CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting
January 14, 2026 9:00 AM
Library Community Room, 2
Floor
610 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org
AGENDA
Agenda
materials
may
be
viewed
online
at
www.cityofsancarlos.org/agenda,
at
City
Hall
–
600
Elm
Street,
and
in
the
San
Carlos
Library
–
610
Elm
Street,
at
least
24 hours
prior
to
this
special
meeting.
Members
of
the
public
are
welcome
to
attend
this
meeting
in-
person
.
There
will
not
be
an
option to participate remotely.
MAYOR:
Pranita Venkatesh
COUNCIL:
John Dugan, Neil Layton, Sara McDowell, Adam Rak
1. CALL TO ORDER
2. 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.
nd
January 14, 2026
Packet Pg. 1
3. STUDY SESSION
a.
Strategic Planning Retreat
- Set Retreat Context
- Warm Up Exercise
- Update on 2025 Strategic Plan Work Plan
- Direction for 2026 Strategic Plan Prioritization
- Select 2026 Strategic Goals and Objectives
- Wrap Up and Next Steps
4. ADJOURNMENT
Any
writings
or
documents
provided
to
a
majority
of
the
City
Council
regarding
any
item
on
this
agenda
will be made available for public inspection upon request.
In
compliance
with
the
Americans
with
Disabilities
Act
and
Title
VI,
and
as
outlined
in
the
City’s
Reasonable
Accommodations
Policy,
if
you
need
special
assistance
or
translation
services
to
participate
in
this
meeting,
please
contact
the
City
Clerk’s
Office
at
(650)
802-4222
or
via
Notification
in
advance
of
the
meeting
will
enable
the
City
to
make
reasonable arrangements to ensure accessibility to this meeting.
January 14, 2026
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2025 Work Plan Attachment 1
CITY OF SAN CARLOS
2025 STRATEGIC WORK PLAN
January 2026 Update
Page Strategic Goal
2 Climate Change Mitigation, Adaptation, and Resilience 34 Downtown
5 Housing
6 Mobility, Traffic and Transportation Infrastructure
910 Northeast Area Specific Plan
101 Recreation Services
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2025 Work Plan Attachment 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).
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 20276.
b. Install 18 charging stations in public spaces once MTC funds are obligated in 2026 (MTC-funded project). February 2027October 2028.
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. Coordinate with regional and state agenc ies (MTC/ABAG, BCDC, OneShoreline) and neighboring jurisdictions (Belmont, Redwood City, and San Mateo County) to study, develop, and implement coordinated approaches to flood protection, sea level rise, and rising groundwater levels due to climate change. Ongoing.
Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.
Actions/Tasks:
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2025 Work Plan Attachment 1
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.
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. Completed September 2025.
Objective #4: Prepare for emergencies and engage and educate the community about emergency preparedness and response.
Actions/Tasks:
1. Organize an annual community creek cleaning event in the fall. Ongoing.
2. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program. Ongoing.
3. Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Ongoing.
4. 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.). Completed September 2025.
5. Partner with the City of Belmont to upgrade emergency vehicle access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos). March 2026. December 2025.
6. Conduct a staff emergency preparedness exercise. January 2026TBD.
Objective #5: Update the CMAP by 2028 to align with the projected buildout capacity in the 2045 General Plan Reset. December 2027.
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. 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.Completed from 2022-2025.
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2025 Work Plan Attachment 1
2. 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.Completed April 2023, May 2024, June 2024, September 2024, June 2025, August 2025.
Objective #2 : Create the Downtown Specific Plan and corresponding implementation strategies.
Actions/Tasks:
1. Complete environmental evaluation. November 2025.Completed November 2025.
2. Prepare and release Draft Specific Plan. September 2025.Completed October 2025.
3. Prepare an infrastructure development services plan, budget, and phasing as a key chapter of the Specific Plan. November 2025.Completed November 2025.
Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.
Actions/Tasks:
1. Conduct and complete market demand analyses and economic studies, and develop implementation recommendations. November 2025. Completed November 2025.
2. Recommend strategic public improvements, including timing/phasing, and key catalyst projects and programs. In progress.Completed November 2025.
