Agenda packet — San Carlos City Council, May 11, 2026 (part 2 of 3)

ELENI GETACHEW, ENV SP
Planner
Eleni Getachew is a generalist environmental planner. She brings eight years of local environmental planning and remediation project experience. Currently focused on projects in Southern California, Eleni has prepared CEQA/NEPA documentation for locally and federally funded roadway projects, and is familiar with Caltrans requirements, including the Standard Environmental Reference (SER). Eleni has also prepared CEQA documentation for infill development projects. Through strong research she has assisted in delivering technical studies, such as Community Impact Assessments, Revalidations, and Phase I Initial Site Assessments. Eleni has assisted in the digitizing and mapping of residential properties using ArcGIS.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Planner for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Cañada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build resilience to current and future climate threats. Impact Sciences is preparing an IS/MND and a Mitigation Monitoring and Reporting Program (MMRP) for any mitigation measures identified in the IS/MND. Eleni’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND as well as assisting with outreach.

Deputy Project Manager for the CCoouunnttyy ooff LLooss AAnnggeelleess PPllaacceerriittaa MMaaiinntteennaannccee YYaarrdd AAddddeenndduumm (Los Angeles County). The Los Angeles County Department of Public Works. The County of Los Angeles Department of Public Works currently uses 22234 Placerita Canyon Road as a maintenance facility, which is owned by the City of Santa Clarita. The City is currently proposing roadway improvements in the vicinity that will require the vacation of the current yard and the relocation of the maintenance facility to 28837 Oak Sp rings Canyon Road (Project Site).

Based on the preliminary findings conducted in October 2023, the Project would likely not have potential significant impacts to the environment and is eligible to be tiered off of the Lyons Avenue/Dockweiler Drive Project Final Environmental Impact Report. Elen’s responsibilities included the preparation of the addendum and budget management.

Planner for the OOhhlloonnee CCoolllleeggee NNeewwaarrkk CCeenntteerr AAffffoorrddaabbllee SSttuuddeenntt HHoouussiinngg PPrroojjeecctt IInniittiiaall SSttuuddyy aanndd MMiittiiggaatteedd NNeeggaattiivvee DDeeccllaarraattiioonn AAddddeenndduumm (Newark, CA). Impact Sciences prepared an Initial Study / Mitigated Negative Declaration for the development of the proposed Ohlone College Newark Center Affordable Student Housing Project. The project comprises two three -story residential buildings with 191 units, one resident and community center, one building containing a childcare center, one maintenance facility building, and 200 new parking spaces for residents and employees. It was determined that although the Project could have a significant effect on the environment, there would not be a significant effect in this case because revisions in the project have been made that would avoid or reduce any potential significant effects to a less than significant level. Eleni drafted and reviewed the addendum to the 2023 IS/MND.

PPRROOJJEECCTT RROOLLEE
Planner

EEDDUUCCAATTIIOONN
Bachelor of Science,
Environmental Policy
Analysis and Planning
(Minor in Community
Development), University of
California, Davis, 2017

AAFFFFIILLIIAATTIIOONNSS
American Planning
Association, Member;
Young and Emerging
Planner’s Group

Envision Sustainability
Professional (ENV SP),
Institute for Sustainable
Infrastructure

PROJECT TEAM

ORGANIZATION

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 54 Since 2007 , Blue Strike has offered award-winning services in sustainability, climate change, and clean energy. Our services span across various critical sectors, including electricity generation, industry, transportation, buildings, agriculture, natural and working lands, and waste management. Located in Monterey, we are a Woman-Owned Small Business Enterprise specializing in climate action planning, carbon accounting, life cycle analysis, strategic electrification, climate resiliency, monitoring & verification, and green technology solutions.

Our extensive experience in delivering comprehensive climate action plans to diverse communities across the United States aligns seamlessly with the objectives of San Carlos. We bring a wealth of knowledge and technical expertise to understand the city’s ongoing climate endeavors deeply, enabling us to establish precise emissions and resource conservation goals, and formulate effective climate, sustainability, and resiliency planning processes. This holistic approach in conducting GHG inventories and developing proactive climate action plans positions us as effective collaborators to meet the unique needs and aspirations of every community we serve, including cities, counties, states, and universities.

Our vision at Blue Strike is to instigate sustainable transformation in every community we engage with by harmonizing our climate action planning initiatives with the inherent needs and values of the communities. We excel in detailing the technical aspects of climate action through an exhaustive and inclusive stakeholder engagement process, focusing on climate justice and resilience. We believe in empowering people by giving them an active role in shaping decisions impacting their lives, thereby fostering more functional, efficient, and equitable designs and positive, long-lasting outcomes for communities.

RELEV ANT WORK

EXPERIENCE

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 55 Climate planning services is Blue Strike’s expertise. We have served communities across the country and around the world for over 17 years. We will apply our knowledge of regional regulations and best practices to San Carlos’s CMAP Update.

Blue Strike has also previously worked with and is
currently under contract with several clients in
California, including the projects listed in
Table 1 below.

CALIFORNIA PORTFOLIO

RELEV ANT WORK EXPERIENCE
TABLE 1: BLUE STRIKE WORK IN CALIFORNIA

CLIENTS PROJECT
City of Pleasant Hill Climate Action Plan, partnering with DKS and Impact Sciences.

City of Pacific Grove Climate Action & Adaptation Plan, in alignment with Executive Order B-30-15.

City of Bell Gardens CEQA-qualified Climate Action Plan, partnering with Impact Sciences.

City of La Canada
Flintridge
Climate Action & Adaptation Plan to achieve carbon neutrality by 2045.

City of Los Altos Climate Action & Adaptation Plan to achieve carbon neutrality by 2045.

City of San Luis Obispo Municipal Carbon Neutrality Plan to achieve net zero- emissions by 2030.

Mono County Resource Efficiency Plan Update to serve as GHG reduction and climate action planning document.

City of Los Angeles Benefits analysis of municipal building decarbonization and workforce analysis.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 56

CLIENTS PROJECT
Tule River Indian Tribe
of California
EPA Climate Pollution Reduction Grants Priority Climate Action Plan (PCAP) and Comprehensive Climate Action Plan (CCAP).

City of Richmond Richmond Advanced Energy Community, a community-based Distributed Energy Resource aggregation.

City of Lancaster Lancaster Advanced Energy Community Project, including clean energy procurement and resiliency planning.

City of Santa Barbara Strategic Energy Plan to reach its goal of 100% Renewable Energy by 2030.

San Francisco
International Airport
Climate Action Plan, to support compliance reporting on emissions.

Beneficial State Bank Greenhouse gas inventory, including data collection, GHG inventories, and emission reduction recommendations.

East Bay Community
Energy
Local Development Business Plan to accelerate local
distributed energy resource deployment.

Sonoma State
University Climate Action Plan to achieve carbon neutrality by 2045 Cal Poly San Luis
Obispo Carbon Neutrality Climate and Energy Analysis
San Diego State
University Climate Action Plan to achieve carbon neutrality by 2045 California State
University Monterey
Bay
Campus Sustainability and Energy Plan to reach carbon
neutrality by 2030
University of California
Santa Cruz Climate and Energy Scenario Analysis
California State
University, Long Beach
Clean Energy Master Plan to achieve carbon neutrality by 2030
Monterey Bay Regional
Climate Action
Compact
Provide industry resources to 19 jurisdictions members and collaborate on climate change issues.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 57

NATIONAL PORTFOLIO
At the national level, Blue Strike boasts a robust portfolio of projects directly relevant to the CAP , offering the ability to bring national best practices to local contexts. Our experiences includes the development of Climate Adaptation & Action Plans (CAAPs), Climate Action Plans (CAPs), Greenhouse Gas (GHG) inventories, and Sustainability Plans for the following clients:

RELEV ANT WORK

EXPERIENCE
San Carlos Apache Tribe of AZ
Town of Canton, MA
Town of Dalton, MA
Birmingham-Hoover MSA, AL
Village of Glenview, IL
City of Bowie, MD
City of Moline, IL
Town of Wake Forest, NC
City of Sun Prairie, WI
City of Brookline, MA
City of Thornton, CO
City of Worcester, MA
Orange County, NC
City of Fayetteville, NC
Durham County, NC
Town of Davidson, NC
City of Fairfield, OH
City of Scranton, PA
City of Glenwood Springs, CO
City of Des Plaines, IL
City of Gaithersburg, MD
Tohono O’odham Community College, AZ
Las Vegas Convention & Visitors Authority
Beneficial State Bank
George Mason University, V A
University of Colorado Boulder, CO
Kennesaw State University, GA
Research Triangle Institute, NC
American Family Insurance Championship
2024 U.S. Senior Open Golf Championship
Iowa, Principal Charity Classic
Louisianna, Zurich Classic
LIV Golf

PGA TOUR
USGA
Indy Car
Boston Marathon

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 58 ❱❱❱ CITY OF PLEASANT HILL, CA – CLIMATE ACTION PLAN
CONT ACT: Haley Croffot
EMAIL:
[email protected] | PHONE: (925) 671-5297
D
ATE: January 2025 - Present
Project Description: Blue Strike prepared the City of Pleasant Hill Climate Action Plan in partnership with DKS Associates (transportation modeling and VMT analysis) and Impact Sciences (CEQA documentation) to implement General Plan programs requiring a CEQA-qualified Climate Action Plan and greenhouse gas threshold framework. DKS conducted VMT baseline estimation and projections using FHW A HPMS data and MTC travel demand models, developed on-road mobile source inputs for EMFAC modeling, and supported EV infrastructure and clean transit policy development aligned with the California Climate Change Scoping Plans. The CAP established reduction targets consistent with SB 32 and AB 1279, included emissions forecasting and gap analysis tied to projected General Plan growth, and integrated mitigation measures identified in the certified General Plan EIR. The project resulted in a prioritized, implementation-ready roadmap for transportation and community mobility strategies, supported by defined responsibilities, timelines, and monitoring mechanisms to advance carbon neutrality by 2045. ❱❱❱ CITY OF BELL GARDENS, CA – CLIMATE ACTION PLAN
CONT ACT: Adrian Flores
EMAIL:
[email protected] | PHONE: (562) 806- 7732
D
ATE: August 2024 - Ongoing
Project Description: Blue Strike is leading preparation of the City of Bell Gardens Climate Action Plan in partnership with Impact Sciences, who is supporting CEQA documentation and environmental review. The project establishes greenhouse gas reduction targets for 2030, 2045, and 2050 consistent with State mandates and includes municipal and community- wide emissions inventories, forecasting, and gap analysis to inform strategy development. The Plan integrates mitigation and adaptation measures based on a detailed vulnerability assessment addressing heat, flooding, and air quality risks, with a strong emphasis on equity and community priorities. Working closely with City staff, elected officials, and regional partners, the team is developing prioritized, implementation-ready strategies supported by defined departmental responsibilities, funding considerations, and performance metrics, and is providing adoption support before the Planning Commission and City Council.

