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9.o
April 13, 2026
Packet Pg. 895
83 83
$
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9.o
April 13, 2026
Packet Pg. 896
83 83
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9.o
April 13, 2026
Packet Pg. 897
83 83
$
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9.o
April 13, 2026
Packet Pg. 898
83 83
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9.o
April 13, 2026
Packet Pg. 899
%8,/',1*(/(0(17672%(
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9.o
April 13, 2026
Packet Pg. 900
83 83
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9.o
April 13, 2026
Packet Pg. 901
$
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3/$11,1*5(68%0,77$/ 6(3
9.o
April 13, 2026
Packet Pg. 902
83 83
83 83
83 83
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'$6+('/,1(67<3,&$/
(;,67,1*522)*877(56
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9.o
April 13, 2026
Packet Pg. 903
'1
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83 83
83 83
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3/$11,1*5(68%0,77$/ 6(33/$11,1*5(68%0,77$/ '(& All
architectural
projections
shall not
extend
closer than
3 feet from
any property
line,
including
any eves
and
overhangs
9.o
April 13, 2026
Packet Pg. 904
$
$
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3/$11,1*5(68%0,77$/ 6(3
9.o
April 13, 2026
Packet Pg. 905
83 83
83 83
'(02/,7,216+2:1$65('
'$6+('/,1(67<3,&$/
%8,/',1*(/(0(17672%(
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758(1257+*5$3+,&/(*(1'
3/$11,1*68%0,77$/
3/$11,1*5(68%0,77$/ $35
9.o
April 13, 2026
Packet Pg. 906
83 '1
'1
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3/$11,1*68%0,77$/
3/$11,1*5(68%0,77$/ $35
3/$11,1*5(68%0,77$/ '(&
9.o
April 13, 2026
Packet Pg. 907
$
$
$
6+((7180%(5
60,7+*5283352-(&7180%(5
6+((77,7/(
6($/6$1'6,*1$785(6
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$(17
758(1257+
6&$/(
522)3/$1(;,67,1*
3/$11,1*5(68%0,77$/ $35
9.o
April 13, 2026
Packet Pg. 908
(;,67,1*522)*877(56
'2:163287672%(
'(02/,6+('6(($6%8,/7
'5$:,1*6)25)857+(5
'(7$,/621(;,67,1*%8,/',1*
%8,/',1*(/(0(17672%(
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6+2:1,1+$/)721(
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60,7+*5283352-(&7180%(5
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3/$11,1*5(68%0,77$/ 6(3
3/$11,1*5(68%0,77$/ '(&
9.o
April 13, 2026
Packet Pg. 909
$
1(:7,/(522)
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$
$
$
$
$
$
$
$
$
$
1(:'2:1632876
7<3
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3/$11,1*5(68%0,77$/ 6(3
3/$11,1*5(68%0,77$/ '(&
9.o
April 13, 2026
Packet Pg. 910
6+((7180%(5
60,7+*5283352-(&7180%(5
6+((77,7/(
6($/6$1'6,*1$785(6
,668(')25 '$7(
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9.o
April 13, 2026
Packet Pg. 911
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9.o
April 13, 2026
Packet Pg. 912
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April 13, 2026
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April 13, 2026
Packet Pg. 914
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April 13, 2026
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April 13, 2026
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April 13, 2026
Packet Pg. 917
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April 13, 2026
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April 13, 2026
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EXHIBIT B
FINDINGS FOR THE CITY COUNCIL CONSIDERATION FOR THE SAN CARLOS ELMS SENIOR ASSISTED LIVING FACILITY, 707 ELM STREET
Planned Development Findings - SCMC Section 18.36.040
In considering whether to approve the Planned Development Ordinance and Planned Development Plan amendment, the City Council must consider the following findings, pursuant to San Carlos Municipal Code Section 18.36.040:
A. The proposed development is consistent with the General Plan and any applicable specific plan, including the density and intensity limitations that apply; Basis for finding: The General Plan designation for the subject site is Multi-Family,75-100 DUs/Ac. The multiple-family, high-density residential classification applies to the entire block bounded by Elm Street, Cherry Street, Walnut Street, and Olive Street. This land use category is the most intensive form of multi-family residential development in the City. The high-density residential category provides an area for more concentrated living accommodations adjacent to the Downtown. Densities of up to 100 dwelling units per gross acre are permitted. The San Carlos Elms senior living facility, as proposed, would be 113 units per acre (106 units on 0.94 acres) if each unit were considered an independent dwelling unit. However, the assisted living units do not qualify as full dwelling units under SCMC Section 18.41.020, which requires dwelling units to have separate facilities for sleeping, eating, cooking, and sanitation. San Carlos Elms residents do not live independently, and do not have full kitchens in their units, thus requiring access to the dining hall. For these reasons, the San Carlos Elms units cannot be classified as separate dwelling units for the purposes of density and Regional Housing Needs Allocation (RHNA) counts. Additionally, pursuant to State Density Bonus law, Government Code Section 65915(b)(1), San Carlos Elms qualifies for a bonus of 20 percent over the base density based on the provision of affordable units. This would permit up to 124 units to be built on site. Therefore, staff finds that the proposed project is compliant with the density requirements of the General Plan.
The San Carlos Elms project is consistent with the following goals and policies contained within the adopted General Plan Housing Element, as outlined below:
POLICY HOU-5.1: Special Needs Population Housing. Promote the development and rehabilitation of housing to meet the needs of special needs groups, including seniors, persons with disabilities, the homeless, people with illnesses, people in need of mental health care, single parent families, large families, farmworkers, and others.
POLICY HOU-5.5: Senior Housing. Provide for a variety of housing options and affordability levels for seniors, including independent living, assisted living, and nursing home care facilities, especially within walking distance of services and transit routes and in multifamily areas. Encourage senior housing that provides on-site recreational activities, medical care, and personal services that enhance the quality of life for residents. 707 Elm Street is not within any City adopted Specific Plan.
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April 13, 2026
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B. The subject site is physically suitable for the type and intensity of the land use being proposed;
Basis for finding: The proposed project is consistent with the General Plan Land Use classification, which allows for the most intensive form of residential development. The 0.94- acre site is large enough to accommodate the intensity of development while still providing landscaping and outdoor recreational space for residents. The basement parking garage and front-loading area allow for adequate onsite access and circulation. Furthermore, several sites in the immediate area, such as 1232-1244 Cherry Street (a 0.29-acre site with 33 units; equivalent to 114 units per acre), illustrate a comparable density and intensity to that of San Carlos Elms. Further, the facility has been operational since 1996 with no issues to the surrounding areas.
C. Adequate transportation facilities and public services exist or will be provided in accord with the conditions of PD plan approval, to serve the proposed development; and the approval of the proposed development will not result in a reduction of traffic levels of service or public services so as to be a detriment to public health, safety, or welfare;
Basis for finding: The Project is located within a highly developed area of the City, just outside of the Downtown Specific Plan, and has adequate access to the public utilities serving the site.
The project site is located approximately 0.35 miles (1,800 feet) from the Caltrain Station and El Camino Real that is the main thoroughfare for buses on the peninsula. Additionally, the development is one block away from Downtown which is extremely walkable and features a pedestrian-only area on the 700 block of Laurel Street. The project is not expected to result in a reduction of traffic levels of service, as a vast majority of residents do not drive personal vehicles and opt to use the San Carlos Elms shuttle/van. This project is exempt from the Transportation and Demand Management requirements of San Carlos Municipal Chapter
18.15. D. The proposed development will not have a substantial adverse effect on surrounding land uses and will be compatible with the existing and planned land use character of the surrounding area;
Basis for finding: Many of the existing land uses surrounding the San Carlos Elms facility are low-rise apartment complexes and single-family homes that do not currently meet minimum density requirements following the most recent Housing Element update and upzoning. Once those surrounding sites are redeveloped, they will contain projects of similar size and intensity to that of San Carlos Elms. This is evident in projects such as 1501 Cherry Street that saw the development of 34 units where a single-family home once was, or 1232-1244 Cherry Street, which upzoned existing low-rise apartments.