3. Work with Public Works/Engineering, Parks & Recreation, and Fire to provide regular updates, share key information, receive feedback and determine necessary steps to develop Plans, specifications, and estimates needed to implement first phase streetscape and roadway improvements i dentified in the Specific Plan. Harrington Park In progress and ongoing. Phase 1A : Harrington Park Completed November 2025. Phase 1B (700 Block of Laurel) in progress and Oongoing.
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. Host a groundbreaking celebration for a redesigned Harrington Park with public restrooms, trees, rain gardens, and public seating. November 2025 . No longer scheduled.
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. Fall 2025. Spring 2026.
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2025 Work Plan Attachment 1
Objective #5: Explore options for phasing and financing the Downtown Specific Plan.
Actions/Tasks:
1. Identify funding strategy and develop a workplan to secure project funding. Ongoing.
2. Explore opportunities to leverage public financing with private investment. Ongoing.
Housing: The City of San Carlos will actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels.
Objective #1: Increase the number of Below Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).
Actions/Tasks:
1. Explore strategically acquiring property for future affordable housing projects, maintaining relationships with the local broker community. and bringing opportunities to the Council for direction as needed. Ongoing.
Objective #2: Facilitate completion of projects currently underway.
Actions/Tasks:
1. Continue development of affordable housing project at 1244 Cherry Street (previously 1232 Cherry Street). In progress.
a. Residential construction 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 multi-family residential projects. Completed October 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.
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2025 Work Plan Attachment 1
4. Monitor the County’s workforce housing initiative to identify housing opportunities for San Carlos. Ongoing.
Mobility, Traffic and Transportation Infrastructure: The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.
Objective #1: Collaborate with regional agencies and partners to develop short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.
Actions/Tasks:
1. Collaborate with the San Mateo County Transportation Authority to apply for funding and develop plans for mid-range and long-term safety solutions for multimodal transportation across U.S. 101 near Holly Street. Completed September 2025.
Objective #2: Implement the Bicycle and Pedestrian Master Plan to encourage alternative modes of transportation which includes micro-mobility, improved mobility, and safety for people of all ages and abilities.
Actions/Tasks:
1. Brittan Avenue Sidewalk Construction – Sunset Drive to Rogers Avenue. July 2027.
a. Conduct public outreach. SeptemberCompleted October 2025.
b. Present to Infrastructure, Innovation, and Improvement Council Subcommittee.
JanuaryMarch 2026.
c. Council approval of conceptual design. MarchMay 2026.
d. Project 100% design. SeptemberNovember 2026.
2. City of Belmont Alameda de las Pulgas Corridor Improvement (“Four Corners”). Date unknown.
a. Project design (led by the City of Belmont). Date unknown.
3. Identify funding mechanisms and public/private partnership opportunities to support and enhance transportation, traffic, and mobility. Ongoing.
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:
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2025 Work Plan Attachment 1
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 strategies and proposed changes for citywide parking management solutions to the City Council. October 2025.April 2026.
b. Adopt a citywide TDM Ordinance. April 2026June 2026..
2. Increase the City’s pavement condition index (PCI) to 65 by 2028 (from 57 in 2022) through the Annual Pavement Rehabilitation program. December 2028.
3. Implement Neighborhood Traffic Management Program. Ongoing.
a. Install High visibility crosswalk and RRFB at Industrial Road and Tanklage Road. September 2026.
b. Construct pilot traffic circle at Crestview Drive and Edmonds Road. December 2025June 2027.
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 2025January 2026.
c. Upgrade 148 pedestrian pushbuttons to accessible pedestrian signal (APS) system. JuneDecember 2026.
d. Kadence Adaptive Traffic Signal Project. Completed December 2025.
Objective #4: Develop community education and outreach tools to highlight the benefits and impacts of key traffic, parking, transportation infrastructure, and street maintenance projects.
Actions/Tasks:
1. Maintain citywide construction activities webpage. Ongoing.
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.
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2025 Work Plan Attachment 1
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. Elm/Arroyo and Olive/Elm SRTS Intersection and Sidewalk Improvements. March 2026.Tamarack/Belle, Elm/Arroyo, Belmont/Cedar, St. Francis/Cedar SRTS Intersection and Sidewalk Improvements. November 2025.
3. 4. Arroyo/Woodland, Tamarack/Belle, Belmont/Cedar, St. Francis/Cedar SRTS Intersection and Sidewalk Improvements. December 2028. Arroyo/Woodland and Olive/Elm SRTS Intersection and Sidewalk Improvements. November 2025.