REFERENCES AND

LOCAL PROJECTS

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 59 ❱❱❱ CITY OF PACIFIC GROVE, CA

CLIMATE ACTION AND ADAPTATION PLAN
CONT ACT: George Fuerst, Environmental Program Manager

EMAIL:
[email protected]
PHONE: (831) 648-5722 x 4200
D
ATE: January 2025 - Present
Project Description: Blue Strike prepared a comprehensive Climate Action and Adaptation Plan for the City of Pacific Grove designed to reduce greenhouse gas emissions and strengthen community resilience. The Plan established reduction targets through 2030 and 2050 consistent with SB 32 and statewide carbon neutrality goals, and included a detailed emissions forecast and gap analysis to inform strategy development. The CAAP integrated mitigation and adaptation strategies in alignment with Senate Bill 379 and incorporated a vulnerability assessment identifying priority risks and equity considerations. The Plan was structured to align with the City’s General Plan and other sustainability initiatives, ensuring policy consistency and long-term implementation feasibility. A strong stakeholder engagement process informed target setting, strategy prioritization, and adoption, resulting in a clear, implementation-focused roadmap supported by defined responsibilities, timelines, and monitoring mechanisms.
❱❱❱ SAN MATEO COUNTY – CLIMATE VULNERABILITY

AND ADAPTATION GUIDANCE PROJECT
DKS Associates provided transportation subject matter expertise as part of the San Mateo County Climate Collaboration initiative. Work included conducting a climate change vulnerability analysis of county transportation infrastructure using the C/CAG-VTA model, evaluating infrastructure failure scenarios under rising temperatures, wildfire, precipitation and storm events, and sea level rise, and developing transportation adaptation strategies.

DKS prepared GIS mapping of vulnerable infrastructure, supported community adaptation pilot efforts, and contributed to a transportation resilience planning framework evaluated for effectiveness, feasibility, and equity. The vulnerability analysis and adaptation guidance were integrated into the County’s broader climate adaptation framework to support local jurisdiction resilience planning.
2025 CLIMATE ACTION AND ADAPTATION PLAN ● CITY OF PACIFIC GROVE, CA ● 1 2025
P

AC I F I C G R O V
E
• C
LIM

ATE ACTION A N D A DAPTATIO
N PLAN
•
2025

REFERENCES AND

LOCAL PROJECTS

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 60

ESTIMATED FEE

BLUE STRIKE ENVIRONMENTAL DKS ASSOCIATES IMPACT SCIENCES Anna Bugankova
Project Manager
Rich Swanson
Technical Advisor
Kristin Cushman
S
trategic Advisor
Eric Veium
Pol
icy Advisor
Brennen Jensen
Stakeholder Lead
Brittany Mahoney
Techni
cal Lead
Rose Freidin
D
esign Lead
Sol Shepherd
Technical Support
Zane Cintas
Pol
icy Support
Jim Damkowitch
Pri
ncipal-in-Charge
Randy Johnson
Trans. Resiliency
Udit Molakatalla
VMT Forecast/Analysis
Alexandra Haag
Trans. Planner
Brett Pomeroy
Associate Principal
Eleni Getachew
Pl
anner
Amber Williams
Techni
cal Spec.

TASKS/DELIVERABLES $200 $265 $265 $250 $250 $185 $165 $165 $165 $335 $315 $330 $240 $290 $170 $180 HOURS FEE Task 1. Project Management, Work Plan, and Kickoff Meeting $32,925 Subtask 1.1: Biweekly Meetings 40 5 5 0 8 8 0 10 10 5 0 0 16 0 0 0 107 $22,945 Subtask 1.2: Work Plan 8 0 2 0 2 2 0 0 0 0 0 0 2 0 0 0 16 $3,480 Subtask 1.3: Kick Off Meeting 4 2 2 0 2 0 0 0 4 0 0 0 2 0 0 0 16 $3,500 Subtask 1.4: Monthly Progress
Reports and Invoices
15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 15 $3,000
Task 2. Community Outreach and Engagement Plan $28,535
Subtask 2.1: Community Outreach
and Engagement Plan
2 0 2 0 4 0 0 0 0 0 0 0 0 0 0 0 8 $1,930
Subtask 2.2: Branding and Outreach
Materials
5 0 0 0 0 0 12 0 8 0 0 0 0 0 0 0 25 $4,300
Subtask 2.3: Community Survey 5 0 2 0 2 0 0 0 10 0 0 0 0 0 0 0 19 $3,680 Subtask 2.4: Community Meetings 0 0 2 0 10 0 0 0 14 0 0 0 0 0 0 0 26 $5,340 Subtask 2.5: Focus Groups 0 0 0 0 8 0 0 0 14 0 0 0 0 0 0 0 22 $4,310 Subtask 2.6: Presentations to City
Council / Planning & Transportation
Commission
15 0 0 0 5 0 0 0 5 0 0 0 0 0 0 0 25 $5,075
Subtask 2.7: Outreach Preparation
and Documentation
5 0 0 0 5 0 0 0 10 0 0 0 0 0 0 0 20 $3,900
Task 3. Background Review and Existing Conditions Assessment $17,980 Subtask 3.1: Existing Conditions
Assessment
5 2 0 2 0 5 0 5 10 4 0 0 16 0 0 0 49 $10,610
Subtask 3.2: Stakeholder Mapping 4 0 4 0 8 0 0 0 5 0 0 0 0 0 0 0 21 $4,685 Subtask 3.3: Existing Conditions
Assessment Memo 2 0 0 0 2 0 0 0 5 0 0 0 4 0 0 0 13 $2,685 Task 4. Climate Mitigation Targets and Vulnerability Assessment $41,550 Subtask 4.0: Municipal Greenhouse
Gas Inventory - - - - - - - - - - - - - - - - - $0
Subtask 4.1: Updated GHG
Reduction Targets 4 2 0 2 0 4 0 0 0 0 0 2 1 0 0 0 15 $3,470 Subtask 4.2: Updated GHG
Forecasts and Pathways 10 5 0 5 0 15 0 15 0 6 0 30 8 0 0 0 94 $23,655 Subtask 4.3: Vulnerability Assessment 10 0 10 0 0 0 0 0 15 0 0 0 0 0 0 0 35 $7,125 Subtask 4.4: Climate Mitigation
Targets and Vulnerability Assessment
Memo
2 2 2 2 0 0 0 6 6 0 0 8 3 0 0 0 31 $7,300
Task 5. Climate Mitigation and Adaptation Strategies $34,215 Subtask 5.1: Draft Strategies and
Summary Memo
20 4 2 10 0 5 0 5 10 7 6 0 25 0 0 0 94 $21,725
Subtask 5.2: Prioritization Matrix 5 2 2 5 0 5 0 5 0 2 1 0 5 0 0 0 32 $7,245 Subtask 5.3: Presentation of
Strategies 8 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 12 $2,260
Subtask 5.4: Final Strategies and
Summary Memo 2 0 0 0 0 0 0 0 4 1 2 0 4 0 0 0 13 $2,985
Task 6. Implementation and Monitoring Plan $11,375
Subtask 6.1: Implementation &
Monitoring Plan 10 6 4 8 0 10 0 5 5 0 0 0 0 0 0 0 48 $10,150 Subtask 6.2: Implementation Memo 2 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 7 $1,225 Task 7. Draft Updated Climate Mitigation & Adaptation Plan $20,415 Subtask 7.1: Draft Climate Mitigation
and Adaptation Plan
20 4 6 5 2 4 20 5 5 0 0 0 0 0 0 0 71 $14,090
Subtask 7.2: Meetings with
Stakeholders
5 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 15 $3,500
Subtask 7.3: Study Sessions 10 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 15 $2,825 Task 8. Final Climate Mitigation & Adaptation Plan and Environmental Review $57,950 Subtask 8.1: CEQA 5 0 0 0 0 0 0 0 0 0 0 0 0 72 92 74 243 $50,840 Subtask 8.2: Presentations to
Transportation Commission and City
Council
10 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 14 $3,060
Subtask 8.3: Final Climate Mitigation
and Adaptation Plan 10 0 4 0 0 0 6 0 0 0 0 0 0 0 0 0 20 $4,050

FIXED FEES
Travel $4,500
TOTAL 243 38 49 39 68 58 38 56 154 25 9 40 86 72 92 74 1,141 $249,445

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APPENDIX A

RESUMES

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 63 PROFESSIONAL EXPERIENCE (Selected )

EDUCATION

OVERVIEW
Monterey, CA & Boston, MA | 2021 - Present
Leads expert team of analysts and planners to deliver customized energy and climate action plans (CAP) to public and private sector clients.