The project includes the addition of three (3) new assisted living units for seniors that helps realize Housing Element policy HOU-5.1. Furthermore, the renovation proposes a larger salon space with a whirlpool tub and massage room and a new fitness center, aligning with Housing Element policy HOU-5.5 to provide on-site personal services.
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April 13, 2026
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E. The development generally complies with applicable adopted design guidelines; and
Basis for finding: The proposed development is generally consistent with the existing adopted Planned Development Plan (Ord. 1265), ensuring that the proposed expansion is well integrated into the existing building while providing needed updates after 26 years. The proposed addition will meet the height, setback, color, roof style, and detailing found on the existing facility. The design complies with the City’s Design Criteria for Design Review and has undergone review by City Staff to ensure high-quality architecture given its proximity to City Hall and Downtown.
F. The proposed development is demonstratively superior to the development that could occur under the standards applicable to the underlying base district, and will achieve superior community design, environmental preservation and/or substantial public benefit. In making this determination, the following factors shall be considered:
1. Appropriateness of the use(s) at the proposed location.
2. The mix of uses, housing types, and housing price levels.
3. Provision of units affordable to persons and families of low and moderate income or to lower income households.
4. Provision of infrastructure improvements.
5. Provision of open space.
6. Compatibility of uses within the development area.
7. Creativity in design and use of land.
8. Quality of design, and adequacy of light and air to the interior spaces of the buildings.
9. Overall contribution to the enhancement of neighborhood character and the environment of San Carlos in the long term. (Ord. 1438 § 4 (Exh. A (part)), 2011)
Basis for finding: The proposed development complies with the majority of the development standards of the surrounding RM-100 Zoning district, such as front setback, lot coverage, height, number of stories, and landscaping. The proposed addition and renovation will help fulfill General Plan policy HOU-5.5 by providing 9,012 square feet of resident community space and amenities. This adds up to 70 square feet per resident, compared to 61 square feet per resident before the renovation.
The San Carlos Elms facility is the only commercial assisted senior living facility in the City of San Carlos, representing a very unique use that would otherwise not be allowed in the surrounding RM-100 zoning district without a Use Permit. The project contributes to the community by providing needed assisted senior living units, fulfilling General Plan policy HOU-
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CITY COUNCIL
STAFF REPORT
MEETING DATE: April 13, 2026
ITEM TITLE: Receive an Update Regarding Pacific Gas & Electric Company’s (PG&E) Compliance with the City’s Utility Notification Policy.
RECOMMENDATION:
Receive an informational update regarding PG&E’s compliance with the City’s Utility Notification Policy.
FISCAL IMPLICATIONS:
There are no fiscal implications, and no additional funding is needed.
BACKGROUND:
In July 2025, the City of San Carlos developed the Utility Notification Policy for Encroachment Permit Work (“Policy”) to ensure residents and businesses receive timely, clear, and consistent communication regarding utility-related construction activities. The Policy requires notification to all properties within a 300-foot radius of a project site, including mailed, hard-copy notices, among other outreach measures.
The Policy was established to improve transparency, reduce confusion, and ensure the public is adequately informed of potential impacts such as construction schedules, traffic disruptions, noise, and service interruptions. All utility providers operating within the public right-of-way are required to comply with this Policy as a condition of their encroachment permits.
All utilities, including Mid-Peninsula Water District, California Water Service, Comcast, and AT&T, are complying with the Policy. However, PG&E has not consistently complied with key community notification provisions. Specifically, PG&E has declined to mail hard-copy notification letters to residents within a 300-foot radius and has instead proposed reliance on digital notifications. PG&E has also not confirmed whether it maintains complete or accurate contact information for affected residents.
At this time, there are approximately 56 active PG&E encroachment permits and an additional 20 permits pending review of Traffic Control Plans (TCPs) by City staff.
Pursuant to San Carlos Municipal Code Section 12.01.100.A, the Public Works Director is authorized to impose conditions necessary to protect public interest, safety, and welfare, providing the legal basis for enforcing compliance with the Policy.
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ANALYSIS:
Staff continued to evaluate PG&E’s compliance in the context of regional practices. Outreach to neighboring agencies, including Belmont, Foster City, Redwood City, San Mateo, and Woodside, confirmed that similar notification requirements are standard and that utilities, including PG&E, have complied with those jurisdictions’ requirements, including mailed notifications.
PG&E’s lack of consistent compliance in San Carlos has resulted in operational challenges and delays in permit issuance. Because notification is a condition of permit approval, permits cannot be issued until requirements are met. These delays are directly impacting residents, including delays in:
Connecting new electrical service to residential units and ADUs Finalizing electrical connections required for occupancy Interconnecting rooftop solar systems
Additionally, reliance solely on digital notifications raises equity concerns, as some residents may lack reliable internet access or may not be included in PG&E’s contact databases. The City’s Policy was intentionally designed to ensure inclusive and comprehensive outreach.
Despite ongoing coordination efforts, PG&E has continued to request deviations from the Policy.
However, PG&E’s Government and Public Affairs Director reached out to staff March 31, 2026 to request a compromised solution for both parties. As a result, staff have developed a set of proposed modifications and clarifications intended to provide a reasonable and enforceable path forward while maintaining the Policy’s core objectives below:
Enhanced Permit Application Requirements
Require clear identification of project impacts, including vehicle types, material staging, and traffic control needs.
Tiered Notification Requirements
oMinor Impacts: No public notification required; advance “No Parking” signage required.
oModerate Impacts: Notification via digital or physical methods required. oMajor Impacts: Mailed or door-to-door notification required, with potential onsite signage.
Hybrid Notification Approach
Digital notification may be utilized; however, physical notification (mail or door hangers) is required for all properties within a 300-foot radius where digital contact information is unavailable.
Notification Review and Verification
Draft notifications must be reviewed by the City prior to distribution, and documentation of notification (including total distribution counts) must be provided prior to the start of work.
Accountability Measures
Failure to comply may result in work stoppage or permit revocation.
This approach reflects a reasonable compromise that maintains the City’s commitment to transparency and equity while providing PG&E flexibility in how notifications are delivered.
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Staff formally communicated these expectations to PG&E and requested confirmation that the updated policy will be implemented and incorporated into their internal processes, including staff training and escalation procedures.
PG&E has provided formal confirmation of its agreement to comply with the proposed modifications. Given the number of active and pending permits, timely resolution is critical to avoid continued impacts to residents and development activity within the City.
Staff will continue coordination with PG&E to secure compliance with the City’s Utility Notification Policy. If compliance cannot be achieved, staff may return to the City Council to consider additional actions, including escalation to the California Public Utilities Commission (CPUC) and state legislative representatives.
ALTERNATIVES:
The alternatives available to the City Council include:
1. Receive the informational update and provide direction to staff; or
2. Provide staff with alternative direction; or
3. Take no action.
Respectfully submitted by:
Steven Machida, Public Works Director
Approved for submission by:
____________________________
Nil Blackburn, Interim City Manager
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CITY COUNCIL
STAFF REPORT
MEETING DATE: April 13, 2026
ITEM TITLE: Consideration of Adopting a Resolution Adopting the City of San Carlos 2026 Strategic Plan.
RECOMMENDATION:
Staff recommend that the City Council adopt a Resolution adopting the 2026 Strategic Plan, which includes the City’s mission, vision, core values, strategic goals, and objectives.
FISCAL IMPLICATIONS:
There are no fiscal implications, and no additional funding is needed.
Specific tasks and projects identified through the Strategic Plan and associated Strategic Work Plan may require funding appropriation. Staff will submit these requests to the City Council separately.