4. 5. 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 2025Spring 2026.
Objective #6: Structure a partnership among the City, property owners, businesses, and employers and leverage resources to create effective trip reduction strategies through the creation of a Transportation Management Agency (TMA).
Actions/Tasks:
1. Perform outreach and coordinate with developers, property owners, and businesses; set up development participation thresholds; and, create the organizational framework for the TMA. In progress.
a. 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.
b. The City has been awarded grant funding from San Mateo County Transportation Authority to study TMA best practices and develop a set of standards for TMAs established in San Carlos. Staff will coordinate with property owners in conducting the grant-funded research and presenting the recommended standards for adoption. Ongoing.
a.
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;
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2025 Work Plan Attachment 1
streamline workflows; and protect the City’s infrastructure improvements by making decisions based on accurate and current data and conditions.
Actions/Tasks:
1. Issue an RFP for a consolidated enterprise tool and training. ComletedCompleted September 2025.
2. Implement enterprise tools for project and asset management. October 20267.
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. Second City Council Study Session. Completed September 2025.
3. Participate in monthly Harbor Industria l 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. March 2026.
Objective #3: Present goals, policies, and standards of the Northeast Area Specific Plan for adoption.
Actions/Tasks:
1. Update development and design standards. December 2025. Ongoing.
2. Update implementation and financing plan. June 2026.Ongoing.
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2025 Work Plan Attachment 1
3. Adopt the Plan. June 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. Present action plan recommendations to Parks, Recreation and Culture Commission and City Council. Completed October 2025.
2. Adopt the final Parks Master Plan and General Plan amendments. May 2026.
Objective #2: Complete the North Crestview Park Master Plan.
Actions/Tasks:
1. Complete CEQA and adopt the North Crestview Park Master Plan. May 2026.
Project placed on hold per the Council’s direction at its September 22, 2025 meeting and move to the unfunded projects list.
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 the Trillium Way trail. December 2025. June 2026.
b. Discuss acquisition and identification of additional trail easements and connections. November 2025.-June 2026.
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. June 2026.
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January 14, 2026 Strategic Retreat Attachment 2
Strategic Goal Projects by Category in Adopted FY 2025-2030 CIP Budget Total $112,678,100 Strategic Goal Capital Improvement Program Projects (5-Yr Plan - FY 25-30) Cost (Est.) 1 Climate Change C2305 - Sewer Capacity Assurance Improvements 12,500,000$ 2 Climate Change C9531 - Storm Drain Improvements 4,000,000$ 3 Climate Change C2303 - Shoreway Road Sewer Main Relocation Project 3,000,000$ 4 Climate Change C2336 - Installation of New EV Stations in Public Parking Lots 658,200$ 5 Climate Change C2514 - Industrial Road Bridge and Culvert Repair 600,000$ 6 Climate Change C9806 - Belmont Creek Watershed Improvement 550,000$ 7 Climate Change C2502 - Upgrade of Existing SCADA Hardware at all Sewer and Storm Pump Stations 450,000$ 8 Climate Change C2516 - Climate Mitigation and Adaptation Plan Update 250,000$ 9 Downtown C2115 - Downtown Renovation Plan Design/Implementation 16,500,000$ 10 Downtown C2105 - Downtown Planning Initiative 69,900$ 11 Mobility C9416 - Annual Street Resurfacing 39,500,000$ 12 Mobility C9459 - Holly/101 Interchange Modifications - Long Term Improvements 10,000,000$ 13 Mobility C2214 - SRTS Improvements (Tamarak, Belle, Arroyo, Cedar, St Francis) 3,500,000$ 14 Mobility C2405 - Traffic Signal Master Plan Implementation 2,650,000$ 15 Mobility C2504 - Traffic Studies & Pilot Improvements 2,500,000$ 16 Mobility C2506 - Traffic Signal Fiber Project 1,885,000$ 17 Mobility C9417 - Annual Traffic Markings & Striping 1,500,000$ 18 Mobility C2505 - Traffic Technology & Funding Development 1,450,000$ 19 Mobility C2511 - Safe Routes to School Improvements near