictions and financial testing of various fee levels on real estate development economics. EPS found that the true cost of parking was roughly four times the City’s fee, but that charging the maximum allowable fee for parking could deter development. EPS advised the City on a fee increase that would make the City’s fee similar to neighboring jurisdictions, but was unlikely to have a detrimental effect on new investment in the downtown. San Carlos Housing Policy and Project AnalysisSan Carlos, CA EPS was retained by San Carlos to assist in several assignments related to housing policies and projects. When the City was considering the merits of affordable housing development at 817 Walnut Street and 1232 Cherry Street, EPS provided a review of development cost and funding estimates (including the need for City subsidy to augment other funding sources), as well as a proposal from Charities Housing and an assessment of the implications of following a developer-led process vs. having the City itself lead the development process. As a follow-on assignment, EPS assisted San Carlos staff in preparing a presentation for the Economic Development Advisory Commission regarding Statewide, regional, and local trends in housing demand, production, funding, and legislation. Most recently, EPS reviewed a developer’s request to pay the City’s in-lieu fee rather than providing affordable units within a condominium project proposed on Walnut Street. This analysis involved several iterations of analysis, including a variety of alternative means of compliance and the impact that utilizing the State’s density bonus may have on project feasibility. EPS also participated in negotiation discussions with the developer, City staff, and the City’s outside counsel for housing-related issues. Economic Study of San Carlos’ Housing Regulations San Carlos, CAThe City of San Carlos contracted EPS to review its inclusionary housing requirements and provide analysis which would inform an update to San Carlos’ inclusionary housing ordinance, Zoning Code, and local density bonus incentive program. EPS provided a survey of comparable jurisdictions in addition to analysis of the potential impacts of increasing inclusionary housing requirements to determine financial feasibility. EPS then provided insights into how to adjust those requirements for owners and renters, and changes that could be made to the inclusionary housing fee.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 7Representative Project Experience San Carlos Childcare Impact Fee Nexus StudySan Carlos, CAIn response to a study initiated by the San Mateo County’s Office of Education, which identified significant shortages of childcare spaces in San Mateo County, generally, and San Carlos, specifically, the City began to study the regulatory and financing options available to the City to increase the supply of childcare facilities and develop strategies to mitigate the future demand based on the expected increase in residents and jobs in San Carlos. Economic & Planning Systems, Inc. (EPS) was retained to develop the technical analysis and prepare the required Nexus Study to support potential implementation of a childcare development impact fee, as authorized by the Mitigation Fee Act (California Government Code 66000 et seq.). The Council will be considering a Childcare Impact Fee Ordinance and fee levels at the June 27, 2022 meeting. Redwood City On-Call ServicesEPS provides market, financial, and related technical analysis to the City of Redwood City. We support their consideration and implementation of various policy and planning initiatives. Services have included the following: 1. Community Benefits Analyses for Gatekeeper Projects – “Gate Keeper Projects” require Community Benefits Analyses for project approval. The City retained EPS to determine the monetary value of proposed community benefits from development projects and to assess their financial capacity to provide those benefits. EPS developed static pro forma models of new development programs. EPS work evaluated the Sequoia Station and Harbor View projects. 2. Redwood City Fiscal Analysis of Land Uses – EPS created a fiscal modeling tool to assess fiscal impacts from development proposals and land use policy scenarios. The tool incorporates department-specific costs and revenues. Parcel-specific assessed values, tax rates, and household spending patterns inform the model. 3. Winslow Site Financial Feasibility Analysis – Strategy considerations for the Winslow site, located one block from a commuter rail station, as a mid-rise hotel or office project. EPS pro forma tested several prototypes with varied parking, land disposition, and operating characteristics.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 8Representative Project Experience Bayhill Business Center Specific Plan / YouTube HeadquartersPublic Financing, Market Feasibility Analysis, Development Agreement SupportThe Bayhill Business Center in the predominantly residential community of San Bruno was pushing the limits of its success capacity as a conventional, an auto-oriented, 1980s style office park. The current tenants, which included notable tech companies such as YouTube, and Walmart Labs, and Oracle, sought updated zoning and land use policies to support expansion plans and development formats more conducive to the preferences of a modern workforce. The City initiated a Specific Plan process in 2017 to address YouTube’s plan for a 3 million square foot expansion of its global headquarters as well as the needs of other tenants and the community at large. EPS served as the economist on a multidisciplinary team retained by the City to design and implement a Specific Plan for Bayhill that seeks to accommodate property owner / tenant needs while also addressing community concerns related to traffic, parking, view sheds, housing and fiscal impacts, and the desire for community amenities (e.g. parks, library). EPS provided market and financial feasibility analysis to support a mixed-use land use program that is economically achievable and consistent with City policy objectives. EPS also established a comprehensive financing plan to pay for public infrastructure and service requirements. EPS simultaneously represented the City as it sought to complete a Development Agreement (DA) with YouTube that will govern its expansion plans over the next 20 years. In particular, EPS helped craft business terms and conditions that addressed critical issues related to infrastructure financing and Community Benefit contributions. The San Bruno City Council approved the Bayhill Specific Plan and a Development Agreement for YouTube's campus expansion in late 2021. With this approval, the Bayhill Specific Plan will guide future development within the Plan Area for the next 20 years.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 9Representative Project Experience BART TOD Planning and Joint Development NegotiationsBay Area, CaliforniaEPS is a recurring advisor to the San Francisco Bay Area Rapid Transit (BART) District on numerous station area plans and property disposition processes and negotiations. Examples of EPS’s work for BART include the following: 1. Development Solicitation and Negotiation Assistance – EPS has assisted BART in soliciting and/ or negotiating with private developers for transit-oriented development at multiple sites since the 1990s. Since 2020, EPS has helped BART to solicit, select, and negotiate programming and financial terms with developers for the El Cerrito Plaza, West Oakland, and Lake Merritt stations, and is currently engaged in negotiation support for the North Berkeley station and developer selection for Ashby station. EPS also helped BART to negotiate terms for a property swap with the City of Berkeley to facilitate construction at Ashby station, after a long-standing air rights agreement threatened to delay or derail the desired development. Prior to 2020, EPS helped BART select developers and/or negotiate transit-oriented development business terms for the Millbrae, Castro Valley, San Leandro, West Dublin, Walnut Creek, South Hayward, Coliseum, and Fruitvale stations. For these negotiations, EPS combines pro forma analysis with case studies and best practices analysis to address recurring issues such as affordable housing, parking replacement, ground leases, and long-term BART value capture. 2. Portfolio-Level TOD Opportunities Analysis and Revenue Projections – In 2014, EPS was engaged to prepare an overall real estate strategy for BART’s property assets and TOD implementation program. The strategy includes an identification of the unique conditions and appropriate actions to facilitate development at each BART station (including changes to development regulations), and recommendations for prioritizing the disposition of BART’s assets. In addition, the study has involved meetings with developer and municipal stakeholders to describe the strategy and discuss its implications for future planning and development. In 2020, EPS provided an update to reflect BART’s refined ridership models and staff workplan to project cash flow to BART and introduced affordable housing, property tax, and job generation components for a broader understanding of the local and regional impacts of BART’s TOD program. 3. Policy Analysis – EPS has provided a variety of other policy analyses to BART, including studies of the potential feasibility impacts of affordable housing and project labor agreement policies, case studies of best practices for development solicitation among peer agencies, and logistical strategies for the phasing and relocations of BART operational activities (engineering, police department, etc.) to facilitate redevelopment of BART properties. EPS also evaluated the feasibility of Transit Benefit Assessment Districts, and consulted on the BART TOD Policy adopted by the BART Board in 2017 and updated in 2021.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 10Representative Project Experience Santa Clara Valley Transportation Authority (VTA) Joint Development Santa Clara Valley, CaliforniaThe Santa Clara Valley Transportation Authority (VTA) owns numerous properties throughout Santa Clara County. Some of those sites are highly utilized for transit functions (station facilities, park-and-rides, maintenance yards, etc.), while others are underutilized. 1. Development Solicitation and Negotiation Assistance – EPS has assisted VTA in soliciting and/or negotiating with private developers for transit-oriented development at multiple sites. Since 2020, EPS has helped VTA and community representatives to identify a preferred developer partner and project concept and negotiate business terms for the Tamien, Berryessa, and Curtner properties. Previously, EPS had assisted with developer selection and/or negotiation for the West San Carlos and Santa Clara Transit Center properties. 2. Property Acquisition Analysis – In 2024, EPS assisted VTA in evaluating alternatives for a new headquarters by conducting preliminary analysis of options to buy, lease, build, or renovate facilities. EPS then assisted in evaluating offers from specific property owners who responded to VTA’s RFP, using proforma analysis to estimate the occupancy costs, moving and fit-out costs, potential revenue generation from other tenants, and financing strategies for the various options. VTA relied on EPS’s analysis to select a preferred property for acquisition, and EPS is continuing to help monitor the financing plan for that property. 3. Portfolio-Level Development Opportunities Analysis and Revenue Projections – Beginning in 2007 and continuing through 2024, EPS has assessed the physical, regulatory, market, and financial opportunities for development on VTA’s portfolio of land holdings. This work has differentiated land uses and densities among sites, as well as addressing VTA’s affordable housing goals, using a combination of development pro formas and market-based transaction indicators. The revenue projections have been used to support federal funding applications as well as VTA’s budgeting process. In the most recent edition – the fifth time EPS has conducted this analysis – EPS has worked with VTA staff to project the timing of potential land sale and ground lease revenues, as well as the costs to VTA to administer its TOD program to achieve those revenues. EPS also provided joint development strategies for VTA’s 2010 Facilities Master Plan. 4. Policy Analysis – EPS has provided a variety of other analyses to VTA, including studies of the potential feasibility impacts of affordable housing and project labor agreement policies, property value estimates for the acquisition and potential disposition of sites required for the BART extension, and a fiscal impact analysis for projected joint development projects at VTA properties in San Jose, among other projects.

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Economic & Planning Systems, Inc. 11References
Sue ExlineCity of Redwood City Assistant Community Development & Transportation Director 650-388-0592 [email protected] Carli Paine San Francisco Bay Area Rapid Transit District (BART) TOD Group Manager (510) 912-0331 [email protected] Jessie O’Malley Solis Santa Clara Valley Transportation Authority Director of Multimodal Planning & Real Estate 408-321-5950 jessie.o'[email protected] *Additional References can be provided upon request.

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Economic & Planning Systems, Inc. 12Project Management and Staffing EPS will staff assignments in a manner to bring about the highest quality result at the most efficient cost. While our staff works collaboratively, each project is assigned a project manager, who is available to the client on a day-to-day basis. As the City’s primary point-of-contact, Jason Moody, EPS Managing Principal, will review all requests for services issued by the City and assemble an appropriate team of consultants with a high-level of expertise and capacity for the work. The number of hours to be committed to the project by each staff person will be detailed when the specific project and associated work plan is established. EPS has a long and successful track record of delivering quality deliverables on time and within the authorized budget. Our proven approach generally includes the following: A “Project Initiation” task for each assignment that begins with establishing a clear understanding of the client’s objectives, articulation of desired outcomes, schedule, and type of deliverables, and well-defined roles and responsibilities. EPS generally documents this initial phase of the study with a memorandum to ensure concurrence on the work program, study process, and schedule. A collaborative work effort that includes regular and open lines of communication with the client and established milestones to ensure progress is being made consistent with expectations and to allow for course correction, as necessary. EPS makes appropriate use of available technology to establish and maintain communication protocols including the use of web-based document handling and “shared” technical modeling. Clear, concise, and user-friendly deliverables that document all assumptions, methods, and data. Throughout our assignments, EPS stresses transparency and objectivity. Transparency allows all stakeholders to understand assumptions, calculations, and the logic behind conclusions, and allows healthy dialogue on important policy considerations. Objectivity ensures that positional advocacy does not cloud judgment and lead to faulty conclusions or projections. This means that there are no “surprises” at the end of the assignment that could derail the collective effort.

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ON-CALL ECONOMIC DEVELOPMENT AND HOUSING CONSULTING SERVICES Economic & Planning Systems, Inc. 13Project Management and Staffing A brief description of the role and background for the key staff members assigned to this effort is provided below. Resumes for key staff members are provided in Appendix A. Jason has more than 20 years of professional experience in the field. During his tenure at EPS, Jason has worked extensively for a variety of public- and private-sector clients in the areas of real estate market and financial analysis, development feasibility, regional economics, and competitive analysis. Jason has substantial experience working in Silicon Valley and the Peninsula, including recent and ongoing work for the Cities of Redwood City, Mountain View, Palo Alto, and San Bruno. Ben will serve as a project manager for San Carlos projects, bringing expertise in real estate development, economic development, community benefits and municipal finance, as well as deep knowledge of the Peninsula and Silicon Valley more broadly, based on his recent and on-going work for Redwood City, Palo Alto, Sunnyvale, and Cupertino. Ben has over 15 years of consulting experience, including real estate and economic development projects nationwide. Luke will serve as the Project Manager, monitoring project progress and the main point of contact from EPS to the Client. Luke has experience conducting economic impact analyses, fiscal and financial impact analyses of development proposals, evaluating community benefits proposals, and conducting market analysis and real estate research. Megan, EPS Senior Associate, has several years of experience working inclusionary housing studies and housing element support. Similar work includes developing infrastructure financing strategies, development impact fees, and Enhanced Infrastructure Financing Districts (EIFDs) for cities including Pleasanton, Calistoga, and San Francisco. Bryan will serve as the technical analyst, providing support on data analysis, market research, and other technical assistance as needed. Bryan has experience researching community benefits, development impact fees and real estate market trends for projects in the Bay Area and across California. In addition to the key staff listed above, other EPS staff may be involved with specific projects under this on-going consulting agreement if their particular expertise is better suited for the task at hand.

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Economic & Planning Systems, Inc. 14Firm Billing Rates
As specific projects are identified, EPS will prepare a scope of work and budget estimate, based on hourly rates in effect at the time. Rates for 2025 are provided below. Direct costs (e.g., travel, data) are billed at cost, and charges are based on the amount of time actually spent. EPS typically provides monthly invoices for work performed and anticipates payment within thirty (30) days. Oakland and Los Angeles Offices Managing Principal $345 Senior Principal $375 Principal $310 Vice President $275 Senior Technical Associate I $215 Senior Associate $250 Associate $215 Research Analyst I $155 Production and Administrative Staff $125 Billing rates updated annually.

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Economic & Planning Systems, Inc. 15Firm Billing Rates

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The Economics of Land Use

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The Economics of Land Use

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The Economics of Land Use

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The Economics of Land Use

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The Economics of Land Use

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The Economics of Land Use

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PROPOSAL FOR CONSULTING SERVICES

ON-CALL ECONOMIC DEVELOPMENT & HOUSING

CONSULTING SERVICES

CITY OF SAN CARLOS

June 23, 2025

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Via Email
June 23, 2025

Adolfo Ruelas, Economic Development Coordinator

CITY OF SAN CARLOS
City Hall, 600 Elm Street,
San Carlos, CA

PROPOSAL FOR CONSULTING SERVICES – ON-CALL ECONOMIC DEVELOPMENT &

HOUSING CONSULTING SERVICES
RSG, Inc. (“RSG”) is pleased to submit our qualifications to provide on -call economic development and housing consulting services to the City of San Carlos (“City”). For the past two decades, RSG has been proud to be trusted advisor to San Carlos, with whom we have collaborated on impactful projects and programs that have committed over $60 million in community benefits, redeveloped properties for visitor serving and residential use, and expanded affordable housing programs. We believe our work has helped San Carlos be a best- in-class city not only in the Peninsula but statewide as well.

RSG brings decades of expertise advising California municipalities on projects involving real estate strategy, affordable housing, fiscal analysis, and redevelopment dissolution. Our team has a strong track record of success in assisting cities with both short -term implementation and long-term planning goals.

We are proud of our long -standing relationship with the City, which includes supporting San Carlos with its General Plan Capacity Revision and multiple community benefit and economic impact studies. We look forward to continuing this partnership by delivering actionable, data- driven guidan ce to City staff, the Economic Development Advisory Commission, and other stakeholders.

RSG, Inc. is a Subchapter “S” Corporation. Founded in 1979, the firm is currently managed by active Principals Jim Simon and Tara Matthews. RSG’s corporate address is show belo w, although we serve San Carlos from locations throughout the state . Moreover, we have similar long-standing engagements with nearby communities (Redwood City, Belmont, Daly City, and South San Francisco to name a few) so we are frequently in the area and well aware of pertinent trends..

I will serve as the primary point of contact throughout the duration of this contract. Please don’t hesitate to contact me at (714) 316-2120 or [email protected] should you have any questions.

Thank you for considering our qualifications. We look forward to the opportunity to contribute to San Carlos’s continued success.

Sincerely,

Jim Simon, Principal

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TABLE OF CONTENTS
COMPANY PROFILE ............................................................................................................................................................1 About RSG ..............................................................................................................................................................................1 Mission Statement and Core Values ..................................................................................................................1 QUALIFICATIONS ..................................................................................................................................................................2 Economic Development ............................................................................................................................................2 Housing ...................................................................................................................................................................................2 Work in San Carlos ......................................................................................................................................................... 4 Hotel Feasibility and Fiscal Impact Analysis (2021–2022)............................................................. 4 Ground Lease Negotiations & Real Estate Consulting (Dec 2015 – Mar 2016) .............. 4 Infill Redevelopment Advisory Services (2010 – Current)............................................................. 4 Wheeler Plaza Transit-Oriented Development (2006 – 2015) .................................................. 4 Public/Private Partnership (P3) Strategy and Hotel Development (2013 – 2015) ...... 4 Jobs-Housing Balance & General Plan Support (2021–2022) .....................................................5 Affordable Housing Strategy and Implementation (2010 – Current) ..................................5 Real Estate Acquisition and Hotel RFP Process (2013 – 2015) ....................................................5 Relocation Services (2013 – Current) .............................................................................................................5 PROJECT TEAM QUALIFICATIONS/ QUALIFICATIONS OF KEY PERSONNEL ....................... 6 RECENT PROJECT EXPERIENCE ............................................................................................................................. 11 Housing Services: Rent Burden Analysis – City of South San Francisco .............................. 11 Inclusionary Housing Ordinance and In-Lieu Fee Adoption – City of Jurupa Valley .. 11 Rent Stabilization Program Fiscal Impact Analysis – City of San Pablo .............................. 12 SAMPLE WORK ................................................................................................................................................................... 13 Affordable Housing Compliance Monitoring Reports....................................................................... 13 Concord Rent Stabilization and Just Cause Policy Development ........................................... 13 San Carlos Community Benefits Negotiation – Alexandria Center for Science and Technology.......................................................................................................................................................................... 13 COST PROPOSAL ............................................................................................................................................................... 14

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1 COMPANY PROFILE

ABOUT RSG
RSG, Inc. is a Subchapter “S” Corporation. Founded in 1979, the firm is currently managed by active Principals Jim Simon and Tara Matthews. RSG’s corporate address is 170 Eucalyptus Ave., Suite 200, Vista, CA 92084 , and we have three hubs in California (Oakland, Los Angeles, and San Diego ) where we collaborate periodically as a team to accommodate the needs of our clients and growing firm.

RSG is a creatively charged consultant to California public agencies. We collaborate with the people responsible for creating vibrant places to accomplish their goals. The inspired leaders at RSG create stronger communities capable of achieving bolder futu res by bringing more than four decades of native knowledge to each engagement. As diverse as the agencies we work with, our services span real estate, economic development, fiscal health, and housing initiatives.

RSG’s federal taxpayer identification number is 95 -343-5849 and state taxpayer identification number is 27600915.  RSG is also a State certified Small Business Enterprise (SBE - 2006876 DGS).

MISSION STATEMENT AND CORE VALUES
RSG creates solutions to enhance communities’ physical, economic, and social future. Our core values define who we are as people and the standards by which we provide services to our clients.

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2 QUALIFICATIONS

ECONOMIC DEVELOPMENT
RSG champions effective economic development. Our outcome-focused strategies, informed by data and community voices, address economic development priorities and help attract, expand, and diversify your local opportunities. Our clients include urban, suburb an, and rural areas, and we specialize in assisting underserved communities facing threats from poverty, gentrification, and displacement.

Our strategic planning prioritizes long -term visions and immediate actions, collaborating with stakeholders such as local businesses, chambers of commerce, and government representatives to strengthen partnerships and analyze economic trends. We are deeply committed to community engagement by facilitating public discussions and presenting complex information to enable informed decision-making.

We update communication tools, administer emergency grants, and plan for economic resilience and recovery . We assist communities in understanding and utilizing various financing tools , such as tax increment financing and state and federal grants, to fund economic development projects.

We support public-private partnerships to leverage investment toward meaningful community benefits and conduct special studies on emerging industries and local economic opportunities.

With our hands -on experience in organizing workshops, marketing, market studies, and site selector collaboration, we provide program implementation support for communities with limited resources.

As industry leaders, we participate in CALED to voice challenges and influence legislative initiatives. We see our role as technicians and advisors, collaborating with you to adapt and deploy the tools that are available for the economic development challenges of today.

HOUSING
RSG leverages decades of expertise to help public agencies, developers, and non -profits protect, preserve, and produce affordable housing with tailored solutions that work best for each unique community.

RSG understands the role strategic planning plays in advancing goals and identifying local market opportunities and sustainable resources. We are well versed in creating and facilitating affordable housing programs, such as rent stabilization ordinances and first-time homebuyer programs.

We help our clients navigate the complex task of developing affordable housing through project underwriting, property acquisition and disposition, developer solicitation, agreements, and leveraging multiple gap financing sources such as housing asset funds, low -income tax credits, and other local funding sources and fees.

We also ensure state and federal regulatory compliance by providing comprehensive support for annual reporting and program administration.

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3 Additionally, we provide temporary and permanent relocation services, including Ellis Act, for residents and businesses displaced by public projects, focusing on empathy and effective communication to facilitate smooth transitions.

We are deeply committed to community engagement , actively facilitating discussions on household needs, land use, and public policy to ensure that community voices are central to development strategies.

Our aim is to help you achieve your affordable housing goals, and create lasting foundations for stable, safe, and thriving communities.

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4 WORK IN SAN CARLOS
RSG is proud of our nearly two decades of collaboration with the City of San Carlos, serving as a trusted advisor across a broad spectrum of economic development and housing initiatives.

Here is just a short summary of our work over the past 20 years in San Carlos:

HOTEL FEASIBILITY AND FISCAL IMPACT ANALYSIS (2021–2022) RSG conducted a feasibility and fiscal impact study for a proposed 205 -room extended stay hotel, incorporating market data, prevailing wage construction costs, and ROI modeling. Our work helped the City assess a small subsidy to bridge the financing gap. We also prepared a Government Code Section 53083 Subsidy Report to ensure compliance and transparency. This project highlights RSG’s commitment to using data -driven analysis to attract and expand private investment while protecting public interests.

GROUND LEASE NEGOTIATIONS & REAL ESTATE CONSULTING (DEC 2015 – MAR 2016) RSG reviewed the financial implications of a long-term ground lease amendment with a hotel operator, ultimately supporting the City in negotiations that yielded a one -time $750,000 payment to the General Fund. This project underscores our strength in lever aging real estate strategy, economic analysis, and policy alignment to deliver measurable fiscal benefits.

INFILL REDEVELOPMENT ADVISORY SERVICES (2010 – CURRENT) As San Carlos’s primary economic development advisor, RSG has supported several infill projects with services spanning site acquisition, market analysis, project financing, and relocation. We have helped the City adapt to the loss of redevelopment tools by aligning strategic goals with emerging opportunities —supporting both resilience and equity in economic growth. Our work is informed by stakeholder collaboration, local economic trend analysis, and long-term planning to help cities prioritize both immediate and future outcomes.

WHEELER PLAZA TRANSIT-ORIENTED DEVELOPMENT (2006 – 2015) RSG played a pivotal role in reviving and executing the Wheeler Plaza project, transforming a stalled City -owned surface lot into a thriving downtown anchor. We led efforts to acquire necessary parcels, structure public -private financing, and select a qual ified developer. The completed project includes 108 condominiums, 9,855 square feet of retail, a subterranean garage, and a public plaza. Recognized by APA and the Silicon Valley Leadership Group, Wheeler Plaza reflects our hands -on implementation approach and commitment to meaningful community benefits.

PUBLIC/PRIVATE PARTNERSHIP (P3) STRATEGY AND HOTEL DEVELOPMENT (2013 – 2015) RSG facilitated the City Council establish the Strategic Property Acquisition Reserve, an award- winning investment tool recognized by CALED. This innovative P3 platform enabled the acquisition, cleanup, and redevelopment of industrial land into a 200 -room Residence Inn — with no City subsidy and an annual return exceeding $1 million. This initiative exemplifies RSG’s leadership in structuring public -private deals, leveraging financing tools, and implementing strategic investments.

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5 JOBS-HOUSING BALANCE & GENERAL PLAN SUPPORT (2021–2022) To inform the City’s General Plan and East Side Innovation District Vision Plan, RSG evaluated projected job growth and housing demand. We analyzed RHNA obligations, land use capacity, and regional jobs/housing ratios—delivering insights that helped shape land use and housing policy. This work reflects our ability to translate economic development patterns into actionable, community-aligned housing strategies.

AFFORDABLE HOUSING STRATEGY AND IMPLEMENTATION (2010 – CURRENT) RSG has supported San Carlos for over a decade in designing and implementing policies that protect, preserve, and produce affordable housing. We revised the City’s BMR Ordinance in collaboration with stakeholders, conducted a residential nexus study, peer reviewed linkage fee studies, and supported developer negotiations. Our services also include acquisition assistance, market feasibility, and financial pro forma modeling.