BACKGROUND:
The purpose of a strategic plan is to identify issues, needs, and interests that are of strategic importance to the San Carlos community. It is developed to ensure that the City Council and staff address, prioritize, and advance the community’s long-term vision and goals. By contrast, most City initiatives and projects are considered ongoing or routine, and necessary to deliver the day- to-day operations and responsibilities of the City. This work is considered “operational.” The City Council reviews and adopts a strategic plan annually. The Strategic Plan is the culmination of several planning meetings including a City Council mini-retreat, a strategic planning retreat, and an executive/management team retreat, where staff develops specific objectives and tasks for the upcoming year in a document called the “Work Plan”. A facilitation team consisting of consultants Debra Figone and Shawn Spano leads the Council and staff through the City’s annual strategic planning process, as they have for the last several years.
On January 14, 2026, the City Council and City staff held a public strategic planning retreat. The retreat focused on reviewing progress and achievements under the 2025 Strategic Plan and Work Plan, providing preliminary direction on prioritizing future projects and initiatives, and evaluating funding availability and gaps for future projects that support the Council’s strategic goals and objectives.
Following the City Council retreat, the City’s executive and management team met on February 4, 2026, to review and discuss the Council’s feedback and direction from the January 14 meeting.
The resulting 2026 Strategic Plan (Exhibit A to Resolution) and 2026 Strategic Work Plan (Exhibit B to Resolution) are the work products of the February team meeting and include detailed actions and tasks necessary to achieve the Council’s goals and objectives. For the 2026 Strategic Work
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Plan, both “redlined” and “clean” versions are attached to provide full transparency to the changes made by staff. Staff provide updates to the Council on completed Work Plan items two to three times per year.
ANALYSIS:
Key themes and outcomes from the January 14 strategic planning retreat are summarized below.
1. Strategic Planning Retreat Structure
This year, the strategic planning retreat was intentionally structured differently than prior years. The goal of the meeting was to take a holistic view of the City Council’s strategic goals, plans, and direction, while considering the City’s fiscal reality through 2030. In addition to reviewing progress on the existing 2025 Strategic Plan and Work Plan, this year’s retreat placed a greater emphasis on understanding funding availability, identifying unfunded or partially funded initiatives, and discussing project trade-offs and prioritization.
This approach was designed to better align Council priorities with available and anticipated financial and staffing resources, and provide clearer direction to staff ahead of development of the 2026 Strategic Work Plan and mid-cycle update for the 2025-27 Adopted Budget.
2. Strategic Planning Retreat Warm Up Exercise
To kick off the retreat, the City Council was asked to respond to the following prompt: If the City could accomplish only one thing this year, what would you want it to be? The consensus among the councilmembers present (Council Member Rak was not in attendance) was that they wanted to accomplish the successful construction of Downtown’s Phases 1A and 1B with effective, high-quality communications and minimized disruptions to the business community.
3. Review of 2025 Strategic Plan Progress and Funding Context At the retreat, staff presented an update on progress made under the 2025 Strategic Work Plan, including uncompleted projects, related plans, and anticipated funding availability.
Council discussion focused on understanding trade-offs and opportunities to align strategic priorities with available resources.
4. Direction on 2026 Strategic Plan Prioritization
Based on the review of progress and funding context, the City Council provided preliminary direction on which unfunded projects to prioritize. This input guided staff as they developed the 2026 Strategic Work Plan.
5. Strategic Goals and Objectives
The City Council discussed whether any changes were needed to the City’s existing Strategic Goals and Objectives. Consistent with prior years, the City Council emphasized that Strategic Goals are intended to remain broad, multi-year, and visionary in nature. Any minor refinements identified during the retreat are reflected in the 2026 Strategic Plan, along with updated or new objectives as appropriate.
ALTERNATIVES:
The alternatives available to the City Council include:
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1. Adopt a Resolution adopting the 2026 Strategic Plan as attached; or
2. Amend the 2026 Strategic Plan prior to adoption; or
3. Do not adopt the Resolution adopting the 2026 Strategic Plan; or
4. Provide staff with alternative direction.
Respectfully submitted by:
Nil Blackburn, Interim City Manager
Approved for submission by:
____________________________
Nil Blackburn, Interim City Manager
ATTACHMENT(S):
1. Resolution
Exhibit A to Resolution - 2026 Strategic Plan
Exhibit B to Resolution - 2026 Strategic Work Plan
2. 2026 Strategic Work Plan – Redlined Version
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RESOLUTION NO. 2026 – ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ADOPTING THE CITY OF SAN CARLOS 2026 STRATEGIC PLAN.
WHEREAS, the San Carlos City Council recognizes the importance of strategic planning and leadership in achieving the mission, vision, and goals of the City of San Carlos; and WHEREAS, the City Council held a public “mini-retreat” on October 9, 2025 to discuss issues and topics affecting San Carlos; and
WHEREAS, the City Council and City staff held a public strategic planning retreat on January 14, 2026 to review progress made against the 2025 Strategic Plan and develop goals and objectives for the 2026 Strategic Plan; and
WHEREAS, on February 4, 2025, the City’s executive/management team met to assess the Council's goals and objectives from the January 14 meeting and develop the 2026 Strategic Work Plan with actionable tasks that would advance the Council’s strategic goals; and WHEREAS, City staff will provide the Council with Work Plan updates two to three times per year.
NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby approves the 2026 Strategic Plan (Exhibit A) and 2026 Strategic Work Plan (Exhibit B). * * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 13th day of April 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
Exhibits:
A. 2025 Strategic Plan
B. 2025 Strategic Work Plan
AYES, COUNCILMEMBERS:
NOES, COUNCILMEMBERS:
ABSENT, COUNCILMEMBERS:
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CITY OF SAN CARLOS
2026 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 2026 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 Climate Mitigation and Adaptation Plan (CMAP) by 2028 to align with the projected buildout capacity in the 2045 General Plan Reset.
Objective #6: Complete a comprehensive community risk assessment and establish an evidence-based, collaborative community risk reduction framework for San Carlos.
Objective #7: Strengthen climate resilience, emergency preparedness, and grant competitiveness by completing the Local Hazard Mitigation Plan update.
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 implement a plan to ensure that the downtown meets the needs of the community and businesses now and into the future.
Objective #1: Pursue potential revenue measure.
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Objective #2: Successfully complete the construction of Harrington Park (Phase 1A) and Centennial Plaza (Phase 1B).
Objective #3: Lead and execute high-quality communications, ensure business continuity, and support the activation of the Downtown core during the Downtown Revitalization projects.
Objective #4: Develop strategies to preserve ground floor commercial uses in mixed- use zoning districts in the downtown, as directed in the Downtown Specific Plan, and also along the full extent of the El Camino Real corridor.
Objective #5: In response to new state housing law (SB 79), adopt an Ordinance excluding all excludable sites (zones) from the development standards imposed by SB79 by March 23, 2026.
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 implement 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: Adopt and implement the citywide Transportation Demand Management (TDM) and Parking Reform Plan.
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Objective #5: Develop community education and outreach tools to highlight the benefits and impacts of key traffic, parking, transportation infrastructure, and street maintenance projects.
Objective #6: Educate the community and implement improvements to increase bicycle and pedestrian safety.
Objective #7: 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).
Objective #8: 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 assets (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.
Objective #9: Develop and adopt an East Side Integrated Transportation and Streetscape Master Plan to enhance safety, improve connectivity, prioritize mobility for pedestrians and bicyclists, and support transit and vehicles in consideration of planned land uses and economic growth.
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 adopt a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies that include 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, development, and adoption of the Specific Plan.
Objective #2: Complete the environmental review of the Northeast Area Specific Plan.
Objective #3: Present the Final Public Draft Northeast Area Specific Plan to the Planning and Transportation Commission and City Council for adoption.