Arundel 1,450,000$ 20 Mobility C2325 - San Carlos Avenue Pedestrian Safety Improvements Phase IV 1,200,000$ 21 Mobility C9465 - Annual Sidewalk Replacement/Reconstruction 1,140,000$ 22 Mobility C2510 - Safe Routes to School Improvements near Brittan Acres and Heather 1,100,000$ 23 Mobility C2106 - Brittan Avenue Sidewalk Improvements 975,000$ 24 Mobility C2512 - Complete Streets & Corridor Studies 750,000$ 25 Mobility C1807 - Traffic Circle & Midblock Crossings (ADLP, Industrial, Crestview, and Morse) 650,000$ 26 Mobility C2213 - Intersection Pedestrian Improvements (Arroyo/Woodland & Olive/Elm) 500,000$ 27 Mobility C2508 - Safe Routes to School & Pavement Project - Clifford Street 400,000$ 28 Mobility C2404 - Industrial Road Turning Mitigation (between Holly St & PAMF) 400,000$ 29 Mobility C2402 - Roundabout at Crestview and Edmonds 250,000$ 30 Mobility C2509 - Safe Routes to School Improvements near Tierra Linda & Mariposa 200,000$ 31 Mobility C2507 - Traffic Impact Fee (TIF) Study and Update 150,000$ 32 Northeast C2207 - East Side Innovation District Master Streetscape Plan 150,000$ 33 Recreation C2517 - Parks Master Plan Improvements 1,000,000$ 34 Recreation C2330 - Trail Improvements, Expansion and Connections 250,000$ 35 Recreation C2329 - Parks Master Plan 200,000$
36 Recreation C2515 - Adult Community Center Kitchen Remodel Design 200,000$ 37 Recreation C2417 - Chilton Park Pathway Modifications 150,000$ 112,678,100$
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January 14, 2026 Strategic Retreat Attachment 3
Year Strategic Goal Project Cost (Est.) $ Needed (Est.) Priority 1 2026 Downtown Strategic Land Purchase $4,800,000 $4,800,000 2 2027 Downtown Phase 1a and 1b (21.4M - 16.6M funded = $4.8M needed ) $4,800,000 $4,800,000 High 3 2027 Downtown Economic Prosperity Team $250,000 $250,000 4 2028 Downtown Phase 3: Wheeler Plaza (Park/Plaza) $8,480,000 $8,480,000 5 2026 Mobility US 101 and Holly - Mid-Term Improvement $7,900,000 $790,000 High 6 2026 Mobility ITS Signal Resiliency and Smart Corridor Expansion Project $576,400 $576,400 7 2026 Mobility 4 Corners - ADLP - Belmont Project (Design) $250,000 $250,000 8 2027 Mobility US 101 and Holly - Long-Term Improvement $112,000,000 $ - High 9 2027 Mobility Public Works Enterprise Tool Implementation $1,000,000 $1,000,000 High 10 2027 Mobility Traffic Signal Fiber Project $421,600 $421,600 11 2027 Mobility Update Bike and Ped Masterplan $300,000 $300,000 12 2027 Mobility Traffic Signal Master Plan Implementation $295,700 $295,700 13 2027 Mobility SRTS Improvements near Heather & Brittan Acres $47,541 $47,541 14 2028 Mobility Roundabout at Crestview and Edmonds (phase 2) $1,000,000 $1,000,000 15 2030 Mobility 4 Corners - ADLP - Belmont Project (Construction) $1,750,000 $1,750,000 16 2030 Mobility Alameda De Las Pulgas Corridor Study $2,000,000 $1,250,000 17 2032 Northeast Land purchase for 2 acre park $39,465,360 $39,465,360 18 2032 Northeast Land purchase for 1 acre park $20,000,000 $20,000,000 19 2026 Recreation Strategic Land Purchase to develop Laureola Park $8,000,000 $8,000,000 20 2026 Recreation ACC Kitchen Renovation Construction $1,000,000 $452,442 High 21 2028 Recreation Reconstruct Kiwanis Building at Burton Park $3,000,000 $3,000,000 22 2028 Recreation 13 projects in 10k-$125k range listed as near-term priority projects in draft Parks Master Plan $470,000 $470,000 23 2029 Recreation Laureola Park complete master plan renovation $8,000,000 $8,000,000 24 2030 Recreation Pool $10,000,000 $10,000,000
25 2032 Recreation Design/Construction of a Community Center (14,000 sq ft) $20,000,000 $20,000,000 26 2026 Climate Change Storm Drain Master Plan Phase 1A $5,800,000 $5,800,000 27 2026 Climate Change Hallmark-Crestview Gate $25,000 $25,000 28 2027 Climate Change Storm Drain Master Plan Phases 1B and 1C $12,700,000 $12,700,000 29 2027 Climate Change Pulgas Creek Watershed Native Planting Pilot Project $500,000 $500,000 30 2027 Climate Change Update 2017 Storm Drain Master Plan $300,000 $300,000 31 2028 Climate Change Storm Drain Master Plan Phase 2 $14,100,000 $14,100,000 32 2029 Climate Change Storm Drain Master Plan Phases 3 and 4 $11,600,000 $11,600,000 $180,424,043
Potential Unfunded Strategic Goal-Related Projects for FY 2025-2030
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January 14, 2026 Strategic Retreat Attachment 4
Potential Unfunded "Other" Projects for FY 2025-2030
Year Other Project Category Project $ Needed (Est.)