REAL ESTATE ACQUISITION AND HOTEL RFP PROCESS (2013 – 2015) RSG assisted the City in acquiring a key 4 -acre gateway site, navigating complex relocation logistics, and drafting an RFP for hotel development. Our feasibility analysis supported the City’s land use vision and helped facilitate the eventual development o f a 202 -room Marriott Residence Inn. This project demonstrates our expertise in aligning economic development goals with market feasibility, public engagement, and regulatory compliance.

RELOCATION SERVICES (2013 – CURRENT)
Throughout our work in San Carlos, RSG has provided relocation assistance for residents and businesses displaced by public projects. We prioritize empathy and clear communication in all interactions to support smooth, dignified transitions —ensuring equity and transparency remain central to the City’s economic and housing strategies.

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6 PROJECT TEAM QUALIFICATIONS/ QUALIFICATIONS OF KEY PERSONNEL RSG’s team would be led by Jim Simon, Principal, and include the below key members of our RSG staff as well as others in the firm as needed. RSG may assign other staff to support as needed. Resumes for these staff members are featured on the following pages.

Jim Simon, President & Principal, Project Manager, Jim Simon will lead this engagement as Project Manager, serving as the primary point of contact for the City of San Carlos. With over 35 years of experience advising California public agencies, Jim is a trusted expert in economic development, affordable housing, and real estate strategy. He has partnered with San Carlos for nearly two decades, leading major efforts such as Wheeler Plaza, the Transit Village, and the award-winning Strategic Property Acquisition Reserve. His work includes hotel feasibility, ground lease negotiations, and fiscal impact reporting under Government Code Section 53083.

Statewide, Jim advises on public -private deals, developer selection, and housing finance. He also trains practitio ners through CALED’s Community Benefit Agreement course. His longstanding partnership with San Carlos reflects his hands-on leadership, policy fluency, and results-driven approach.

Suzy Kim, Director, Suzy Kim brings over 18 years of experience in affordable housing, real estate, and economic development, and leads RSG’s Bay Area practice. She develops equity - focused strategies for California cities, with expertise in policy development, financial feasibility, and stakeholder engagement. Suzy has led rent stabilization and inclusionary housing efforts, and conducted EIFD and CRIA feasibility studies to support long -term fiscal planning. Her recent work includes rental stability analys is for South San Francisco and an economic development strategy for Belmont. A co-author of CALED’s tax increment financing primer and active policy advocate, Suzy is a trusted partner for cities balancing growth with housing equity.

Mark Sawicki, Director , Mark Sawicki brings over 30 years of experience in community and economic development, including 12 years in senior roles with the Cities of Oakland, Vallejo, and San Carlos. As a former department director in San Carlos, he has a deep understanding of the City’s goals and values. At RSG, Mark supports cities with feasibility studies, surplus land disposition, stakeholder engagement, and housing transactions. His recent projects include downtown development analysis for Rohnert Park, strategic planning for San José’s Rent Stabilization Program, and affordable housing agreements for South Gate. Mark’s blend of public-sector insight and real estate execution makes him a trusted advisor to cities advancing complex development priorities.

Brandon Fender, Senior Associate, Brandon Fender is a licensed real estate professional with over five years of experience in real estate feasibility, housing policy, and fiscal impact analysis.

He supported the City of San Carlos in the reuse of underutilized land, contributing feasibility modeling and developer vetting that led to the successful Landmark hotel project. Brandon has completed dozens of affordable housing underwriting reviews for San Diego County and led senior housing evaluations in Ramona. He also conducts municipal service and annexation studies statewide, inclu ding LAFCO projects in Siskiyou and Sutter Counties. His analytical expertise and collaborative approach help cities like San Carlos advance fiscally sound development decisions.

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JIM SIMON
Principal & President

714.316.2120
[email protected]

rsgsolutions.com | San Diego • Los Angeles • Oakland | 714.541.4585

PROFILE
“With determination and
imagination, I serve myself and
others to discover our capacity
for what is possible by
designing solutions for a
complex world so we can
cherish and nurture our
communities.”

OUT & ABOUT
California Association for Local
Economic Development (CALED) 40 at
40 Honoree for contributions to
California Economic Development
“Tax Increment Financing in
Disadvantaged Unincorporated
Communities” – CALAFCO Staff
Workshop 2025
“Climate Resilience Districts” League
of Cities Webinar – CALED Fall 2024
“Business Retention and Attraction” –
Advanced Certification Program
Instructor (CALED)
“Community Economic Development”
– CALED Keys Program
Urban Land Institute (ULI)
Guest Lecturer, UCLA Luskin School of
Public Policy, 2024

ABOUT JIM
Inspired to improve the Golden State in his work, Jim delivers intelligence, innovation, and passion to projects requiring his unparalleled expertise in fiscal health, real estate, and economic development. For over 3 5 years, Jim is proud to have led projects that have resulted in the investment of over $10 billion in private and public capital, transforming cities and communities across California. As President of RSG, Jim is helping to shape the next generation of the firm’s legacy - leading RSG’s team of inspired, creative , and insightful consultants that serve over 120 communities each year.

EDUCATION
Jim joined RSG in May 1990 and has served as a Principal and shareholder since 2001. He received a BA in Business Administration with a concentration in entrepreneurial management from California State University, Fullerton. In 2014, Jim was selected as an Advisory Board member of the California Association for Local Economic Development (CALED). Jim is also an active member of the California Association of LAFCOs (CALAFCO), Urban Land Institute, and the Southern California Association of Nonprofit Housing (SCANPH).

RECENT ENGAGEMENTS
Designed and oversaw a feasibility study for a shared kitchen incubator project sponsored by the City of Los Angeles which included market analysis and operational studies of similar projects across the country.

Structured analyses to negotiated terms and conditions for community benefit agreements between private developers of life sciences, hotel, office, and retail projects to stem the impacts of gentrification in Los Angeles and San Carlos.

Led the preparation of economic development strategies for the cities of Corona, Carlsbad, South Gate, Irwindale, Belmont, Santa Ana, Pico Rivera, Oroville, Westminster, Temple City, San Marcos, and La Quinta.

Created collaborative and inclusive engagement activities for the creation of strategic plans for several nonprofit organizations including CALED, Economic Resources Corporation, and Innovate78.

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SUZY KIM
Director

714.316.2116
[email protected]

rsgsolutions.com | San Diego • Los Angeles • Oakland | 714.541.4585

PROFILE
“I value the close relationships
I develop with clients driven by
a genuine interest in creating
solutions to improve our
communities.”

OUT & ABOUT
California Association for Local
Economic Development (CALED)
Economic Development, Real Estate,
and Finance (EDFRE) Committee
Member (former)
California Community Economic
Development Association
Association of California Cities
Orange County (ACCOC)
Orange County Business Council
California Association of Local
Agency Formation Commissions
(CALAFCO)
Housing California
Non-Profit Housing Association of
Northern California (NPH)
Southern California Association of
Non-Profit Housing (SCANPH)
San Diego Housing Federation
(SDHF)

ABOUT SUZY
Suzy has collaborated with over 90 jurisdictions throughout California during her time at RSG, from rural unincorporated areas to large coastal cities. She has a broad range of expertise ; h er work ranges from creating economic development strategies, drafting affordable housing policies, implementing loan programs to assist low-income homeowners, underwriting affordable housing financing requests, marketing City properties to meet placemaking goals, and monitoring the fiscal health of public funds. Suzy is a talented project manager who prides herself on producing quality work for clients that responds to the unique needs of each project. She challenges herself to constantly evolve and learn from the diverse range of projects we have the privilege of working on at RSG . Suzy is inspired by clients and colleagues who are passionate about creating positive change in the world.

EDUCATION
Suzy joined RSG in 2006. She received a dual BA in Sociology and Asian American Studies from Scripps College and a Master of Urban and Regional Planning from the University of California, Irvine. Suzy anchors RSG’s Oakland office and has worked from the Bay Area since 2009.

RECENT ENGAGEMENTS
Developed an economic development implementation strategy for the City of Belmont. Researched market data and interviewed business community stakeholders to conduct a SWOT analysis and identify the needs of all parties.

Created short- and long-term goals to implement the strategy and measure success.

As a member of CALED’s Economic Development, Finance, and Real Estate Committee (EDFRE) between 2017 and 2023, Suzy sat on a panel of experts to provide member training materials, plan and present conference sessions , and provide input on legislative advocacy efforts. She was instrumental in preparing a resource guide of tax increment tools available for California economic development efforts. Suzy supported CALED’s legislative efforts by providing language for bill proposals and support letters.

Implementing the City of Pinole Five-Year Economic Development Strategy.

Conducted business and stakeholder visits to identify needs and how the City can assist the local business community. Organized an Economic Development Summit that brought businesses, realtors, and regional partners together to network and collaborate on promoting economic development in Pinole.

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MARK SAWICKI
Director

714.316.2194
[email protected]

rsgsolutions.com | San Diego • Los Angeles • Oakland | 714.541.4585

PROFILE
“I am at my best solving
complicated problems, being
both logical and creative, as I
seek to understand, enhance,
and improve programs,
policies, systems and
organizations for the benefit of
California communities.”

OUT & ABOUT
California Association for Local
Economic Development (CALED) -
Project Development & Finance
Division member
Urban Land Institute (ULI) – Public
Private Partnership Local Product
Council member; Urban Plan
Program volunteer
San Francisco Planning and Urban
Research (SPUR)
Municipal Managers Association
of Northern California (MMANC)
Housing California
Southern California Association of
Non-Profit Housing (SCANPH)
San Diego Housing Federation
(SDHF)
California Association of Local
Agency Formation Commissions
(CALAFCO)

ABOUT MARK
Mark seeks to understand complex matters through analysis, synthesizing and summarizing information, developing effective, efficient, and pragmatic policy solutions, and presenting them in clear and persuasive ways. Mark has forged a unique 30+ year career across both the public and private sectors, from real estate asset management and small business startups to economic and community development, which informs his approach to municipal consulting services. His work includes real estate advisory services, developer selection and negotiations, public private partnerships, affordable housing development, fiscal and economic impact analyses, municipal service reviews , and economic development policy analysis. Mark joined RSG in 2020 after leadership roles in community and economic development, housing, and workforce development with th ree San Francisco Bay Area cities: Oakland, Vallejo, and San Carlos. Before serving as city staff, he had been a Bay Area -based consultant for California cities, counties, and redevelopment agencies. Mark also was appointed and served five years on the Housing Advisory Commission with the City of Berkeley. Earlier in his career he managed a national portfolio of real estate limited partnership investments and co -founded an outsourced financial consulting and accounting firm.

EDUCATION
Mark earned a Masters in Public Policy from the Goldman School at the University of California, Berkeley, and a Bachelor of Science in Finance, cum laude, from New York University, as well as a Certificate in Real Estate Finance and Analysis from NYU.

RECENT ENGAGEMENTS
Evaluated the current and projected jobs/housing balance locally and regionally for the City of San Carlos.

Provided economic and community development assistance to the City of Belmont including business surveys, website enhancements, and affordable housing project review and underwriting.

Prepared a feasibility analysis for an existing entitlement and potential plan revision to develop a mixed-use residential hotel and commercial development on an 8-acre site in the tourist core of the City of South Lake Tahoe . Engaged with local stakeholders, researched market and operational feasibility of a convention center component, and evaluated potential fiscal impacts and public financing tools , including an Enhanced Infrastructure Financing District.

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BRANDON FENDER
Senior Associate

714.316.2106
[email protected]

rsgsolutions.com | San Diego • Los Angeles • Oakland | 714.541.4585

PROFILE
“I enjoy creating equitable and
sustainable urban spaces for
communities. I thrive in a
challenging environment and
seek to provide innovative
solutions.”

OUT & ABOUT
Advisory Board member for
the CALAFCO Legislative
Committee
Associate Member of Urban
Land Institute
International Council of
Shopping Centers
Housing California
Southern California Association
of Non-Profit Housing
(SCANPH)
San Diego Housing Federation
(SDHF)
California Association of Local
Agency Formation
Commissions (CALAFCO)
California Department of Real
Estate, Real Estate Salesperson
DRE #02245616

ABOUT BRANDON
Brandon specializes in providing support in real estate feasibility, economic and fiscal impact analyses, and housing administration. He is most engaged when his research translates to solutions for local governments and access to healthy and safe environments for their citizens.

In 2014, Brandon became an entrepreneur, starting the Good Beer Company, the first brewery and tasting room in Santa Ana. After five years of success from concept to business plan and fundraising, to opening a warehouse location, Brandon sold the brewery and returned to RSG, with a direct appreciation for the life of the small business owner which he applies to his work at the firm.

EDUCATION
Brandon initially joined RSG in 2009 while attending the University of California, Irvine where he earned a BA in Social Ecology. In 2024, Brandon became a licensed Real Estate Salesperson (DRE #02245616). As a member of numerous project teams, Brandon gained experience in housing administration, economic and market analyses, housing construction and development, municipal finance, and development feasibility.

RECENT ENGAGEMENTS
Worked with the City of Los Angeles Economic and Workforce Development Department to conduct market research, evaluate financial feasibility, and make recommendations for a culinary arts and food business incubator program in the Pacoima Neighborhood. RSG's study outlined the pros and cons of three common food incubator operating models, provided a five-step implementation plan to take the food incubator from operator selection through operations, detailed operator business plan evaluation criteria, identif ied key considerations for programming, and outlined factors likely to affect overall feasibility.

Developed a methodology for estimating the impacts of prevailing wage requirements on overall development feasibility for the LA Civic Center Courthouse redevelopment project.

Studied jobs generation, labor income, value added, and economic output, collectively known as economic impacts, for the Big Bear Airport District. RSG’s conclusions identified economic impacts at the airport, in the community as a result of airport operations, and induced consumer and business spending by the airport and its direct employees.

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11 RECENT PROJECT EXPERIENCE
As directed in the RFP, we have provided a list of case studies and references with whom we feel demonstrate, and can speak to, the quality and efficacy of the services we provide.

HOUSING SERVICES: RENT BURDEN ANALYSIS – CITY OF SOUTH SAN FRANCISCO In December of 2020, RSG prepared a white paper highlighting rent burden and eviction risk for South San Francisco households during the COVID-19. The white paper informed policy and funding decisions for the City of South San Francisco by estimating the number of local households at risk of eviction, explaining how pending federal and state policies would impact renters, and presenting options to mitigate the situation at the local level.

RSG researched statistics on low-income residents burdened by housing costs, households at risk of eviction, unemployment rates, and projected unpaid rents in one year. The paper also summarized the impacts of COVID-19 on housing insecurity by presenting metrics on job loss, food scarcity, eviction likelihood, and missed rent payments for the metro area.

The white paper recommended a revised maximum amount of rental assistance per household based on RSG’s findings. The City Council ultimately decided to increase funding for its Rental Assistance Program to prevent wide-scale evictions.

Contact: Nell Selander, Director Economic and Community Development Dept City of South San Francisco
650.829.6620 / [email protected]
P.O. Box 711, South San Francisco, CA 94083
Date of Services: Jan 2019 – December 2020
INCLUSIONARY HOUSING ORDINANCE AND IN-LIEU FEE ADOPTION – CITY OF JURUPA VALLEY
In early 2022, to help address the growing need for affordable housing options in the community, the City of Jurupa Valley asked RSG to evaluate the feasibility of an inclusionary housing requirement with an in -lieu fee option, provide background and rationale for an inclusionary policy, and present policy options for the City Council to consider. As part of this work, RSG researched and compared inclusionary policies and fee levels in neighboring jurisdictions, examined the current local housing market, analyzed affordability gaps for lower income households, and the cost of providing varying percentages of affordable housing units in new development. RSG presented its findings at a Council study session in January 2022, after which RSG was directed to work with City staff and legal counsel to draft an ordinance and fee resolution. The Planning Commission recommended adoption in June 2022, and the City Council adopted the RSG study, ordinance, and fee resolution in August 2022, the first such inclusionary ordinance in Riverside County.

Contact: Joe Perez, Community Development Director
City of Jurupa Valley
951.332.6464 / [email protected]
8930 Limonite Avenue, Jurupa Valley CA 92509
Contract Term: 2021 – 2022

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12 RENT STABILIZATION PROGRAM FISCAL IMPACT ANALYSIS – CITY OF SAN PABLO In 2024, the City of San Pablo retained RSG to prepare a fiscal impact analysis of a proposed rent stabilization ordinance in the City. Using a recent voter-proposed initiative as a reference, the report demonstrated the potential fiscal and administrative requirements of a rent stabilization ordinance in San Pablo. RSG conducted research on the City’s housing market, and demographics to inform its assumptions. RSG also gathered information on the provisions and costs associated with neighboring jurisdictions’ rent stabilization ordinances, which were used to predict the number of staff and overhead costs required to administer an ordinance in San Pablo. The report will serve as an informational resource to inform City staff of the implications of a rent stabilization ordinance in the future.

Contact: Charles Ching, Former Assistant City Manager now in Walnut Creek City of San Pablo
925.943.5812 / [email protected]
1000 Gateway Avenue, San Pablo, CA 94806
Date of Services: May 2024 – July 2024

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13 SAMPLE WORK
BETHUNE OPPORTUNITY SITE (2025) - CITY OF LOS ANGELES EWDD RSG assisted the City’s Economic and Workforce Development Department in evaluating several proposals for the site, including affordable housing and hotel projects. Recently, EWDD asked RSG to provide information on potential affordable housing -led projects for the former library site in South Los Angeles. The study aimed to establish feasible supportive uses from a market and design perspective. RSG, with Van Meter Williams and Pollack, quickly designed three redevelopment concepts considering different reside ntial, parking, and commercial programs. We identified that both a childcare facility and a federally qualified health center may be among the commercial components that could be feasible and serve the surrounding neighborhoods. EWDD is presently meeting with the Mayor and Council Office to pursue these uses.

Please see a sample of this work here: Bethune Opportunity Site (2025) – City of LA EWDD

CONCORD RENT STABILIZATION AND JUST CAUSE POLICY DEVELOPMENT In support of the City of Concord’s 6th Cycle Housing Element commitment, RSG provided research, technical assistance, and community engagement to inform the development of a Rent Stabilization and Just Cause for Eviction Ordinance. Our team conducted a co mparative policy analysis, synthesized tenant and landlord survey data, and facilitated workshop content for City Council consideration. The presentation delivered on September 5, 2023, outlined key policy options—including rent caps, fair return petitions, capital improvement pass-throughs, and enforcement models—alongside community feedback and state law considerations. This work laid the foundation for informed policy direction to protect housing stability for Concord renters while balancing the concerns of property owners.

Please see our power point presentation for the Concord City Council Workshop here: Concord Rent Stabilization and Just Cause Policy Development
SAN CARLOS COMMUNITY BENEFITS NEGOTIATION – ALEXANDRIA CENTER FOR

SCIENCE AND TECHNOLOGY
RSG supported the City of San Carlos in evaluating and structuring a community benefits package tied to Alexandria Real Estate Equities' proposed Alexandria Center for Science and Technology. The project, which seeks significant zoning deviations for heigh t and density, triggered the City’s community benefits framework requiring a negotiated exchange of value.

RSG's analysis informed a term sheet outlining over $50 million in community contributions, including phased fiscal payments, infrastructure investments, public art, creek improvements, and the formation of a Transportation Management Association. This agreement serves as a model for aligning public benefit expectations with private development feasibility through data-driven negotiations.

Please see a copy of our Term Sheet presented to Alexandria Center for Science and Technology here: San Carlos Community Benefits Negotiation – Alexandria Center for Science and Technology

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14 COST PROPOSAL
RSG would bill for these services based on the fee schedule and billing policies below.

Principal $305
Director $295
Senior Associate $250
Associate $205
Senior Analyst $185
Analyst $170
Research Assistant $145
Technician $120
Clerical $100

RSG does not charge clients for travel or mileage (except direct costs related to field work/surveys), parking, standard telephone/fax expenses, general postage, or incidental copies. However, we do charge for messenger services and overnight shipping/express mail costs. We also charge for copies of reports, documents, notices, and support material in excess of five copies. We bill reimbursable costs at the actual expense plus a 10% surcharge.

RSG issues monthly invoices payable upon receipt, unless otherwise agreed upon in advance.

Invoices identify tasks completed to date, hours expended, and the hourly rate.

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Approve Updates to the City's 2025 Strategic Work Plan Items.

RECOMMENDATION:

Staff recommend that the City Council receive and approve updates on objectives and tasks in the City’s August 2025 Strategic Work Plan Update.

FISCAL IMPLICATIONS:

There are no fiscal implications associated with receiving and approving this update.

BACKGROUND:

The City Council adopted the 2025 Strategic Plan at its April 14, 2025 meeting after a series of three strategic planning meetings. The three meetings included a public Council Mini Retreat on October 14, 2024, a public Strategic Planning Retreat on February 6, 2025, and an Executive and Management Team Meeting on March 20, 2025.

ANALYSIS:

A strategic plan ensures that the City Council and staff continue to advance the City’s mission, vision, and values, while also addressing the day-to-day tasks, projects, functions, and issues necessary to maintain successful City operations. It identifies priorities and needs that are of importance to the community now and into the future. Development of the strategic plan is iterative and continuous. It is updated annually after a series of focused meetings and reviews.

The City’s Strategic Plan includes the City’s mission, vision, core values, goals, and objectives. (Attachment 1). The Work Plan takes the Strategic Plan a step further by listing the action items that will be undertaken to achieve the City’s goals and objectives. The attached August 2025 Strategic Work Plan Update (Attachment 2) includes “red-lined” updates to show the status of each task, as well as any new tasks that have been added to advance the goals and objectives.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Approve the August 2025 Strategic Work Plan Update; or

2. Do not approve the updates to the August 2025 Strategic Work Plan Update; or

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3. Provide staff with alternative direction.

Submitted and Approved by:
____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. 2025 Strategic Plan

2. August 2025 Strategic Work Plan Update - Redlined

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CITY OF SAN CARLOS
2025 STRATEGIC PLAN

THE SAN CARLOS STRATEGIC PLAN

The San Carlos Strategic Plan identifies current issues, needs, and interests that are of strategic importance to the quality of life of the community. Addressing these issues requires the leadership focus of the City’s elected officials and professional staff for an extended period of time, typically several years. The Strategic Plan is not a summary of all City services. The issues identified in the plan are unique because they have an urgent impact on the community and because they are complex.

Strategic goals are a central feature of the Strategic Plan. These are established to find ways to address the strategic issues now and into the foreseeable future. If a solution is found, and there is an on-going need to address the issue, this will occur through the City’s on-going service delivery system. At that time, the issue will no longer be identified as a strategic goal.

HOW THE STRATEGIC PLAN IS DEVELOPED

The Strategic Plan is developed through an annual process that involves the City Council and City professional staff in facilitated, collaborative working sessions. The process is completed early each year so that the Strategic Plan can be incorporated into the City’s budget.

The plan is a document comprised of the City’s mission, vision and core values statements, the strategic goals and objectives for the next planning period and detailed work plans that will accomplish the goals.

Strategic goals are identified based on the knowledge and understanding that each participant in the process has about what is of strategic importance to the community.

City Council members are elected by the residents to govern and represent their needs and interests. They bring the perspective of the residents and business of the community. Professional City staff members are trained in local government management and services. They bring the perspective of how to address the complex issues that are of concern. Through the strategic planning work sessions, these two unique perspectives come together to identify the areas of focus for the next planning period.

THE STRATEGIC PLAN PROCESS

The key steps to the process are listed below.

City Council Mini-Retreat. City Council, City Manager and City Attorney brainstorm the current community issues of strategic importance. This is a public meeting.

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City Council and City Management Team Retreat. This is a facilitated, collaborative working session. The participants review accomplishments from last year; review the City’s mission, vision and values to ensure relevance; check the status of current strategic plan issues and progress; and identify new strategic issues to work on for the next year and possibly beyond. Council strategic goals and objectives are established at a high level through this process. The “handoff” is given to City staff to work through the details by refining the goals and objectives and developing work plans to achieve Council’s strategic goals. This is a public meeting.

City Management Team Retreat. This facilitated, collaborative working session with the City’s management team is designed to refine the strategic goals, develop objectives to achieve each goal and establish work plans that identify specific tasks, set timelines and assign responsibility for accomplishment. This is an internal staff meeting.

Council Adoption of Strategic Plan and Progress Updates. After all work sessions are complete, a final Strategic Plan is agendized for Council adoption at a regularly scheduled Council meeting. City staff then periodically updates Council on the progress of strategic goals during future Council meetings. All of these Council meetings are public meetings.

MISSION

The City of San Carlos provides high-quality services, facilities, and events 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.

VISION

The City of San Carlos will continue to lead with confidence into the future as a desirable, vibrant, equitable, inclusive, and business friendly community, admired by all as a great place to live, learn, work, and play.

CORE VALUES

Not in priority order
• Fostering a safe, diverse, welcoming, and engaged community that recognizes the importance of social equity
• Ensuring fiscal responsibility and the sustainability of San Carlos’ resources, infrastructure, and social/cultural environment
• Proactively protecting our physical environment from the threats of climate change and reducing greenhouse gas emissions
• Recognizing and addressing the changing needs and challenges of the community and promoting the well-being of all residents, in all stages of life.

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• Demonstrating high ethical and professional standards, including high quality customer service
• Leading and managing effectively by engaging the community, thinking strategically, remaining proactive, and planning for the future
• Supporting the well-being of employees, investing in their development, and aligning staffing and resources with the demand for City services

2025 STRATEGIC GOALS AND OBJECTIVES
In alphabetical order

1. Climate Change Mitigation, Adaptation, and Resilience: The City of San Carlos will support sustainability initiatives, address climate change, and prepare for emergencies. As part of its focus on climate change, the City of San Carlos will continue to address vulnerability and adapt to changing climate conditions such as wildfires, flooding, drought, and sea level rise.