6. Recreation Services: The City of San Carlos will finalize and begin implementation of the Parks Master Plan to expand inclusive programs and events and invest in facility and park improvements that promote equity and sustainability to support the vitality and well-being of residents of all ages.
Objective #1: Complete the Parks Master Plan and the update to the General Plan Parks and Open Space Elements.
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Objective #2: Develop an implementation plan for the short-term projects identified in the Parks Master Plan.
Objective #3: Continue effort to implement the Trails Connections Plan recommendations.
Objective #4: Select site(s) for a community center and/or aquatics center at Laureola and/or Burton Park.
Objective #5: Expand cultural community events to foster an inclusive and welcoming community.
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C I T Y O F S A N C A R L O S
2 0 2 6 S T R A T E G I C W O R K P L A N
Page Strategic Goal
1 Climate Change Mitigation, Adaptation, and Resilience 5 Downtown
8 Housing
9 Mobility, Traffic and Transportation Infrastructure
14 Northeast Area Specific Plan
15 Recreation Services
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2 of 16 Climate Change, Mitigation, Adaptation, and Resilience 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.
a. Solar installation on Corporation Yard. April 2026.
b. 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). October 2029.
b. Install 18 charging stations in public spaces once MTC funds are obligated in 2026 (MTC-funded project). October 2028.
4. Launch an electric leaf blower grant rebate program for City residents. March 2026.
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. Coordinate with regional and state agencies (MTC/ABAG, Bay Conservation Development Commission (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.
a. San Mateo County Southern Bayside Cities Shoreline Resiliency Plan. The Plan will assess flood vulnerabilities and develop adaptation strategies for low-lying developed lands, infrastructure, trails, coastal habitats, and open space. The resulting plan will align with BCDC’s Regional Shoreline Adaptation Plan (RSAP) guidelines and fulfill Senate Bill 272 requirements for the City. December 2028.
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3 of 16 Climate Change, Mitigation, Adaptation, and Resilience b. Redwood Shores Sea Level Rise Protection Project. Project objectives include FEMA-compliant certification for flood protection from Belmont Creek to Pulgas Creek, sea level rise resilience, and Bay Trail public access improvement. 60% Design. June 2026.
c. Shoreway Environmental Center flood inundation assessment with Recology, RethinkWaste, San Carlos, Belmont, Redwood City, County of San Mateo, Silicon Valley Clean Water, and Caltrans. June 2027.
d. Implement native planting at Big Canyon Park per the Pulgas Creek Watershed Management Plan. July 2027.
e. Perform an independent technical peer review of the Belmont Creek Watershed Management Plan, with specific focus on the Twin Pines Park detention basin project, and assess the resulting hydraulic, environmental, and community benefits to San Carlos, including identification and evaluation of San Carlos’ proportional fair share contribution to project costs based on benefits to San Carlos. October 2026.
2. Develop a creek setback waiver checklist with best management practices and quantitative measures for single-family zoning districts as identified in the Pulgas Creek Watershed Management Plan. August 2026.
a. The Planning Division will lead this effort and collaborate with Public Works and Building Division to identify scenarios where single-family development may require encroachment within the required creek setbacks. March 2026.
b. Finalize the project scope in consultation with selected consultants. April 2026.
c. Prepare best management practices, establish quantifiable measures for decision making and create a list of required submission documents for each identified scenario within single-family zoning districts. July 2026.
Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.
Actions/Tasks:
1. Share information with the community about the City’s Climate Mitigation and Adaptation Plan, home electrification, EV charging, water conservation, composting, and disposable food ware, sustainable commute (active transportation and public transit programs), and sustainability programs (Adopt-a-Drain program, electric leaf blower rebate program, etc.) through the City’s website, a new sustainability Instagram account, 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.
Objective #4: Prepare for emergencies and engage and educate the community about emergency preparedness and response.
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Actions/Tasks:
1. Organize an annual community creek cleaning event in the fall. Annually.
2. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program. Semiannually.
3. Partner with the City of Belmont to upgrade emergency vehicle access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos). March 2026.
Objective #5: Update the Climate Mitigation and Adaptation Plan (CMAP) by 2028 to align with the projected buildout capacity in the 2045 General Plan. December 2027.
Actions/Tasks:
1. Release RFP for CMAP update. January 2026.
2. Select Consultant and Commence Project. May 2026.
3. Project Completion. December 2027.
Objective #6: Complete a comprehensive community risk assessment and establish an evidence-based, collaborative community risk reduction framework for San Carlos.
Actions/Tasks:
1. Complete community risk assessment. April 2026.
2. Conduct external and internal stakeholder engagement. June 2026.
3. Conduct internal fire department engagement and introduce station-based community risk reduction framework. September 2026.
4. Establish risk prioritization and community risk reduction strategic priorities. October 2026.
Objective #7: Strengthen climate resilience, emergency preparedness, and grant competitiveness by completing the Local Hazard Mitigation Plan update. December 2026.
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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 implement a plan to ensure that the downtown meets the needs of the community and businesses now and into the future.
Objective #1: Pursue potential revenue measure.
Actions/Tasks:
1. Finalize communications materials to include a fact sheet, FAQs, mailer, web memo, and presentation for outreach. March 2026.
2. Meet with stakeholder groups. June 2026.
3. Prepare draft ballot language for Council consideration. June 2026.
Objective #2: Successfully complete the construction of Harrington Park (Phase 1A) and Centennial Plaza (Phase 1B).
Actions/Tasks:
1. Award Harrington Park construction contract. Completed February 2026.
2. Execute the timely and on-budget construction of Harrington Park (Phase 1A).
February 2027.
3. Prepare for construction of Centennial Plaza (Phase 1B). April 2027.
Objective #3: Lead and execute high-quality communications, ensure business continuity, and support the activation of the Downtown core during the Downtown Revitalization projects.
Actions/Tasks:
1. Convene a cross-departmental Downtown Prosperity Team (DPT) to advance the initiatives of the Downtown Specific Plan. Completed January 2026.
2. Present the DPT charter and DPT work plans to the Council. March 2026.
3. Develop a communications work plan that spans all media. Develop a Downtown business support and activation strategies work plan. March 2026.
4. Lead and implement the selected set of communications, business support, and Downtown activation strategies. December 2029.
Objective #4: Develop strategies to preserve ground floor commercial uses in mixed-use zoning districts in the downtown, as directed in the Downtown Specific Plan, and also along the full extent of the El Camino Real corridor.
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6 of 16 Downtown
Actions/Tasks:
1. During the FY 2027-28 Budget Cycle, request funds for project. April 2026.
2. Identify City staff project team, develop work plan, and project schedule. March 2026.
3. Research best practices and strategies. May 2026.
4. Hold focus group meetings with local developers to gather input. June 2026.
5. Conduct technical studies, e.g. economic analysis, to inform proposed strategies.
August 2026.
6. Develop draft strategies and approach for codification (i.e. overlay district). August 2026.
7. Schedule study sessions with the City Council subcommittee, Economic Development Advisory Committee, Planning and Transportation Commission, and City Council to obtain input and direction. October 2026.
8. Refine strategies based on direction from the City Council. November 2026.
9. Present staff recommendation to the Planning and Transportation Commission.
January 2027.
10. Present Planning and Transportation Commission’s recommendation to City Council for adoption. February 2027.
Objective #5: In response to new state housing law (SB 79), adopt an Ordinance excluding all excludable sites (zones) from the development standards imposed by SB79 by March 23, 2026.
Actions/Tasks:
1. Utilize on-call professional planning and land use law consultants to conduct analysis, prepare staff reports, draft an Ordinance to amend Title 18 Zoning, and assist City staff at public hearings. February 2026.
2. Review and confirm sites for exclusion from SB79. February 2026.
3. Planning and Transportation Commission public hearing and recommendation. March 2026.
4. Submit draft Ordinance to the State Department of Housing and Community Development (HCD), as required by state law, 14-days in advance of adoption. March 2026.