1 2027 Administration Long term financial plan $300,000 2 2026 Councilmember Request San Carlos Ave Traffic Calming $300,000 3 2027 Councilmember Request Boat Launch $725,000
4 2027 Councilmember Request Museum of San Carlos History ADA Restroom Update $100,000 5 2026 Facilities Civic Center Space Planning Study $500,000 6 2026 Facilities Update 2012 Facilities Masterplan $300,000 7 2027 Facilities Concrete around City Hall $320,000
8 2027 Facilities Lighting outside City Hall $60,000
9 2028 Facilities Youth Center HVAC Replacement $800,000 10 2029 Facilities Civic Center Cameras $100,000
11 2028 Recology Request/Storm Drain Shoreway Drainage Improvements near Recology $250,000 $3,755,000
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January 14, 2026 Strategic Retreat Attachment 5
Allowed Use Received FY 2028 FY 2029 FY 2030 FY 2032
Downtown - $3,897,000
642 Quarry 1,100,000
841 Old County 2,797,000
Community Improvements/Recreation - $9,119,000
Transit Village 600,000
825 Industrial 3,249,000
11 El Camino Real (upon COO) 870,000
642 Quarry 1,400,000
841 Old County 3,000,000
Green Energy - $700,000
642 Quarry 200,000
841 Old County 500,000
General Benefits - $49,699,000
405 Industrial 4,200,000
987 Commercial - Phase 1 10,000,000
789 Old County 2,449,000
987 Commercial - Phase 2 12,000,000
987 Commercial - Phase 3 21,050,000
Traffic Impact Fees - $8,610,800
11 El Camino Real (upon COO) 991,000
987 Commercial - Phase 1 1,612,000
789 Old County 1,180,000
642 Quarry 1,076,800
841 Old County 527,000
987 Commercial - Phase 2 1,612,000
987 Commercial - Phase 3 1,612,000
Housing - $54,685,000
987 Commercial - Phase 1 10,740,000
642 Quarry 7,900,000
789 Old County 5,964,000
841 Old County 6,635,000
987 Commercial - Phase 2 13,480,000
987 Commercial - Phase 3 9,966,000
Child Care - $10,844,000
987 Commercial - Phase 1 2,400,000
789 Old County 1,500,000
841 Old County 1,621,000
987 Commercial - Phase 2 3,100,000
987 Commercial - Phase 3 2,223,000
TOTALS 8,049,000$ 26,613,000$ 11,093,000$ 51,151,800$ 40,648,000$ Approximately $135 Million in Fees Anticipated in Years 2028, 2029, 2030 and 2032
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Attachment 6
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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October 9, 2025 1
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
October 9, 2025 1:00 PM
MINUTES
ROLL CALL
City Council Present: Sara McDowell, Mayor
Pranita Venkatesh, Vice Mayor
John Dugan, Councilmember
Neil Layton, Councilmember
Adam Rak, Councilmember
Staff Present: Nil Blackburn, Assistant City Manager
Jeff Maltbie, City Manager
Crystal Mui, City Clerk
Gregory Rubens, City Attorney
1. CALL TO ORDER
Mayor McDowell called the meeting to order at 1:05 p.m.
2. PLEDGE OF ALLEGIANCE
Mayor McDowell led the Pledge of Allegiance.
3. PUBLIC COMMENT
None.