SKILLS AND TRAINING

DIRECTOR , ENERGY AND CLIMATE DIVISION
RICH SWANSON, PH.D.

Ph.D., Civil Systems Engineering,
University of Colorado, Boulder
M.A., International Affairs,
Tufts University (Fletcher School)
B.A., Economics,
University of Colorado, Boulder
Northeastern University -
Part time professor of
Economics and Finance
Climate Action Planning
Energy Savings and
Decarbonization Strategies
Financial Modeling/Due
Diligence: NPV, IRR, DCF, Real
Options, Monte Carlo Simulation
Economic Evaluation: Cost-
Benefit Analysis, Tariff Design,
Regulatory Accounting
Tools: Excel, R, IMPLAN
Language:

Conversational Spanish
Certification: CP3P – Certified
Public-Private Partnership
Professional
Rich Swanson , Ph .D., is an energy economist , finance expert and sustainability specialist, with over 25 years of domestic and international experience in energy , infrastructure , and climate -related policy . He brings deep expertise in greenhouse gas inventories , cost -benefit assessments, scenario optimization, finance, and regulatory frameworks .

His work spans feasibility studies , tariff design , and emissions reduction strategies, with a focus on decarbonization investment planning . Rich has led and advised projects around the globe with institutions including the World Bank , USAID , EPA and others . He holds a Ph .D. in Civil Systems Engineering , an M .A. in International Affairs , and a B .A. in Economics, combining strong technical , economic, and policy expertise .

In addition to directing Blue Strike ’s B oston-based Energy & Climate Division, he teaches Finance and Economics at Northeastern University as a part time instructor and is an elected regulatory commissioner for his local electric utility.

OFFICE LOCATION
352 Summer Avenue
Reading, MA 01867

PROFILE
University of Boulder , CO | Climate Action Plan | 2022 - Present Managed all aspects of CAP design and authorship, including technical analysis, GHG inventory and forecasting of Scopes 1, 2, and 3.

Performed economic and financial analysis of climate action strategies through the creation and evaluation of strategic pathways leading to carbon neutrality.

CONTACT INFO
(781) 439-9366
[email protected]

BLUE STRIKE ENVIRONMENTAL

DIRECTOR, ENERGY AND CLIMATE DIVISION
City of Fayetteville , NC | Sustainability Action Plan | 2022 - Present Project manager for Regional Energy Efficiency and Renewable Energy Plan. Provided in depth analysis of municipal energy use, and consumption analysis for 12 quasi-public entities including Ft. Liberty, Fayetteville School District, and Council of Governments.

Project manager for City’s first ever Sustainability Action Plan; led all technical, engagement and strategy components.

City of Los Angeles | Sustainability Action Plan | 2022 - Present Assessed employment and city tax receipt implications for multiple municipal decarbonization investment scenarios.

Brookline , MA | Climate Action & Resiliency Plan | 2024 - Present Led the Town of Brookline’s comprehensive Climate Action & Resiliency Plan (CARP), establishing a strategic framework and roadmap to achieve net-zero emissions by 2040.

Directed multi-department collaboration and public engagement— through focus groups, forums, and surveys—to ensure robust, data- driven solutions and equitable community buy-in.

Developed an actionable implementation plan integrating greenhouse gas inventories, clear funding pathways, and best practices to guide long-term sustainability and resilience.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 64 RICH SWANSON, PH.D.

PROFESSIONAL EXPERIENCE (Selected )
Boston, MA | 2008 - 2021
World Bank, African & Asian Development Banks, UNDP –
Senior Economist & Team Leader

GLS GROUP NETWORK (CO-FOUNDER)

SENIOR ECONOMIST & CONSULTANT
Led financial, economic and risk modeling for major infrastructure projects with the World Bank, African Development Bank, and Asian Development Bank.

Coordinated adaptation and resiliency program for Southern African Development Community (SADC) Region, focused on investments to harden power sector assets. Countries included South Africa, Malawi, Lesotho, Zambia
Directed feasibility studies and funding proposals totaling over $1.5 billion for solar PV, battery storage, transmission, and hydropower projects in Nepal, Eswatini, and Palau.

Developed models to support renewable energy lending and capital mobilization across Asia and the Pacific, leading projects in Uzbekistan, Georgia, and multiple island nations.

Provided a CAMELS rating assessment for Pacific Region banks: Fiji, Samoa, Tonga, Vanuatu, Solomon Islands, Kiribati, Tuvalu, Palau, Marshall Islands, and FSM.

Engaged stakeholders across Southern Africa and advised utilities and regulators on investment strategies and clean energy transitions.

National Association of Regulated Utility Commissioners (NARUC) In Barbados and Papua New Guinea, designed performance-based regulatory frameworks and procurement guidelines for the national regulatory commission to meet renewable energy targets.

Led training and capacity building workshops in Nigeria, Sri Lanka, and the Pacific on cost-reflective tariffs, cost allocation, financial sustainability, and competitive energy markets.

MIT Joint Program / Civil Investments – Consultant and Project Lead Managed interdisciplinary research on Africa’s energy futures at MIT, including modeling of hydropower asset values under deep uncertainty.

Designed flexible investment frameworks using real options analysis for mega-infrastructure projects.

PUBLICATIONS
“Value–Risk Calculator
for Blended Finance: A
Systems Perspective of
the Nachtigal
Hydropower Project,”
Sustainability, 2023
“Appropriating the
Value of Flexibility in
PPP Megaproject
Design,” Journal of
Management in
Engineering, 2020
“Flexible Design at
Batoka Dam,”
Renewable Energy
Focus, 2019
“Using a Real Options
Framework at Grand
Inga,” UNU-WIDER
Working Paper, 2016
Co-authored studies on
climate impacts and
hydropower emissions
in Ghana and the
United States

SPEAKING

ENGAGEMENTS
Asia Clean Energy
Forum (2024) –
Regional regulatory
training for Pacific
utilities and ministries
Green Sports Alliance
(2024) – Strategies for
electricity cost and
carbon savings in major
venues

MIT Joint Program
(2018) – Investment
decision-making under
uncertainty in Africa
World Bank, Marrakesh
(2017–2018) – Financial
risk modeling for
climate-exposed
infrastructure

DIRECTOR , ENERGY AND CLIMATE DIVISION
Additional “Action Plan” clients include: the Tule River Indian Tribe, CA; Glenwood Springs and Thornton, CO; Worcester, Dalton, and Canton, MA; Sun Prairie, WI; Bowie, MD, and more.

BLUE STRIKE ENVIRONMENTAL DIRECTOR, ENERGY & CLIMATE DIVISION

CONTINUED

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SELECTED WORK EXPERIENCE

EDUCATION

OVERVIEW
Birmingham Hoover MSA | January 2025 – Present
Authored the Comprehensive Climate Action Plan , including a full inventory of GHG emissions for the region with all sinks by emission source and sink category
Established implementation measures with near -term (2030- 2035) and long -term (2050) GHG reduction targets
Ran scenarios to evaluate costs , emission reduction potential , and co-pollutant emissions reductions to low -income and disadvantaged communities

AFFILIATIONS
CEO AND FOUNDER | BLUE STRIKE ENVIRONMENTAL

KRISTIN CUSHMAN
B.A.,
English and French Literature
University of Alabama/Aix
Marseille University
Event Industry Council
ISO 20121
Golf Environmental Organization
Sports ETA
Green Sports Alliance
Kristin Cushman is the founder and CEO for Blue Strike Environmental .

Kristin’s focus is to build climate mitigation strategies that combine community priorities with local greenhouse gas reduction strategies . She has worked for over a decade driving climate and energy planning , while building public private partnerships to leverage resources and innovate programs . On the forefront , she designs environ mental, social and governance frameworks which includes setting performance indicators and developing efficient annual reporting platforms . She is able to weave in an insightful stakeholder engagement process to better understand community priorities and to ensure that there is authentic representation in the planning process .

OFFICE LOCATION
Monterey, CA

PROFILE
linkedin.com/in
/kristin-cushman-aab32317
City of Pleasant Hill | January 2025 – Present
Authored the inaugural Climate Action Plan
Conducted 12 focus groups , 4 workshops , and presented to the City Council and Planning Commission
Developed a roadmap and funding strategy to achieve carbon neutrality by 2045
City of Pacific Grove | January 2025 – Present
Authored the Climate Action and Adaptation Plan to address climate adaptation strategies , resilience measures , risks, and vulnerabilities
Focused heavily on nature -based solutions
Developed a roadmap and funding strategy to achieve carbon neutrality by 2045
Arrowhead Stadium | October 2024 – Present
Conduct a baseline assessment and create strategies to improve environmental performance
Certify stadium using the ISO 20121 framework in preparation for the World Cup 2026 series
Wrote a 2025 – 2030 Sustainability Plan
Boston Marathon | July 2023 – Present
Created sustainability management framework outlined in a Sustainability Plan
Managed the inaugural Athletics for a Better World certification Calculated Scope 1 ,2, and 3 greenhouse gas (GHG) emission inventory

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KRISTIN CUSHMAN

SELECTED WORK EXPERIENCE
Las Vegas Convention & Visitors Authority | June 2023 – October 2024 Identified a Climate Policy that included 8 guiding principles for the entire facility
Wrote a Climate Action Plan with a focus on carbon neutrality Managed the ISO 20211 and Event Industry Council certificatio n La Cañada Flintridge , CA | June 2022 – May 2023
Authored a Climate Action and Plan that lists the top 10 things the City could do to reach carbon neutrality by 2045 Develop 68 strategies that were prioritized as
Foundational , Supportive , or Complimentary .