5. City Council public hearing introducing an Ordinance amending Title 18 to exclude key sites/zones from SB 79. March 2026.
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6. Submit Ordinance to HCD to begin required 90-day review. March 2026.
7. Conduct a second reading of the Ordinance. April 2026.
8. HCD’s 90-day review period ends; City Manager’s Office informed of HCD’s determination. June 2026
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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.
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.
2. Actively work on adoption of state-mandated ordinances such as ADU and SB 9, to ensure compliance with state law. Ongoing.
Objective #2: Facilitate completion of projects currently underway.
Actions/Tasks:
1. Continue development of 100% affordable housing project at 1244 Cherry Street. In progress.
a. Residential construction. July 2027.
2. Collaborate with the County on the development of 100% affordable housing project at 626 Walnut. Formal application submittal anticipated. April 2026.
3. 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. 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.
3. Monitor the County’s workforce housing initiative to identify housing opportunities for San Carlos. Ongoing.
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9 of 16 Mobility, Traffic and Transportation Infrastructure 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 implement short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.
Actions/Tasks:
1. Mid-term improvements: Install Rectangular Rapid Flashing Beacons at all U.S. 101 on and off ramps, and slurry seal Holly Street with a combination of class IV separated bikeways or class II bike lanes in constrained conditions.
a. Execute an agreement with SMCTA. May 2026.
b. Onboard a consultant and start a design. August 2026.
c. Anticipated construction start. June 2027.
d. Anticipated construction end. May 2028.
2. Long-term improvements: Reconfigure interchange to a two cloverleaf. Construct a pedestrian/bicycle overcrossing on U.S. 101 south of the existing interchange.
a. Execute an agreement with SMCTA. May 2026.
b. Onboard a consultant and start a design. August 2026.
c. Anticipated construction start. July 2029.
d. Anticipated construction end. December 2032.
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. Work with Council to manage community expectations regarding the benefits and tradeoffs associated with the Bicycle and Pedestrian Master Plan implementation.
December 2027.
2. Brittan Avenue Sidewalk Construction – Sunset Drive to Rogers Avenue. July 2027.
a. Present to Infrastructure, Innovation, and Improvement Council Subcommittee.
March 2026.
b. Council approval of conceptual design. May 2026.
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10 of 16 Mobility, Traffic and Transportation Infrastructure c. Project 100% design. November 2026.
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:
1. Increase the City’s pavement condition index (PCI) to 65 (from 57 in 2022) through the Annual Pavement Rehabilitation program. December 2028.
2. 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. June 2027.
3. 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. January 2026.
c. Upgrade 148 pedestrian pushbuttons to accessible pedestrian signal (APS) system. December 2026.
Objective #4: Adopt and implement the citywide Transportation Demand Management (TDM) and Parking Reform Plan.
Actions/Tasks:
1. Complete the public draft citywide Transportation Demand Management and Parking Reform Plan and gather input from stakeholders/community members. June 2026.
2. Hold a Study Session with the Planning and Transportation Commission to present the Plan and gather input. August 2026.
3. Hold a Study Session with the City Council to present the Plan and gather input.
August 2026.
4. Refine the Draft Citywide Transportation Demand Management and Parking Reform Plan based on direction from the City Council Study Session. September 2026.
5. Present Plan, and associated amendments to the Municipal Code. for a formal recommendation by the Planning and Transportation Commission. October 2026.
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6. Present Plan to the City Council for adoption, including associated amendments to the Municipal Code. November 2026.
Objective #5: 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. Create a weekly traffic advisory email to inform the public of ongoing and upcoming impacts. March 2026.
Objective #6: 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 multiple distracted driving traffic operations throughout the year to reduce unsafe driving behaviors. Ongoing.
b. Host sobriety and driver’s license checkpoints twice per year to deter impaired and unlicensed driving. Ongoing.
c. Conduct monthly saturated traffic enforcement operations in partnership with the Sheriff’s Office Motorcycle Unit and neighboring law enforcement agencies to increase high visibility enforcement in unidentified problem areas. Ongoing.
d. Conduct pedestrian safety operations during pedestrian safety month with additional targeted periods based on collision trends and community concerns.
Ongoing.
e. Provide ongoing e-bike safety education programs for youth through school presentations, community events, and outreach efforts. 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.
4. Arroyo/Woodland, Tamarack/Belle, Belmont/Cedar, St. Francis/Cedar SRTS Intersection and Sidewalk Improvements. December 2028.
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. Spring 2026.
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12 of 16 Mobility, Traffic and Transportation Infrastructure Objective #7: 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. March 2027.
Objective #8: 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 assets (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.
Actions/Tasks:
1. Conduct comprehensive requirements gathering and needs assessment through staff interviews, evaluation of existing workflows and systems, and assessment of asset data quality to define clear and prioritized technical requirements for a Public Works technology solution. May 2026.
2. Develop and issue a Request for Proposals (RFP) based on needs assessment, clearly outlining functional and technical requirements, evaluation criteria, implementation expectations, and desired outcomes. August 2026
3. Evaluate proposals, conduct demos and reference checks, and select the vendor.
November 2026.
4. Implement enterprise tools for project and asset management. November 2027.
Objective #9: Develop and adopt an East Side Integrated Transportation and Streetscape Master Plan to enhance safety, improve connectivity, prioritize mobility for pedestrians and bicyclists, and support transit and vehicles in consideration of planned land uses and economic growth.
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13 of 16 Mobility, Traffic and Transportation Infrastructure Actions/Tasks
1. Project Initiation and Procurement
a. Develop and release RFP. April 2026.
b. Secure funding and award consultant contract. June 2026.
2. Project Scoping and Community Engagement
a. Develop community engagement strategy. August 2026.
b. Confirm project scope, work plan, and phasing. August 2026.
3. Industrial Road Alternatives Development and Design
a. Develop and analyze Industrial Road alternatives. December 2026.
b. Conduct community outreach and identify preferred alternative. March 2027.
c. Obtain PTC and City Council approval of preferred alternative. April 2027.
d. Advance design of preferred alternative. May 2027.
e. Complete PS&E for Industrial Road. July 2027.
4. East Side Network Plan Development
a. Evaluate alternatives for remaining East Side corridors. September 2027.
b. Conduct community outreach and identify preferred alternatives. December 2027.
c. Present draft alternatives to PTC and City Council. March 2028.
d. Refine alternatives based on Council direction. July 2028.
5. Plan Finalization and Adoption.
a. Prepare East Side Integrated Transportation and Streetscape Master Draft Plan. September 2028.
b. Complete CEQA review. October 2028.
c. Planning Commission (PTC) public hearing and recommendation. November 2028.
d. City Council public hearing and Plan adoption. February 2029.
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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 adopt a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies that include 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, development, and adoption of the Specific Plan.
Actions/Tasks:
1. Ensure all property owners, business owners, and other stakeholders and community members are informed of the upcoming Draft EIR and associated public hearing, and Final Public Draft Specific Plan and associated public hearings. June 2026.
2. Participate in monthly Harbor Industrial Association meetings to continue to inform HIA stakeholders about the upcoming adoption process. Monthly.
3. Continue to 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. Ongoing.
Objective #2: Complete the environmental review of the Northeast Area Specific Plan.
Actions/Tasks:
1. Release Draft EIR for public review and comment. March 2026.
2. Hold a public hearing to present and receive public comments on the Draft EIR. March 2026.
3. Prepare Final EIR (i.e. responses to public comments) and recirculate prior to adoption hearings. June 2026.
Objective #3: Present the Final Public Draft Northeast Area Specific Plan to the Planning and Transportation Commission and City Council for adoption.
Actions/Tasks:
1. Release Final Public Draft Northeast Area Specific Plan. April 2026.
2. Hold a Public Hearing with the Planning and Transportation Commission to receive a formal recommendation for adoption. May 2026.