4. STUDY SESSION
a. Discussion of Issues and Topics Affecting the City of San Carlos, Including, But Not Limited to, the Items Listed in the Attachments. No Action Will be Taken on Any Items at This Meeting.
DEVELOPMENT FEES & GRANTS
Childcare Impact Fee.
Mayor McDowell noted that, in the not-too-distant future , the City will likely stop receiving applications for childcare grants as the need diminishes. She emphasized the importance of thinking strategically now about how to use the Childcare Impact Fees to continue benefiting the community—potentially through a childcare facility at a future community center.
Staf
f provided suggestions including using the fees to support childcare for older children or to acquire property for a future childcare center.
Attachment 7
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Commercial Development Permit Extensions.
Mayor McDowell suggested that, in preparation for the anticipated increase in commercial development permit extension requests, a review and update of the fee may be appropriate.
St
aff confirmed that the Plan Development Fees have recently been updated, so a review would not be needed for an extended period.
Counc
il requested that an update on the 808 Alameda Project be included in a future Council newsletter.
Grant Updates.
As
sistant City Manager Nil Blackburn provided a handout to the Council of a table with a status update on the grants that we’re in the process of receiving. This will be include d in the meeting’s supplemental materials.
Role of the Community Foundation.
Vi
ce Mayor Venkatesh inquired about the role of the San Carlos Community Foundation.
St
aff and Council clarified that the Council’s original intent in establishing the Foundation was to focus primarily on capital fundraising efforts. Council also expressed interest in the Foundation continuing to provide grants to local non-profit organizations.
Ms
. Blackburn noted that the Community Foundation is currently exploring how a capital campaign would operate within its organization and plans to engage a consultant to assist in this effort. The Foundation may return to Council for further guidance or to consider potential amendments to its agreement.
Addi
tionally, Council discussed how to handle one-time or time -sensitive grant requests and directed staff to create a webpage directing all grant applicants to the Community Foundation.
Devel
opment Project Updates.
St
aff provided a general update on developments in San Carlos and referenced the Development Project Updates webpage.
Council directed staff to continue maintaining the webpage and ensuring it remains current.
DOWNTOWN & ECONOMIC DEVELOPMENT
Revive Downtown and Building Community.
Counc
il inquired about staff’s efforts to revitalize the downtown area and build community.
Ms. Blackburn discussed the City’s “Life on Laurel” program, which will feature expanded Harringtunes events, a Bike Safety Day , music throughout the holiday season, Thursday Night Lights, and outdoor games such as pop-up mini golf.
Counc
il proposed adding a skating rink as part of the program.
Vice Mayor Venkatesh emphasized the need for additional cultural events.
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Mr. Maltbie noted that such initiatives should be brought forward through the Council’s strategic planning and budget process.
Downtown Building Height.
Counc
ilmember Rak expressed interest in establishing a height cap or reducing the maximum building height to approximately 40–50 feet within the downtown core.
Mr
. Maltbie cautioned that such a change would be a significant and complex undertaking. He suggested that the Council first explore the level of investment and process required, and, if comfortable with the findings, then consider proceeding with potential amendments.
More Daytime and Midweek Vibrancy to our Downtown.
Counc
ilmember Dugan inquired about the possibility of a midweek Farmers Market to increase downtown vibrancy.
Council noted that businesses had previously raised complaints when the market was held on Thursdays, and staff highlighted the difficulty of securing vendors for an additional midweek Farmers Market.
There w
as discussion regarding the benefits for businesses to organize and coordinate a Business Improvement District.
Commercial Vibrancy in light of State Housing Laws.
Counc
ilmember Dugan inquired whether there is a need to take strategic measures to protect commercial vibrancy in the downtown area or if it is appropriate to rely on market forces at this time.
Mr
. Maltbie advised continuing to monitor the situation and completing preparatory work to be ready if conditions change but did not recommend allocating resources to address the matter at this stage.
Counc
il directed staff to:
- Include a statement in the Downtown Specific Plan expressing the Council’s desire to maintain commercial uses on the ground floor; and
- Research and draft an ordinance to incentivize developers to preserve commercial vibrancy, such as through expedited design review.
Engaging with our Local Businesses.
May
or McDowell inquired about staff efforts to connect with and support local businesses.
Ms. Blackburn distributed a handout outlining initiatives from the Economic Development and Advance Planning Divisions, which will be included in the meeting’s supplemental materials. Staff emphasized that City -supported promotions are most effective when businesses actively champion them.