Used ICLEI Clearpath to set emissions forecast and track progress over time
Orange County , NC | June 2022 – November 2023
Wrote a Climate Action Plan that lists the top 10 things the County could do to reach carbon neutrality by 2050
Conducted dozens of meetings with key community stakeholders Create a Climate Tracker that functions like a workbook to show progress over time .

University of Colorado Boulder | October 2022 – December 2023 Co- authored a Climate Action Plan that identified a SBTi target to carbon neutrality by 2045
Conducted focus groups within various departments to help identify program gaps
Designed a Climate Policy that included 10 Guiding Principles Sonoma State University | March 2021 – August 2023
Co-authored a Carbon Neutrality Plan with a goal of reaching 90% emission reductions by 2050
Authored a Climate Action Plan including a focus on academic success, qualitative emission reductions , and campus
resiliency
Chaired North Bay Forward , a network of regional non -profits, agencies and businesses interested in collaborating and building climate resources

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EDUCATION

OVERVIEW
Chair and Founding member, San Luis Obispo Climate Coalition San Luis Obispo, CA | 2017 - Present
Directing Uniting the Central Coast for Action in partnership with the Romero Institute ’s Let ’s Green CA Initiative supporting community and regional climate leadership through education , technical consulting , and policy development.

Appointed Graduate Fellow for Resilient Energy Assessment project at Cal Poly Institute for Climate Leadership and Regional Resilience.

Leading volunteer organization of over 100 local experts and committed community members championing high impact solutions to increase regional decarbonization, equity, resilience, and economic vitality.

Collaborating with local government staff and council members acting as extension of staff supporting goal setting, policy development, community outreach and education.

Developing strong network of regional leaders in business , labor , social justice, and environment.

Earned trust and confidence of elected officials and staff leading to adoption of nation’s most ambitious carbon neutrality goal, by 2035.

ENERGY ENGINEER

ERIC VEIUM, MPP CEM CEP
Master of Public Policy
California Polytechnic
State University
San Luis Obispo, CA
June 2023
Bachelor of Science in
Industrial Engineering
California Polytechnic
State University
San Luis Obispo, CA
June 2008
Associate of Science in
Computer Information Systems –
Programmer/ Data Analyst
Madison Area Technical College
Madison, Wisconsin
May 2000
Eric has been working for over 15 years to create a vibrant , just , and climate-resilient community , Central Coast , and beyond . Eric is Coordinator for the CCA Workforce and Environmental Justice Alliance pursuing standards for clean energy projects at California 's CCAs . He recently received a Master 's of Public Policy from Cal Poly San Luis Obispo, focused on energy democracy , equity , decarbonization , and resilience. Eric is founding member and current Board Chair and past Executive Director for the SLO Climate Coalition , an organization which brings together community expertise , creativity , and resources to champion high impact regional climate solutions that inspire other communities to do the same.

OFFICE LOCATION
San Luis Obispo, CA

PROFILE
Energy & Sustainability Analyst
Cal Poly State University , Facilities Management & Development San Luis Obispo , CA | 2015 - 2020
Develop and manage $12 million annual utility business operations for public university.

Responsible for carbon neutrality /climate action planning and GHG emissions inventory, energy & water efficiency program management and capital project development , and performance measurement , verification, and reporting.

Support transportation services with fleet electrification and development of EV charging infrastructure.

Advance strategic initiatives including : electrification , microgrids , distributed energy resources.

Work closely with Cal Poly Center for Innovation and Entrepreneurship (CIE) to support and fund cleantech startups.

Procured and implemented Skyspark energy information and building analytics platform; continuously improving value.

Developed 5MW solar farm through feasibility , site selection , procurement, and contract negotiations ; Represented CSU during CPUC GRC RES-BCT settlement negotiations successfully protecting $10 million in lifetime project value.

CONTACT INFO
(805) 835-3669
[email protected]

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RECOGNITION
Certified Energy Manager
(CEM),
Association of
Energy Engineers
Current
Certified Energy
Procurement Professional
(CEP),
Association of
Energy Engineers
Current
Honoree,
San Luis Obispo Tribune,
Top 20 under 40
2015
Energy Sales Professional
(ESP), Selling Energy –
Mark Jewell
2012 Co-Founder and Senior Energy Engineer
Stockman ’s Water & Energy | San Luis Obispo , CA | 2011 - 2015 Built Central Coast agricultural energy services company from the ground up including business operations , employee recruitment and management, product/service offerings, sales and customer acquisition , and project development and management ; consistently doubling year - over-year revenue.

Established and grew mutually beneficial business relationships with diverse individuals and organizations.

Developed, installed , and supported agricultural automation , water and energy efficiency, DR, and DER projects.

Evaluated existing systems , identified and specified measures , and performed, managed, and validated implementation.

ENERGY ENGINEER

ERIC VEIUM, MPP CEM CEP
Energy Engineer (intermittent contracts )
Abraxas Energy Consulting | San Luis Obispo , CA | 2010 - 2015 Conducted ASHRAE Level II Energy audits within commercial , and hig h security hospital and military environments.

Performed detailed life cycle energy and cost analysis of identifie d energy efficiency and renewable measures.

Energy Engineer and Local Team Lead
San Luis Obispo -Renewable Energy Secure Community (SLO-RESCO ) Local Power / California Energy Commission
San Luis Obispo , CA | 2009 - 2013
Co-authored $250k California Energy Commission (CEC) funded research, Report: CEC-500-2014-004.

Focused on Community Choice Energy as a key energy resource commercialization pathway.

Conducted discovery interviews with local government officials , staff , and topic experts.

Performed in -depth research , critical review and assimilation of technical reports.

Performed detailed energy resource analysis and site selection using GIS tools.

Developed interactive tools quantifying technical and economic potential of over a dozen local energy resources.

PROFESSIONAL AND COMMUNITY LEADERSHIP
Sustainability Day Coordinator | Leadership San Luis Obispo San Luis Obispo , CA | 2011 , 2012 , 2015 , 2017 , 2018 , 2019 Organized and facilitated day -long sustainability -themed workshops exploring a wide variety of relevant and timely topics supported by local and regional subject matter experts.

Engaged groups of 36 diverse community leaders using interactive facilitation approaches such as Liberating Structures.

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ENERGY ENGINEER

ERIC VEIUM, MPP CEM CEP

PROFESSIONAL AND COMMUNITY LEADERSHIP
Steering Committee Member and Co -founder
California Alliance for Community Energy
CA, Statewide | 2015 - Present
Co-founded broad -based member organization with the mission to support community energy programs in California that advance local clean energy for the environmental and economic benefit of our communities.

Support development of strategies such as campaigns and position papers on legislative and regulatory issues impacting community energy.

President and Delegate
Smart Grid & Energy Storage Delegation -
German American Chamber of Commerce
Germany | October 2014
Participated in ten day delegation exploring German leadership in smart grid and energy storage policy and technology.

Unanimously elected delegation President by cohort of fifteen American energy professionals.

Economic Development Committee Member
San Luis Obispo Chamber of Commerce
San Luis Obispo , CA | 2013 - 2014
Evaluated and recommended action on wide -variety of local issues impacting local economic development within diverse group of local business leaders.

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SELECTED WORK EXPERIENCE

EDUCATION

OVERVIEW
Fairfield , OH | Sustainability Plan | 2023 - 2024
Project Manager and lead author for city ’s first Sustainability Plan - Fairfield Sustains
Lead Stakeholder Facilitator guiding engagement workshops and focus groups among City Council , city staff , Environmental Commission , business leaders , and community stakeholders Guided ambitious and achievable strategy development , synthesis , prioritization , selection with focus on smart resource utilization , cost effectiveness , and increased quality of life

SKILLS AND TRAINING

DIRECTOR OF ENGAGEMENT & RESILIENCE DIVISION
BRENNEN JENSEN, M.S.

M.S., Biomimicry,
Arizona State University
B.S., Environmental
Science Technology,
Humboldt State University
B.A., Spanish,
Humboldt State University
Biomimicry Specialist (B3.8)
Nature-Based Solutions
Permaculture Design
Certification (OAEC)
Trained & Seasoned Facilitator
Diversity, Equity & Inclusion
Design Boot Camp (Azul7)
Woman’s Leadership (Bioneers)
Zero Waste Professional (CRRA)
Grantwriting, Management,
Grantmaking
Over two decades of experience conceiving and implementing strategic environmental and community -based programs and initiatives that inspire action , change behavior , foster an appreciation for nature , and offer tangible climate solutions to the communities , local governments and business partners we serve . A background in government , private and non -profit organizations , Brennen has a cooperative facil itative approach that seeks to find creative solutions to complex problems , while expanding localized solutions for zero waste , energy and emissions reductions throughout California and beyond . Brennen leads Blue Strike’s stakeholder engagement , with a focus on diversity , equity, and inclusion . Leveraging proven facilitation strategies , design thinking exercises, and multi-channel communications, she thoughtfully cultivates an environment where participants feel empowered to contribute meaningfully. Her work seeks to give rise to more sustainable , engaged and resilient communities, inspired by nature.