Objective #1: Continue to plan and implement the 33 Council-approved greenhouse gas reduction strategies and 12 adaptation/resilience strategies in the Climate Mitigation and Adaptation Plan (CMAP).

Objective #2: Refine policies and develop standards to integrate flood and sea level rise resiliency initiatives into existing processes, policies, and plans to prepare for the future.

Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.

Objective #4: Prepare for emergencies and engage and educate the community about emergency preparedness and response.

Objective #5: Update the CMAP by 2028 to align with the projected buildout capacity in the 2045 General Plan Reset.

2. Downtown: The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop and implement a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.

Objective #1: Implement the community engagement strategy for the Downtown Specific Plan.

Objective #2: Create the Downtown Specific Plan and corresponding implementation strategies.

Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.

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Objective #4: Design and implement a project to demonstrate and celebrate the community’s shared vision for streetscape, outdoor dining, and public plaza improvements in downtown San Carlos.

Objective #5: Explore options for phasing and financing the Downtown Specific Plan.

3. Housing: The City of San Carlos will actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels.

Objective #1: Increase the number of Below Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).

Objective #2: Facilitate completion of projects currently underway.

Objective #3: Increase housing production.

4. Mobility, Traffic and Transportation Infrastructure: The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.

Objective #1
: Collaborate with regional agencies and partners to develop short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.

Objective #2: Implement the Bicycle and Pedestrian Master Plan to encourage alternative modes of transportation which includes micro-mobility, improved mobility, and safety for people of all ages and abilities.

Objective #3: Implement Traffic Signal Master Plan and implement citywide street and intersection projects and initiatives to improve traffic flow and parking utilizing smart technologies.

Objective #4: Develop community education and outreach tools to highlight the benefits and impacts of key traffic, parking, transportation infrastructure, and street maintenance projects.

Objective #5: Educate the community and implement improvements to increase bicycle and pedestrian safety.

Objective #6: Structure a partnership among the City, property owners, businesses, and employers and leverage resources to create effective trip reduction strategies through the creation of a Transportation Management Agency (TMA).

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Objective #7: Identify a departmentwide Public Works Department technology solution(s) to: consolidate or replace existing tools to enhance efficiency; improve systemwide visibility by consolidating all critical asset (streets, sewer, storm drain) data; streamline workflows; and protect the City’s infrastructure improvements by making decisions based on accurate and current data and conditions.

5. Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.

Objective #1: Create outreach and engagement opportunities that actively involve Northeast Area stakeholders and the San Carlos community in the visioning and development of the Specific Plan.

Objective #2: Complete the environmental review of the NE Area Specific Plan.

Objective #3: Present goals, policies, and standards of the Northeast Area Specific Plan for adoption.

6. Recreation Services: The City of San Carlos will explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the physical and mental health and well-being of community members of all ages.

Objective #1: Complete a Parks Master Plan and update the General Plan Parks and Open Space Elements.

Objective #2: Complete the North Crestview Park Master Plan.

Objective #3: Assess new opportunities to implement Trails Connection Plan for public trails.

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2025 Work Plan

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C I T Y O F S A N C A R L O S
20 2 5 S T R A T E G I C W O R K P L A N
A u g u s t 2 0 2 5 U p d a t e

Page Strategic Goal
2 Climate Change Mitigation, Adaptation, and Resilience 4 Downtown
5 Housing
6 Mobility, Traffic and Transportation Infrastructure
10 Northeast Area Specific Plan
11 Recreation Services

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Climate Change Mitigation, Adaptation, and Resilience: The City of San Carlos will support sustainability initiatives, address climate change, and prepare for emergencies. As part of its focus on climate change, the City of San Carlos will continue to address vulnerability and adapt to changing climate conditions such as wildfires, flooding, drought, and sea level rise.

Objective #1: Continue to plan and implement the 33 Council-approved greenhouse gas reduction strategies and 12 adaptation/resilience strategies in the Climate Mitigation and Adaptation Plan (CMAP).

Actions/Tasks:

1. Work with Peninsula Clean Energy (PCE) to administer funds for the EV charging incentive program for multifamily buildings. Ongoing.

2. Work with Peninsula Clean Energy to investigate the feasibility of installing solar on City facilities. Ongoing.

a. Solar installation on Corporation Yard. February 2026.

b. Solar installation on Adult Community Center. February 2026.

c. Solar installation on Library. February 2027.

3. Develop and implement a citywide EV charging plan to install 15 EV charging stations by 2030 and 25 by 2050.

a. Issue an RFP to install public electric vehicle charging stations in City-owned parking lots. (City-funded project). June 20265.

a.b. Install 18 charging stations in public spaces once MTC funds are obligated in 2026 (MTC-funded project). February 2027.

Objective #2: Refine policies and develop standards to integrate flood and sea level rise resiliency initiatives into existing processes, policies, and plans to prepare for the future.

Actions/Tasks:

1. Review and update City standards related to creek setbacks , buffer zones , and minimum floor elevations. Ongoing.

2. Complete the Pulgas Creek Watershed study.

a. Update Planning and Transportation Commission. Completed February 2025.

b. Present recommendation to the Council. Completed March 2025.

3. Coordinate with regional and state agencies (MTC/ABAG and BCDC) and neighboring jurisdictions (Belmont, Redwood City, and San Mateo County) to study, develop, and

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implement coordinated approaches to flood protection, sea level rise, and rising groundwater levels due to climate change. Ongoing.

4. Participate in the sea level rise adaptation project inventory developed by MTC/ABAG and BCDC in order to estimate regional sea level rise adaptation nee(Combined with #3 above).

5.4. Continue to coordinate with OneShoreline to integrate its sea level rise mitigation planning into City’s planning initiatives. Ongoing.

Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.

Actions/Tasks:

1. Share information with the community about home electrification, EV charging, water conservation, composting, and disposable food ware through the City’s website and other outreach channels. Ongoing.

a. Promote a City -specific water conservation event to educate the community about tools and practices to reduce water consumption. Completed May 2025.

2. Share more information about what the City is doing with respect to sustainability and encourage the community to participate. Ongoing.

3. Implement an Adopt-a-Drain Program. September 2025.

4. Prepare and distribute a Creekside Owner Manual , as recommended in the Pulgas Creek Watershed Management Plan, to educate creekside owners about their responsibilities to preserve and protect creeks on their property. Completed AugustJuly 2025.

Objective #4: Prepare for emergencies and engage and educate the community about emergency preparedness and response.

Actions/Tasks:

1. Organize an annual community creek cleaning event in the fall. Ongoing.

2. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program. Ongoing.

3. Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Ongoing.

4. Host a cross-departmental webinar(s) (Fire, Sheriff’s Office, Public Works, and Parks and Recreation) to inform and educate the community on how they and the City can

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prepare and respond to disasters (fire, evacuation, earthquakes, etc.). Completed June 2025.

5. Prepare and mail an Emergency Preparedness Spotlight to inform and educate the community on how they and the City can prepare and respond to disasters (fire, evacuation, earthquakes, etc.). September 2025.

6. Partner with the City of Belmont to upgrade emergency vehicle access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos). December 2025.

7. Conduct a staff emergency preparedness exercise. January 2026.

Objective #5: Update the CMAP by 2028 to align with the projected buildout capacity in the 2045 General Plan Reset.

Downtown: The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop and implement a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.

Objective #1: Implement the community engagement strategy for the Downtown Specific Plan.

Actions/Tasks:

1. Continue to work with the Downtown Advisory Committee (DTAC) and obtain their feedback in developing the Downtown Specific Plan. Completed June 2025Ongoing.

2. Encourage continued community participation through study sessions and input to the DTAC meetings to gather input and share information and key findings to support completion of the Downtown Specific Plan. Ongoing.

3. Invite the publicdowntown property owners and merchants to an open house to learn more about the project prior to plan adoption. Completed August 2025.

4. Hold study sessions with the Planning and Transportation Commission and the City Council on the Draft Downtown Specific Plan to receive guidance and feedback to be used to prepare the final draft. Ongoing.

Objective #2 : Create the Downtown Specific Plan and corresponding implementation strategies.

Actions/Tasks:

1. CompleteBegin environmental evaluation. June November 2025.

2. Prepare and release Draft Specific Plan. JulySeptember 2025.

3. Prepare an infrastructure development services plan , budget, and phasing as a key chapter of the Specific Plan. NovemberSeptember 2025.

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Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.

Actions/Tasks:

1. Conduct and complete market demand analyses and economic studies, and develop implementation recommendations. NovemberSeptember 2025.

2. Recommend strategic public improvements, including timing/phasing, and key catalyst projects and programs. In progress.

a. Present the Streetscape Master Plan for adoption, including Laurel Street and other streets. Completed and adopted April 2025.

3. Work with Public Works/Engineering, Parks & Recreation, and Fire to provide regular updates, share key information, receive feedback and determine nec essary steps to develop Plans, specifications, and e stimates needed to implement first phase streetscape and roadway improvements identified in the Specific Plan. In progress and ongoing.

a. Continue to hold interdepartmental meetings. Ongoing.

Objective #4: Design and implement a project to demonstrate and celebrate the community’s shared vision for streetscape, outdoor dining, and public plaza improvements in downtown San Carlos.

Actions/Tasks:

1. Break groundHost a groundbreaking celebration for on a redesigned Harrington Park with public restrooms, trees, rain gardens, and public seating. November 2025.

2. Post project renderings for remainder of Streetscape Master Plan and Downtown Specific Plan at Harrington Park to share the project’s vision with the community.

FallJuly 2025.

Objective #5: Explore options for phasing and financing the Downtown Specific Plan.

Actions/Tasks:

1. Review funding options for the different phases of the Downtown Specific Plan including the 600/700/800 blocks, Wheeler Plaza, San Carlos Avenue, and alleys with the Downtown Subcommittee. Completed AprilMarch 2025.

2. Identify funding strategy and develop a workplan to secure project funding.

September 2025Ongoing.

3. Explore opportunities to leverage public financing with private investment. September 2025Ongoing.

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Housing: The City of San Carlos will actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels.

Actions/Tasks:

1. Explore strategically acquiring property for future affordable housing projects, maintaining relationships with the local broker community. and bringing opportunities to the Council for direction as needed. Ongoing.

Objective #2: Facilitate completion of projects currently underway.

Actions/Tasks:

1. Continue development of affordable housing project at 1244 Cherry Street (previously 1232 Cherry Street). In progress.

a. Undergrounding and relocating existing utilities . Completed AprilJune 2025 (PG&E dependent).

b. Residential construction expected to commenced in April 2025 . Estimated completion mid-2027.

2. Complete regulatory agreements for market rate multi -family projects building BMR units. Ongoing.

a. 11 El Camino Real , 155-160 Vista Del Grande , and various pre -applications for future housing. Ongoing.

Objective #3: Increase housing production.

Actions/Tasks:

1. Continue to expedite ADU approvals and provide guidance/resources to homeowners.

Ongoing.

2. Adopt Objective Design Standards for single-family, including SB 9 units, and multi- family residential projects. October 2025.

a. Multi-family adoption. May 2025.

3. Implement the 2023-2031 Housing Element and report on its progress as required by the State within the Housing Element Annual Progress Report due every year in April.

Ongoing.

4. Monitor the County’s workforce housing initiative to identify housing opportunities for San Carlos. Ongoing.

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Mobility, Traffic and Transportation Infrastructure: The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.

Objective #1: Collaborate with regional agencies and partners to develop short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.

Actions/Tasks:

1. Collaborate with the San Mateo County Transportation Authority to apply for funding and develop plans for mid -range and long -term safety solutions for multimodal transportation across U.S. 101 near Holly Street. June September 2025.

2. Collaborate with Caltrans to implement short-term cyclist safety solutions on the U.S. 101/Holly Street interchange. Completed October July 2025.

Actions/Tasks:

1. San Carlos Avenue pedestrian safety improvements phase III – Wellington to Beverley. Completed April August 2025.

2. Brittan Avenue Sidewalk Construction – Sunset Drive to Rogers Avenue. December July 20275.

a. Awarded $1.5 million SMCTA Bike/Ped grant. Completed December 2024.

b. Conduct public outreach. September 2025.Project d esign. In progress at 60% design.

a.c. Present to Infrastructure, Innovation, and Improvement Council Subcommittee.

January 2026.

d. Council approval of conceptual design. Project design review by the Council .

August March 20265.

b.e. Project 100% design. September 2026.

3. City of Belmont Alameda de las Pulgas Corridor Improvement (“Four Corners”). March 2027.Date unknown.

a. Project design (led by the City of Belmont). August 2025Date unknown.

4. Identify funding mechanisms and public/private partnership opportunities to support and enhance transportation, traffic, and mobility. Ongoing.

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4. a. Update: Several development agreements have been approved or are under negotiation that include community benefits toward transportation, traffic, and mobility.

Objective #3: Implement Traffic Signal Master Plan and implement citywide street and intersection projects and initiatives to improve traffic flow and parking utilizing smart technologies.

Actions/Tasks:

1. Identify strategies to improve San Carlos’ transportation demand management (TDM) and on-street/off-street parking regulations citywide, and as part of the Northeast and Downtown Specific Plans.

a. Present high-level citywide traffic and parking management solutions to the Planning and Transportation Commission (PTC). Completed April 2025.

b. Present high-level citywide traffic and parking management solutions to the Downtown Advisory Committee (DTAC). Completed April 2025.

c. Present strategies and proposed changes for citywide parking management solutions to the City Council. OctoberAugust 2025.

d. Adopt a citywide TDM Ordinance. April 2026.

2. Increase the City’s pavement condition index ( PCI) to 65 by 2028 (from 57 in 2022) through the Annual Pavement Rehabilitation program. Ongoing.December 2028.

3. Implement Neighborhood Traffic Management Program. Ongoing.

a. Install High visibility crosswalk and RRFB at Industrial Road and Tanklage Road. MaySeptember 20265.

b. Construct pilot traffic circle at Crestview Drive and Edmonds Road. December 2025.

4. Implement Traffic Signal Master Plan. Ongoing.

a. Video detection pilot project. December 2026.

b. Install Kimley -Horn Integrated Transportation System (KITS) project at 12 intersections throughout the city. December 2025.

c. Upgrade 148 pedestrian pushbuttons to accessible pedestrian signal (APS) system. June 2026.

d. Kadence Adaptive Traffic Signal Project. December 2025.

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Objective #4: Develop community education and outreach tools to highlight the benefits and impacts of key traffic, parking, transportation infrastructure, and street maintenance projects.

Actions/Tasks:

1. Maintain citywide construction activities webpage. Ongoing.

2. Develop a pavement improvement infographic to accompany project notices and share the benefits of the pavement rehabilitation program. Completed April May 2025.

Objective #5: Educate the community and implement improvements to increase bicycle and pedestrian safety.

Actions/Tasks:

1. Enhance traffic and pedestrian safety through education and enforcement. Ongoing.

a. Conduct annual Distracted Driving Traffic operation. Ongoing.

b. Host an annual a Sobriety and Driver’s License Checkpoint. Ongoing.

c. Conduct monthly Saturated Traffic Enforcement Program with the Sheriff’s Office Motorcycle Unit for high visibility and enforcement. Ongoing.

d. Conduct a Pedestrian Safety Operation for Pedestrian Safety month .

Ongoing.

e. Offer e-bike safety education to youth. Ongoing.

2. Crosswalk striping and marking at various locations per SRTS. Ongoing.

3. Arroyo Avenue and Chestnut Street SRTS improvements. In progress.

a. Construction. Completed April June 2025.

4. Tamarack/Belle, Elm/Arroyo, Belmont/Cedar, St. Francis/Ceda r SRTS Intersection and Sidewalk Improvements. November 2025.

5. Arroyo/Woodland and Olive/Elm SRTS Intersection and Sidewalk Improvements .

November 2025.

6. Travel Fellowship Project at Tierra Linda and Mariposa schools to improve ingress and egress and enhance conditions for traffic flow as well as walking and bicycling.

December 2025.

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Actions/Tasks:

1. Perform outreach and coordinate with developers, property owners, and businesses; set up development participation thresholds; and, create the organizational framework for the TMA. In progress.

a. Update: Staff conducted initial outreach and coordination with developers and property owners. All recent commercial projects in the east side include a condition of approval requiring participation in a TMA if/when formed.

Ongoing.

Actions/Tasks:

1. Inventory all existing tools in engineering, maintenance, and operations to understand current usage and identify opportunities for improvement. Completed AugustMay 2025.

2.1. Implement asset management tool at corporation yard. October 2026.

2. IssueDevelop an RFP for a consolidated enterprise tool and training. December September 20256.

Implement asset managemententerprise tools for project and asset management at corporation yard. October 2026.

3. Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.

Objective #1 : Create outreach and engagement opportunities that actively involve Northeast Area stakeholders and the San Carlos community in the visioning and development of the Specific Plan.

Actions/Tasks:

1. Involve Northeast Area property owners and business owners to gather input on the Draft Specific Plan. Ongoing.

2. Involve the community in the Specific Plan process through PTC and City Council study sessions to gather their input on the draft specific plan.

a. Completed April and May 2025 and ongoing.

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2.b. Second City Council Study Session. September 2025.

3. Participate in monthly Harbor Industrial Association meetings to create a feedback loop with stakeholders to gather input and share process updates. Monthly.

4. Utilize the Northeast Area Specific Plan website to inform the community about the planning process and update the website at key milestones throughout the planning process. Monthly.

Objective #2: Complete the environmental review of the NE Area Specific Plan.

Actions/Tasks:

1. Release draft EIR for public review and comment. JulyMarch 20265.

Objective #3: Present goals, policies, and standards of the Northeast Area Specific Plan for adoption.

Actions/Tasks:

1. Create and present Update development and design standards. April December 2025.

2. Develop anUpdate implementation and financing plan. December 2025June 2026.

3. Adopt the Plan. December 2025June 2026.

Recreation Services: The City of San Carlos will explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the physical and mental health and well-being of community members of all ages.

Objective #1: Complete a Parks Master Plan and update the General Plan Parks and Open Space Elements.

Actions/Tasks:

1. Engage with the community for park and facility improvements prioritizations.

Completed May 2025.

2. Present action plan recommendations to Parks, Recreation and Culture Commission and City Council. June October 2025.

3. Adopt the final Parks Master Plan and General Plan amendments. November May 20265.

Objective #2: Complete the North Crestview Park Master Plan.

Actions/Tasks:

1. Complete CEQA and adopt the North Crestview Park Master Plan. November May 20256.

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Objective #3: Assess new opportunities to implement Trails Connection Plan for public trails.

Actions/Tasks:

1. Obtain new and utilize existing public trail easements in the community. In Progress.

a. Design and construct Devonshire Canyon Trail. Completed April 2025.

b. Design and construct the Trillium Way trail. June December 2025.

c. Discuss acquisition and identification of additional trail easement s and connections. NovemberApril 2025.

2. Work with neighboring agencies on regional trail connections. In Progress.

a. Continue conversations with the County, SFPUC, City of Belmont, and Mid- Pen to initiate CEQA on the eastern boundary trail in the San Mateo County trail system. November 2025.

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Accepting the Gift of Funds from the Estate of Sylvia Nelson in the Amount of $25,000 for the San Carlos Adult Community Center.

RECOMMENDATION:

Staff recommend that the City Council adopt a resolution accepting the gift of funds from the estate of Sylvia Nelson in the amount of $25,000 for the San Carlos Adult Community Center.

FISCAL IMPLICATIONS:

There are no fiscal impacts associated with accepting these funds. The funds will be placed in a restricted fund to be used for facility and program improvements at the Adult Community Center.

Through the budget process, staff will bring forth options on how the funds can be spent. The City Council will need to allocate the funds for use for a particular program or project.

BACKGROUND:

On April 9, 2025, the City was notified by an attorney that the City of San Carlos Adult Community Center was a recipient of a gift of funds from the estate of Sylvia Nelson, a resident of San Carlos and former Mayor.

ANALYSIS:

California Government Code section 37354 outlines the authority of a city's legislative body regarding gifts made to the City. The City Council, as the legislative body, has the power to decide whether to accept or reject any gift offered to the City.

During the budget process, staff will propose a project, or projects, for City Council to consider funding with this donation. At that time, Council will allocate the donated funds to a specified project for improvements to the Adult Community Center. There is no time restriction on when the funds need to be used.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution accepting the gift of funds from the estate of Sylvia Nelson in the amount of $25,000 for the San Carlos Adult Community Center; or

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2. Do not adopt a Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Amy Newby, Parks & Recreation Director
Approved for submission by:
_______________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

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RESOLUTION NO. 2025 – ____

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

ACCEPTING THE GIFT OF FUNDS FROM THE ESTATE OF SYLVIA NELSON IN THE AMOUNT OF $25,000 FOR THE SAN CARLOS ADULT COMMUNITY CENTER.

WHEREAS, the City was notified on April 9, 2025 that the San Carlos Adult Community Center was a recipient of a gift of funds from the estate of Sylvia Nelson, a San Carlos resident and former Mayor of San Carlos; and

WHEREAS, the gift of $25,000 has been restricted for projects or programs at the Adult Community Center; and

WHEREAS, California Government Code section 37354 outlines the authority of a city’s legislative body regarding gifts made to a city; and

WHEREAS, the City Council has the power to decide whether to accept or reject any gift offered to the City; and

WHEREAS, the funds will be placed in a restricted fund to be used for facility and program improvements at the Adult Community Center; and

WHEREAS, the acceptance of the gift of the funds will be followed by project and program proposals for City Council to consider and approve during the budget process; and NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby adopt a resolution accepting the Gift of Funds from the Estate of Sylvia Nelson in the amount of $25,000 for the San Carlos Adult Community Center.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Deny Claim of Laura Fuentes.

RECOMMENDATION:

Staff recommend that the City Council deny the claim of Laura Fuentes as recommended by the City’s claim administrators at Carl Warren.

FISCAL IMPLICATIONS:

None for this action.

BACKGROUND:

This item is coming before the Council to act on the claim submitted by Laura Fuentes (“Claimant”). Staff recommend that the City Council deny the claim based on Carl Warren’s guidance.

The Tort Claims Act. California Government Code Sections 900, seq., mandates that all claims for money or damages against a public entity must be presented in writing to the public entity prior to filing suit. Generally, claims concerning personal injury, wrongful death, damage to personal property, or damage to crops must be presented to the public within six (6) months of the accrual of the claim. All other claims, principally claims on contracts and damage to real property, are subject to a one-year statute of limitations for presentation of the tort claim. Once a tort claim is received by the public entity, the entity has forty-five (45) days to act on the claim. A claim can be settled or rejected. If no action is taken within 45 days, the claim is deemed rejected by the law on the last day.

Claim Processing in San Carlos. When the City receives a claim, it is immediately forwarded to claims examiners at Carl Warren for investigation. Upon completing the investigation, Carl Warren provides the City with a recommendation on how to proceed with the claim.

About Carl Warren. Carl Warren is a leading national third-party administrator (TPA) that specializes in property and casualty claims management, subrogation recovery, and litigation management. Effective January 1, 2025, Carl Warren was hired by Pooled Liability Assistance Network Joint Powers Authority (PLAN JPA) to provide claims administration services to member cities. The City Council approved the City’s participation in the PLAN JPA (previously known as the Association of Bay Area Government Pooled Liability Assurance Network or ABAG PLAN) on November 27, 2017, and designated the Administrative Services Director and Senior Management Analyst as primary and alternate PLAN JPA Board members.

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ANALYSIS:

The Claimant filed a claim with the City but indicated that the claim was against GW Williams and Prestige Landscape. The Claimant alleges that a tenant of GW Williams is using TNT Demolition’s property to dump trash and has damaged the Claimant’s gutter. Claimant is seeking $100 in damages.

During investigation of the claim, the Claimant clarified that she was seeking the City’s assistance pursuing the company, not payment for her damage. Additionally, the City is not affiliated with the third-party company or damages alleged by the Claimant. For these reasons, Carl Warren recommends formal rejection of Laura Fuentes’ claim. The Claimant has been referred to the City’s Code Enforcement for further assistance.

The Council’s rejection of this claim does not prevent City staff or the staff of Carl Warren from continuing to work with the Claimant to resolve the dispute.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Deny the claim of Laura Fuentes; or

2. Do not deny claim of Laura Fuentes; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
_______________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Fuentes, L. Claim Form

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Approving Administrative Modifications to the Notice of Funding Availability (NOFA) for the Childcare Grant Program.

RECOMMENDATION:

Staff recommend the City Council adopt a Resolution approving administrative modifications to the notice of funding availability for the Childcare Grant Program.

FISCAL IMPLICATIONS:

The proposed modifications to the program’s notice of funding availability are administrative in nature and have no fiscal impact.

Since 2022, new non-residential developments (including office, retail, hotel, and research and development uses) have paid the City of San Carlos (“City”) a Child Care Development Impact Fee to offset the increase in childcare demand that accompanies employment growth. In August 2024, the City Council approved a Childcare Grant Program that distributes collected impact fees to local childcare providers. Grant funds must be used to create new childcare spaces within San Carlos. The City distributed $500,000 in grant funding through the first round of the grant program in fiscal year (FY) 2024-25. The adopted FY 2025-26 Budget allocates $250,000 for the second round of the Childcare Grant Program and each applicant may qualify for a maximum $100,000 in grant funding.

BACKGROUND:

In 2017, a report from the San Mateo County Child Care Partnership Council identified a deficit of 180 infant-age childcare spaces and 476 preschool-age childcare spaces in San Carlos. City staff and the City Council worked to identify strategies to address the shortage, resulting in adoption of the Child Care Development Impact Fee in 2022. The Child Care Development Impact Fee, authorized under the Mitigation Fee Act, applies to new nonresidential developments in San Carlos (such as office, hotel, and research and development uses) and is intended to offset the increased need for childcare that accompanies new employment growth. Collected impact fees must be used to create new childcare spaces within the community and cannot be used for operational costs.