Som
e strategies discussed include:
- Hos
ting a listening session with businesses;
- Consider creating a new position focused on business engagement;
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- Establishing a Downtown Subcommittee; and
- C ommunicating with the Chamber of Commerce to explore additional ways the City can provide support
Parklet Standards.
Counc
ilmember Dugan inquired if the parklet standards are acceptable until the Downtown Specific Plan is implemented.
Sta
ff noted that the Parklet Program was recently extended for another year, allowing time to address this matter at a later date.
Inbound Commercial Activity/Development Projects.
Mayor McDowell expressed concern regarding the proliferation of service businesses in the downtown core.
Counc
il directed staff to schedule a special meeting to hold a study session on downtown retail and the chain store ordinance before the November 24 regular meeting.
Compliance Process for Restaurants.
Vice Mayor Venkatesh stated that staff has responded to her questions about the compliance process for restaurants failing to meet county standards, particularly concerning waste disposal.
HOUSING
Workforce Housing: Create a Working Group.
Counc
ilmember Layton proposed creating a workforce housing task force with the School District.
Council agreed that a staff-to-staff approach would be a good way to start.
Mr. Maltbie concurred and indicated he would discuss the proposal with the Community Development Department.
Status Update on the Regional Housing Needs Allocation (RHNA).
Vice Mayor Venkatesh noted that her request for an update on RHNA have already been addressed by staff.
Housing for Mentally Disabled Adults.
Mayor McDowell highlighted the need for affordable housing for adults with developmental disabilities. She asked that staff incorporate OneStep Beyond into strategic housing planning and consider it for the Eaton Project.
PARKING, STREETS, & TRAFFIC
Parking Restrictions.
Vi
ce Mayor Venkatesh inquired about the parking restriction signs in the lot behind Peet’s Coffee.
Mr. Maltbie explained that the lot is privately owned, so the City is not involved.
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Employee Parking at Wheeler Plaza Parking Structure.
Cou
ncil and staff discussed what the city has done to encourage employees to park on the second floor of the Wheeler Plaza Parking structure, noting that zoned parking could be considered.
Counc
il directed staff to designate certain parking spaces for compact vehicles as an alternative to restriping the entire lot.
Traffic Mitigation Update: Tierra Linda, Charter, Mariposa.
At V
ice Mayor Venkatesh’s request, Ms. Blackburn provided an update on the Four Cor ners Project.
The is
sue of crossing guard practices was discussed. Mayor McDowell noted that she may bring the matter forward at the next 2+2 meeting to address proper crossing procedures, suggesting it could be a training issue.
Plan for Upgrading Pavement Condition Index (PCI).
Counc
ilmember Rak requested an update on the plan for road improvements throughout San Carlos.
Mr. Maltbie provided an update on the plan and noted that staff will continue to enhance outreach to share the project’s progress, including efforts to reach directly impacted residents.
PARKS, RECREATION, AND EVENTS
Picnic Table Reservations.
Vi
ce Mayor Venkatesh advocated for shortening the duration of picnic table reservations, rather than maintaining the current single 12-hour block from 8 a.m. to 8 p.m.
Ms
. Blackburn addressed potential maintenance challenges associated with shorter reservation blocks.
Policy for Reserving Pickle Ball Courts.
Vi
ce Mayor Venkatesh inquired about the City’s pickleball reservation policy.
Ms
. Blackburn distributed a handout explaining the paddle system , which will be included in the meeting’s supplemental materials.
At
Council direction, the Parks & Recreation Director will follow up with further details on pickleball reservations.
Community Celebrations - Diwali and Lunar New Year.
This
matter was discussed earlier in the meeting under the “Revive Downtown” item.
Vista Park.
Vi
ce Mayor Venkatesh proposed adding benches and a small play structure at Vista Park.
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Ms. Blackburn confirmed staff will include these suggestions into the Parks Master Plan.
Parks Maintenance and Volunteers.
May
or McDowell raised concerns regarding the City’s use of volunteers for maintenance tasks.
St
aff will review whether existing vendors are fulfilling their contracts and determine if adjustments to maintenance agreements are necessary to enhance the upkeep of the City’s fields, parks, and roadways.
California Native Plants.