OFFICE LOCATION
Monterey, CA

PROFILE
Town of Davidson , NC | Climate Action Plan | 2023 - 2024 Project Manager and lead author for town ’s Climate Action Plan Lead Stakeholder Facilitator for City , Sustainability Committee , and community workshops and surveys
Developed five -year priority implementation plan to guide initial rollout Supported new Sustainability Manager in Plan adoption
City of Scranton, PA | Sustainability & Climate Action Plan | 2023 - 2024 Lead Stakeholder Facilitator for engagement balancing community inclusion and City planning goals
Synthesized community input to guide sustainability and climate strategy and action selection
George Mason University, VA
Energy Efficiency and Resiliency Action Plan | 2023 - 2024 Developed Campus Communications Strategy in partnership with University executive leadership, communications team, sustainability department, and multi-stakeholder project steering committee Multi-phase communications include town hall meetings, canvassing, incorporating with campus sustainability month and earth day month activities
, faculty engagement and operational demonstrations

AWARDS AND

RECOGNITIONS
CalRecycle
California Department of
Conservation
California Air Resources Board
Berta Cáceras Award for
Environmental Justice
Monterey Bay Area Air
Resources District

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DIRECTOR OF ENGAGEMENT & RESILIENCE DIVISION
BRENNEN JENSEN, M.S.

Tule River Indian Tribe of California , Sovereign Nation Priority Climate Action Plan (PCAP) & Comprehensive Climate Action Plan (CCAP) - EPA CPRG | 2024 - Present
Led inclusive engagement with Tribal Council and tribal community , guiding the completion and adoption of the PCAP , serving as a strategic roadmap focused on near -term, high-priority measures within key sectors , as identified by the Tribe
LIDAC community analysis , co-benefits analysis , GHG inventory and co-pollutant analysis , decarbonization planning , renewable energy initiatives , and funding planning support continued CCAP development

SELECTED WORK EXPERIENCE
Sonoma State University , CA
Climate Action & Carbon Neutrality Plan | 2020 - 2022 Led Stakeholder outreach including workshops and focus groups among the President 's Advisory Council , Provosts , Academic Senate and Cabinet .

Performed baseline and gap analysis to inform 118 climate action goals , including scope 3 commuting /mass transit incentives and bike share programs .

Developed internal Sustainability Tracker to align progress and reporting .

Wrote Communications & Engagement Strategy for campus climate action implementation .

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AMBER WILLIAMS
Technical Specialist
Amber Williams has six years of professional experience in both the private and public sector as an environmental planner and technical specialist. She specializes in air quality, greenhouse gas , noise, and energy assessments and analyses.

Furthermore, she is proficient in the use of California Emissions Estimator Model (CalEEMod), Emission Factor (EMFAC), the Roadway Construction Noise Model (RCNM), and other industry standard emissions and noise modeling tools. In addition to environmental planning, she has experience in city planning as well as CEQA and NEPA document preparation. Her extensive knowledge on local, county, state, and federal ordinances and regulations, in addition to her technical expertise in collecting field measurements and managing complex data, allow her to meet both the technical and planning needs of public and private projects.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Technical Specialist for the CCiittyy ooff BBeellll GGaarrddeennss CClliimmaattee AAccttiioonn PPllaann (Bell, CA).

The City of Bell Gardens is undertaking an effort to develop a comprehensive, robust, and innovative Bell Gardens Climate Action Plan (BGCAP). The BGCAP will include a greenhouse gas (GHG) emissions inventory; a citywide climate vulnerability assessment; identification of local and regional challenges, opportunities, and direct impacts with adaptation strategies; recommended reduction targets; and implementation measures, policy recommendations, and metrics for measuring progress. As a subconsultant to Blue Strike, Impact Sciences prepared an initial study followed by an MND to satisfy the requirements of CEQA. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the CCiittyy ooff PPlleeaassaanntt HHiillll CClliimmaattee AAccttiioonn PPllaann (Pleasant Hill, CA). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Pleasant Hill 2040 General Plan Update Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Cañada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build resilience to current and future climate threats. Impact Sciences is preparing an IS/MND and a Mitigation Monitoring and Reporting Program (MMRP) for any mitigation measures identified in the IS/MND. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the TTCCEE MMaaiinn LLooss AAnnggeelleess ((HHooppee VViillllaaggee)) PPrroojjeecctt 22nndd AAddddeenndduumm ttoo tthhee AAllaammeeddaa DDiissttrriicctt SSppeecciiffiicc PPllaann EEIIRR ((LLooss AAnnggeelleess,, CCAA)).. The proposed project consists of new construction of a phased, two- building mixed-use project consisting of a 4-story commercial building ("West Phase") and a 7 -story mixed-use building ("East Phase") including 124 dwelling units (100% restricted affordabl e for Lower Income Households excluding managers’ units), 40 residential parking spaces at - and above-grade and subterranean commercial

PPRROOJJEECCTT RROOLLEE
Technical Specialist

EEDDUUCCAATTIIOONN
Bachelor of Arts,
Geography, California State
University, Fresno

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T echnical Specialist

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parking (Option 1: 2 subterranean levels and up to 175 spaces, Option 2: 1 subterranean level and 135 spaces). For the project, Impact Sciences assisted the City of Los Angeles, as Lead Agency under CEQA, in preparing the second addendum to the Alameda Dis trict Specific Plan Final Environmental Impact Report (ADSP FEIR), which was certified by the City of Los Angeles in 1996. In accordance with CEQA, the second addendum analyzes and discloses environmental effects that might reasonably result from proposed changes to development under the Alameda District Specific Plan (ADSP) approved in 1996. Amber is responsible for the analysis for air quality and noise/vibration impacts.

Technical Specialist for the CCiittyy ooff SSaannttaa CCllaarriittaa VViiaa PPrriinncceessssaa EEaasstt EExxtteennssiioonn PPrroojjeecctt CCeerrttiiffiieedd FFiinnaall EEIIRR AAddddeenndduumm (Santa Clarita, CA). The approved project, as analyzed in its original EIR, involves the construction of approximately 1.2 miles of roadway, to complete one of the primary east-west arterials through the City of Santa Clarita. While the City of Santa Clarita approved the project in October 2015, none of the planned development had been completed and the project site remained in the existing 2015 undeveloped state. The modifications to the approved project that were proposed would result in realignment of the originally proposed roadway and a modest (8%) increase in the total grading. Amber’s role includes support in the preparation of the technical studies to analyze air quality, and greenhouse gas impacts.

Technical Specialist for the WWaarrddllooww aatt 33440011 CCeerrrriittooss AAffffoorrddaabbllee HHoouussiinngg PPrroojjeecctt CCaatteeggoorriiccaall EExxeemmppttiioonn (Long Beach, CA). With the City of Long Beach as Lead Agency, the West Hollywood Housing Corporation (Applicant) proposes the redevelopment of a project site located at 1131 Wardlow Road and 3401 Cerritos Avenue in the City of Long Beach that would include restricted affordable units for Lower Income Households. The Project includes the demolition of the existing 17,625-square-foot building and parking lot and the construction of two connected apartment buildings with a total of 73 dwelling units, of which 100 percent will be restricted affordable units for Lower Income Households, exclusive of the manager’s unit and a subterranean garage. Impact Sciences prepared a CEQA Categorical Exemption for the project, including associated air quality and noise technical studies. Amber assisted with the preparation of the air quality and noise/vibration technical studies.

Technical Specialist for the LLoonngg BBeeaacchh CCoonnssttrruuccttiioonn PPrroojjeecctt (Long Beach, California). The project proposed a Tentative Tract Map for the Rosemary Lane Subdivision and includes the development of 14 single -family residences, totaling approximately 48,533 square feet. Amber’s duties included the preparation of the air quality technical report as well as the production of the Class 32 Exemption report for the project.

Technical Specialist for the CCiittyy ooff BBeellll GGaarrddeennss EEnnvviirroonnmmeennttaall JJuussttiiccee EElleemmeenntt (Bell Gardens, CA). In compliance with Senate Bill 1000, Impact Sciences is preparing an Environmental Justice Element for the City of Bell Gardens to identify and address public health risks and environmental concerns for vulnerable populations in disadvantaged communities. Additionally, a background report will identify disadvantaged communities based on a variety of indicators, including educational attainment, employment, housing burdened low-income households, income, linguistic isolation, poverty, ra ce and ethnicity, single parent households, U.S. citizenship, violent crime rate, and ability to vote. Goals and policies are being developed using data sources such as CalEnviroScreen, MATES, and Census population and employment data. Annalie’s role includes support in the preparation of IS/ND, technical analysis, including air quality modeling.

Technical Specialist for the CCiittyy ooff CChhiinnoo HHiillllss 44002277 PPaammeellaa DDrriivvee PPrroojjeecctt AAiirr QQuuaalliittyy aanndd NNooiissee//VViibbrraattiioonn TTeecchhnniiccaall SSttuuddiieess (Chino, Hills, CA). Impact Sciences is preparing air quality and noise technical studies for the residential project located at 4027 Pamela Drive in the County of San Bernardino in support of the Project’s tentative tract map application and environmental clearance pursuant to CEQA. The Project would include the demolition of the existing residential structures on site, and the Project proposes to subdivide the Project Site into five lots for residential use. Amber’s role includes generation and interpretation of model run results in order to create comprehensive air quality and noise technical reports.

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Technical Specialist for the CCiittyy ooff PPoommoonnaa 998800 CCoorrppoorraattee CCeenntteerr EEnnvviirroonnmmeennttaall IImmppaacctt RReeppoorrtt,, AAiirr QQuuaalliittyy,, NNooiissee,, aanndd GGrreeeennhhoouussee GGaass TTeecchhnniiccaall SSttuuddiieess,, aanndd HHeeaalltthh RRiisskk AAsssseessssmmeenntt (Pomona, CA). Impact Sciences is preparing an EIR for a proposed redevelopment of an existing parking lot located directly east of 980 Corporate Center Drive. The proposed redevelopment includes a single 6-story mixed-use structure with ground floor retail, 2 stories of podium parking, and 4 stories of residential units. Amber’s role includes providing support in the preparation of technical studies for air quality, greenhouse gas emissions, and noise/vibration as well as the preparation of a Health Risk Assessment.