3. Present Plan to the City Council for adoption. June 2026.
4. Schedule second reading to formally adopt the Northeast Area Specific Plan. June 2026.
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Recreation Services: The City of San Carlos will finalize and begin implementation of the Parks Master Plan to expand inclusive programs and events and invest in facility and park improvements that promote equity and sustainability to support the vitality and well-being of residents of all ages.
Objective #1: Complete the Parks Master Plan and the update to the General Plan Parks and Open Space Elements.
Actions/Tasks:
1. Adopt the final Parks Master Plan and General Plan amendments. May 2026.
Objective #2: Develop an implementation plan for the short-term projects identified in the Parks Master Plan.
Actions/Tasks:
1. Identify projects that can be implemented within the existing budget and staffing resources. December 2026.
2. Develop a prioritized list of short-term projects to be completed by 2031. March 2027.
3. Identify funding sources for prioritized short-term projects. March 2027.
4. Identify internal and external staffing resources to deliver Parks Master Plan projects.
March 2027.
Objective #3: Continue effort to implement the Trails Connections Plan recommendations.
Actions/Tasks:
1. Complete the construction of the Trillium Way trailhead. September 2026.
2. Pursue efforts to connect the Devonshire Canyon Trail near the “Top of the World” City owned property. November 2026.
Objective #4: Select site(s) for a community center and/or aquatics center at Laureola and/or Burton Park.
Actions/Tasks:
1. Make determination on where to locate community center and/or pool and develop a plan. June 2026.
2. Explore property acquisition to expand park boundaries. May 2026.
Objective #5: Expand cultural community events to foster an inclusive and welcoming community.
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Actions/Tasks:
1. Plan a community Lunar New Year event designed to encourage broader community participation. March 2026.
2. Plan a community Diwali event designed to encourage broader community participation. November 2026.
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1 of 21 Climate Change, Mitigation, Adaptation, and Resilience2026 STRATEGIC WORK PLAN
C I T Y O F S A N C A R L O S
2 0 2 6 S T R A T E G I C W O R K P L A N
Page Strategic Goal
22 Climate Change Mitigation, Adaptation, and Resilience 653 Downtown
1085 Housing
1296 Mobility, Traffic and Transportation Infrastructure 18149 Northeast Area Specific Plan
201510 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 April 2026.
b. Solar installation on Adult Community Center. February 2026.
c.b. 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 2027October 2029.
b. Install 18 charging stations in public spaces once MTC funds are obligated in 2026 (MTC-funded project). October 2028.
c.4. Launch an Eelectric leaf blower grant rebate program for City residents. February March 2026.
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.
1. Coordinate with regional and state agencies (MTC/ABAG, Bay Conservation Development Commission (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.
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3 of 21 Climate Change, Mitigation, Adaptation, and Resilience a. San Mateo County Southern Bayside Cities Regional Shoreline Resiliency Adaptation Plan (RSAP). The Plan will assess flood vulnerabilities and develop adaptation strategies for low-lying developed lands, infrastructure, trails, coastal habitats, and open space. The resulting plan will align with the Bay Conservation and Development Commission’s (BCDC’s) Regional Shoreline Adaptation Plan (RSAP) guidelines and fulfill Senate Bill 272 requirements for the City. December 2028.DATE.
b. Redwood Shores Levee Sea Level Rise Protection Project. Project objectives include FEMA-compliant certification for flood protection from Belmont Creek to Pulgas Creek, sea level rise resilience, and Bay Trail public access improvement. 60% Design. – June 2026.
c. Shoreway Environmental Center flood inundation assessment with Recology, RethinkWaste, San Carlos, Belmont, Redwood City, County of San Mateo, Silicon Valley Clean Water, and Caltrans. June 2027.
d. Implement native planting at Big Canyon Park per the Pulgas Creek Watershed Management ProgramPlan. July 2027.
a.e. Perform an independent technical peer review of the Belmont Creek Watershed Management Plan, with specific focus on the Twin Pines Park detention basin project, and assess the resulting hydraulic, environmental, and community benefits to San Carlos, including identification and evaluation of San Carlos’ proportional fair share contribution to project costs based on benefits to San Carlos.Peer review Belmont’s Creek Watershed Plan as it relates to the detention basin project at Twin Pines Park, and assess benefits to San Carlos. October 2026.
2. Develop a cCreek sSetback wWaiver cChecklist with bBest mManagement pPractices and quantitative measures for single-family zoning districts as identified in the Pulgas Creek Watershed Management Plan. August 2026.
a. The Planning Division will lead this effort and collaborate with Public Works and Building Division to identify scenarios where single-family development may require encroachment within the required creek setbacks. March 2026.
b. Finalize the project scope in consultation with selected consultants. April 2026.
c. Prepare best management practices, establish quantifiable measures for decision making and create a list of required submission documents for each identified scenario within single-family zoning districts. July 2026.Creek setbacks. DATE.
Objective #3: Perform community engagement and outreach to promote sustainability initiatives citywide.
Actions/Tasks:
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1. Share information with the community about the City’s Climate Mitigation and Adaptation Plan, home electrification, EV charging, water conservation, composting, and disposable food ware, and sustainable commute ( active transportation and public transit programs), and sustainability programs (Adopt-a-Drain program, electric leaf blower rebate program, etc.) (walking, biking, and rolling) through the City’s website, a new sustainability Instagram account, and other outreach channels..(Andrea to fix.
Ongoing.
2. Share more information about what the City is doing with respect to sustainability and encourage the community to participate. Ongoing.
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.Annually.
2. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program. Semiannually.Ongoing.
2. 3. Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Ongoing.
4.3. Partner with the City of Belmont to upgrade emergency vehicle access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos). March 2026.
5. Conduct a staff emergency preparedness exercise. TBD.
Objective #5: Update the Climate Mitigation and Adaptation Plan (CMAP) by 2028 to align with the projected buildout capacity in the 2045 General Plan Reset. December 2027.
Actions/Tasks:
1. Release RFP for CMAP update. DATE.January 2026.(Akanksha to edit)
2. Select Consultant and Commence Project. May 2026.
3. Project Completion. December 2027.
Objective #6: Complete a comprehensive community risk assessment and establish an evidence-based, collaborative community risk reduction framework for San Carlos.
Actions/Tasks:
1. Complete community risk assessment. April 2026.
2. Conduct external and internal stakeholder engagement. June 2026.
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3. Conduct internal fire department engagement and introduce station-based community risk reduction framework. September 2026.
4. Establish risk prioritization and community risk reduction strategic priorities. October 2026.
Objective #7: Strengthen climate resilience, emergency preparedness, and grant competitiveness by completing the Local Hazard Mitigation Plan update. December 2026.
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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 implement a plan to to understand and ensure that the downtown meetss the needs of the community and businesses now and into the future.
Objective #1: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.
Actions/Tasks:
1. Work with Public Works/Engineering, Parks & Recreation, and Fire to provide regular updates, share key information, receive feedback and determine necessary steps to develop Plans, specifications, and estimates needed to implement first phase streetscape and roadway improvements identified in the Specific Plan. Harrington Park Phase 1B (700 Block of Laurel) Ongoing.
a. Continue to hold interdepartmental meetings. Ongoing.
Objective #2: 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. 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. Spring 2026.
Objective #3: 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.
Explore opportunities to leverage public financing with private investment.
Ongoing.Explore a potential sales tax revenue measure for local funding and develop a public outreach communications plan. Ongoing.
Present to Revenue Measure Subcommittee. February 2026.
Present first reading of ordinance, which includes the final tax rate and 75-word ballot question, to City Council. June 2026.
Present tracking poll results to City Council and Council votes to adopt the ordinance. June 2026.
Pending City Council approval, file ordinance to put the potential revenue measure on the November 2026 ballot. August 2026
Objective #1: Pursue pPotential revenue measure.