Counci
lmember Rak inquired about the City’s obligations to preserv e identified protected native plants on public lands.
Staff provided an overview of the California Environmental Quality Act (CEQA) provisions for protecting sensitive biological resources, including native plants.
Bathroom at the Museum of San Carlos History.
May
or McDowell noted that the Museum of San Carlos History lacks an ADA accessible bathroom, which has resulted in the bathroom being closed.
Staff will coordinate with the facilities team to address this issue.
POLICY
Gas Powered Leaf Blowers.
Councilmember Dugan advocated for a study session to discus s banning gas -powered leaf blowers, citing a petition demonstrating interest.
Af
ter discussion, the Council, did not support reconsider ing the ban but directed staff to continue to explore electric-leaf blower rebate programs.
Encampment Ordinance.
Mayor McDowell spoke on the County’s Encampment Ordinance and a need for the City to consider it.
Counc
il directed staff to proceed with the County’s model ordinance for encampment and explore restrictions on RV (recreational vehicles) overnight parking.
Life Moves Reporting App.
May
or McDowell discussed the County’s LifeMoves app, which assists in tracking and coordinating services for individuals experiencing homelessness, and asked whether Councilmembers could access it.
Ms
. Blackburn stated that the City Manager’s Executive Assistant is trained on the app and can log issues submitted by Council.
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Potential Climate Risk and Vulnerability Assessment (CRVA) Threat Letter.
There w
as no interest from Council in discussing this potential letter.
Recreational Marijuana.
Counc
ilmember Layton inquired if there’s been consideration for retail marijuana for tax revenue.
The Council did not express interest in considering this at this time.
GOVERNANCE & INTERNAL PROCESSES
Subcommittees/Commissions.
Counc
ilmember Layton questioned the purpose of current C ouncil subcommittees and whether they are appropriately structured. A suggestion was made to consider creating subcommittees that reflect each strategic goal.
Counc
ilmember Layton also noted feedback from Commissioners who feel their service is not impactful and asked how their guidance could be more effective.
St
aff noted that, during the initial meetings with commission applicants, expectations are clearly set that Commissioners serve as community ambassadors and advisory bodies.
The Cou
ncil did not express interest in changing the commission process.
Improving the Efficiency of Council Direction through Study Sessions.
Counc
ilmember Layton highlighted the need for process improvements to increase opportunities for Council to provide direction to staff and to receive more timely presentations. He proposed scheduling four study sessions per year, to be used as needed, held as regular meetings but conducted in the format of a mini-retreat. Council expressed interest in considering this approach.
Support for Council – Onboarding Process.
May
or McDowell requested that staff review the Councilmember onboarding process , stressing that Councilmembers should be fully informed about available benefits, including the Employee Assistance Program (EAP), and encouraged to use them.
Support for Council – Safety.
May
or McDowell highlighted the importance of providing additional support to Councilmembers to ensure their safety and reinforce a sense of support.
Support for Council - Email and Website Access Abroad.
Counc
il expressed interest in being able to access their City email and the City’s website while abroad.
Sta
ff noted that accessing City email from outside the country poses a security risk and added that the City’s website should remain accessible overseas. Staff will investigate the matter further.
Council requested additional information on the associated risks and available options for email access.
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Closed Sessions Memos.
May
or McDowell requested that materials for closed session items be provided in advance of the meeting to allow time for review and consideration. The goal is to receive them on the same day the packet is published; if that is not feasible, staff should communicate the anticipated delivery date.
Brown Act and Photographs.
To ensur
e continued compliance with the Brown Act, the Council directed staff to include peer - shared informational materials on upcoming discussion topics in the Council packet or, when appropriate, in the Council newsletter, instead of distributing them via email.
City Scheduling of Public Events.
May
or McDowell requested that staff be mindful of significant religious and cultural observances when scheduling public meetings and events.
Usage of AI in Workflow.
May
or McDowell encouraged staff to continue exploring ways to utilize artificial intelligence and to review best practices for its use.
Emergency Preparedness Exercises.
May
or McDowell requested that the Council be included in emergency preparedness discussions to ensure they are informed and prepared for such events.
Public Educational Videos.
May
or McDowell requested that staff consult with the City Council when developing educational videos to ensure questions they frequently receive are addressed.
5. ADJOURNMENT
The meeting adjourned at 5:50 p.m.
Crystal Mui
City Clerk
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