In 2024, City Council approved the Childcare Grant Program as a means of distributing collected Child Care Development Impact Fees. The program offers local childcare providers grants of up to $100,000 for projects that expand the number of childcare spaces in San Carlos. Applicants

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may use grant funds to expand an existing childcare facility, construct a new childcare facility, or remodel an existing childcare facility to accommodate a different age group (such as remodeling from a preschool childcare facility to an infant childcare facility).

In August 2024, City staff issued a City Council-approved Notice of Funding Availability (NOFA) for the first round of the Childcare Grant Program. Five local providers (Challenge School, Happy Campers, Learn and Play Montessori, Little Troopers, and The Children’s Place) submitted applications. Following review and evaluation of the applications, City Council decided to award grants to all five childcare providers, for a total distribution of $500,000.

As with any new program, both City staff and applicants identified areas where NOFA policies and procedures could either be clarified, improved, or streamlined. Before opening the second round of the Childcare Grant Program in early September 2025, staff recommend implementing several administrative modifications to the NOFA to make the program more straightforward for future applicants.

ANALYSIS:

Proposed NOFA Modifications
A redlined version of the Childcare Grant Program NOFA is included as Attachment 2. Staff recommend removing the formula-based matching requirement, clearly explain how applications will be scored and evaluated, adjust the frequency of funding rounds, add a frequently-asked questions (FAQ) section, and generally clarify program requirements. Proposed modifications are detailed below.

Removal of Formula-Based Matching Requirement
The original program NOFA permitted applicants to request up to $100,000 in grant funding.

However, for any grant of over $50,000, applicants were required to cover (or “match”) half of the additional amount requested. For example, if a capital improvement project was expected to cost $100,000, an applicant would be eligible to receive the first $50,000, plus a further $25,000 (half of the remaining project cost), for a total grant amount of $75,000.

This formula often proved confusing to both applicants and staff. Additionally, it had the unintended consequence of offering more grant funding to businesses in a better financial position to take on expansive and expensive improvements, and less grant funding to businesses that may only be able to afford modest enhancements.

In February, City staff met with the Childcare Subcommittee to begin planning for the 2025 grant program and to gather early feedback on several of the proposed NOFA modifications. The Childcare Subcommittee unanimously recommended removal of the formula matching requirement.

Clarification of Evaluation Criteria
The 2024 NOFA stated that applications would be reviewed by City staff to determine whether they are complete and responsive to program requirements. Applications would also be evaluated against the permissible uses of grant funds and the priorities identified within the NOFA.

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Staff recommend building on this model to assign clear, point-based values to the requirements and criteria listed in the NOFA. Applications would be eligible for a total of 100 points, with up to 60 points for meeting the program requirements and up to 40 points for aligning with project commitment expectations. Each of the four “priorities” identified in the NOFA would be worth five bonus points (for a total of up to 20 bonus points if a project serves infant children, accepts vouchers, serves children with special needs, and adds a larger number of childcare spaces when compared with other applications). The highest possible score would be 120 points (100 points for meeting all program requirements and 20 points for meeting all four priority criteria). The intent of this modification is to ensure a clear evaluation process for potential applicants.

Adjustment of Grant Frequency
The original program documents stated that NOFAs would be released four times a year (every quarter). When the program first began in 2024, the City anticipated awarding a total of $250,000 over the course of the fiscal year. However, in order to fund all five eligible applications received in the first round, the City Council approved a budget adjustment to increase funding to $500,000 so all five providers could be assisted.

As Child Care Development Impact Fees are only collected from new non-residential developments, funding for the Childcare Grant Program is largely reliant on new construction. In response to the current economic climate and construction forecast, the City has allocated $250,000 to the Childcare Grant Program for FY 2025-26 and a further $250,000 to the program for FY 2026-27. Since the program allows grants of up to $100,000, this means two applicants may be fully-funded each fiscal year and an additional business may be eligible for partial funding.

Given these budget realities, an annual (rather than quarterly) grant cycle would provide for a more efficient means of distributing grant funding to local childcare providers.

When City staff met with the Childcare Subcommittee in February, the Subcommittee unanimously recommended adjusting to an annual grant cycle.

Addition of FAQ Section
During the first round of the grant program, staff received numerous calls and emails requesting clarification on certain eligibility criteria and program requirements. Staff recommend adding a FAQ section to the NOFA to elaborate and provide additional clarifications. Questions and answers range from how much funding may be requested to the anticipated timing of grant awards. The goal for these changes is to make the process more transparent and accessible to potential applicants.

Clarification on Requirements
Staff also recommend reorganizing and consolidating certain components for legibility and to restate and elaborate on other requirements that may have been confusing to earlier applicants.

For example, the 2024 version of the NOFA stated that an application would be prioritized if it “create(d) a higher number of childcare spaces as a result of the grant funds.” As any eligible application would need to create new childcare spaces, it wasn’t necessarily clear that prioritization would be given to an application that created more spaces than another application.

The proposed NOFA would adjust the wording to clarify that an application would be prioritized if it “adds a larger number of childcare spaces when compared with other applications.”

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NEXT STEPS:

If the City Council approves the proposed modifications to the NOFA for the Childcare Grant Program, staff will launch the second round of the program on September 8, 2025. Applications will be accepted for approximately one month (until October 3). Staff will then review applications received and return to the City Council to recommend grant awards for the highest-rated applicants. Consistent with the first round of the grant program, the NOFA will be promoted through a robust outreach plan to ensure all San Carlos childcare providers are aware of the grant opportunity. Outreach efforts will include:

Dedicated City childcare webpage
Posts on City social media accounts (Facebook, Nextdoor, X, and Instagram) Emails to San Carlos childcare providers
Emails to County childcare liaisons
ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution Approving Administrative Modifications to the Notice of Funding Availability (NOFA) for the Childcare Grant Program; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Al Savay, Community Development Director
Approved for submission by:
_______________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution
Exhibit A to Resolution - Updated Childcare Grant Program NOFA

2. Redlined Version of the Childcare Grant Program NOFA

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RESOLUTION NO. 2025 – ____

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

APPROVING ADMINISTRATIVE MODIFICATIONS TO THE NOTICE OF FUNDING AVAILABILITY (NOFA) FOR THE CHILDCARE GRANT PROGRAM.

WHEREAS, in August 2022, the City Council adopted Ordinance 1585 under the authority of Sections 66000 et seq. of the California Government Code (“Mitigation Fee Act”), establishing a Child Care Development Impact Fee for new nonresidential development in the City of San Carlos as part of the City Council’s 2022 strategic goals to help encourage and support the creation and expansion of quality childcare spaces available to residents and employees in San Carlos; and

WHEREAS, the City Council reprioritized childcare in its 2024 strategic goals and objectives, with a key objective to develop a plan on how to utilize the funds collected through the Child Care Development Impact Fees; and

WHEREAS, the implementation measures associated with the Child Care Development Impact Fees included the establishment of a Childcare Grant Program available to any childcare provider (commercial, in-home, and non-profit) located within the City of San Carlos; and

WHEREAS, on August 12, 2024, the City Council adopted Resolution 2024-093 establishing a Childcare Grant Program utilizing Child Care Development Impact Fees and approving related program documents including the Notice of Funding Availability (NOFA) and application form; and

WHEREAS, on November 25, 2024, the City Council approved five grant applications submitted through the first round of the Childcare Grant Program; and

WHEREAS, both City staff and first-round program applicants identified areas where NOFA policies and procedures could either be clarified, improved, or streamlined to improve future rounds of the Childcare Grant Program; and

WHEREAS, on February 11, 2025, City staff met with the Childcare Subcommittee and received support for proposed administrative modifications to the formula-based matching requirement and funding frequency; and

WHEREAS, the City Council has reviewed and evaluated City staff’s recommended administrative modifications to the Childcare Grant Program NOFA which include removing the formula-based matching requirement, clearly explaining how applications will be scored and evaluated, adjusting the frequency of funding rounds, adding a frequently-asked questions (FAQ) section, and generally clarifying program requirements.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby approves the administrative modifications to the NOFA for the Childcare Grant Program. * * * * *

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I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibit A - Modified NOFA
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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City of San Carlos
Notice of Funding Availability (NOFA)
Childcare Grant Program
Issued: Monday, September 8, 2025
Responses Due: Friday, October 3, 2025, by 5:00 p.m.

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2 Program Overview. The City of San Carlos invites local childcare centers, family childcare homes, and non-profit centers providing childcare services to submit a request for funding as part of the Childcare Grant Program. The Childcare Development Impact Fee Fund contains monies that shall be used to support the creation of childcare spaces within the City of San Carlos. The Fund monies shall be used in accordance with the City’s Childcare Development Impact Fee Ordinance (Ord. 1585) and 2024 San Carlos Strategic Plan Goals and Objectives to encourage and support the creation and expansion of quality childcare spaces available to residents and employees in San Carlos.

Types of Eligible Applicants.
For-profit or commercial childcare providers within the City of San Carlos Nonprofit childcare providers within the City of San Carlos Faith-based organizations within the City of San Carlos Family childcare homes within the City of San Carlos
*Public school district is ineligible
Permissible Uses. Per State Law, the grant funds can only be used to fund capital improvement costs (not maintenance or operations). It is important to note that these funds cannot be used to subsidize operations or direct assistance with childcare costs. Types of eligible projects may include but are not limited to:
Land acquisition
Center acquisition
New construction of center
Tenant improvements to prepare existing structure for childcare uses Tenant improvements to modify existing childcare center to accommodate a different age group (i.e. toddlers to infants or infants to toddlers or between any age groups that the childcare provider deems fit)
Improvements to expand capacity within a licensed childcare home (when current facility is not sufficient to support maximum number of licensed spaces) Expansion of currently-operating center
Improvement to establish new small or large family childcare home Center within corporate campus
Center within new or existing commercial development
Childcare within new housing development
Other capital investments directly associated with increasing childcare spaces Eligible expenses do not include general operating costs, but may include:
Development or construction related costs.
Capital equipment including but not limited to furniture, play equipment, learning materials, safety equipment, kitchen equipment, technology, outdoor play equipment, and restroom fixtures.
Fixed furnishings including but not limited to built-in storage units, sinks, faucets, changing stations, partition walls, flooring, lighting fixtures, HVAC systems, and safety features.

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3 Funding Priorities. Applications will be accepted until the deadline on Friday October 3, 2025 at 5 p.m. Each applicant must submit a grant request that best supports the adopted purpose, goals, policies and provisions of the City’s Childcare Development Impact Fee Ordinance (Ord. 1585) and 2024 San Carlos Strategic Plan Goals and Objectives to encourage and support the creation and expansion of quality childcare spaces available to residents and employees in San Carlos.

Qualification Criteria. To be considered for a grant, the childcare provider must meet the following criteria:
Must be a commercial childcare center, family childcare home, faith-based childcare center, or non-profit childcare center located within the City of San Carlos; Public school district is ineligible
Must be a childcare center that serves children aged 5 and under Existing childcare providers must provide a copy of their State of California license; new childcare providers must provide a planned schedule for licensing upon start-up and provide a copy of their State license once obtained
Must provide a copy of current business registration with the City of San Carlos (unless exempt from business registration requirements)
Must demonstrate that funds will be used for capital improvement costs (not maintenance or operations)
Application must be for a new capital improvement project or a capital improvement made after November 27, 2022 (the date the Childcare Development Impact Fee went into effect).

Applicants requesting retroactive grant funding will need to submit documentation showing the capital improvements and related payments were made after November 27, 2022 Must agree to the terms in the “Agreement for Receipt of Grant Funds” Prior recipients of Childcare Grant funds may only reapply to this program twelve (12) months after receiving their final grant payment. As such, childcare providers that received grant funding from the 2024 Childcare Grant Program are not eligible to apply for this current 2025 NOFA. Businesses interested in re-applying for future NOFAs will need to identify new capital improvement projects; applicants that received grant funding for a prior project cannot request additional funding for that same project. Prior grantees will also need to remain in compliance with their five-year reporting requirement to be considered for future Childcare Grant funding opportunities.

Project Commitment. To demonstrate long-term commitment to the childcare center, applicants must provide supporting documentation including but not limited to:
Existing childcare providers must submit financial statements (income statement, balance sheet, or cash flow statements) to demonstrate financial viability and long-term commitment to the childcare center; new providers may submit a business plan Copy of property deed or lease, as applicable
If nonprofit, must provide proof of nonprofit status
Copy of appropriate license or planned schedule for licensing upon facility start up Must submit annual reporting and/or tracking for five years from receipt of final grant payment to demonstrate how grant funds were used to increase childcare spaces

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4 Application Priorities. An application may be prioritized if a childcare provider meets one or more of the criteria below in addition to the qualification criteria above:
Serves the infant children group (birth-2 years old)
Accepts vouchers
Serves children with special needs
Adds a larger number of childcare spaces when compared with other applications Evaluation Criteria
City of San Carlos staff will evaluate applications according to the following criteria:

General Requirements (60 points; 20 points each)
Project description and cover letter align with NOFA goals and City of San Carlos Strategic Priorities for childcare
Application clearly explains how the indicated capital improvement(s) will result in the creation of new childcare spaces
The funding amount requested is reasonable for the scope of work proposed Project Commitment (40 points; 20 points each)
Applicant is financially stable or presents a researched and thorough business plan Proposed project (including scope and budget) appears feasible to complete within the one-year grant agreement period
Application Priorities (Bonus 20 points; 5 points each) The application:
serves the infant children group (birth-2 years old),
accepts vouchers,
serves children with special needs, and/or
adds a larger number of childcare spaces when compared with other applications.

Funding Availability. The approved budget for grant expenditures from this fund for Fiscal Year (FY) 2025-26 is $250,000. Each applicant may apply for a maximum $100,000 in grant funding for a capital improvement project. The final grant amount will be determined by the City Council. Due to the limited amount of grant funds, the City Council may decide to award a childcare provider a lesser amount of grant funding than the provider originally requested. In such cases, City staff will work with the applicant to determine whether the proposed capital improvement project is still viable with a reduced award.

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5 Funds are expected to be distributed amongst a few eligible candidates that best demonstrate the ability to meet the City’s childcare needs. The City retains sole discretion to evaluate and make grants available and is under no obligation until an agreement is executed.

Application Requirements. Applicants must submit a complete Childcare Grant Funding Request Application in the form attached.

Funding Distribution. The selected applicants will be required to enter into an Agreement for Receipt of Grant Funds with the City of San Carlos. Reimbursement and timing of payments will vary per applicant based on the specifics of the capital improvement project. Grantees will need to submit copies of invoices, balance sheets, and related documents to demonstrate that funds have been spent on the approved capital improvement project. Please note, all project documents submitted are considered a matter of public record.

Application Review Process. Applications will be reviewed by City of San Carlos staff to determine whether they are complete and responsive to the request. City Staff will evaluate applications using the above scoring criteria. Highest-rated applications will be presented to the City Council for review and consideration. Grants will be offered to applicants proposing projects and/or programs that best meet the goals and requirements of this NOFA.

Application Deadline. Written requests for funding shall be mailed or hand delivered to the attention of Andrew Douglass, Senior Management Analyst, at San Carlos City Hall, 600 Elm Street, San Carlos, CA 94070 or emailed to [email protected]. Responses to this NOFA are due on Friday, October 3, 2025 by 5:00 p.m.

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6 Frequently Asked Questions
I operate a childcare business outside the City of San Carlos. Am I eligible to apply? No. Only childcare businesses located within the borders of the City of San Carlos are eligible to apply for this program.

I received a grant from the first round of this program in 2024. Am I able to reapply for this 2025 NOFA?
No. Prior grant recipients must wait twelve months after receiving their final grant payment before re-applying for another capital improvement project. Returning applicants will need to identify a new capital improvement project as the City cannot provide additional funding to a project that already received a Childcare Grant award.

My small/large family daycare is already licensed for the maximum number of childcare spaces.

Am I eligible to apply?
If you are licensed for the maximum number of spaces but are operating below full-capacity due to space limitations or other physical restrictions, the funds from this grant program could be used to make the modifications necessary to increase your capacity.

Am I able to request less than $100,000?
Applicants may request a grant of under $100,000 if a lesser dollar amount is needed to complete the capital improvement and add new childcare spaces.

Am I able to request more than $100,000?
No; the maximum grant amount possible through this program is $100,000. While some larger expansion or renovation projects may cost more than that amount, this program can only contribute a maximum of $100,000.

When will I know if my grant application has been approved? Following the close of the application process, City staff will evaluate applications for consistency with the program goals and eligibility criteria. Staff will then present the highest-rated applications to City Council for consideration during a public meeting. Although the final schedule may change, staff anticipate bringing the applications to City Council in November 2025. After that meeting, all grant applicants will be notified of their status and funding amount.

If my application is approved, when should I expect to receive my grant funds? City staff plan to present the applications to City Council in November 2025 (although the exact timing may change). If City Council chooses to award a grant to your business, you will receive an official letter from the City of San Carlos identifying your grant amount and explaining how to submit documentation for reimbursement. Due to the limited amount of grant funds, your application may be awarded less funding than you originally requested. The timeline for reimbursement will largely depend on the timeline of your project: if your project is already complete and you are able to submit all capital improvement documentation at one time, you may expect to receive your full grant amount relatively quickly. However, if your project has not yet

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7 started or is still underway, you may choose to submit documents on a rolling basis as different stages of the work are completed. After submitting sufficient evidence that the approved capital improvement was completed and paid for, you can generally expect to receive a reimbursement check within three to four weeks.

Is there anything else I’ll need to do after receiving my final disbursement of grant funds? Yes. To verify the grant funds have been used to create childcare spaces, you will be required to submit a monitoring form once a year for the next five years. The form will ask you to identify the average number of childcare spaces your business maintained over the previous year. Supporting documents such as current financial statements may also occasionally be requested. City staff will provide you with a copy of the monitoring form at the appropriate time.

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City of San Carlos
Notice of Funding Availability (NOFA)
Childcare Grant Program
Issued: Monday, September 8, 2025 August 26, 2024
Responses Due: Friday, October 3, 2025 18, 2024, by 5:00 p.m.

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Program Overview. The City of San Carlos invites local childcare centers, family childcare homes, and non-profit centers providing childcare services to submit a request for funding as part of the Childcare Grant Program. The Childcare Development Impact Fee Fund (“Impact Fee Funds”) contains monies that shall be used to support the creation of childcare spaces within the City of San Carlos. The Fund monies shall be used in accordance with the City’s Childcare Development Impact Fee Ordinance (Ord. 1585) and 2024 San Carlos Strategic Plan Goals and Objectives to encourage and support the creation and expansion of quality childcare spaces available to residents and employees in San Carlos.

Types of Eligible Applicants.
For-profit or commercial childcare providers within the City of San Carlos Nonprofit childcare providers within the City of San Carlos Faith-based organizations within the City of San Carlos Family childcare homes within the City of San Carlos
*Public school district is ineligible
Permissible Uses. Per State Law, the grant funds can only be used to fund capital improvement costs (not maintenance or operations). It is important to note that these funds cannot be used to subsidize operations or direct assistance with childcare costs. Types of eligible projects may include but are not limited to:
Land acquisition
Center acquisition
New construction of center
Tenant improvements to prepare existing structure for childcare uses Tenant improvements to modify existing childcare center to accommodate a different age group (i.e. toddlers to infants or infants to toddlers or between any age groups that the childcare provider deems fit)
Improvements to expand capacity within a licensed childcare home (when current facility is not sufficient to support maximum number of licensed spaces) Expansion of currently-operating center
Improvement to establish new small or large family childcare homes Center within corporate campus
Center within new or existing commercial development
Childcare within new housing developments
Other pursuits capital investments directly associated with increasing childcare spaces Eligible expenses do not include general operating costs, but may include:
Development or construction related costs.
Capital equipment including but not limited to furniture, play equipment, learning materials, safety equipment, kitchen equipment, technology, outdoor play equipment, and restroom fixtures.
Fixed furnishings including but not limited to built-in storage units, sinks, faucets, changing stations, partition walls, flooring, lighting fixtures, HVAC systems, and safety features.

Funding Priorities. All applicants must be located within the City of San Carlos. Applications will

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be accepted until the deadline on Friday October 3, 2025 18, 2024 at 5 p.m. The NOFA will be subsequently released on a quarterly basis. The grant program will be active until grant funds are expended. Each applicant must submit a grant request that best supports the adopted purpose, goals, policies and provisions of the City’s Childcare Development Impact Fee Ordinance (Ord. 1585) and 2024 San Carlos Strategic Plan Goals and Objectives to encourage and support the creation and expansion of quality childcare spaces available to residents and employees in San Carlos.

Qualification Criteria. To be considered for a grant, the childcare provider must meet the following criteria:
Must be a commercial childcare center, family childcare home, faith-based childcare center, or non-profit childcare center located within the City of San Carlos; Public school district is ineligible
Must be a childcare center that serves children aged 5 and under Existing childcare providers must provide a copy of their State of California license; new childcare providers must provide a planned schedule for licensing upon start-up and provide a copy of their State license once obtained
Must provide a copy of current business registration with the City of San Carlos (unless exempt from business registration requirements).
Must demonstrate that how funds will be used for capital improvement costs (not maintenance or operations)
Application must be for a new capital improvement project or a capital improvement made after November 27, 2022 (the date the Childcare Development Impact Fee went into effect).

Applicants requesting retroactive grant funding will need to submit documentation showing the capital improvements and related payments were made after November 27, 2022 Must provide proper documentation for reimbursement which will be determined at the grant pre-approval stage
Must agree to the terms in the “Agreement for Receipt of Grant Funds” Prior recipients of Childcare Grant funds may only reapply to this program twelve (12) months after receiving their final grant payment. As such, childcare providers that received grant funding from the 2024 Childcare Grant Program are not eligible to apply for this current 2025 NOFA. Businesses interested in re-applying for future NOFAs will need to identify new capital improvement projects; applicants that received grant funding for a prior project cannot request additional funding for that same project. Prior grantees will also need to remain in compliance with their five-year reporting requirement to be considered for future Childcare Grant funding opportunities.

Project Commitment. To demonstrate long-term commitment to the childcare center, applicants must provide supporting additional documentation including but not limited to:
Existing childcare providers must submit financial statements (income statement, balance sheet, or cash flow statements) to demonstrate financial viability and long-term commitment to the childcare center; new providers may submit a business plan Copy of property deed or lease, as applicable
If nonprofit, must provide proof of nonprofit status
Must submit annual reporting and/or tracking for five years from receipt of final grant payment to demonstrate how grant funds were used to increase childcare spaces Copy of appropriate license or planned schedule for licensing upon facility start up

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Application Priorities. An application may be prioritized if a childcare provider meets one or more of the criteria below in addition to the qualification criteria above:
Serves the infant children group (birth-2 years old)
Creates a higher number of childcare spaces as a result of the grant funds Accepts vouchers
Serves children with special needs
Adds a larger number of childcare spaces when compared with other applications Evaluation Criteria
City of San Carlos staff will evaluate applications according to the following criteria:

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Funding Availability. The approved budget for grant expenditures from this fund for Fiscal Year (FY) 2025-26 2024-25 is $250,000. Each applicant may apply for a maximum of $100,000 in grant funding for a the capital improvement project. The funding request should be appropriate for the proposed project size. Qualified applicants will receive full funding for the first $50,000 of the capital improvement project cost. For any cost amount over $50,000, the grant will cover 50% of the excess. For example, if a project costs $75,000, the applicant would receive $62,500 ($50,000 + $12,500) in funding. If a project costs $100,000, the applicant would receive $75,000 in funding ($50,000 + $25,000). The fFinal grant amount will be determined by the City Council at grant pre-approval stage. Due to the limited amount of grant funds, the City Council may decide to award a childcare provider a lesser amount of grant funding than the provider originally requested. In such cases, City staff will work with the applicant to determine whether the proposed capital improvement project is still viable with a reduced award.

Funds are expected to be distributed amongst a few eligible candidates that best demonstrate the ability to meet the City’s childcare needs. A childcare provider may reapply for the grant after being a recipient in the previous year, contingent upon availability and qualifications. They may reapply 12 months after receiving the last grant payment. To reapply, there must be a new capital improvement project and new anticipated childcare spaces. Applicants may apply for grant funding retroactively for any capital improvements made after November 27, 2022 (effective date of the Impact Fee) contingent on required documentation. The City retains sole discretion to evaluate and make grants available and is under no obligation until an agreement is executed.

Application Requirements. Applicants must submit a complete Childcare Grant Funding Request Application in the form attached.

Application Review Process. Applications will be reviewed by City of San Carlos staff to determine whether if they are complete and responsive to the request. City Staff will evaluate qualified applications using the above scoring criteria against the permissible uses and priorities identified above or any other relevant criteria developed and consistently applied. Grants will be offered to applicants proposing projects and/or programs that best meet the goals and requirements of this NOFA.

Application Deadline. Written requests for funding shall be mailed or hand delivered to the attention of Andrew Douglass Sajuti Haque, Sr. Management Analyst, at City Hall, 600 Elm Street, San Carlos, CA 94070 or emailed to [email protected]. Responses to this NOFA are due on Friday, October 3, 2025 18 by 5:00 p.m.

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Frequently Asked Questions
I operate a childcare business outside the City of San Carlos. Am I eligible to apply? No. Only childcare businesses located within the borders of the City of San Carlos are eligible to apply for this program.

My small/large family daycare is already licensed for the maximum number of childcare spaces.

Am I able to request less than $100,000?
Applicants may request a grant of under $100,000 if a lesser dollar amount is needed to complete the capital improvement and add new childcare spaces.

When will I know if my grant application has been approved? Following the close of the application process, City staff will evaluate applications for consistency with the program goals and eligibility criteria. Staff will then present the highest- rated applications to City Council for consideration during a public meeting. Although the final schedule may change, staff anticipate bringing the applications to City Council in November 2025. After that meeting, all grant applicants will be notified of their status and funding amount.