Actions/Tasks:
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1. Finalize communications materials to include a: fact sheet, FAQ’s, mailer, web memo, and presentation for outreach. March 2026.
2. Meet with stakeholder groups. June 2026.
3. Prepare draft ballot language for Council consideration. June 2026.
Objective #2: Successfully complete the construction of Harrington Park (Phase 1A) and Centennial Plaza (Phase 1B).
Actions/Tasks:
1. Award Harrington Park construction contract. Completed February 2026.
2. Execute the timely and on-budget construction of Harrington Park (Phase 1A).
February 2027.
3. Prepare for construction of Centennial Plaza (Phase 1B). April 2027.
Objective #3: Lead and execute high-quality communications, ensure business continuity, and support the activation of the Downtown core during the Downtown Revitalization projects.
Actions/Tasks:
1. Convene a cross-departmental Downtown Prosperity Team (DPT) to advance the initiatives of the Downtown Specific Plan. Completed January 2026.
2. Present the DPT charter and DPT work plans to the Council. March 2026.
3. Develop a communications work plan that spans all media. Develop a Downtown business support and activation strategies work plan. March 2026.
4. Lead and implement the selected set of communications, business support, and Downtown activation strategies. December 2029.
Objective #4: Develop strategies to preserve ground floor commercial uses in mixed-use zoning districts in the downtown, as directed in the Downtown Specific Plan, and also along the full extent of the El Camino Real corridor.
Actions/Tasks:
1. During the FY 2027-28 Budget Cycle, request funds for project. April 2026.
2. Identify City staff project team, develop work plan,, and project schedule. March 2026.
Evaluating funding needs and developing policy options and recommendations.
3. Research best practices and strategies. May 2026.
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4. Hold focus group meetings with local developers to gather input. June 2026.
5. Conduct technical studies, e.g. economic analysis, to inform proposed strategies.
August 2026.
6. Develop draft strategies and approach for codification (i.e. overlay district). August 2026.
Schedule study sessions with the Ccity Ccouncil subcommittee, Economic Development Advisory Committee, Planning and Transportation Commission, and City Council to obtain input and direction. October 2026. Study sessions.
7. Develop a special overlay district for ground floor retail, vibrancy, and preservation.
Refine strategies based on direction from the City Council. November 2026.
8. 1. Present sStaff rRecommendation to the Planning and Transportation Commission.
January 2027.
9. Present Planning and Transportation Commission’s rRecommendation to City Council for adoption. February 2027. Amend Title 18 Zoning Ordinance of Municipal Code.
10. Objective #5: In response to new state housing law (SB 79), adopt an Ordinance excluding all excludable sites (zones) from the development standards imposed by SB79 by March 23, 2026. alternative, transportation-oriented plan for appropriate properties within 1/4 - 1/2 mile from the San Carlos Caltrain Station by July 1, 2026.
Actions/Tasks:
(To be determined by CDD team)
1. Utilize on-call professional planning and land use law consultants to conduct analysis, prepare staff reports, draft an Ordinance to amend Title 18 Zoning, and assist Ccity staff at public hearings. Completed February 2026.
2. Reevaluate suitable properties/key sitesReview and confirm sites for exclusion from SB79. Completed February 2026.(staff can choose later).
3. Planning and Transportation Commission pPublic hHearing and rRecommendation.
March 2026.
4. Submit draft Ordinance to the State Department of Housing and Community Development (HCD), as required by sState law, 14-days in advance of adoption.
March 2026.
5. City Council pPublic hHearing iIntroducing an Ordinance amending Title 18 to exclude key sites/zones from SB 79. March 2026.
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6. Submit Ordinance to HCD to begin required 90-day review. March 2026.
7. Conduct a second reading of the Ordinance. April 2026.
8. HCD’s 90-day review period ends; City Manager’s Ooffice informed of HCD’s determination. June 2026
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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.
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.
2. Actively work on adoption of state-mandated ordinances such as ADU and SB 9, to ensure compliance with sState lLaw. Ongoing.
Objective #2: Facilitate completion of projects currently underway.
Actions/Tasks:
1. Continue development of 100% affordable housing project at 1244 Cherry Street (previously 1232 Cherry Street). In progress.
a. Residential construction commenced in April 2025. Estimated completion mid-July 2027.
a.2. WorkCollaborate with the County on the development of 100% affordable housing project at 626 Walnut. Formal application submittal anticipated. April 2026.
2.3. 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.
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.
2. 2.
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3. Monitor the County’s workforce housing initiative to identify housing opportunities for San Carlos. Ongoing.
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12 of 21 Mobility, Traffic and Transportation Infrastructure 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 implement short-, mid-, and long-term bicycle and pedestrian safety improvements at the U.S. 101/Holly Street interchange.
Actions/Tasks:
1. Mid-term improvements: Install Rectangular Rapid Flashing Beacons at all U.S. 101 on and off ramps, and slurry seal Holly Street with a combination of class IV separated bikeways with or class II bike lanes in constrained conditions.
a. Execute an agreement with SMCTA. May 2026.
b. Onboard a consultant and start a design. August 2026.
c. Anticipated construction start. June 2027.
d. Anticipated construction end. May 2028.
2. Long-term improvements: Reconfigure interchange to a two cloverleaf instead of four.
Construct a pedestrian/bicycle overcrossing on U.S. 101 south oif the existing interchange..
a. Execute an agreement with SMCTA. May 2026.
b. Onboard a consultant and start a design. August 2026.
c. Anticipated construction start. July 2029.
a.d. Anticipated construction end. December 2032.
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. Work with Council to manage community expectations regarding the benefits and tradeoffs associated with the Bicycle and Pedestrian Master Plan implementation.
December 2027.
1.2. Brittan Avenue Sidewalk Construction – Sunset Drive to Rogers Avenue. July 2027.
a. Present to Infrastructure, Innovation, and Improvement Council Subcommittee.
March 2026.
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13 of 21 Mobility, Traffic and Transportation Infrastructure b. Council approval of conceptual design. May 2026.
c. Project 100% design. November 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.
3. 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 strategies and proposed changes for citywide parking management solutions to the City Council. April 2026.
b. Adopt a citywide TDM Ordinance. June 2026.
2.1. Increase the City’s pavement condition index (PCI) to 65 by 2028 (from 57 in 2022) through the Annual Pavement Rehabilitation program. December 2028.
3.2. Implement Neighborhood Traffic Management Program. Ongoing.
a. Install hHigh visibility crosswalk and RRFB at Industrial Road and Tanklage Road. September 2026.
b. Construct pilot traffic circle at Crestview Drive and Edmonds Road. June 2027.
4.3. 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. January 2026.
c. Upgrade 148 pedestrian pushbuttons to accessible pedestrian signal (APS) system. December 2026.
Objective #4: Adopt and implement the citywide Transportation Demand Management (TDM) and Parking Reform Plan.
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14 of 21 Mobility, Traffic and Transportation Infrastructure
Actions/Tasks:
1. (CDD to add more tasks).Complete the pPublic dDraft cCitywide Transportation Demand Management and Parking Reform Plan and gather input from stakeholders/community members. June 2026.
2. Hold a Study Session with the Planning and Transportation Commission to present the Plan and gather input. August Upcoming Study Session. Spring 2026.
3. Hold a Study Session with the City Council to present the Plan and gather input.
August 2026.
4. Refine the Draft Citywide Transportation Demand Management and Parking Reform Plan based on direction from the City Council Study Session. September 2026.
5. Present Plan, and associated amendments to the Municipal Code. for a formal recommendation by the Planning and Transportation Commission. October 2026.Update to Municipal Code.
1. Present Plan to the City Council for adoption, including associated amendments to the Municipal Code. strategies and proposed changes for citywide parking management solutions to the City Council. April November 2026.