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BRETT POMEROY
Associate Principal
Brett Pomeroy has more than 20 years of professional experience in the environmental planning field with an emphasis in environmental compliance pursuant to CEQA and the National Environmental Policy Act (NEPA). Brett possesses a strong technical background and has provided quantitative analytical modeling support for air quality, GHG, health risk assessments, noise and vibration, and shade/shadow impact analyses for several complex and multi - faceted projects using industry accepted modeling software. Specifically, Brett has experience with AERMOD and ISC air dispersion modeling systems, CalEEMod, URBEMIS, CALINE4-based model, noise modeling based on the Federal Highway Administration’s Traffic Noise Model (TNM), and the Amethyst Shadow Calculator. In addition to providing technical support, Brett conducts environmental analyses for a wide array of environmental issues, conducting land use surveys, ambient noise monitoring, site photography, general environmental research and document management. Brett’s experience includes preparing and managing environmental documentation for both private - and public -sector clients. He has provided environmental analyses to support several types of environmental documents including Categorical Exemptions, ISs, Negative Declarations (NDs), MNDs, Mitigation Monitoring & Reporting Programs (MMRPs), EIRs, and addendums.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Technical Director for the CCiittyy ooff BBeellll GGaarrddeennss CClliimmaattee AAccttiioonn PPllaann (Bell, CA).

The City of Bell Gardens is undertaking an effort to develop a comprehensive, robust, and innovative Bell Gardens Climate Action Plan (BGCAP). The BGCAP will include a greenhouse gas (GHG) emissions inventory; a citywide climate vulnerability assessment; identification of local and regional challenges, opportunities, and direct impacts with adaptation strategies; recommended reduction targets; and implementation measures, policy recommendations, and metrics for measuring progress. As a subconsultant to Blue Strike, Impact Sciences prepared an initial study followed by an MND to satisfy the requirements of CEQA. Brett’s role includes leading the preparation of the IS/MND as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the CCiittyy ooff PPlleeaassaanntt HHiillll CClliimmaattee AAccttiioonn PPllaann (Pleasant Hill, CA). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Pleasant Hill 2040 General Plan Update Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Brett’s role includes leading the preparation of the addendum as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Canada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build

PPRROOJJEECCTT RROOLLEE
Technical Director

EEDDUUCCAATTIIOONN
Bachelor of Science,
Natural Science, Loyola
Marymount University

AAFFFFIILLIIAATTIIOONNSS
CEQA and NEPA
workshops and conferences

Completed AERMOD
Dispersion Modeling
Training Seminar held by
Lakes Environmental

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BBRREETTTT PPOOMMEERROOYY
Associate Principal

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resilience to current and future climate threats. Impact Sciences is preparing an IS/MND and a Mitigation Monitoring and Reporting Program (MMRP) for any mitigation measures identified in the IS/MND. Brett’s role includes supporting the preparation of the IS/MND as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the CCiittyy ooff UUnniioonn CCiittyy CClliimmaattee AAccttiioonn PPllaann UUppddaattee (Union City). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Union City 2040 General Plan Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan Update. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Brett’s role includes leading the preparation of the addendum as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Project Manager for the CCiittyy LLooss AAnnggeelleess OOiill && GGaass DDrriilllliinngg OOrrddiinnaannccee AAiirr QQuuaalliittyy,, GGrreeeennhhoouussee GGaass,, aanndd NNooiissee TTeecchhnniiccaall RReeppoorrtt aanndd MMNNDD (Los Angeles, CA). The proposed Citywide Oil and Gas Drilling Ordinance (Ordinance) provides for the termination of all nonconforming oil and gas extraction and production uses within the City over a 20-year period and prohibition of new or expanded oil and gas extraction ac tivities, except as allowed to continue via a discretionary process established by the Ordinance and in compliance with State, regional, and local regulations. Brett’s duties include project management, document preparation, and oversight of technical services.

Technical Lead for the LLooss AAnnggeelleess CCoouunnttyy MMeettrrooppoolliittaann TTrraannssppoorrttaattiioonn AAuutthhoorriittyy ((LLAA MMeettrroo)) AAiirr QQuuaalliittyy aanndd SSuussttaaiinnaabbiilliittyy TTeecchhnniiccaall aanndd PPoolliiccyy AAnnaallyyssiiss (Los Angeles, CA). For LA Metro, Impact Sciences is providing air quality and greenhouse gas emissions technical analysis. Additionally, Impact Sciences is supporting Metro by developing policy recommendations on proposed changes to air quality laws, plans, and regulations; and providing technical support to Metro staff regarding air quality planning, conformity and regulatory processes including performing Congestion Management Air Quality (CMAQ) analyses to support grant applications.

Project Manager and Technical Lead for the SSoouutthheerrnn CCaalliiffoorrnniiaa EEddiissoonn CClliimmaattee CChhaannggee aanndd SSuussttaaiinnaabbiilliittyy PPrrooggrraamm SSuuppppoorrtt (Los Angeles, CA). Impact Sciences provided support for greenhouse gas (GHG) inventory reporting and on-call requests as defined by ICF and Southern California Edison. Services include developing a GHG inventory; preparing sustainability reporting frameworks; and calculating GHG emissions, reductions, and any other energy benefits achieved from Southern California Edison’s programs. Brett’s duties included managing the CRIS database uploads as well as team coordination.

Principal in Charge for the CCiittyy ooff SSaannttaa CCllaarriittaa VViiaa PPrriinncceessssaa EEaasstt EExxtteennssiioonn PPrroojjeecctt CCeerrttiiffiieedd FFiinnaall EEIIRR AAddddeenndduumm (Santa Clarita, CA). The approved project, as analyzed in its original EIR, involves the construction of approximately 1.2 miles of roadway, to complete one of the primary east-west arterials through the City of Santa Clarita. While the City of Santa Clarita approved the project in October 2015, none of the planned development had been completed and the project site remained in the existing 2015 undeveloped state. The modifications to the approved project that were proposed would result in realignment of the originally proposed roadway and a modest (8%) increase in the total grading. Brett’s role includes preparation, review, and general oversight of the addendum and technical analysis.

Project Manager for the CCiittyy ooff LLoonngg BBeeaacchh || 33440011 CCeerrrriittooss PPrroojjeecctt IInniittiiaall SSttuuddyy aanndd FFooccuusseedd EEnnvviirroonnmmeennttaall IImmppaacctt RReeppoorrtt (Long Beach, CA). For the City of Long Beach, Impact Sciences is preparing an Initial Study for the 3401 Cerritos Project. The proposed project consists of the construction of an apartment complex with 73 dwelling units, of which 100 percent will be restricted affordable units for Lower Income Households, exclusive of the manager’s unit and a two -level subterranean garage. The initial stu dy includes detailed technical analyses, including an Air Quality Report, Cultural Resources and Tribal Consultation Report, Long Beach Climate Action

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Associate Principal

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Adaptation Plan Consistency Checklist, Soils Engineering Investigation Report, Phase I Environmental Site Assessment, and a Noise/Vibration Report. Additionally, Impact Sciences is preparing a focused environmental impact report to analyze potential impacts to aesthetics, cultural resources, and land use and planning.

Technical Lead for the 33440011 SS.. LLaa CCiieenneeggaa BBllvvdd.. PPrroojjeecctt SSuussttaaiinnaabbllee CCoommmmuunniittiieess EEnnvviirroonnmmeennttaall AAsssseessssmmeenntt ((SSCCEEAA)) (Los Angeles, CA). The project proposes a new mixed- use residential and commercial development, including one Residential Building and one Commercial Building. The Residential Building contains units for rent; with units reserved for “very low income” households and units reserved for workforce housing. The Commercial Building includes ground floor retail. The project site is centrally located centrally located in the West Adams neighborhood, adjacent to the Metro E (Expo)Line tracks and the La Cienega / Jefferson Metro Station. Brett’s duties include document preparation, and oversight of technical services.

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PPRROOJJEECCTT RROOLLEE
Planner

EEDDUUCCAATTIIOONN
Bachelor of Science,
Environmental Policy
Analysis and Planning
(Minor in Community
Development), University of
California, Davis, 2017

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American Planning
Association, Member;
Young and Emerging
Planner’s Group

Envision Sustainability
Professional (ENV SP),
Institute for Sustainable
Infrastructure

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EELLEENNII GGEETTAACCHHEEWW,, EENNVV SSPP
Planner

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Planner for the BBeellll GGaarrddeennss EEnnvviirroonnmmeennttaall JJuussttiiccee EElleemmeenntt aanndd IInniittiiaall SSttuuddyy // NNeeggaattiivvee DDeeccllaarraattiioonn (Bell Gardens, CA). The City of Bell Gardens proposes to implement a new environmental justice element policy document The conception of Environmental Justice Element was developed with the Los Angeles Neighborhood Initiative in accordance with the Office of Planning and Research’s (OPR) General Plan Guidelines for Environmental Justice. The Environmental Justice Element will address the climate requirements of Senate Bill 379 and aims to improve air quality, access to parks and healthy food options, reduction of pollutant exposure, public transportation, public safety, and affordable housing for underserved community members. Community input will be ingrained into the environmental justice element and is crucial to meeting the needs of the community. Eleni’s duties include the preparation of the Environmental Justice Element and the Initial Study.