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Supporting documents such as current financial statements may also occasionally be requested. City staff will provide you with a copy of the monitoring form at the appropriate time.

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Appropriating $5,000 from the General Fund Unassigned Fund Balance to Support the National Alliance on Mental Illness (NAMI) San Mateo County's NAMIWalks Event.

RECOMMENDATION:

Consistent with the Council’s direction, staff recommend that the City Council adopt a Resolution appropriating $5,000 from the General Fund Unassigned Fund Balance to support the National Alliance on Mental Illness (NAMI) San Mateo County’s NAMIWalks event.

FISCAL IMPLICATIONS:

Approval of the resolution authorizes a one-time appropriation of $5,000 from the General Fund Unassigned Fund Balance. Sufficient funds are available to cover this allocation. No ongoing fiscal impact is anticipated.

BACKGROUND:

NAMIWalks is NAMI’s longest-running signature fundraiser. Entering 2025, it ranks among the nation’s top 30 peer-to-peer events for the fourth consecutive year, after raising $14.7 million and registering 8,085 teams in the prior cycle. More than 160 community walks are presented by NAMI State Organizations and Affiliates nationwide. Funds raised directly support NAMI San Mateo County’s mission of education, advocacy, support, and public awareness.

In 2024, NAMI San Mateo County hosted nearly 300 educational and support group events and meetings serving more than 9,000 participants. While San Carlos is the 10th largest city in the county, participants from 94070 accounted for 13% of attendees—placing San Carlos among the top five communities served.

NAMI San Mateo County has also invited other cities on the peninsula to participate, including San Mateo, South San Francisco, Belmont, East Palo Alto, and Menlo Park. They have recently received grant funding from the City of Burlingame.

ANALYSIS:

In 2019, the City entered into an Endowment Agreement with the Community Foundation of San Carlos (“Community Foundation”), establishing a $2 million endowment to fund a grants program supporting community groups and individuals that contribute to the well-being of San Carlos. The Community Foundation, a California non-profit public benefit corporation, manages investment of the endowment and administers the grants program.

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Requests like NAMI’s would typically be routed through the Community Foundation grants process. However, due to the timing of the NAMIWalks event, staff recommend a one-time allocation from the City’s General Fund Unassigned Fund Balance to ensure timely support.

Future requests of this nature will be directed to the Community Foundation for consideration through its regular grants program.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution appropriating $5,000 from the General Fund Unassigned Fund Balance to Support the National Alliance on Mental Illness (NAMI) San Mateo County’s NAMIWalks event; or

2. Do not adopt a Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Rebecca Mendenhall, Administrative Services Director
Approved for submission by:
____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

2. NAMIWalks Request Letter

3. 2025 NAMIWalks SMC Sponsorship Brochure

4. NAMI California State Fact Sheet

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RESOLUTION NO. 2025 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS APPROPRIATING $5,000 FROM THE GENERAL FUND UNASSIGNED FUND BALANCE TO

SUPPORT THE NATIONAL ALLIANCE ON MENTAL ILLNESS (NAMI) SAN MATEO COUNTY’S NAMIWALKS EVENT.

WHEREAS, the National Alliance on Mental Illness (NAMI) San Mateo County advances education, advocacy, support, and public awareness for individuals and families affected by mental illness; and
WHEREAS, NAMIWalks is NAMI’s signature community fundraiser, with proceeds directly supporting local programming and services delivered by NAMI San Mateo County; and WHEREAS, in 2024 NAMI San Mateo County hosted nearly 300 educational and support group events and meetings serving more than 9,000 participants, and participants from the 94070 ZIP code (San Carlos) accounted for approximately 13% of attendees, placing San Carlos among the top five communities served; and
WHEREAS, the City Council finds that providing support to NAMIWalks will benefit the San Carlos community by promoting mental health education, awareness, and access to support services; and
WHEREAS, while community funding requests are typically routed through the Community Foundation of San Carlos grants program, due to the timing of the NAMIWalks event a one-time allocation from the City is appropriate to ensure timely support this year.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby approves the appropriation of $5,000 from the General Fund Unassigned Fund Balance to support the NAMI San Mateo County’s NAMIWalks event.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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1730 S. Amphlett Blvd., Suite 308
San Mateo, CA 94402
[email protected]
650-743-0059

August 13, 2025

Rebecca Mendenhall
Administrative Services Director
City of San Carlos
600 Elm Street
San Carlos, CA 94070

Dear Ms. Mendenhall,

I’m reaching out to invite you to partner with us for NAMIWalks San Mateo County 2025, taking place on Saturday, October 4, at Seal Point Park. This incredible event brings together our community to promote mental health awareness, reduce stigma, and raise funds for NAMI’s free mental health programs.

Your $5,000 sponsorship would directly support education, advocacy, and support services for individuals and families in our community affected by mental illness. Plus, it’s a great way to showcase your company’s commitment to mental health and community well-being.

Sponsorship benefits include brand visibility, on-site presence, and marketing exposure.

Please see the attached sponsorship brochure for details. Promotion materials will be sent for printing soon, and I would like to discuss possible opportunities for collaboration.

In 2024, NAMI San Mateo County hosted nearly 300 educational and support group events and meetings serving more than 9,000 participants. While San Carlos is the 10th largest city in the county, the percentage of participants hailing from 94070 was 13% and was in the top five of communities we served.

We have also invited other cities on the peninsula to participate, including San Mateo, South San Francisco, Belmont, East Palo Alto, and Menlo Park. We recently received grant funding from the City of Burlingame.

Thank you for your consideration.

Laura Parmer-Lohan
Executive Director

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San Mateo County
2025

SPONSORSHIP

OPPORTUNITIES

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About
To build community and
let people know they
are not alone
To raise funds for NAMI’s
free, top-rated mental
health programs
To promote awareness
of mental health and
reduce stigma
THREE pillars
to support
ONE goal:

NAMIWalks continues to reach new heights and celebrate record- breaking seasons and much of that is due to the generous contributions of our sponsors.

Your commitment makes a powerful difference within our mental health community, as it emphasizes that none of us are ever alone, and all of us are in this together. “Mental Health for All” is our vision and mantra and nobody wears that badge of honor more proudly than our sponsors! We are delighted to see that 2025 finds your company uniting proudly to fight stigma, support NAMI’s programs and culture of guidance, and bring newfound awareness to the resources available to everyone who needs our help.

Hope has a partner —
and it’s
NAMIWalks is NAMI’s oldest signature fundraiser and it enters 2025 as one of the nation’s Top 30 Peer-to-Peer events for the fourth straight year, after raising an unprecedented $14.7 million and registering a program high 8,085 teams. Over 160 community Walks are presented by NAMI State Organizations and NAMI Affiliates from coast to coast. United by our unique experiences, journeys and stories, NAMIWalks is a beautiful celebration of each of us - individuals with mental illness, their family, their loved ones, their community.

Funds raised directly support NAMI San Mateo County’s mission of education, advocacy, support and public awareness. We are grateful to our partners for helping to make our goal of Mental Health for All possible.

NAMIWalks San Mateo County
Saturday, October 4 at 9AM
Seal Point Park - 1901 J Hart Clinton
Dr, San Mateo, CA 94401
NAMIWalks San Mateo County | 2025 Sponsorship Opportunities

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• “Presented by” naming rights with logo included on select customized materials
• Walk Day video, filmed by the sponsor, shared on social media • Logo featured on the overview screen of the fundraising app:

Fundraise4NAMI
• Speaking opportunity at your local NAMIWalks event, during your choice of ceremony
• One dedicated electronic communication announcing sponsorship • Opportunity for sponsor-provided promotional giveaway in gift bags (quantity needed: 600)**
• Opportunity to provide company bio for Sponsorship page on local NAMIWalks website
• Logo in all scheduled participant electronic communications (minimum of 20)
• Opportunity to display company provided banner at your local NAMIWalks event
(must be approved by NAMI and be no larger than 4 x 6 feet) • Name included in press releases
• Logo on NAMIWalks poster*
• Premium exhibit space including table and tent at your NAMIWalks event
• Promotion on social media and/or in newsletters pre and post event (6 posts)
• Large logo recognition on NAMIWalks participant T-shirts* • Logo recognition on NAMIWalks event day signage*
• Logo recognition on local NAMIWalks website
NAMIWalks San Mateo County | 2025 Sponsorship Opportunities Presenting Sponsor
$15,000
Premier Sponsor
$10,000
• Opportunity for sponsor-provided promotional giveaway in gift bags (qty. needed: 600)**
• Opportunity to provide company bio for Sponsorship page on local NAMIWalks website
• Logo in all scheduled participant electronic communications (minimum of 20)
• Opportunity to display company provided banner at your local NAMIWalks event
(must be approved by NAMI and be no larger than 4 x 6 feet) • Name included in press releases
• Logo on NAMIWalks poster
• Exhibit space including table and tent at your NAMIWalks event • Promotion on social media and/or in electronic newsletters pre and post event (5 posts)
• Large logo recognition on NAMIWalks participant T-shirts* • Logo recognition on NAMIWalks event day signage*
• Logo recognition on local NAMIWalks website

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• Logo in all scheduled participant electronic communications (minimum of 20)
• Logo on NAMIWalks poster*
• Exhibit space including table at your NAMIWalks event • Promotion on social media and/or in newsletters pre and post event (4 posts)
• Medium logo recognition on NAMIWalks participant T-shirts* • Logo recognition on NAMIWalks event day signage*
• Logo recognition on local NAMIWalks website

• Exhibit space including table at your NAMIWalks event • Promotion on social media and/or in newsletters pre and post event (3 posts)
• Small logo recognition on NAMIWalks participant T-shirts* • Logo recognition on NAMIWalks event day signage*
• Logo recognition on local NAMIWalks website
*Please note: some benefits subject to print deadlines. ** Promotional materials should be received two weeks prior to event day. • Exhibit space including table at your NAMIWalks event • Promotion on social media and/or in newsletters pre and post event (2 posts)
• Name recognition on NAMIWalks participant T-shirts*
• Name recognition on NAMIWalks event day signage*
• Name recognition on local NAMIWalks website

• Name recognition on local NAMIWalks website
• Logo recognition on one NAMIWalks route sign*
Gold Sponsor
$7,500
Silver Sponsor
$5,000
Bronze Sponsor
$2,500
Supporter Sponsor
$1,000
NAMIWalks San Mateo County | 2025 Sponsorship Opportunities

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NAMIWalks is proud to help build better lives for people living in San Mateo County affected by mental health conditions. We are grateful to our partners for making this possible. *In order to be included on all print materials commitments must be made by Septebmer 4. **Promotional items must be received two weeks prior to event day to be included in gift bags

SPONSORSHIP TIERS OF IMPACT
at a glance
Presenting
$15,000
Premier
$10,000
Gold
$7,500
Silver
$5,000
Bronze
$2,500
Supporter
$1,000
“Presented by” naming rights with logo
included on select customized materials •
Walk Day video, filmed by the sponsor, shared
on social media •
Logo featured on the overview screen of the
fundraising app: Fundraise4NAMI •
Speaking opportunity at your local NAMIWalks
event, during your choice of ceremony •
One dedicated electronic communication
announcing sponsorship •
Opportunity for sponsor-provided promotional
giveaway in gift bags (quantity needed: 600)** • •
Opportunity to provide company bio for
Sponsorship page on local NAMIWalks website • •
Opportunity to display company-provided banner • •
Name included in press releases • •
Logo in all scheduled participant electronic
communications (minimum of 20) • • •
Logo on NAMIWalks poster* • • •
Exhibit space at your NAMIWalks event
Premium
Table &
Tent
Table &
Tent
Table Table Table
Promotion on social media and/or in
newsletters, pre and post event 6 5 4 3 2
Recognition on NAMIWalks participant T-shirts* Large
logo
Large
logo
Medium
logo
Small
logo
Name
Recognition on NAMIWalks event day signage* Logo Logo Logo Logo Name Recognition on local NAMIWalks website Logo Logo Logo Logo Name Name Logo recognition on one NAMIWalks route sign* •
NAMIWalks San Mateo County | 2025 Sponsorship Opportunities

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NAMI San Mateo County
650-667-1275 • www.namiwalks.org/sanmateo
[email protected] • Tax ID # 94-2650681
To learn more about NAMIWalks, visit www.namiwalks.org.

Terms and Conditions for all Sponsorship Levels
Sponsor warrants and represents that all its products and services comply with all applicable federal, state and local laws and regulations. NAMI has the right to immediately cancel this sponsorship agreement in the event that Sponsor has: a) Had its license(s) revoked by any governmental authority exercising jurisdiction over Sponsor; b) Sponsor has voluntarily surrendered its license(s) after being cited for misconduct by any governmental authority exercising jurisdiction over that party; c) Sponsor has been alleged to have willfully violated the laws, rules or regulations of any jurisdiction or any governmental authority exercising jurisdiction over Sponsor; d) Otherwise violated the terms of sponsorship, which will be determined at the sole discretion of NAMI.

SPONSORSHIP COMMITMENT FORM
Yes! We are proud to support the 2025 NAMIWalks San Mateo County event. We authorize NAMI to include our name and/or logo on all the materials and digital content for the event consistent with our sponsorship selection below.

Event Experience Sponsorship (Name) $
Company name:

Contact name:

Address:

City: State: Zip:

Phone: Fax: Website:

Email address:

Check enclosed (please make payable to NAMI San Mateo County) Credit card payments accepted online at www.namiwalks.org/sanmateo Please send an invoice
Yes, we plan to use our exhibit space on Walk Day (Bronze Sponsor and higher):

Walk Day contact name:

Walk Day contact email:

No, we do not plan to use our exhibit space on Walk Day (Bronze Sponsor and higher).

Yes, we would like to host a corporate team for NAMIWalks:

Team Captain name:

Team Captain email:

Presenting Sponsor $15,000
Premier Sponsor $10,000
Gold Sponsor $7,500
Silver Sponsor $5,000
Bronze Sponsor $2,500
Supporter Sponsor $1,000
PLEASE MAIL SPONSORSHIP CHECKS TO:

NAMI San Mateo County
1730 South Amphlett Blvd., Ste. 308
San Mateo, CA 94402
PLEASE EMAIL SPONSORSHIP LOGO TO:

Olivia Heffernan - [email protected]

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Mental Health in California
1 in 20 U.S. adults experience serious
mental illness each year.

In California, 1,243,000 adults have
a serious mental illness.

More than half of Americans report
that COVID-19 has had a negative
impact on their mental health.

In February 2021, 46.1% of adults in California
reported symptoms of anxiety or depression.

21.9% were unable to get needed counseling or therapy.

Californians struggle to get the help they need.

Of the 1,562,000 adults in California who
did not receive needed mental health care,

35.3% did not because of cost.
9,398,534 people in California live in a community that does not have enough mental health professionals.

Californians are over 5x more likely
to be forced out-of-network for mental
health care than for primary health care —
making it more difficult to find care and less
affordable due to higher out-of-pocket costs.

It is more important than ever to
build a stronger mental health
system that provides the care,
support and services needed to
help people build better lives. 5,566,000 adults in California have a mental health condition.

That’s more than 6x the population of San Francisco.
1 in 5 U.S. adults experience
mental illness each year.
396,000 Californians age 12–17
have depression.

7.8% of people in the state are uninsured.
1 in 6 U.S. youth aged 6–17 experience
a mental health disorder each year.

More than half of people with a mental
health condition in the U.S. did not receive
any treatment in the last year.
7 in 10 youth in the
juvenile justice system have
a mental health condition.

An inadequate mental health system affects individuals, families and communities.

NAMI California is part of NAMI, National Alliance on Mental Illness, the nation’s largest grassroots mental health organization dedicated to building better lives for the millions of Americans affected by mental illness.

This fact sheet was compiled based on data available in February 2021. For full citations, visit: nami.org/mhpolicystats.

High school students with depression
are more than 2x more likely to drop out
than their peers.
64% of Californians age 12–17 who have
depression did not receive any care in the
last year.
leading to over 2 million
jail bookings of people with
serious mental illness each year.
1 in 4 people with a serious
mental illness has been arrested
by the police at some point in their lifetime –
About 2 in 5 adults
in jail or prison have a
history of mental illness.
161,548 people in California are
homeless and 1 in 4 live with
a serious mental illness.

On average, 1 person in the U.S. dies by
suicide every 11 minutes.

In California, 4,491 lives were lost
to suicide and 1,232,000 adults had
thoughts of suicide in the last year.

Mental Health in California

CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Master Software Agreement with The Active Network, LLC for Recreation Management Software, Technical Services, Subscriptions and Associated Licenses for Single Sign-On Connectivity in the Amount of $5,700, and Authorizing the City Manager the Authority to Extend, Amend, and Approve Additional or Future Services as Needed Until the Software is Replaced.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution authorizing the City Manager to execute an agreement with The Active Network, LLC (“Active”) for the continued provision of the City’s recreation management software and related technical services, including the new single sign-on (SSO) integration and the ActiveNet Connect subscription module, along with authority to extend, amend, and approve additional related services or licenses under the City’s existing master agreement with Active, as needed.

FISCAL IMPLICATIONS:

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

Funding for the Active Network platform, new modules, and related services is included in the Parks & Recreation Department’s and Information Technology Division’s annual operating budgets, and costs are offset through transaction-based fees collected from program participants.

The current ActiveNet Connect subscription is quoted at $5,000 annually, with associated technical services for configuration, testing, and training totaling $700, invoiced annually. The SSO technical services schedule adds a one-time cost of $5,700.

BACKGROUND:

The City has relied on Active’s recreation management solutions since 2015, when the City Council approved replacing the legacy CLASS software system with ActiveNet, a secure, hosted solution. The ActiveNet platform has improved public access to online registration, facility reservations, mobile access, and secure payment processing, all while supporting the City’s goal to expand digital access to government services.

To keep pace with operational needs and security best practices, staff will implement SSO to streamline secure staff authentication and add the ActiveNet Connect module to strengthen integration, reporting, and overall system performance.

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Both enhancements are offered through new schedules under the City’s existing master agreement with Active, which has been in effect since December 10, 2015.

ANALYSIS:

The hosted ActiveNet system remains a critical business system for the Parks & Recreation Department. Its structure allows for modular improvements—such as SSO, advanced integration services, and new modules like ActiveNet Connect—without requiring a change in vendor or software platform.

The adoption of the Resolution will authorize the City Manager to approve these new schedules and the ability to enter into future amendments, extensions, and additional ActiveNet services as operational needs evolve, so long as costs remain within budget appropriations and procurement rules.

This flexible authority reduces redundant administrative processes, ensures continuity of core services, and allows staff to keep the system current with security, reporting, and operational enhancements needed to serve the community effectively.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution Authorizing the City Manager to Execute an Addendum to the Master Software Agreement with Active Network, LLC for Recreation Management Software, Technical Services, Subscriptions and Associated Licenses for SSO Connectivity in the Amount of $5,700, and Authorizing the City Manager the Authority to Extend, Amend, and Approve Additional or Future Services as Needed Until the Software is Replaced; or

2. Do not adopt a Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Amy Newby, Parks & Recreation Director
Approved for submission by:
_____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Resolution

2. Active Network Proposal

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RESOLUTION NO. 2025 – ____

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

AUTHORIZING THE CITY MANAGER TO EXECUTE AN ADDENDUM TO THE MASTER

SOFTWARE AGREEMENT WITH THE ACTIVE NETWORK, LLC FOR RECREATION

MANAGEMENT SOFTWARE, TECHNICAL SERVICES, SUBSCRIPTIONS AND

ASSOCIATED LICENSES FOR SINGLE SIGN-ON CONNECTIVITY IN THE AMOUNT OF $5,700, AND AUTHORIZING THE CITY MANAGER THE AUTHORITY TO EXTEND, AMEND,

AND APPROVE ADDITIONAL OR FUTURE SERVICES AS NEEDED UNTIL THE SOFTWARE IS REPLACED.

WHEREAS, in 2015 the Parks and Recreation Department replaced its registration software system with ActiveNet, a hosted recreation registration solution; and

WHEREAS, the ActiveNet platform has improved public access to online registration, reservations, mobile access, and secure payment processing; and

WHEREAS, to keep pace with operational needs and security best practices, staff will implement Single Sign-On (SSO) to streamline secure staff authentication; and

WHEREAS, staff will add the ActiveNet Connect module to strengthen integration, reporting, and overall system performance; and

WHEREAS, ActiveNet system remains a critical business system for the Parks & Recreation Department; and

WHEREAS, the adoption of the Resolution will authorize the City Manager to approve these new schedules and the ability to enter into future amendments, extensions, and additional ActiveNet services as operational needs evolve, so long as costs remain within budget appropriations and procurement rules.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby authorizes the City Manager to execute an addendum to the master software agreement with The Active Network, LLC for recreation management software, technical services, subscriptions, and associated licenses for single sign-on connectivity in the amount of $5,700, and authorizing the City Manager the authority to extend, amend, and add future services as needed until the software is replaced.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 25th day of August 2025, by the following vote:

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________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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Active reserves the right and may take additional measures to verify Client’s account which may consist of reviewing publicly available data and/ confirmation of Client provided information. Such verification measures will be completed in advance of remittance.

All fees described herein are in consideration of the Products that Active provides. Active and Client acknowledge that certain credit card network rules and laws prohibit imposing a surcharge that is based on the type of payment method used (e.g., having a different fee for the use of a credit card vs. debit card), and therefore, each agree not to impose such a surcharge on any End User.

The payment options we offer may include MasterCard, Visa, American Express and Discover.

If your order includes hardware, please note that all hardware orders have a 30-day return policy, and it is recommended that you inspect your purchases upon delivery.
*Sales tax and shipping not included in total price. Sales tax and shipping, where applicable, will be added to your invoice.

Capitalized terms used in this Schedule and not defined have the meaning set forth in the General Terms or Product Terms, as applicable.

USD 5,700.00Total Price
600 Elm Street
San Carlos, CA 94070 United States
Shipping Address
Emma LickoShipping Contact
600 Elm Street
San Carlos, CA 94070 United States
Billing Address
Emma LickoBilling Contact
San Carlos Information Technology DepartmentBilling Entity [email protected] Email
Christopher QuinonezOpportunity Owner
[email protected] Signatory
Email
Emma LickoSchedule Signatory
City of San CarlosCustomer Legal
Entity Name
USDCurrency
9/30/2025Quote Expiration
Date
7/1/2025Created Date
00138121Schedule #Three Alliance Center, 29th Fl.
3550 Lenox Rd. #3000
Atlanta, GA 30326
US
Company Address
This is a Schedule pursuant to that certain Service Agreement (Agreement) entered into between (Active) and City of San Carlos (Client) with an effective date as of 12/10/2015.

Product Product Type Description Quantity Total
Price*
Sales
Price
Total
Price
ACTIVENet Connect
(invoiced annually)
Subscription
Software 1 USD
5,000.00
USD
5,000.00 5,000.00
ACTIVENet Connect -
Technical Services
Professional
Service
* remote configuration, testing and training
* enablement of configuration testing and training on
application and associated reports
1 USD
700.00
USD
700.00 700.00
Docusign Envelope ID: 8F440975-B7A7-44F6-8DA1-AC8787711DDF

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Active Network, LLC
Signature:
______________________________________________________
Printed Name:
______________________________________________________
Title:
______________________________________________________
Date:
______________________________________________________
Customer Legal Entity
Signature:
______________________________________________________
Printed Name:
___________________________________________________
Title:
__________________________________________________________ Date:
__________________________________________________________ PO# (if applicable):
_______________________________________________
Schedule Acceptance Information
Docusign Envelope ID: 8F440975-B7A7-44F6-8DA1-AC8787711DDF Emma Licko

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Adopt Ordinance 1625 Approving San Carlos Municipal Code Amendment to Conform Chapter 3.14 - Public Projects, with Updated Bidding Threshold Amounts Under State Law.

RECOMMENDATION:

Staff recommend that the City Council adopt Ordinance 1625, approving San Carlos Municipal Code amendment to conform Chapter 3.14 – public projects, with updated bidding threshold amounts under state law.

FISCAL IMPLICATIONS:

There are no fiscal implications associated with this recommendation.

BACKGROUND:

On September 29, 2024, Governor Gavin Newsom approved Assembly Bill (AB) 2192, which amends portions of the California’s Uniform Public Construction Cost Accounting Act (“CUPCCAA” or “Act”). (Pub. Contract Code § 22000 et seq.) This amendment authorizes a public agency, which has, by resolution, elected to become subject to uniform construction cost accounting procedures to utilize alternative bidding procedures when contracting for public projects.

AB 2192 expands the definition of “Public Project” to include installations involving any publicly owned, leased, or operated facility.

AB 2192 increases the monetary limits of Public Projects subject to CUPCCA are as follows:
For Public Projects of $75,000 or less, the public agency may perform the project by the employees of a public agency by force account, by negotiated contract, or by purchase order (this is an increase for the former limit of $60,000 or less). For Public Projects of $220,000 or less, the public agency may award the project by informal bidding procedures (this is an increase from the former limits of $200,000 or less). For Public Projects of $220,000 or more, the public agency may award the project by formal bidding procedures.
In the event all the bids are in excess of $220,000, the governing body of a public agency may award the contract at $235,000 or less to the lowest bidder if it determines the cost estimate of the public agency was reasonable.

At its August 11, 2025 meeting, the City Council introduced Ordinance No. 1625 (Attachment 1) amending the Municipal Code to update bidding threshold amounts under states law.