6. 2.
Adopt a citywide TDM Ordinance. June 2026.
Objective #54: 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.
1.2. Create a weekly traffic advisory email to inform the public of ongoing and upcoming impacts. traffic advisory bulletin. March 2026.
Objective #65: 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 multiple dDistracted dDriving tTraffic operations throughout the year to reduce unsafe driving behaviors. Ongoing.
b. Host an annual a sSobriety and dDriver’s lLicense cCheckpoints twice per year to deter impaired and unlicensed driving. Ongoing.
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c. Conduct monthly sSaturated tTraffic eEnforcement Program operations in partnership with the Sheriff’s Office Motorcycle Unit and neighboring law enforcement agencies to increase for high visibility and enforcement in unidentified problem areas. Ongoing.
d. Conduct a pPedestrian sSafety oOperations for during pPedestrian sSafety month with additional targeted periods based on collision trends and community concerns. Ongoing.
e. Offer Provide ongoing e-bike safety education programs for to youth through school presentations, community events, and outreach efforts. 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.
4. Arroyo/Woodland, Tamarack/Belle, Belmont/Cedar, St. Francis/Cedar SRTS Intersection and Sidewalk Improvements. December 2028.
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. Spring 2026.
Objective #76: 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.
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.
OngoingMarch 2027.
b.
Objective #87: Identify a departmentwide Public Works Department technology solution(s) to: consolidate or replace existing tools to enhance efficiency; improve
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16 of 21 Mobility, Traffic and Transportation Infrastructure systemwide visibility by consolidating all critical assets (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.
Actions/Tasks:
1. Conduct comprehensive requirements gathering and needs assessment through staff interviews, evaluation of existing workflows and systems, and assessment of asset data quality to define clear and prioritized technical requirements for a Public Works technology solution.Requirements gathering and needs assessment. May April 2026. (PW to add dates and details)
1. 2. Develop and issue a Request for Proposals (RFP) based on the needs assessment, clearly outlining functional and technical requirements, evaluation criteria, implementation expectations, and desired outcomesPreparation of RFP. AugustJuly 2026.
3. Evaluate proposals, conduct demos and reference checks, and select the vendorSelection of an enterprise tool. November 2026.
4. Implement enterprise tools for project and asset management. NovemberOctober 2027.
Objective #9: Develop and adopt an East Side Integrated Transportation and Streetscape Master Plan to enhance safety, improve connectivity, prioritize mobility for pedestrians and bicyclists, and support transit and vehicles in consideration of planned land uses and economic growth.
Actions/Tasks
1. Project Initiation and Procurement
a. Develop and release RFP. April 2026.
b. Secure funding and award consultant contract. June 2026.
1.2. Project Scoping and Community Engagement
a. Develop community engagement strategy. August 2026.
b. Confirm project scope, work plan, and phasing. August 2026.
2.3. Industrial Road Alternatives Development and Design
a. Develop and analyze Industrial Road alternatives. December 2026.
b. Conduct community outreach and identify preferred alternative. March 2027.
c. Obtain PTC and City Council approval of preferred alternative. April 2027.
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17 of 21 Mobility, Traffic and Transportation Infrastructure d. Advance design of preferred alternative. May 2027.
e. Complete PS&E for Industrial Road. July 2027.
3.4. East Side Network Plan Development
a. Evaluate alternatives for remaining East Side corridors. September 2027.
b. Conduct community outreach and identify preferred alternatives. December 2027.
c. Present draft alternatives to PTC and City Council. March 2028.
d. Refine alternatives based on Council direction. July 2028.
2.5. Plan Finalization and Adoption.
a. Prepare East Side Integrated Transportation and Streetscape Master Draft Master Plan. September 2028.
b. Complete CEQA review. October 2028.
c. Planning Commission (PTC) public hearing and recommendation. November 2028.
d. City Council public hearing and Plan adoption. February 2029.
Complete streets corridor study.
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18 of 21 Northeast Area Specific Plan
Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to adoptdevelop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies that include o 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, and adoption of the Specific Plan.
Actions/Tasks:
1. Ensure all property owners, business owners, and other stakeholders and community members are informed of the upcoming Draft EIR and associated public hearing, and Final Public Draft Specific Plan and associated public hearings.Involve Northeast Area property owners and business owners to gather input on the Draft Specific Plan OngoingJune 2026.
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.
1. a. Second City Council Study Session. September 2025.
3.2. Participate in monthly Harbor Industrial Association meetings to create a feedback loop withcontinue to inform HIA stakeholders to gather input and shareaabout the upcoming adoption process. updates. Monthly.
4.3. Continue to Uutilize 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. MonthlyOngoing.
Objective #2: Complete the environmental review of the Northeast Area E Area Specific Plan.
Actions/Tasks:
1. Release Draft EIR for public review and comment. March 2026.
2. Hold a public hearing to present and receive public comments on the Draft EIR. March 2026.
Prepare Final EIR (i.e. responses to public comments) and recirculate prior to adoption hearings. June 2026.
3. Objective #3: Present the Final Public Draft Northeast Area Specific Plan to the Planning and Transportation Commission and City Council for adoption.
Actions/Tasks:
1. Release draft EIR for public review and comment. March 2026.
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19 of 21 Northeast Area Specific Plan
2. 3. Update development and design standards. Ongoing. Present goals, policies, and standards of the Northeast Area Specific Plan for adoption.
Actions/Tasks:
1. Release Final Public Draft Northeast Area Specific Plan. draft EIR for public review and comment.April March 2026.
1. 2. Hold a Public Hearing with the Planning and Transportation Commission to receive a formal recommendation for adoption. May 2026.
2. 3. Present Plan to the City Council for adoption. June 2026.
3. 4. Schedule second reading to formally adopt the Northeast Area Specific Plan. June 2026.
4. 5. Update development and design standards. Ongoing.
6. 7. Update implementation and financing plan. Ongoing.
8. Adopt the Plan. June 2026.
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20 of 21 Recreation Services
Recreation Services: The City of San Carlos will finalize and begin implementation of the Parks Master Plan to expand inclusive programs and events and invest in facility and park improvements that promote equity and sustainability to support the vitality and well-being of residents of all ages.
The City of San Carlos will finalize plans and begin implementation of planned projects 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 thea Parks Master Plan and the update to the General Plan Parks and Open Space Elements.
Actions/Tasks:
1. Adopt the final Parks Master Plan and General Plan amendments. May 2026.
Objective #2: Develop an implementation plan for the short-term projects identified in the Parks Master Plan.
Actions/Tasks:
Actions/Tasks:
1. Identify projects that can be implemented within the existing budget and staffing resources. December 2026.
1. 1. 2. Develop a prioritized list of short-terms projects to be completed by 2031. March 2027.
2. 2. 3. Identify funding sources for prioritized short-term projects. March 2027.
3. 1.4. 4. Identify internal and external staffing resources (internal and external) to deliver the Parks Master Plan projects. March 2027.
2. Objective #32: Continue effort to implement the Trails Connections Plan recommendations. Develop implementation plan for short-term projects.
Actions/Tasks:
1. TrailsComplete the construction of the Trillium Way trailhead. September 2026DATE.
3. Pursue efforts to connect the Devonshire Canyon Trail near the to the “Top of the World” easement City owned property. November 2026.
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Objective #3: Select site(s) for a community center and/or aquatics center at Laureola and/or Burton Park.
Actions/Tasks:
1. Make determination on where to locate community center and/or pool and develop a plan. June 2026 DATE.
2. 2. Explore property acquisition to expand park boundaries. May 2026.
Objective #4: Expand cultural community offeringsevents in the Cityto foster an inclusive and welcoming community..
Actions/Tasks:
1. P&R to do Plan a community Lunar New Year event designed to encourage broader community participation. March 2026.
2. Plan a community Diwali event designed to encourage broader community participation. November 2026.
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