Planner for the CCiittyy ooff MMiillppiittaass 11335555 CCaalliiffoorrnniiaa CCiirrccllee PPrroojjeecctt (Milpitas, CA). In an effort to meet the local Regional Housing Needs Assessment (RHNA) requirements, the City of Milpitas is proposing to demolish a vacant industrial office building and construct new multi-family housing units. These housing units include seven-plex and twelve- plex townhome buildings, and a six -story apartment complex that offers residential units offered at an either “below market rate” or “low-income rate.” Eleni’s duties include assisting with the preparation of the Project EIR.

Permitting/GIS Technician for the CCaalliiffoorrnniiaa DDeeppaarrttmmeenntt ooff TTooxxiicc SSuubbssttaanncceess CCoonnttrrooll,, EExxiiddee RReessiiddeennttiiaall PPrrooppeerrttiieess LLeeaadd--IImmppaacctteedd SSooiill CClleeaannuupp (Los Angeles, CA). The project includes cleanup of lead-impacted soil at 1,610 properties in and around Los Angeles, California. The work involves excavation and disposal of lead - impacted soil and backfilling and restoration in the area near the former Exide lead-acid battery recycling facility in Vernon. Eleni’s duties include applying for grading and encroachment permits and GIS support.

Planner for the LLooss AAnnggeelleess CCoouunnttyy MMeettrrooppoolliittaann TTrraannssppoorrttaattiioonn AAuutthhoorriittyy (LLAA MMeettrroo)) AAiirr QQuuaalliittyy aanndd SSuussttaaiinnaabbiilliittyy TTeecchhnniiccaall aanndd PPoolliiccyy AAnnaallyyssiiss (Los Angeles, CA). For LA Metro, Impact Sciences is providing technical expertise to assist the agency by providing air quality and greenhouse gas emissions technical analysis.

Additionally, Impact Sciences is supporting Metro by developing policy recommendations on proposed changes to air quality laws, plans, and regulations; and providing technical support to Metro staff regarding air quality planning, conformity and regulatory processes including performing Congestion Management Air Quality (CMAQ) analyses to support grant applications. Eleni’s role includes preparation of the monthly policy update reports.

Planner for the
CCiittyy ooff SSoouutthh PPaassaaddeennaa,, NNoorrtthh--SSoouutthh CCoorrrriiddoorr IInntteelllliiggeenntt TTrraannssppoorrttaattiioonn SSyysstteemm ((IITTSS)) DDeeppllooyymmeenntt PPrroojjeecctt CCEEQQAA//NNEEPPAA DDooccuummeennttaattiioonn aanndd AAiirr QQuuaalliittyy TTeecchhnniiccaall RReeppoorrtt,, SSoouutthh PPaassaaddeennaa CCAA.. The City of South Pasadena proposes to implement the North-South Corridor ITS Deployment Project, which would update the traffic signals to deploy an advanced adaptive traffic management system along north south Fair Oaks Avenue from the north City limits to Huntington Drive. As a subconsultant to KOA Corporation, Impact Sciences is preparing a Preliminary Environmental Study (PES) Form for submittal to Caltrans District 7; a detailed Project Description to fully define the project and its location; an Air Quality Technical Study; and a Finding of No Adverse Effect (FNAE) document to analyze Project effects related to air quality and cultural resources. Eleni’s role includes preparation of the PES form and the Categorical Exemption (Class 1 and 31).

Environmental Analyst for the CCiittyy ooff LLaannccaasstteerr VVeehhiiccllee MMiilleess TTrraavveelleedd MMiittiiggaattiioonn PPrrooggrraamm (Lancaster, CA). The City proposes to establish a VMT Mitigation Program aims to establish mitigation for projects that exceed the City's VMT thresholds in the form of a mitigation impact fee. The program identifies relevant transportation demand management (TDM) strategies and VMT reducing projects within the City to be funded by the impact fee. The impact fee was calculated based on the cost to implement identified VMT-reducing improvements and programs divided by the projected growth in Citywide VMT. Eleni’s duties include assisting with the preparation of the Programmatic EIR.

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EELLEENNII GGEETTAACCHHEEWW,, EENNVV SSPP
Planner

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Environmental Planner for the CCaalliiffoorrnniiaa DDeeppaarrttmmeenntt ooff TTrraannssppoorrttaattiioonn aanndd CCoouunnttyy ooff RRiivveerrssiiddee IInntteerrssttaattee 1100//CChheerrrryy VVaalllleeyy BBoouulleevvaarrdd IInntteerrcchhaannggee PPrroojjeecctt (Calimesa, CA). In cooperation with the California Department of Transportation and the County of Riverside proposes to upgrade and reconfigure the existing Interstate 10 (I- 10)/Cherry Valley Boulevard Interchange. Three alternatives are being evaluated: Alternative 1 ( No Build), Alternative 3 (Diverging Diamond Interchange), Alternative 4 (Partial Cloverleaf Interchange). Key components of the project include widening Cherry Valley Boulevard and I-10 overcrossing, the realignment and reconstruction of on- and off -ramps, auxiliary lanes along I -10 in both the eastbound and westbound directions, and improvements to the sidewalks and bicycle facilities along Cherry Valley Boulevard. Eleni’s duties include assisting with the preparation of the IS/EA.

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JIM DAMKOWITCH

PRINCIPAL-IN-CHARGE/QAQC
Jim has over 30 years of experience in regional and interregional multimodal transportation planning including multidisciplinary corridor studies, safety analysis, evacuation studies, transit studies, active transportation studies, traﬃc, operational analyses, macro/micro transportation, air quality modeling, and performance measure applications. He has served as project manager for state highway i
nfrastructure improvement Project Study Reports (PSR) and Project Approval and Environmental Document (PA-ED) phases, traﬃc impact mitigation fee programs and updates, travel demand modeling, air quality modeling, transportation operational studies and safety studies for a variety of clients including Caltrans, MPO’s and various cities and counties in California.

SELECT RELEVANT PROJECT EXPERIENCE
Pleasant Hill Climate Action Plan, Contra Costa County, CA. Jim served as Principal-in-Charge for DKS’s role on the Blue Strike Environmental-led team developing the Climate Action Plan (CAP) for the City of Pleasant Hill, CA. The project involved developing an updated GHG emissions inventory encompassing community-wide activities and municipal operations, as well as an implementation plan with strategies to achieve the CA P’s GHG
reduction goals.

Mono County CEQA VMT Threshold Development and Sketch Planning Tool, CA. DKS developed CEQA-compliant VMT thresholds for Mono County, including a VMT Sketch Planning Tool for project-level VMT analyses. Without a local travel model, three primary data and modeling resources were applied: the California Statewide Tr
avel Demand Model (CSTDM), the Longitudinal Employment and Household Dynamics (LEHD) journey-to-work data, and the ArcGIS Network Analyst T ool, to accurately reﬂect the full-trip length characteristics of the unincorporated county. DKS also provided technical support to the environmental lead for development of on-road mobile source vehicle activity inputs for baseline and future year GHG emission inventory development.

G
reater Placerville Wildﬁre Evacuation Preparedness, Community Safety, and Resiliency Study, CA. Jim served as a Senior Technical Advisor for the Greater Placerville Wildﬁre Evacuation Preparedness, Community Safety, and Resiliency Study. The study addressed the escalating wildﬁre risks in El Dorado County. DKS identiﬁed existing hazards and vulnerable populations within the greater Placerville area.

S
ubstantial public outreach was undertaken throughout the project to understand community concerns and communicate project results using a variety of methods from pop-up events, presentations at Fire Safe Councils, community workshops and Social Pinpoint online comment mapping. Jim assisted with the analysis approach which utilized dynamic traﬃc assignment (DTA ) to assess evacuation time estimates for
each scenario. Over 38 locations were identiﬁed with a need for operational strategies and/or infrastructure improvements to better facilitate evacuations. These projects were then prioritized and cost estimates developed and aligned with funding sources to allow local agencies to seek grant funding to construct the projects.

Town of Los Gatos - Transportation Impact Fee (TIF) Nexus St udy Update

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Project Manager. Jim led the update of the Town’s TIF program to address multimodal infrastructure needs through 2040. He oversaw land use and transportation demand forecasting, capital project identiﬁcation, cost allocation, and fee calculation. Jim also managed stakeholder engagement and integrated ﬁndings from local and regional plans. Deliverables included fee schedules, revenue projections, and a proportional c
ost-sharing methodology.

City of Lompoc AB 747 Evacuation Scenario Analysis, CA. Jim managed DKS for the Circulation and Safety Element updates of the City of Lompoc’s General Plan Update. To satisfy the AB 747 requirements, an analysis of emergency evacuation vulnerability was performed. Three generalized evacuation scenarios were analyzed: wildﬁre, earthquake, Vandenberg Space Force Base mishap.

The source location and
directionality of each event was the primary distinguishing factor for a given evacuation assessment. The purpose of this analysis was to identify speciﬁc roadways that under a given evacuation scenario would need to accommodate excess demand. The anticipated degree of traﬃc over-saturation (as deﬁned by the ratio of traﬃc volume to roadway capacity) was estimated by modifying the SBCAG regional travel demand
model to emulate evacuation ﬂows speciﬁc to each scenario. Recognizing the evacuation events can occur suddenly without much warning time or gradually over time that allows for adequate warning and evacuation management, evacuation eﬃciency was modeled under two temporal assumptions: 1) All-At-Once evacuation (spanning 3 hours); and, 2) Metered Evacuation where designated zones of the city a
re evacuated sequentially (spanning 3 hours for each city zone for a total of a 12-hour evacuation).

Potential strategies for creating and/or maintaining adequate roadway capacity to facilitate an eﬃcient evacuation under either of these temporal scenarios were described.