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ANALYSIS:

Staff recommended that the City Council adopt this ordinance amendment to increase the thresholds as allowed under the CUPCCA. With the increasing cost of construction, raising these thresholds will result in a more efficient process for contracts under the updated amounts.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt Ordinance 1625 approving San Carlos Municipal Code amending to conform Chapter 3.14 – public projects, with updated bidding threshold amounts under state law; or

2. Do not adopt Ordinance 1625; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Gregory Rubens, City Attorney
Approved for submission by:
____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. Ordinance 1625
Exhibit A to Ordinance 1625 – Amendments to Chapter 3.14 (Redlined)

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ORDINANCE NO. 1625

AN ORDINANCE OF THE CITY OF SAN CARLOS

APPROVING THE SAN CARLOS MUNICIPAL CODE AMENDMENT TO
CONFORM CHAPTER 3.14 - PUBLIC PROJECTS, WITH UPDATED
BIDDING THRESHOLD AMOUNTS UNDER STATE LAW.

SECTION 1. Findings. The City Council of the City of San Carlos does hereby finds and declares as follows:

WHEREAS, on September 29, 2024, Governor Gavin Newsom approved Assembly Bill (“AB”) 2192, which amends portion of the California’s Uniform Public Construction Cost Accounting Act (“CUPCCAA” or “Act”). (Pub. Contract Code § 22000 et seq.); and WHEREAS, this amendment authorizes a public agency, which has, by resolution, elected to become subject to uniform construction cost accounting procedures to utilize alternative bidding procedures when contracting for public projects; and
WHEREAS, AB 2192 expands the definition of “Public Project” to include installations involving any publicly owned, leased, or operated facility; and WHEREAS, AB 2192 increases the monetary limits of Public Projects subject to CUPCCA are as follows:
For Public Projects of $75,000 or less, the public agency may perform the project by the employees of a public agency by force account, by negotiated contract, or by purchase order (this is an increase for the former limit of $60,000 or less). For Public Projects of $220,000 or less, the public agency may award the project by informal bidding procedures (this is an increase from the former limits of $200,000 or less).
For Public Projects of $220,000 or more, the public agency may award the project by formal bidding procedures.
In the event all the bids are in excess of $220,000, the governing body of a public agency may award the contract at $235,000 or less to the lowest bidder if it determines the cost estimate of the public agency was reasonable.

NOW, THEREFORE BE IT RESOLVED that City Council of the City of San Carlos hereby approves the Municipal Code Ordinance amendment attached as Exhibit A.

SECTION 2: CEQA. This Ordinance is exempt from additional environmental review pursuant to California Environmental Quality Act (“CEQA”) Guidelines Section 15061(b)(3); under the general rule that CEQA applies only to projects, which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

SECTION 3: Severability. The City Council hereby declares that it would have passed this Ordinance sentence by sentence, paragraph by paragraph, and section by section, and does hereby declare that any provisions of this Ordinance are severable and if for any reason any sentence, paragraph or section of this Ordinance shall be held invalid, such decision shall not affect the validity of the remaining parts of this Ordinance.

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SECTION 4: Publication and Effective Date. This Ordinance shall be published and posted according to law and shall take effect and be in force from and after 30 days after its passage and adoption.
* * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Ordinance was introduced on the 11th day of August, 2025 and passed and adopted as an Ordinance of the City Council of the City of San Carlos at a regular meeting thereof held on the 25 th day of August, 2025 by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
____________________________
MAYOR of the City of San Carlos
Exhibit A: Amendments to Chapter 3.14 – Public Projects (Redlined) AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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2 8
0 6
Chapter 3.14

PUBLIC PROJECTS
Sections:

3.14.010 Definitions.

3.14.020 Formal bid—Public projects more than two hundred twenty thousand dollars ($200,000$220,000).

3.14.030 Informal bid—Public projects of more than sixty seventy-five thousand dollars ($60,000$75,000) to two hundred twenty thousand dollars ($200,000$220,000).

3.14.040 Public projects—Sixty Seventy-five thousand dollars ($60,000$75,000) or less.

3.14.010 Definitions.

A. “Public facility” means any plant, building, structure, ground facility, utility system, real property, streets and highways or other public work improvement, owned, leased, or operated by the City of San Carlos, a municipal corporation.

B. “Public project” means any of the following:

1. Construction, reconstruction, erection, alteration, renovation, improvement, demolition and repair work involving any publicly owned, leased or operated facility.

2. Painting or repainting any publicly owned, leased or operated facility.

3. “Public project” does not include maintenance work such as routine, recurring work for the preservation of a publicly owned facility; minor repainting; landscape maintenance; or resurfacing streets at less than one inch. (Ord. 1452 § 2 (part), 2012)

3.14.020 Formal bid—Public projects more than two hundred twenty thousand dollars ($200,000$220,000).

Public projects with an estimated value exceeding two hundred twenty thousand dollars ($200,000$220,000 or more) shall be by written contract with the lowest responsible bidder, except as otherwise provided herein. (Ord. 1612 § 1 (Exh. A), 2024; Ord. 1452 § 2 (part), 2012)

3.14.030 Informal bid—Public projects of more than sixty seventy-five thousand dollars ($60,000$75,000) to two hundred twenty thousand dollars ($220,000$200,000).

Public projects with a value in the amount of more than sixty seventy-five thousand dollars ($60,000$75,000) to two hundred twenty thousand dollars ($200,000$220,000) shall be governed by the informal bid procedures as follows:

A. A list of qualified contractors, identified according to categories of work, shall be developed and maintained by the Director of Public Works in accordance with the provisions of Section 22034 of the Public Contract Code and criteria promulgated from time to time by the California Uniform Construction Cost Accounting Commission.

B. Where a public project is to be performed, a notice inviting informal bids shall be mailed to all contractors for the category of work to be bid, as shown on the list developed in accordance with subsection A of this section, and to all construction trade journals as specified by the California Uniform Construction Cost Accounting Commission in accordance with Section 22036 of the Public Contract Code; provided, however:

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2 8
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1. If there is no list of qualified contractors maintained by the City for the particular category of work to be performed, the notice inviting bids shall be sent only to the construction trade journals specified by the California Uniform Construction Cost Accounting Commission.

2. If the product or service is proprietary in nature such that it can be obtained only from a certain contractor or contractors, the notice inviting informal bids may be sent exclusively to such contractor or contractors.

3. Notices shall be mailed at least ten (10) calendar days before bids are due.

4. The notice shall describe the project in general terms; how to obtain more information; and state the time and place for submission of bids.

5. The City Manager, Administrative Services Director and Director of Public Works or their designees shall have the authority to award informal bids.

C. If all bids received are in excess of two hundred twenty thousand dollars ($200,000$220,000), the City Council may by four-fifths (4/5) vote pass a resolution awarding the informal contract to the lowest responsible bidder, provided:

1. The Council determines that the original cost estimate by the City was reasonable.

2. The contract is for two hundred thirty-five twelve thousand five hundred dollars ($212,500$235,000) or less. (Ord. 1612 § 1 (Exh. A), 2024; Ord. 1452 § 2 (part), 2012)

3.14.040 Public projects—Sixty Seventy-five thousand dollars ($60,000$75,000) or less.

Public projects of sixty seventy-five thousand dollars ($60,000$75,000) or less may be performed by the employees of the City by force account, by negotiated contract, or by purchase order without formal or informal bid procedures. (Ord. 1612 § 1 (Exh. A), 2024; Ord. 1452 § 2 (part), 2012)

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CITY COUNCIL

STAFF REPORT

MEETING DATE: August 25, 2025
ITEM TITLE: Receive an Update on 2024 Police Services.

RECOMMENDATION:

Staff recommend that the City Council receive an update on 2024 Police Services.

FISCAL IMPLICATIONS:

There is no expected fiscal impact from this report.

BACKGROUND:

The San Carlos Bureau (Bureau) of the San Mateo County Sheriff’s Office (SMCSO) has been providing law enforcement services to the City of San Carlos since October 2010. A provision of the contract requires the Sheriff’s Office to submit a report to the City Council, providing an overview of police services and an annual summary of crime data. This report will satisfy that requirement.

In 2024, Captain Mark Myers established strategic goals for police services, focusing on traffic safety and enforcement, and implemented additional initiatives to address traffic-related concerns. As a result, traffic collisions have decreased in the City of San Carlos. He also prioritized fostering community engagement by introducing two informative events in 2024:
"Coffee with a Motor," where residents can discuss traffic-related questions, and a “Town Hall Meeting” for open discussions on various community issues. Additionally, there was a focus on upgrading technology within the Bureau, which has helped identify and arrest more individuals while enhancing the efficiency of our personnel through the introduction of more innovative technology.

The 2024 report will provide a thorough and detailed overview of important public interest information, encompassing crime trends, traffic statistics, and a comprehensive summary of community initiatives and involvement. This report aims to demonstrate our ongoing efforts and strong commitment to transparency and accountability in our operations.

The Bureau remains dedicated to responsibly utilizing technology and various tools. We believe that leveraging these resources is vital for effectively protecting our community while enhancing overall safety measures. Additionally, we have significantly increased our efforts to invest in our staff through new wellness initiatives, such as mental health support programs, fitness activities, and work-life balance resources. We also offer comprehensive professional development opportunities, including training workshops, leadership programs, and educational resources, to empower our staff and enhance their skills in serving the community more effectively.

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CRIME ANALYSIS

Crime Summary:

The National Incident-Based Reporting System (NIBRS) offers a comprehensive collection of demographic data regarding both victims and offenders, including critical details such as age, race, and ethnicity. This level of detail was previously unavailable through the Uniform Crime Reporting (UCR) system, limiting the understandi ng of crime dynamics within various communities.

In addition to demographic information, NIBRS documents hate crimes in a systematic manner, capturing essential details such as when and where the crime took place, the specific characteristics of the victim (including gend er and sexual orientation), and whether law enforcement made an arrest following the incident.

Furthermore, NIBRS collects extensive data on relationships between victims and offenders, the motivations behind any bias present during the crime, involvement with gangs, and indications of suspected drug and alcohol use by the offender at the time of the crime.

These enhancements in data collection and reporting will result in a much richer and more transparent approach to understanding crime. They will enable law enforcement agencies, policymakers, and the public to better analyze crime trends and address the root causes of criminal behavior in communities across the nation.

For additional information on NIBRS visit:
https://www.fbi.gov/how-we-can-help-you/more-fbi-services-and-information/ucr/nibrs

For offense definitions visit:
https://ucr.fbi.gov/nibrs/2018/resource-pages/nibrs_offense_definitions-2018.pdf

Group A Offenses:

Crimes Against Persons
Number of Cases
2023
Number of Cases
2024
Homicide Offense
Murder/Non-Negligent Manslaughter 0 0
Negligent Manslaughter 1 0
Justifiable Homicide 0 0
Sexual Offenses (Non-Consensual)
Forcible Rape 7 8
Forcible Sodomy 2 0
Sexual Assault with An Object 4 0
Forcible Fondling 7 5
Assault Offenses
Aggravated Assault 23 17
Simple Assault 63 65
Intimidation 14 18
Kidnapping/Abduction 4 6
Sex Offenses (Consensual)
Incest 0 0
Statutory Rape 1 0

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Human Trafficking
Commercial Sex Acts 0 0
Involuntary Servitude 0 0
Crimes Against Persons Total 126 119

Group A Offenses:

Crimes Against Property
Number of Cases
2023
Number of Cases
2024
Robbery 9 12
Burglary/Breaking & Entering 80 95
Larceny/Theft Offenses
Pocket Picking 7 17
Purse Snatching 7 5
Shoplifting 105 109
Theft from Building 28 29
Theft from Coin Operated Machine 0 1
Theft from Motor Vehicle 87 79
Theft of Motor Vehicle Parts or Accessories 69 37
All other Larceny 72 89
Motor Vehicle Theft 57 69
Arson 2 2
Destruction of Property 100 93
Counterfeiting/Forgery 12 11
Fraud Offenses
False Pretenses 52 54
Credit Card/ATM Fraud 28 19
Impersonation 15 24
Welfare Fraud 0 0
Wire Fraud 0 0
Embezzlement 5 0
Extortion/Blackmail 1 1
Bribery 0 0
Stolen Property Offenses 35 11
Crimes Against Property Total 771 757

Group A Offenses:

Crimes Against Society
Number of Cases
2023
Number of Cases
2024
Drug/Narcotic Violations 116 67
Drug/Narcotic Equip. Violations 132 69
Betting/Wagering 0 0
Operating/Promoting/Assisting Gambling 0 0
Gambling Equipment Violations 0 0
Sports Tampering 0 0
Pornography/Obscene Material 7 2
Prostitution 1 0
Assisting or Promoting Prostitution 1 0

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132
776
276
126
771
280
119
757
149
0 100
200
300
400
500
600
700
800
900
Crimes Against Persons Crimes Against Property Crimes Against Society Group A Offenses
2022
2023 2024
Purchasing Prostitution 0 0
Weapons Law Violation 23 11
Animal Cruelty 0 0
Crimes Against Society Total 280 149

Below is a graph of the City of San Carlos’ Group A Offenses for the past three years:

Crime Trends:

Crimes Against Persons

Analysis of crime statistics for the reporting period indicates that the total number of Crimes Against Persons decreased by 6% in 2024 compared to the same period in 2023. Below is a breakdown of the offenses:

Increases:

Forcible Rape Increased by 14% (1 incident) in 2024
Simple Assault Increased by 3% (2 incidents) in 2024
Intimidation Increased by 29% (4 incidents) in 2024
Kidnapping/Abduction Increased by 50% (2 incidents) in 2024

Decreases:

Negligent Manslaughter Decreased by 100% (1 incident) in 2024 Forcible Sodomy Decreased by 100% (2 incidents) in 2024 Sexual Assault with an Object Decreased by 100% (4 incidents) in 2024 Forcible Fondling Decreased by 29% (2 incidents) in 2024 Aggravated Assault Decreased by 26% (6 incidents) in 2024 Statutory Rape Decreased by 100% (1 incident) in 2024

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No Change:

Murder/Non-Negligent Manslaughter
Justifiable Homicide
Incest
Commercial Sex Acts
Involuntary Servitude

Crimes Against Property

Analysis of crime statistics for the reporting period indicates that the total number of Crimes Against Property decreased by 2% in 2024 compared to the same period in 2023. Below is a breakdown of the offenses:

Increases:

Robbery Increased by 33% (3 incidents) in 2024
Burglary/Breaking & Entering Increased by 19% (15 incidents) in 2024 Motor Vehicle Theft Increased by 21% (12 incidents) in 2024 Fraud Offenses Increased by 2% (2 incidents) in 2024

Decreases:

Larceny/Theft Offenses Decreased by 2% (9 incidents) in 2024 Destruction of Property Decreased by 7% (7 incidents) in 2024 Counterfeiting/Forgery Decreased by 8% (1 incident) in 2024 Embezzlement Decreased by 100% (5 incidents) in 2024
Stolen Property Offenses Decreased by 69% (24 incidents) in 2024

No Change:

Arson
Extortion/Blackmail
Bribery

Crimes Against Society:

Analysis of crime statistics for the reporting period indicates that the total number of Crimes Against Society decreased by 47% in 2024 compared to the same period in 2023. Below is a breakdown of the offenses:

Increases:

There were no increases noted.

Decreases:

Drug/Narcotic Violations Decreased by 42% (49 incidents) in 2024 Drug/Narcotic Equip. Violations Decreased by 48% (63 incidents) in 2024 Pornography/Obscene Material Decreased by 71% (5 incidents) in 2024 Prostitution Decreased by 100% (1 incident) in 2024

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67%
15%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Crimes Against Persons Crimes Against Property Crimes Against Society Clearance Rates
2024
Assisting or Promoting Prostitution Decreased by 100% (1 incident) in 2024 Weapons Law Violation Decreased by 52% (12 incidents) in 2024

No Change:

Betting/Wagering
Operating/Promoting/Assisting Gambling
Gambling Equipment Violations
Sports Tampering
Purchasing Prostitution

Clearance Rates:

Below is a graph of the 2024 clearance rates for Group A Offenses in San Carlos.

Group A offenses under NIBRS can be cleared through arrest or exceptional means. An incident can be cleared by arrest if one offense is part of a multiple-offense incident. Offenses may also be closed administratively.

1) Cleared by Arrest – An incident cleared by arrest must meet the following conditions:
a) At least one suspect is arrested
b) The arrestee is charged with the commission of the offense c) The arrestee is turned over to the court system for prosecution and adjudication

2) Cleared by Exceptional Means – The following four conditions must be met to clear an offense by this category:
a) Clearly and definitely established the identity of at least one offender b) Sufficient probable cause to support an arrest, charge, and turn the offender over to the court for prosecution

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c) The offender’s exact location must be identified so that they may be taken into custody d) Circumstances outside the control of law enfor cement that prevent the arrest, charge, and prosecution of the offender. Examples of exceptional clearance include but are not limited to, the following: (1) Death of the offender, (2) Victim’s refusal to cooperate with the prosecution after the offender has been identified, (3) Prosecution declined for a reason other than lack of probable cause

The clearance rates are calculated by dividing the number of crimes cleared by the total number of crimes recorded and then multiplying the result by 100.

Arrest Trends:

1,724 464
Original Reports Documented Total Arrests in 2024 in 2024

Analysis of arrests for the reporting period indicates that the total number of arrests decreased by 32% in 2024 compared to 2023.

ARRESTS 2023 2024
JANUARY 57 52
FEBRUARY 60 26
MARCH 67 44
APRIL 50 43
MAY 64 35
JUNE 83 49
JULY 66 30
AUGUST 53 49
SEPTEMBER 60 36
OCTOBER 49 34
NOVEMBER 39 37
DECEMBER 38 29
TOTAL 686 464

PUBLIC SAFETY COMMUNICATIONS (DISPATCH)

The communications center handles both 911 and non-emergency calls from the public and provides dispatch services to the City of San Carlos. Dispatchers play a vital role in connecting with our community. Along with communicating with deputies and bureau staff, dispatchers direct

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4:09
3:54
4:07
4:02 4:03
4:10
4:17 4:16
4:07
4:23
4:21
3:36
3:43
3:50
3:57
4:04
4:12
4:19
4:26
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Emergency Response Times
the appropriate resources, such as medical aid and law enforcement, to emergencies and other service calls.

RESPONSE TIMES:

The graph below illustrates our response times to emergency calls for service in the City of San Carlos over the past ten years. Emergency calls are categorized as “Immediate” (Priority 1) calls that require an urgent response, particularly when the presence of law enforcement is deemed essential for saving a life.

According to the Department of Justice, numerous studies indicate that if police respond to a call involving a crime within five minutes, the likelihood of making an arrest is 60 percent. However, if the response time exceeds five minutes, the probability of arrest drops to approximately 20 percent.

We are proud to report that our average response times to emergency calls consistently remain well below five minutes. These response times are exceptional by any standard and are critical to ensuring community safety.

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The data used for this a
nalysis was obtained from Business Objects, which extracts information from Versaterm. Versaterm is the system utilized by San Mateo County Public Safety Communications (PSC) for computer-aided dispatch (CAD).

This analysis focuses on comparing calls for service and aims to evaluate their volume and nature, identifying trends in service requests.

CALLS FOR SERVICE 2022 2023 2024
Illegal Fireworks 94 70 70
CALLS FOR SERVICE 2022 2023 2024
Shoplifting 82 111 121
CALLS FOR SERVICE 2022 2023 2024
Follow Up 857 768 845
CALLS FOR SERVICE 2022 2023 2024
Noise Complaint 241 211 185
CALLS FOR SERVICE 2022 2023 2024
Construction Noise 100 154 119
INVEST

IGATIONS BUREAU
The Investigations Bureau is composed of a team of expertly trained and specialized personnel who use their expertise to conduct crucial investigations into crimes that affect San Carlos. While only two detectives from the bureau are assigned to S an Carlos, it is important to note that they have access to the entire bureau's resources to investigate any crime.

Investigative case highlights for 2024 are as follows:

1. Home Cons
ignment Robbery Series:

On September 25, 2024, at 14:56 hours, there was a smash-and-grab robbery involving hammers at the Home Consignment located at 1123 Industrial Rd in San Carlos. Three masked men entered the store by smashing a door, then ran to the jewelry area and began knocking over display cases and smashing them with hammers. This was the second smash-and-grab robbery at this Home Consignment this year, with the same elderly employee being the victim. The CALLS FOR SERVICE:

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getaway vehicle was a Honda Accord with stolen license plates. On September 24, 2024, the Milpitas Police Department had a similar atte mpted robbery involving a Honda Accord with a different stolen license plate, but it matched the description of the San Carlos robbery. Milpitas PD detectives assisted the sheriff's office detectives with search warrants and cell phone records.

Detectives learned of a cellular device that was present at both the San Carlos and Milpitas robberies. A suspect lead was developed, and an arrest warrant was issued. Additionally, a search warrant was authorized for the suspect’s residence, and detectives found clothing matching one of the suspects from the video, al ong with a unique piece of jewelry confirmed to belong to the Home Consignment Store in San Carlos.

This suspect is believed to be part of a robbery crew and is connected to another Home Consignment robbery that took place in San Raf ael in early September 2024. This case is still under active investigation to identify the other suspects. The 18-year-old suspect, Tyrone T. Hill, was arrested and booked at the Maguire Correctional Facility for robbery, burglary, and grand theft.

2. Organized Retail Theft and Dismantling of Fencing Operation in SF and Oakland (San Carlos REI):

On May 17, 2024, three suspects entered REI in San Carlos and stole $12,000 worth of jackets.

On June 11, 2024, the same suspect returned to the San Carlos REI and stole $1,400 worth of jackets. Working closely with REI retail theft investigators, some of the suspects were identified.

The main suspect, Clifford Mason, has been linked to 29 different thefts from REI stores in Northern California between September 2023 and June 2024, resulting in over $100,000 in losses for REI. Clifford Mason was arrested in Millbrae on June 18, 2024, for a warrant. Detectives obtained a search warrant for Mason’s cell phone, and a large amount of digital evidence was found, linking Mason to multiple thefts and leading detectives to identify a fencer. At this stage, due to the number of REI thefts in which Mason had been involved, California Department of Justice investigators began assisting San Mateo County Sheriff’s detectives. Using the digital evidence, detectives identified the fencer and his vehicle.

Detectives have identified the fencer as a San Francisco resident. Over several months, detectives and DOJ agents conducted surveillance on this fencer and observed him purchasing stolen property in San Francisco. Detectives then undertook an undercover controlled sale to this fencer using REI jackets. They were able to identify the storage units and a flea market vendor stand operated by the fencer to sell stolen goods. In November 2024, detectives with the SMCSO and agents from the California Department of Justice (“CA DOJ”) executed a search warrant for multiple storage lockers and apartments. Multiple retailers assisted in identifying stolen property, including REI, TJ Maxx, Macy's, Nike, Williams Sonoma, Dick's Sporting Goods, Lululemon, Ulta Beauty, and Target. A total of $137,427.08 in stolen merchandise was recovered. The main fencer, identified as Narro Herrea Ponte of San Francisco, was arrested by DOJ agents. A second fencer was identified as Jorge Calle Lopez of San Francisco. Both fencers are neighbors and share storage lockers at the same storage facility. They also both operate flea market vendor stands at Laney College in Oakland. The California Department of Justice State Attorney General has adopted this case for prosecution.

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Abandoned
Vehicles Tagged
Abandoned
Vehicles Towed

COMMUNITY SERVICES OFFICERS

28 441 120 Total Reports Written

2,023 Total Parking Citations Issued 798 Calls Responded

In San Carlos, Community Services Officers (CSOs) work alongside sworn personnel to ensure the police bureau operates efficiently. These non-sworn individuals handle service calls that do not require the presence of an armed deputy, allowing sworn officers to concentrate on more urgent matters.

CSOs also actively engage with the community, participating in events such as Hometown Days, the Art and Wine Faire, and the Night of Holiday Lights. In 2024, they collaborated with the Bureau on various duties, including conducting community outreach with downtown businesses and residents, investigating vandalism, enforcing traffic and parking ordinances, towing abandoned vehicles, managing traffic control, and issuing citations for parking and equipment violations.

Additionally, they played a vital role in assisting deputies by collecting non-suspect information, taking reports on non-violent crimes, and participating in local DUI checkpoints.

CSOs are essential in effectively managing and responding to Inform San Carlos entries submitted by residents. Each entry, which may r eport issues such as safety concerns or other community needs, receives attention from the CSOs. They either provide a detailed resolution through direct communication or conduct onsite visits to evaluate the situation firsthand. This proactive approach ensures that residents’ concerns are addressed promptly and thoroughly.

Below is a summary of the total number of Inform San Carlos entries that the CSOs completed in 2024, highlighting their dedication to community service and engagement:

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REQUEST TYPE 2024
Abandoned Vehicle 401
Graffiti/Vandalism 23
Parking Concerns 82
General Traffic Concerns 29

MOTOR UNIT

The City of San Carlos currently has two dedicated motorcycle traffic deputies who work full-time in traffic enforcement, Monday through Friday. Throughout 2024, these deputies have been involved in several key initiatives, including operations focused on bicycle and pedestrian safety, sobriety and driver’s license checkpoints, and distracted driving enforcement. Some of their duties include:

Traffic Enforcement:
 Enforcing traffic laws and regulations, including speed limits, seat belt use, and driving under the influence
 Conducting traffic stops to ensure compliance with laws and issuing citations for violations such as expired registrations or reckless driving
 Handling accident reports and investigations, gathering evidence, interviewing witnesses, and documenting the scene to ensure accurate reporting and accountability

Patrol Duties:
 Regularly patrolling assigned areas, including bike trails, public parks, residential neighborhoods, and commercial shopping centers, to promote safety  Maintaining a visible presence in these areas to deter crime and enhance community confidence in law enforcement

Traffic Management:
 Managing traffic flow in high-volume areas, particularly during peak hours and special events, to minimize congestion and ensure safe passage for all vehicles and pedestrians  Controlling traffic during parades, festivals, and other large gatherings by setting up barricades, directing vehicles, and ensuring public safety

Other Responsibilities:
 Participating in traffic education and awareness programs that inform the public about safe driving practices, the dangers of distracted driving, and the importance of obeying traffic signals
 Providing escorts for VIPs and dignitaries during special events, ensuring their safety and smooth transit through busy areas
 Responding promptly to emergency calls related to traffic incidents or public safety issues to provide immediate assistance and support

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TRAFFIC TRENDS AND RESPONSES

Traffic enforcement in San Carlos is a collaborative effort involving deputies, motor deputies, and community service officers. The primary goal is to reduce traffic-related fatalities and injuries. This is accomplished through a combination of educ ation, engineering, and enforcement aimed at addressing hazardous driving behaviors.

Below is a table comparing traffic statistics for the years 2023 and 2024:

San Carlos Traffic Data
2023 2024
# of traffic crashes 133 128
# of persons killed in traffic crashes 1 1
# of persons injured in traffic crashes 76 72
# of pedestrians killed in traffic crashes 1 0
# of pedestrians injured in traffic crashes 9 9
# of bicyclist killed in traffic crashes 0 1
# of bicyclist injured in traffic crashes 9 3
# of persons killed in DUI crashes 0 0
# of persons injured in DUI crashes 9 5
# of hit-and-run fatal crashes 1 0
# of hit-and-run injury crashes 5 7
*The figures provided above reflect data reported to the Bureau and do not include traffic crashes that did not result in a report

DISCUSSION:

In 2024, the total number of traffic crashes decreased by 3.75% compared to the previous year, 2023. This downtrend highlights ongoing efforts to promote road safety and enhance driver awareness. Notably, the number of individuals injured in traffic crashes has also shown consistent declines, reflecting improved safety measures and driving behaviors. Similarly, the data reveals a marked reduction in injuries among bicyclists involved in accidents, an encouraging indication of safer cycling conditions and increased enforcement of bicycle safety laws. Furthermore, there has been a decline in injuries resulting from DUI-related crashes, underscoring the effectiveness of campaigns aimed at raising public awareness about the dangers of driving under the influence.

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Unsafe Turn or Lane Change
Speeding
Driving Under the Influence of Alcohol

However, it is worth noting a slight increase in the number of hit-and-run injury crashes, which rose by two incidents from 2023 to 2024. Overall, while the statistics reveal positive trends in road safety, there remain areas requiring ongoing attention and intervention.

Below is a table comparing traffic statistics across different Sheriff’s Office jurisdictions.

Sheriff’s Office Traffic Data
San
Carlos
Half Moon
Bay Millbrae Woodside Portola
Valley
# of traffic crashes 128 55 108 49 9
# of persons killed in traffic
crashes 1 0 0 0 0
# of persons injured in traffic
crashes 72 33 56 49 8
# of pedestrians killed in
traffic crashes 0 0 0 0 0
# of pedestrians injured in
traffic crashes 9 2 18 1 0
# of bicyclist killed in traffic
crashes 1 0 0 0 0
# of bicyclist injured in traffic
crashes 3 2 3 9 1
# of persons killed in DUI
crashes 0 0 0 0 0
# of persons injured in DUI
crashes 5 1 3 0 2
# of hit-and-run fatal crashes 0 0 0 0 0
# of hit-and-run injury crashes 7 0 8 0 0

When comparing the city of San Carlos to other jurisdictions served by the Sheriff's Office, it is clear that San Carlos faced significant traffic safety challenges in 2024. The city recorded the highest number of traffic crashes, totaling 128, with 72 individuals injured. Additionally, San Carlos had the most injuries to pedestrians involved in DUI accidents and the second highest number of injuries from hit-and-run incidents. Tragically, it was also the only city to report a fatality involving a bicyclist.

In light of these statistics, the San Carlos Police Bureau is dedicated to improving roadway safety for all users—pedestrians, cyclists, and drivers. They actively analyze areas with high traffic collisions and implement targeted strategies to address safety concerns, with the goal of reducing accidents and injuries in the community. While our deputies respond as quickly as possible, discussions about increasing the number of tra ffic deputies or exploring modern solutions are essential to effectively reducing collisions within the city.

TOP THREE PRIMARY COLLISION FACTORS IN 2024:

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TRAFFIC ENFORCEMENT STRATEGIES:

The City of San Carlos employs a comprehensive strategy for traffic safety in collaboration with the Sheriff's Office and other City staff. This strategy consists of three key components: education, enforcement, and engineering.

To enhance traffic enforcement, two full-time motorcycle deputies are assigned specifically to San Carlos, working Monday through Friday. These deputies participate in the Saturation Traffic Enforcement Program (S.T.E.P.) on a rotating basis, enabling a team of four to five motorcycle deputies to conduct targeted traffic enforcement together. Additionally, the remaining three deputies on each shift, who are assigned to patrol, also assist with traffic enforcement whenever possible.

Community members have various channels through which they can report traffic complaints.

They can use the online platform Inform San Carlos, contact or visit the police bureau, or engage with a deputy in the field. All complaints are logged, reviewed, and posted on the patrol board to facilitate complaint-driven traffic enforcement.

To address community concerns effectively, the Sheriff’s Office collaborates with the Department of Public Works and the City Engineer. Together, they develop a strategic plan based on engineering assessments and traffic survey findings to guide traffic enforcement efforts.

As part of our commitment to traffic safety, our office prioritizes public safety education by participating in campaigns sponsored by the National Highway Traffic Safety Administration (NHTSA). We collaborate with the California Office of Traffic Safety to engage in various campaigns throughout the year.

Moreover, the Sheriff's Office participates in the Countywide Saturation Traffic Enforcement Program (S.T.E.P.), an initiative with other local agencies aimed at improving traffic safety and awareness in problematic areas of San Mateo County. These events take place twice a year in the City of San Carlos, resulting in a significant number of traffic stops and citations through coordinated efforts.

The police bureau also operates electronic mess age boards that display speed data. These message boards help raise driver awareness about speed-related issues. Additionally, speed surveys are conducted to gather speed data, which is crucial for addressing resident complaints and increasing deputy presence in areas that require more enforcement.

PEDESTRIAN AND BICYCLE COLLISION DATA:

Pedestrian and bicycle safety have consistently been a top priority for the Bureau. In 2024, we noted a slight decline in pedestrian collisions, reflecting our ongoing efforts to improve safety measures. Unlike those traveling in
vehicles, bicyclists and pedestrians face greater
vulnerability due to the lack of physical protection in the event of an accident. To address this, multiple targeted pedestrian operations have been conducted in San Carlos, utilizing decoys to gather data and enforce traffic laws effectively. These operations aim to deter unsafe
behaviors and enhance compliance with traffic regulations. 11 5
8 11
10 0
2 4
6 8
10 12
Auto/Pedestrian
Collisions
2020
2021
2022
2023
2024

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We are committed to continuously raising awareness about the rights and responsibilities of all road users—drivers, pedestrians, and cyclists alike.

Our deputies and sergeants actively participated in community-focused events, such as the Family Bicycle Safety Event and the Public Safety Fair, where they distributed educational materials and engaged in open dialogue with residents about pressing safety issues in San Carlos. At the Bureau, we firmly believe that traffic safety is a shared responsibility that requires collaboration among all community members. Our proactive approach is designed with this principle in mind, involving educational initiatives and enforcement strategies. While we understand that accidents can occur despite our best efforts, we remain committed to implementing strategies that minimize risks and enhance safety for everyone on our roadways.

In 2024, we observed a 56% decrease in collisions
between automobiles and bicycles. While it is
challenging to determine the exact reasons for this
decline, several factors may have contributed, including increased awareness, enhanced law enforcement, legal
measures, and improved infrastructure.

The Sheriff’s Office has taken steps to enhance bicycle safety by creating an online portal where cyclists can
report incidents involving unlawful vehicle operations.

Additionally, Sheriff's Office personnel have been
provided with a detailed 3-Foot Rule Violation Guide,
which outlines the appropriate procedures for handling
and following up on report submissions.

We have also developed educational materials for cyclists that our personnel distribute during citywide events. This year, we are hosting a traffic safety town hall meeting that will focus on bicycle safety measures, providing residents with an opportunity to ask questions or express concerns about bicycle safety.

DUI-RELATED COLLISIONS:

In 2024, San Carlos implemented one checkpoint for driver's licenses and sobriety. The primary objective of these checkpoints is to ensure public safety, raise awareness of the risks associated with operating a vehicle while under the influence of alcohol or drugs, and act as a preventative measure against potentially impaired drivers.

Total Results:
 1035 vehicles screened
 35 field sobriety tests conducted
 47 total citations issued
 32 drivers cited for driving without a license
 1 driver cited for an outstanding warrant
 14 miscellaneous vehicle code violation citations issued

9 6
10 9
4 0
2 4
6 8
10 12
Auto/Bicycle Collisions
2020
2021
2022
2023
2024

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Compared to 2023, we see a significant overall decline in collisions related to DUI incidents in 2024. Our deputies have adopted a proactive strategy by increasing patrols in high-risk areas of San Carlos known for past DUI incidents.

This initiative aims to dissuade potential offenders and educate the community about the serious consequences of drinking and driving, including legal repercussions,
financial burdens, and the potential for tragic accidents (drivers caught driving impaired and charged with a first- time DUI face an average of $13,500 in fines and penalties, as well as a suspended license). The San Mateo County
Sheriff’s Office conducts several sobriety and driver’s license enforcement operations each year in various areas across the county.

EQUIPMENT DEPLOYMENT

San Carlos operates a network of 21 fixed automated license plate recognition (ALPR) cameras, which are City-owned and contracted through Flock Safety. The City plans to add six more cameras in areas identified as having a higher incidence of activity that would benefit from additional surveillance. With this advanced camera network, we can enhance vehicle recognition and quickly search for crime-related vehicles based on various characteristics, such as vehicle type, make, color, state of the license plate, and ot her distinctive features like bumper stickers, decals, and roof racks.

This capability has enabled our bureau and allied agencies to locate vehicles potentially involved in criminal activity, providing real-time alerts regarding their movements. The San Carlos Police 8 19 18
16 12
0 5
10 15
20 DUI-Involved Collisions
2020
2021
2022
2023
2024

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Bureau's crime prevention efforts rely heavily on the utilization of ALPR technology, frequent patrols, and responding to public reports of criminal activity. In 2024, we added five StarChase vehicle-mounted GPS launchers to our equipment. These launchers deploy GPS tracking tags onto a suspect's vehicle. Once the GPS tag adheres to the vehicle, it transmits positional data to the CoreView mapping platform in real time. This allows our deputies to plan and coordinate an informed tactical response, ensuring a safe arrest while prioritizing community and officer safety.

ALPR technology assisted in 116 investigations in 2024.

2024 SUCCESS STORIES OF ALPR CAMERAS IN SAN CARLOS

#1: Arson via Molotov Cocktail
On 5/16/2024, around 0300 hours, a suspect threw a Molotov cocktail at a residence on Coleman Ct. in San Carlos. The fire spread rapidly, resulting in the destruction of two vehicles, part of a residential garage, some exterior property, and a section of a tree. Fortunately, the residents managed to escape the residence unharmed. It's important to note that this area of San Carlos is at high risk for fires. Using surveillance video and FLOCK, investigators identified a suspect vehicle that left the area shortly after the incident. With this information, they were able to develop additional leads on the suspect. Search warrants were issued, and investigators obtained additional surveillance footage and FLOCK images, which showed the suspect and the vehicle.

Detectives discovered that the suspect was researching whether there were cameras at Highlands Park in San Carlos. They found that he walked the exact same path as on the night of the arson, appearing to scout the route for video cameras at Highlands Park. Additional search warrants were granted, leading to evidence linking this suspect to the arson. This information resulted in the arrest of a suspect, Mark Alexander, who is currently being prosecuted for arson of an inhabited structure by the San Mateo DA’s Office.

#2: Best Buy Serial Computer/Laptop Thief
On 2/23/24 and 3/23/2024, a suspect entered the Best Buy in San Carlos and stole multiple computers and laptops valued at approximately $3,000. A suspect vehicle was observed fleeing the scene, and FLOCK enabled deputies to obtain a license plate for the vehicle. Detectives identified a family member of the registered vehicle owner who matched the suspect's description.

It was discovered that this suspect had committed similar thefts at Best Buy stores throughout the Bay Area. Detectives and deputies learned of a new suspect vehicle being used by the perpetrator, and FLOCK assisted in identifying this vehicle. In April 2024, deputies and detectives monitored the suspect and the vehicle in question. The suspect returned to the Best Buy in San Carlos on 4/27/2024, where he was arrested for the previous thefts.

#3: Residential Burglary/Package Thefts From Apartments On 08/06/24 and 08/07/24, during the early morning hours, two suspects entered different apartment buildings in San Carlos without access or authorization. These suspects entered the mailrooms and stole multiple packages from both buildings. Using surveillance video, detectives obtained descriptions of the suspects and their vehicle. Through FLOCK, a suspect vehicle was located. Detectives and deputies identified one of the involved suspects, who was on post-release community supervision out of Alameda County. They arranged for the probation officer to bring the suspect into the Hayward Probation Office. Detectives contacted the suspect at the office and found additional evidence related to these cases. Furthermore, the same suspect vehicle that was involved in the thefts dropped off the suspect at the Hayward Probation Office. The unknown driver of the vehicle noticed law enforcement at the probation office and fled the area at a high rate of speed. This suspect is currently in custody for unrelated offenses, and these cases are under review by the District Attorney’s Office for prosecution.

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PSYCHIATRIC EMERGENCY RESPONSE TEAM (PERT)

The Psychiatric Emergency Response Team (PERT) is a partnership between the San Mateo County Sheriff’s Office and San Mateo County’ s Behavioral Health and Recovery Services (BHRS). PERT’s goal is to provide resources and support to individuals and families living with mental illness in an effort to help manage acute crisis, reduce violent interactions and tragic outcomes involving law enforcement and those experiencing crises. PERT supports individuals and families to reduce jail recidivism of those living with mental illness and reduce psychiatric emergency hospitalizations by proactively di verting people to other applicable services and resources in the community. When the team was initially established in 2015, it consisted of one Sheriff’s Office detective and one BHRS clinician. In 2019, PERT expanded to include two detectives and two clinicians.

PERT coordinates San Mateo County’s Crisis Intervention Training (CIT) and Enhanced Crisis Intervention Training (ECIT). CIT was started in 2005 and is a foundational training focused on mental health systems, resources, recognizing signs and symptoms of mental illness, and de- escalation. ECIT was developed and implemented in 2021 and focuses on bringing modern best practices for mental health crisis response to law enforcement, which includes alternative strategies such as delayed contact, maintaining time and distance, disengagement, and teaching crisis communication techniques.

PERT reviews all mental health cases within the Sheriff’s Office. This includes cases where an individual is determined to meet criteria for Welfare and Institutions Code (“W&I”) 5150, which is an involuntary hold, by being a danger to themselves, danger to others, or gravely disabled. Patrol deputies also refer cases where mental health is suspected to be a factor, but the individual does not meet criteria for W&I 5150.

From January 1, 2024 through December 31, 2024, there were 43 W&I 5150 holds in San Carlos.

An additional 85 cases were referred by deputies or command staff. 20 cases were referred by outside agencies or previous clients who recontacted PERT for support. Overall, PERT received 148 total referrals for the city of San Carlos. After investigating all referred cases, 100 of those referrals, or 68%, were deemed to need follow-up and were assigned to the PERT caseload.

The following are examples of some of the work PERT has done in San Carlos:

Disengagement: Deputies often respond to mental health crisis situations. Since implementing ECIT in 2021, the Sheriff’s Office has trained deputies to, when possible, gather as much information as they can before attempting to co ntact the person in crisis. This provides deputies with time to develop a contact plan, mindful of hooks, triggers, and potential causes of the current crisis. The Sheriff’s Office acknowledges that, even with crisis communication strategies in place, individuals in crisis may not have the capacity to manage their emotions during the 911 response.

With this understanding, disengaging from the scene—when safe and appropriate, provided that others are not in immediate danger—has proven to be an effective de-escalation strategy, as shown by successful case studies in San Carlos and throughout the Sheriff’s Office jurisdiction.

When disengagement occurs, the case is referred to PERT for follow-up. PERT reaches out to the family, an existing care team, or the individual directly. PERT aims to stabilize the crisis and connect the individual and/or family to the necessary resources.

Worked with the County Attorney’s Office on the legal process to remove firearms from San Carlos residents who were hospitalized on mental health holds (8102(a) W&I).

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Provided education to deputies, BHRS teams, outside agencies, and families on California’s Gun Violence Restraining Order (GVRO) law. PERT works with the County Attorney’s Office to prepare for GVRO court hearings.

PERT provided consultative support to deputies during a call for service for an individual who had expressed thoughts of ending his life with his firearm. PERT followed up with the individual and provided a connection to community resources and followed through with safely collecting all firearms registered to the individual.

PERT supported deputies at the scene during a non-criminal barricade in the city of San Carlos.

With the deputies' collaboration, PERT successfully de-escalated the individual, who then exited the home safely and agreed to seek treatment at a facility. PERT followed up with family members and connected them to ongoing support.

The bar graphs below illustrate the total number of family contacts and total referrals received by PERT in the City of San Carlos in 2024:

44 0
5 10
15 20
25 30
35 40
45 50
Family Contacts
148
0 20
40 60
80 100
120
140
160
Total Referrals

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Here are pie charts illustrating the total referral outcomes and sources that PERT received in the City of San Carlos in 2024:

PROPERTY BUREAU

The Property Bureau's primary responsibility is to document, categorize, securely store, and release property to its lawful owner for court presentation, auction, or disposal, as required by law. San Carlos submitted 16% of the total evid ence processed by the Sheriff’s Office Property Bureau. Of that, 2,729 digital pieces were processed, including BWC and car videos (according to evidence.com). There were 1,202 physical items processed, of which 53 were firearms; the majority came from two cases that contained multiple firearms each.

 Evidence: The property is typically retained until any ongoing legal proceedings are resolved. Following this, the prosecuting attorney may file a court order for its return, certifying that the property is no longer needed as evidence and can be returned to its rightful owner.

 Found Property: Any found or unattended property is secured and held for a minimum of 90 days while efforts are made to locate its lawful owner.

Assigned
to
Caseload
68%
Concern
Mitigated
28%
Unable to
Contact
4% Referral Outcome
5150s
15%
Family
1%
FI
10%
Outside
Agency
2%RIMS PERT
Referral
12%
Self
3%Other
SMCSO
6%
BHRS
1%
Total
50%
Total Referral Sources

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26 28
17 59 60
67 49
40 54
19 56
41 94
51 0
10 20
30 40
50 60
70 80
90 100
Arroyo Arundel Brittan Acres Central Heather TL, Mariposa & Charter
White Oaks
Calls for Service
2023
2024

SCHOOL RESOURCE OFFICER

The deputies and sergeants of the San Carlos Police
Bureau collaborate closely with School Resource
Officers to create a safe and supportive learning
environment for students, parents, and faculty. The
School Resource Officer plays a crucial role in
collaborating with the school district to create a safe and nurturing environment. Our dedicated SRO plays
a vital role in developing comprehensive safety plans,
building meaningful connections with students through
meet-and-greets, and partnering with community
organizations to provide impactful education on crime
prevention and drug safety. Additionally, our SROs
investigate criminal activity, ensure security and crowd control at school events, and conduct home visits
when necessary.

In 2024, we welcomed our new SRO, Deputy James
Hajik, and his loyal companion, Therapy K9 Teddy,
who will be a valuable addition to the San Carlos
school community. Teddy is a key member of the
Sheriff's Office Therapy K9 program, offering comfort in times of crisis and nurturing positive connections between the Sheriff's Office and the San Mateo County community. These specially trained therapy dogs are dedicated to supporting deputies and other professionals by offering comfort, promoting social interaction, and enhancing overall security.

The graph below displays the calls for service to schools during the year 2024:

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K9 UNIT

The K9 team in San Carlos consists of two dogs, each paired with a handler. They are involved in various operations, including patrol, drug enforcement, and tracking. The K9s assist in searching for suspects, locating missing persons, finding evidence at crime scenes, protecting deputies and civilians, and apprehending fleeing su spects. The team participates in ongoing training to enhance their skills. When the San Carlos K9s are off duty or when a different specialty is needed, K9s from other bureaus are available to assist in the city. The benefits extend beyond just the two dogs funded by the city; they also include the support and resources from the entire unit and office.

 6 building searches for suspects of
burglaries
 1 firearm search
 2 felony car stops
 6 therapy K9 deployments
 8 demonstrations
 2 suspect/missing person tracks
 5 narcotic sniffs
 2 explosive ordinance sniffs
 4 suspect apprehension deployments without a bite

SHERIFF’S VOLUNTEERS IN POLICING (SVIP)

The Sheriff's Volunteers in Policing program consists of individuals with diverse talents and backgrounds who share a common goal: to effectively advocate for the welfare, safety, and well- being of our community in San Carlos. Volunteers contribute their time and administrative skills to support the smooth operation of the Sheriff's Office, while those in our patrol division serve as an invaluable link between law enforcement and our community.

Our volunteers offer a wide range of services tailored to the community's needs in San Carlos.

Some of those services include:

 Vacation House Checks
 Graffiti abatement & Reporting
 School Patrols
 Residential Patrols
 Business Patrols
 Community Events

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COMMUNITY ENGAGEMENT

The Sheriff’s Office is committed to building and fostering a strong connection with the community we serve. Our goal is to effectively engage with community members to promote trust, communication, transparency, and mutual respect. To achieve this, we have developed strategic programs, organized special events, provi ded educational opportunities, and shared public information. Our staff and volunteers work diligently to interact with residents, businesses, youth, community organizations, and the media to create positive relationships that benefit everyone involved. We prioritize and maintain strong relationships with the communities we serve.

The San Carlos Police Bureau has a significant presence at major community events, and the following is a list of events and meetings attended in 2024:

CONCLUSION:

On behalf of Sheriff Christina Corpus and the men and women of the San Mateo County Sheriff’s Office, it is an honor for us to provide law enforcement services to the people of San Carlos. We are committed to always doing our best and continually striving to improve our performance.

Respectfully submitted by:

Mark Myers, Police Captain

Approved for submission by:

____________________________
Nil Blackburn,
Acting City Manager

Holiday Toy Drive Hiller Aviation Kids’ Air Fair
Coffee with the Chief Strategic Communication Meetings
Eucalyptus Lighting Annual HOA Community Meeting
San Carlos Town Hall Meeting IABA Mixer
Goblin Walk STAR Camp
Night of Holiday Lights 2+2 Committee Meetings
Public Safety Fair Special Olympics Torch Run
Shop with a Hero Women’s Bootcamp
Art and Wine Fair Gun Buyback
Coffee with a Motor National Night Out
San Carlos Famer’s Market Mayor for a Day

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CITY COUNCIL

STAFF REPORT
MEETING DATE: August 25, 2025
ITEM TITLE: Receive a Presentation and Provide Direction on Outdoor Dining and Retail Display Area Standards, Formula Businesses, Personal Services, and Parking Maximums for Inclusion in the Downtown Specific Plan.

RECOMMENDATION:

Staff recommend that the City Council receive a presentation and provide direction on outdoor dining and retail display area standards, formula businesses, personal services, and parking maximums for inclusion in the Downtown Specific Plan.

FISCAL IMPLICATIONS:

There are no fiscal impacts associated with providing direction on the Downtown Specific Plan project. Funding for the Downtown Planning Initiative (Project C2105) has been included in the Adopted Budget.

BACKGROUND:

The study area for the Downtown Specific Plan is comprised of approximately 67.5 acres and delineated as shown in Figure 1 below.

Figure 1. Map of the Downtown Specific Plan Boundaries

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In service of presenting the Downtown Specific Plan’s initial draft goals, policies, actions and development standards that will apply to the downtown area’s 67.5-acres, staff held study sessions with the Planning and Transportation Commission (PTC) on June 16, 2025, and with the City Council on June 23, 2025.

During the City Council study session, the Council asked staff to conduct additional outreach to downtown business operators to discuss and get feedback on outdoor dining and retail display areas, and return with more information on:
1) Outdoor dining and retail display area standards for operation and design 2) Formula businesses
3) Personal services
4) Parking maximums
In addition, the Council requested more information about the Metropolitan Transportation Commission’s (MTC) policy on Transit Oriented Communities (TOC) and how that influences eligibility criteria for the next round of One Bay Area Grant (OBAG) funding expected in 2026. A White Paper on Parking Maximums was provided to the Council on August 18, 2025.

Following the June 23, 2025 City Council study session, staff met with the City Council Downtown Subcommittee (Council Member Dugan and Vice Mayor Venkatesh) on August 6, 2025 (see Attachment 2), and with downtown business operators on August 7, 2025 (see Attachments 3 and 4).

Based on the Council’s request that staff return with more information, the schedule to complete the Downtown Specific Plan has been slightly adjusted from September 2025 to November 2025.

Following direction from the Council at tonight’s study session, staff anticipates releasing the Public Draft Downtown Specific Plan in mid-September, with subsequent action by the Planning and Transportation Commission on October 20, 2025, and City Council consideration of adoption on November 10, 2025.

CITY COUNCIL COMMENTS FROM JUNE 23, 2025, STUDY SESSION:

City Council comments from the June 23, 2025, study session are organized into three themes, as detailed in Tables 1, 2, and 3 below.

Table 1. Land Use, Urban Design, and Prosperity & Economic Development City Council Input Staff Response

1. Concern about potential impacts of state
density bonuses on building heights.

Staff acknowledge that it is not possible to
precisely predict the waiver or concession a
developer may request on a future project.

Staff’s strategy is to ensure buildings have
sufficient height in place to avoid requests for
additional height. More often, staff have seen
developers request reduced parking
requirements, adjustments to building
setbacks and stepbacks, and modifications to
open space/landscaping.

2. Preference to maintain third floor building
stepbacks on the 600, 700, and 800 blocks
of Laurel Street.

This will be reflected in the development
standards within the Downtown Specific Plan.

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City Council Input Staff Response

3. Ensure that Harrington Park and the new
plaza on the 600 block are zoned as “PK”
or as “Park”.

This will be reflected in the Downtown Specific
Plan’s land use and zoning maps.

4. Support upzoning the SamTrans building
from MU-DC-100 to MU-D-120.

This will be reflected in the Downtown Specific
Plan zoning map.

5. Provide additional data on the potential
impacts of changes to the formula
business ordinance and include a more
detailed analysis of trade-offs for proposed
revisions. Consider a future study session
to explore loosening use restrictions and
the implications of formula business
regulations.

See discussion below on Formula Businesses
for retail. Staff’s recommendation is to replace
the current conditional use permit (CUP)
requirement with a minor use permit (MUP). A
more thorough analysis and additional
research into removing the use permit
requirement altogether would be a future
implementation item of the Downtown Specific
Plan.

6. Consider removing limitations on personal
services, with some safeguards to prevent
oversaturation.

Staff recommend removing limitations and
replacing them with an MUP requirement.

7. Provide more detail on proposed outdoor
dining standards; allow awnings for
outdoor dining, provided they are not
permanently bolted to the
sidewalks; ensure no roofs over outdoor
dining; consider flexibility in allowing
barriers if desired for outdoor dining areas;
requested more outreach to downtown
business operators to discuss outdoor
dining and retail display area standards;
ensure outdoor retail display area
standards maintain equity with standards
for outdoor dining.

See discussion below on Outdoor Dining and
Retail Display Area, with additional
information in Attachment 3.

Table 2. Mobility, Transportation, Parking, and Transportation Demand Management (TDM) City Council Input Staff Response

1. Expressed hesitation with implementing
parking maximums and asked for more
information about the benefits and
tradeoffs and implications for non-
compliance with respect to future grant
opportunities with the MTC.

See discussion below on Parking Maximums,
with more detail in Attachment 5.

2. Ensure consistent parking enforcement. This is a key strategy that is being recommended through the Citywide
Transportation Demand Management and
Parking Reform project.

3. Continue exploring more options for
modified time restrictions and potentially,
zoned parking such as in Palo Alto.

Key strategies are being explored through the
Downtown Parking Plan and the Citywide
Transportation Demand Management and
Parking Reform project.

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City Council Input Staff Response

4. Ensure that the automobile, ride-share,
and ADA user experiences are considered
in the planning strategies for downtown.

This will be discussed and addressed in the
Downtown Specific Plan.

5. Consider waiving employee parking permit
fees at Wheeler Plaza Garage to gauge
employee interest in parking there.

This is a strategy that is being recommended
in the Downtown Parking Plan.

6. Conduct additional outreach with
businesses to provide updates and
promote Wheeler Plaza Garage parking
for employees.

A meeting with downtown businesses was
held on August 7, 2025. See Attachments 3
and 4.

7. Provide information on the MTC’s TOC
Policy and its requirements for OBAG
funding and provide consequences of non-
compliance; provide staff with a dollar
amount of past funds received from MTC
through the OBAG program.

Staff had a meeting with MTC staff on August
13, 2025, to discuss San Carlos’ performance
on compliance with MTC’s TOC policy
requirements for OBAG funding. See
discussion below on MTC/TOC/OBAG
FUNDS, with additional detail in Attachment 6.

Table 3. Public Realm, Public Art, Sustainability, Resiliency, and Infrastructure City Council Input Staff Response

1. Provide additional details for outdoor
dining and retail display area standards.

See discussion below on Outdoor Dining and
Retail Display Areas and in Attachment 3.

2. Allow businesses flexibility in using non-
permanent barriers for outdoor dining.

Barriers will not be required but be allowed if a
merchant desires, provided nothing is bolted
or attached to the ground. Staff recommend
planters but not fencing. Further details below.

3. Prevent electric vehicle charging cables
from running through busy dining
corridors; in general EV charging should
not be in the busier areas of the core on
Laurel Street.

Staff will develop policy in the Downtown
Specific Plan to ensure no EV charging
stations are in the high-demand blocks of
1100, 1200 San Carlos Avenue, and 600 and
800 blocks of Laurel Street.

PUBLIC OUTREACH:

City Council Downtown Subcommittee Meeting
City staff met with the City Council Downtown Subcommittee (“Subcommittee”) on August 6, 2025.

Discussion items included:
Next steps for Phase 1B implementation, specifically bringing back the design for the full span of the 700 block of Laurel Street for Council approval (i.e. design only, not the PS&E documents)
Outdoor dining and retail display areas
Parking maximums.
Formula retail and personal service uses
The Subcommittee briefly discussed expectations for next steps for design approval of Phase 1B, 700 block of Laurel Street. While most of the design for the 700 block is complete, the centerpiece

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of the fountain will be decided by a public art process led by the City’s Parks and Recreation Department. As such, the design of the 700 block will return to the Council for its consideration of final approval (minus the fountain centerpiece) in the coming months.

Most of the discussion focused on outdoor dining and retail display area standards. Comments included:
Seek ways to incorporate more outdoor dining on El Camino Real The back of outdoor dining chairs should not face the street Concerns about heater placements
Ensure no permanent attachments to the ground or pavement surface areas Limit color choices for umbrellas to four and draw from the City’s official color palette Ensure barriers are wide enough for stability and that there should be gaps in between barriers
Ensure no subletting is allowed
Investigate the potential for charging a fee for dining usage on the City’s rights-of-way.

A brief discussion was held on parking maximums with the understanding that more discussion would occur at the August 25, 2025 City Council study session. The Subcommittee expressed that the City might be supportive of parking maximums in the future, but now seemed too soon considering the recent state law for no parking mandates under AB2097.

Finally, the Subcommittee liked the idea of having some control over formula business, but that the prohibition of formula businesses altogether may not be the best approach for San Carlos.

For more detailed notes from the meeting with the City Council Downtown Subcommittee see Attachment 2.

Business Meeting
Following the City Council’s direction from June 23, 2025, staff held a Downtown Businesses Stakeholder meeting on August 7, 2025 to discuss outdoor dining and retail display areas. For outreach, City staff sent emails to the downtown business operators and followed up by going door-to-door to all businesses along Laurel Street within the Downtown Specific Plan area. The Downtown Business Stakeholder meeting was hosted by Stamp Bar and Grill with 14 representatives from the business community in attendance.

Attendees were generally supportive of the approach and proposed standards for outdoor dining and retail display areas. Related concerns include:
Potential to increase the height of planter, from four feet to five or six feet What would the fee be for using City right of way for outdoor dining

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Grandfathering in existing outdoor dining
However, some favored maintaining the use of parklets and their associated roof coverings for protection.

Other concerns related to the timing and communication of streetscape construction and how much longer they would be able to have their display areas and dining parklets in place. Many comments were received about the current condition of the 700 block being closed and the need for activation and a better understanding of the City’s plans to bring more vitality to the area, since construction of the 700 block of Laurel Street may take years to complete. Participants requested additional and ongoing activation opportunities similar to Harringtunes, which will be sponsored by the Parks and Recreation Department throughout the month of September 2025, with live music at Harrington Park.

A full account of comments are provided in Attachment 3.

ANALYSIS:

Outdoor Dining and Retail Display Area Standards
At the meeting with the business operators on August 7, 2025 (see Attachment 3 for meeting notes and Attachment 4 for presentation), City staff from Public Works, Economic Development, Fire, and Planning were in attendance.

As noted previously, San Carlos’ current standards regulating outdoor dining/retail are set forth in SCMC Sections 18.23.140 and 150. Staff’s approach is to draw from these standards and then propose modifications.

Allowable Area
When construction of the new streetscape designs is completed:

1. Allow more space for outdoor dining and retail display areas:
a. 600 and 800 Blocks of Laurel: eight feet from building face b. 700 Block of Laurel: nine feet from building face
c. San Carlos Avenue: eight feet from building face
d. El Camino Real: at least five feet from building face e. All other areas: at least four feet minimum clearance for pedestrian zone

2. Within the Five Feet Tree Strip
a. Staff acknowledge the Council’s request for more outdoor dining areas. Accordingly proposed regulations would codify the five feet tree strip as allowable area for outdoor dining and retail display areas and set standards in place. b. For the new plaza in the 600 block of Laurel Street, no outdoor dining/retail display areas would be allowed adjacent to the building face, nor within the plaza’s tree strip.

The reason for this is because the design calls for a pedestrian walkway alongside

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the building edge to align with the existing archway under the Wheeler Plaza development. In addition, the design calls for plenty of public seating.

Staff note that current standards allow outdoor dining/retail display areas within the approximate four to four and a half feet area measured to the brick line nearest the building face; for areas without the brick line, a four feet minimum clearance is required to ensure adequate space for pedestrians.

Proposed Standards for Outdoor Dining
Operation
No amplified sound (no live music/entertainment – maintain this current standard) No outdoor cooking or open flames
Portable heating devices subject to Fire approval, including standards for distance requirements from trees and flammable objects, and allowing for built-in heaters over trellises
No bussing stations or trash storage
Okay to leave furnishings overnight
No subleasing to another business
Maintenance
Business shall maintain area, adjoining street and gutter in neat, clean, orderly condition Dining activities shall not interfere with the pedestrian zone, parking, or traffic Furniture must be kept in good condition; umbrellas shall be kept secure in windy conditions and shall be fire-treated
Design
No permanent attachments to the ground and no permanent shelters over outdoor eating areas
Built-in overhead trellis, or projecting open lattice allowed Barriers are not required, but if desired they may include planter boxes (but no wrought iron fencing); encourage gaps between planter boxes and require that barrier elements be cohesive in color, size, and materials; no fake plants; barrier height to three feet with one additional foot for plants (max four ft. height); no ropes, metal crowd barriers, nor orange jersey barriers
Improvements and furnishings shall be commercial-grade and made for outdoor use Umbrellas shall be of a solid color (using City official color palette and white); no advertising or signage
Awnings can have patterns; no advertising or signage
Outdoor seating shall not have its back to the pedestrian zone Specify ADA access and clear zone requirements

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Street facing awnings may include retractable windscreens, as long as they are transparent and only used in inclement weather
Retractable curtains permitted perpendicular to building façade to block wind or create privacy from neighboring businesses
No platforms or floor coverings allowed
Proposed Standards for Outdoor Retail Display Areas
Operation
Display may only be in front of the business
Merchandise displayed outdoors must be the same as sold inside store Allow appurtenances to remain overnight or stored inside the business Reference to accessibility requirements
Nothing can be bolted or attached to the ground
No subleasing
No speakers, nor amplified music
Maintenance
Business shall maintain area, adjoining street and gutter in neat, clean, orderly condition Retail activities shall not interfere with pedestrians, parking, or traffic Furniture must be kept in good condition
Design
All display elements shall be made of commercial-grade materials and capable of withstanding weather
Merchandise and displays shall be between two and six feet in height Displays and appurtenances shall be stable and secure in all wind and weather conditions
No outdoor display figures
Prohibit plastic card tables, cinderblocks, and cardboard as display elements Prohibit platforms or floor coverings
Umbrellas shall be solid color canvas. Awnings can be patterned or solid. Follow City color palette, plus white. No generic advertising or signage is permitted. Remove this current standard: The display and sales area shall not exceed twenty-five percent of the width of the frontage of the associated business storefront.

Solid Colors for Umbrellas Using the City’s Official Color Palette Staff considered the current standard that requires umbrellas to have a solid color. Following

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research on the City of Grass Valley’s outdoor dining standards, which requires certain colors, staff explored this idea with the City Council Downtown Subcommittee. The subcommittee liked the idea of directing the use of certain colors and suggested using the first three colors below (Navy, Gold, Orange) and add White. No neon or dayglow colors would be allowed.

Figure 1. Official Color Palette of the City of San Carlos Tree Strip Zone Standards
The opportunity to provide more outdoor dining space could be possible within the planned five feet tree strip zone. The intent is for this space to be assigned to restaurant use, not general seating, and the business owner would take full responsibility as it would for outdoor dining on the sidewalk. However, each business is not guaranteed a space, as other streetscape elements may limit equal opportunity.

Operations, Maintenance, and Design Standards:
Tables and chairs set back two and a half feet from a curb face or bollard to allow passengers to enter and exit their vehicles (where parallel parking occurs). Five feet buffer between adjacent tree strip dining areas so pedestrians can access the sidewalk.
Tables and chairs set back four feet from utility access panels, survey monuments, and manholes.
Tables and chairs, setback three feet from fire hydrants or Fire Department connections ADA parking locations require three feet wide clear path for each door – affects placement of tables/chairs

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Establish maximum table size
Tables and chairs in the tree strip zone to match tables and chairs in the dining zone Tables and chairs in from tree strip zone may be stored overnight No umbrellas
No portable heaters
No barriers
No stringing electric lines or lighting between business and tree strip zone Land Use Considerations – Formula Business and Personal Services Follow Up Formula Business
During community outreach conducted in 2023 and 2024, staff received requests that land use rules should allow for more downtown shopping, daily services, and co-working cafés and lounges. In addition, there was mixed support for allowing popular brand or chain stores and businesses. While downtown dining options are appreciated, many feel there aren't enough affordable choices and that downtown should offer more than just dining. The community would like more things to do in downtown.

To ensure a vibrant downtown with a healthy mix of uses for current and future residents, employees, and visitors, a balanced strategy could be:

Maintain the Formula Business regulations as is, but with changes that would apply to retail only.

For Formula Business Retail:
Remove the current $9,963 CUP requirement and replace it with a $4,981 MUP and work towards a concierge approach whereby the City could streamline approvals and expedite plan check.

While the downtown vacancy rate is currently low, staff learned that in the last quarter, one retail store (White Sage) closed, and another retail store (Society) is expected to close by the end of September. The custom cabinet store that was formerly located on the 600 block of Laurel Street has remained vacant since 2023 despite its prime location in the heart of downtown. City economic consultants have also shared information with staff about the changing economic landscape and consumer behavior for retail. More people are shopping online, and brick-and- mortar retail stores are struggling statewide. HDL (San Carlos’ sales tax consultants) state that online shopping remains a popular option for value-conscious consumers and "uncertainty" remains the most accurate descriptor of California's current and future economic climate.

Economic consultants for the Downtown Specific Plan project state that formula business ordinances restrict the supply of retailers that might be interested in San Carlos. This might result in lower rents that could in turn have a negative impact on development economics, hampering the ability of owners to improve or redevelop their properties as the City desires. On the other hand, lower rents might be helpful to independent retailers. It could also result in extended vacancies as property owners hold out for the rental rates they believe are achievable. Research has shown that formula business ordinances create friction and this disincentivizes retailers who

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can choose from among the many competing commercial districts along the Peninsula. It is impossible to determine which retailers may have excluded San Carlos from consideration due to the formula business ordinance.

Considering that the Downtown Specific Plan is a 20-year policy document, staff propose that the requirements for retail businesses under the Formula Business Ordinance be relaxed. This would be a small, but proactive step toward having a more streamlined process for retailers.

Should the Council prefer to wait on this item, staff can include an action item in the Downtown Specific Plan to bring this item forward in the future.

Personal Services
The City’s definition of personal services reads:
“Provision of recurrently needed services of a personal nature. This classification includes barber shops and beauty salons, seamstresses, tailors, dry cleaning agents (excluding large-scale bulk cleaning plants), shoe repair shops, self-service laundries, video rental stores, photocopying and photo finishing services, and travel agencies mainly intended for the consumer.” This classification also includes massage therapy, tattoo, and piercing establishments.

In particular, the downtown core has strict limitations on personal services. These include:

1. Existing personal service uses shall not expand greater than twenty-five percent of their floor area as it existed on August 22, 1994.

2. New personal services may move into a location that was previously a personal services use, but only if:
a. That location has not been vacant for more than six months; and, b. The new business type is the same as the previous business type, i.e., beauty salon for beauty salon, shoe repair for shoe repair, etc.

3. New personal services may move into a location that was previously retail, restaurant, personal services, or a space that was vacant for more than six months, but only if no other personal service use of any type exists within a three-hundred-foot radius of the proposed use.

Similar to the formula business discussion, to ensure downtown has a diverse mix of uses and offerings beyond restaurant dining, staff recommend relaxing these limitations. However, given the Council’s concern about an oversupply of these types of uses, staff also recommend requiring an MUP for these uses.

Parking Maximums
The City Council expressed concerns about parking maximums when they were last presented to the City Council on June 23, 2025, in particular:

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The Council expressed hesitation with implementing parking maximums and asked for more information about the benefits and tradeoffs and implications for non-compliance with respect to future grant opportunities with the MTC. The Council asked staff to provide information on the MTC’s TOC Policy, its requirements for OBAG funding, and the consequences of non-compliance. The Council asked staff to provide a dollar amount of past funds received from MTC through the OBAG program.

To support this discussion, staff and the consultant team prepared a White Paper on Parking Maximums (see Attachment 5) that defines parking maximums and describes their benefits and drawbacks as a Transportation Demand Management (TDM) tool. In addition, the paper also discusses how parking maximums can help the City become eligible for OBAG funds in 2026.

The current proposed maximums are provided in Table 2 below and would generally apply to developments within a half mile of major transit stops along the El Camino Real corridor. The approach has two options: a “Soft” (Tier 1) and “firm” (Tier 2) maximums. Tier 1 maximums would be available by right with Tier 2 maximums offered for added flexibility in exchange for the following:

1. Make at least 25 percent of on-site parking publicly accessible during business hours for non- residential uses or daytime hours (9 a.m. to 6 p.m.) for residential uses;

2. Provide supplemental TDM measures in addition to those required in the TDM ordinance; or,

3. Pay an in-lieu or off-set fee to the City to offset the impacts of building additional parking.

Table 2 – Proposed Vehicle Parking Maximums Near Transit Land Use Tier 1 Tier 2
District-Wide
Maximums
Multi-Family
Residential 0.7 spaces/bedroom 0.8 spaces/bedroom 1 space/unit* Non-Residential 2.0 spaces/1,000 sf 2.5 spaces/1,000 sf 2.5 spaces/1,000 sf Notes: All requirements represent parking maximums; sf = square feet; 1 space/unit is approximately equivalent to

0.6 space/bedroom; Previous hotel maximum eliminated per MTC confirmation that it is not required.

Based on the anticipated development from the Downtown Specific Plan buildout, there would be up to 2,568 new private vehicle parking spaces allowed to be constructed in the Downtown in a 20-year buildout timeline. This is in addition to the parking spaces available today.

The consultant reviewed past development applications and found that the amount of parking provided is similar to the standards that are being proposed in Table 1 above.

More specifically, 11 of the 14 residential projects approved between 2019 and 2024 included 0.8 spaces per bedroom or less, which would be allowed under the proposed “Tier 2” parking

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maximum. The highest ratio of spaces provided was 0.9 spaces per bedroom, which is only slightly greater than the proposed maximum. Only one of 12 non-residential projects approved between 2019 and 2024 included more parking than the proposed non-residential “Tier 2” maximum of 2.5 spaces per 1,000 square feet; this project provided 2.51 spaces per 1,000 square feet.

This indicates that developers in San Carlos are already providing parking close to or under the proposed maximums, and the maximums would be less likely to drive away development.

The Alexandria project applicant recently agreed to a parking maximum of 2.0 spaces per 1,000 square feet which further supports that the market demand for parking is generally within the parking maximums.

The Downtown Specific Plan is a 20-year long term policy document. And as discussed in the attached White Paper on Parking Maximums, parking maximums help achieve many City goals and objectives. Accordingly, staff recommend adopting parking maximums in the Downtown Specific Plan, which can also position the City advantageously for development and future market rebound.

MTC/TOC/OBAG FUNDS
The MTC is one of the agencies responsible for implementing the Plan Bay Area 2050 vision for a more livable and sustainable region. Toward that end, MTC is aiming to increase density, reduce vehicle dependency, and encourage active and mass transportation in areas adjacent to transit stations. The MTC has designated areas within a half-mile radius of ferry terminals and BART, Caltrain, and SMART stations as “transit-oriented communities” (or TOCs). For more details see Attachment 6.

The area within a half-mile radius of the San Carlos Caltrain station is considered a TOC and will be subject to TOC land use, transportation, and affordable housing policies if the City of San Carlos (City) wishes to secure a competitive advantage when applying for One Bay Area Grant (OBAG) transportation funding.

To date, San Carlos has been awarded approximately $3.5 million in OBAG funding. This includes approximately $2.7 million for such transportation-related projects as pavement rehabilitation on Crestview Drive and pedestrian enhancements at the intersections of Arroyo and Cedar and Hemlock and Orange. More recently, San Carlos received $300,000 via OBAG 3 to support the planning for the Downtown Streetscape Master Plan and $500,000 to fund installation of electric vehicle chargers.

The MTC has circulated a draft scoring matrix that would assign TOC areas a total of 100 points:
85 points and above would be deemed in “substantial compliance” with TOC policy and would have access to a “special set-aside” of OBAG 4 funds. 40-84 points would be deemed “partially compliant” with TOC policy and would receive a “preference” for OBAG 4 funding.
39 points or fewer would not be compliant and would receive no OBAG 4 funding preference.

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Staff estimate that San Carlos is currently eligible for 60 points—with up to 4 additional points for affordable housing policies and up to 15 additional points (for a total of 79) if maximum parking standards are adopted.

Because San Carlos is currently exploring changes to strengthen its TDM Ordinance and set more tools in place to manage parking, implementing parking maximums would not only prevent undue oversupply of private parking spaces but also align with regional policy and allow San Carlos to be more competitive for funds that could help the City achieve implementation of the Downtown Streetscape Master Plan and other pedestrian safety enhancements and transportation related projects.

Over the past year, San Carlos has attended regular meetings with MTC staff, including submittal of data and other documentation to begin developing its overall score. MTC staff have stated that San Carlos is a model city, and that San Carlos has made significant strides to position itself for future OBAG funding. Although staff asked MTC about the amount of funding available, and provided feedback on MTC’s draft scoring methodology, these questions remain unknown at this time and staff expect to learn more from the MTC in late October. Despite the unknowns, staff will continue work to develop the highest score possible for San Carlos in its role to seek and secure funding for the City of San Carlos.

NEXT STEPS:

Following the City Council study session and direction received from the Council on August 25, 2025, City staff and the consultant team will update the Downtown Specific Plan and aim for a release in mid-September 2025. Adoption hearings would then be scheduled with the Planning and Transportation Commission and City Council on October 20, 2025, and November 10, 2025, respectively.

ALTERNATIVES:

1. Provide input to staff and consultants on the Downtown Specific Plan project, or

2. Do not provide input to staff and consultants on the Downtown Specific Plan project, or

3. Provide alternative approach.

Respectfully submitted by:

Al Savay, Community Development Director
Approved for submission by:
____________________________
Nil Blackburn, Acting City Manager
ATTACHMENT(S):

1. City Council Study Session Meeting Notes of June 23, 2025

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2. City Council Downtown Subcommittee Meeting Notes of August 6, 2025

3. Downtown Business Operators August 7, 2025 Meeting Notes

4. Downtown Business Operators August 7, 2025 Presentation

5. White Paper on Parking Maximums

6. Summary of MTC’s TOC Policy and Eligibility Requirements for OBAG Funding

7. City Council Study Session of June 23, 2025 – Staff Report and Attachments

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1 CITY COUNCIL MEETING NOTES:

STUDY SESSION, JUNE 23, 2025

Land Use & Urban Design and Prosperity & Economic Development Council provided the following feedback and direction:
• expressed concern about potential impacts of state density bonuses on building heights
• ensure that Harrington Park and the new plaza on the 600 block are zoned as “PK” or as “Park”
• support upzoning the Samtrans building from MU-DC-100 to MU-D-120 • provide additional data on the potential impacts of changes to the formula business ordinance, and include a more detailed analysis of trade-offs for proposed revisions; consider a future study session to explore loosening use restrictions and the implications of formula business regulations • open to removing limitations on personal services, but consider some safeguards to prevent oversaturation
• provide more detail on proposed outdoor dining standards; allow awnings for outdoor dining, provided they are not permanently bolted to the sidewalks; ensure no roofs over outdoor dining; consider flexibility in allowing barriers if desired for outdoor dining areas; requested more outreach to downtown business operators to discuss outdoor dining and retail display area standards; ensure outdoor retail display area standards maintain equity with standards for outdoor dining
• preference to maintain 3rd floor building stepbacks on the 600, 700, and 800 blocks of Laurel Street

Mobility & Transportation and Parking & TDM
Council provided the following feedback and direction:
• expressed hesitation with implementing parking maximums and asked for more information about the benefits and tradeoffs and implications for non-compliance

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2 with respect to future grant opportunities with the Metropolitan Transportation Commission (MTC)
• ensure consistent parking enforcement
• continue exploring more options for modified time restrictions and potentially zoned parking such as in Palo Alto
• ensure that the automobile, ride-share, and ADA user experiences are considered in the planning strategies for downtown
• consider waiving employee parking permit fees at Wheeler Plaza Garage to gauge employee interest in parking there
• conduct additional outreach with businesses to provide updates and promote Wheeler Plaza Garage parking for employees
• provide information on the Metropolitan Transportation Commission’s Transit Oriented Community Policy and its requirements for One Bay Area Grant (OBAG) funding and provide consequences of non-compliance; provide staff with a dollar amount of past funds received from MTC through the OBAG program

Public Realm, Public Art, Sustainability & Resiliency and Infrastructure Council provided the following feedback and direction:
• provide additional details for outdoor dining and retail display area standards • allow businesses the flexibility in using non-permanent barriers for outdoor dining • prevent electric vehicle charging cables from running through busy dining corridors; in general EV charging should not be located in the busier areas of the core on Laurel Street

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San Carlos City CouncilAugust 25, 2025

San Carlos City Council
August 25, 2025