City of Bakersﬁeld SB 99 and AB 747 Evacuation Scenario Analysis, CA. Jim is managing DKS for the C
irculation and Safety Element updates of the City of Bakersﬁeld’s General Plan Update. Jim managed both the SB 99 accessibility and vulnerable communities assessment as well as the AB 747 analysis of emergency evacuation vulnerability. Three generalized evacuation scenarios were analyzed: wildﬁre, ﬂood, and rail line toxic spill mishap. The source location and directionality of each event was the primary d
istinguishing factor for a given evacuation assessment. The purpose of the analysis was to identify speciﬁc roadways that under a given evacuation scenario would need to accommodate excess demand.

The anticipated degree of traﬃc over-saturation (as deﬁned by the ratio of traﬃc volume to roadway capacity) was estimated by modifying the Kern COG’s regional travel demand model to emulate evacuation ﬂ
ows speciﬁc to each scenario. The resulting degree of over-burdened roadways that would hinder evacuation eﬃciency was surmised. Recognizing the evacuation events can occur suddenly without much warning time or gradually over time that allows for adequate warning and evacuation management, evacuation eﬃciency was modeled under two temporal assumptions: 1) All-At-Once evacuation (spanning 3 h
ours); and, 2) Metered Evacuation where designated zones of the city are evacuated sequentially (spanning 3 hours for each city zone for a total of a 12-hour evacuation). Potential strategies for creating and/or maintaining adequate roadway capacity to facilitate an eﬃcient evacuation under either of these temporal scenarios were described.

TRPA/TMPO 2025 RTP/SCS & EIR Support (Present), CA
. As Project Manager, Jim led the peer review
TMPO’s Trip Reduction Impact Analysis (TRIA) Excel Workbook and recommended modiﬁcations to eight oﬀ-model trip reduction strategies. Jim’s team developed the analysis to re-quantify the trip reduction beneﬁts of these eight strategies. Jim also incorporated average trip lengths so that TRIA could generate an estimate of associated VMT reductions of each oﬀ-model strategy.

This can be used to gauge the
reasonableness of the TMPO/RTPA model VMT results when TRIA is used to modify trip tables prior to model assignment. Jim’s team also performed an LOS analysis of approximately 30 regionally signiﬁcant roadways. The methodology and assumptions used to develop the TRIA VMT reductions were documented including the VMT reduction results in a technical memorandum.

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TRPA/TMPO Transportation Equity Study for the Tahoe Region, CA. Jim was technical lead for several elements of the Transportation Equity Plan for the Tahoe Region. As part of the study, input from stakeholders was summarized to identify key criteria and inform the development of an Equity Index (EI) and a Resiliency Index (RI). The EI and RI scores will be used to evaluate existing and proposed transportation infrastructure assets, projects, and programs relative to social equity, environmental justice,
and climate change resiliency. The EI and RI scores serve as a connectivity impact assessment score associated with identiﬁed at-risk infrastructure assets. This analysis was applied to identify the top 10 at-risk infrastructure assets and their related improvements. The EI and RI help inform the relative beneﬁts related t
o accessibility, communities served, aﬀected populations, disadvantage communities served, and other equity considerations. This will facilitate how the vulnerabilities and therefore improvement priorities are to be sorted into immediate, near-term and longer-term needs. Study was adopted by TRPA/TMPO in 2023.

SR 49 American River Conﬂuence Corridor Study (EDCTC), CA . Jim managed a multi-jurisdictional safety
study for the EDCTC in coordination with California State Parks, Caltrans and El Dorado County. The study examined a seven-mile corridor of SR 49 from the community of Cool north to the City of Auburn. A performance-based analysis was performed to identify safety implications of increased tourism and recreation, heavy truck traﬃc, evacuation, and operations in and around the Conﬂuence.

A Roadway Safety
Audit; Parking Safety Assessment; System User Assessment; Truck Routing Assessment; and Shuttle Feasibility Assessment were all performed. These analyses informed the development of a phased capital improvement package to facilitate the development of competitive grant applications. Study was adopted by the EDCTC Board in February 2023.

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ALEXANDRA (ALEX) HAAG, AICP

RESILIENCY PLANNER
Alex is a transportation planner specializing in multimodal planning and the development of sustainable and resilient transportation solutions. Her experience includes grant strategy and support, multimodal corridor planning, community engagement, electromobility infrastructure development, and climate action planning and GHG emissions analysis. Alex is particularly passionate about projects that e
ncourage the adoption of sustainable transportation modes.

SELECT RELEVANT PROJECT EXPERIENCE
Pleasant Hill Climate Action Plan, Contra Costa County, CA. DKS served as a subconsultant to Blue Strike Environmental in developing the Climate Action Plan (CAP) for Pleasant Hill, CA, scheduled for completion by Summer 2025. Alexandra served as DKS's Project M
anager, directing the ﬁrm's scope of work, which included VMT analysis to support the GHG emissions inventory and forecasts, as well as recommending transportation strategies to help the City achieve the CAP's goals.

PCTPA Placer County Evacuation and Transportation Resiliency Study, CA. Alexandra is providing technical and coordination support for the PCTPA ETRS, a comprehensive eﬀort to evaluate the county's

transportation network, identify vulnerabilities during disaster and evacuation events, and develop actionable strategies to strengthen regional resiliency. For this study, Alex is supporting disaster event identiﬁcation and analysis, transportation network assessment and assisting with stakeholder coordination among PCTPA, Placer County OES, Cal Fire and local jurisdictions to support project ﬁndings r
eﬂecting real-world conditions and operational needs.

Rancho Murieta Resilience Study, Rancho Murieta, CA. Alexandra is leading the traﬃc analysis and dynamic evacuation modeling using PTV Visum’s Simulation-Based Assignment (SBA) framework to evaluate wildﬁre and ﬂood evacuation scenarios. The work includes developing the network, deﬁning evacuation demand using Census, Caltrans, SacSIM, and Re
plica data, coordinating with Sacramento
County OES and partner agencies on scenario parameters, and producing evacuation time estimates and mitigation strategies Monterey Bay Electric Vehicle Climate Adaptation and Resiliency (EVCAR) Framework, Monterey County, CA. Alexandra serves as the DKS project manager for the EVCAR Framework, designed to strengthen Monterey Bay's Electric Ve
hicle charging infrastructure against climate-related vulnerabilities.

This framework addresses risks posed by extreme weather events, wildﬁres, and sea-level rise, focusing on grid reliability, charging station accessibility, and roadway connectivity.

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US 101 North County Mobility Master Plan (NCMMCP), San Luis Obispo County, CA. Alexandra conducted climate adaptation and resiliency assessments for this comprehensive transportation plan along the US 101 corridor. Her work included vulnerability analysis evaluating wildﬁre risks, precipitation impacts, and extreme heat exposure on transportation infrastructure while ensuring alignment with state guidelines f
or grant funding eligibility.

SR 166 Multimodal Corridor Study, Santa Barbara County, CA. Alexandra led the existing conditions analysis for this corridor study between Guadalupe and Blosser Road in Santa Maria. The analysis examines infrastructure condition, operational performance, and collision history to develop safety, mobility, and connectivity improvement recommendations, with particular attention to goods movement n
eeds.

SCVTA SR-17 Corridor Congestion Relief Project, CA. As part of a team studying congestion relief improvements to SR 17 south of I-280, DKS prepared Project Initiation Documents including Traﬃc Engineering Performance Assessment and Intersection Control Evaluation for the critical SR 17/SR 9 interchange. Alexandra supported traﬃc operations analysis and safety beneﬁt assessments for proposed i
nterchange modiﬁcations.

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RANDY JOHNSON, PE, PTOE
Transportation Resilience Planning Lead
Randy is a senior transportation engineer and nationally-recognized multi-resolution modeling expert who brings over 20 years of experience in traﬃc engineering and resilience planning to DKS. His expertise includes dynamic traﬃc assignment, capacity assessment, alternative intersection concept development, roundabout analysis, advanced signal t
iming development, special event traﬃc control, and traﬃc impact studies. Through his resilience planning work, Randy has a knack for facilitating discussions between engineering and planning professionals with emergency service professionals to support eﬀective project delivery. In addition, Randy brings a unique perspective to wildﬁre evacuation modeling as a former wildland ﬁreﬁghter for the US Forest S
ervice. Through this experience and training, he has a keen understanding of the extreme hazard wildﬁre poses for a community.

Randy will bring his passion for transportation and community preparedness to deliver an eﬀective transportation resilience plan.

SELECT RELEVANT PROJECT EXPERIENCE
Rancho Murieta Resilience Plan, Sacramento County, CA. Led ﬂood and wildﬁre evacuation scenario development and dynamic evacuation m
odeling for a rural Sacramento County community. Coordinated closely with Metro Fire, Sacramento County Sheriﬀ, Public Works, and Caltrans through Virtual Incident Command Center workshops to identify evacuation constraints and operational strategies.

PCTPA Placer County Evacuation and Transportation Resiliency Study, CA. As Project Manager, leading development of an evacuation and t
ransportation resiliency plan, including hazard analysis, existing conditions assessment, and identiﬁcation of high-risk and isolated communities. Led coordination with County OES, Cal Fire, and regional agencies to deliver implementation-focused recommendations.

El Dorado County Wildﬁre Evacuation Study, El Dorado County, CA.

Managed countywide wildﬁre evacuation studies compliant with AB 747 a
nd AB 1409. Applied dynamic traﬃc assignment modeling to estimate evacuation times, identify bottlenecks, and develop operational and infrastructure recommendations to improve evacuation viability.

Greater Placerville Wildﬁre Evacuation Preparedness, Community Safety, and Resiliency Study, CA. Led a comprehensive wildﬁre evacuation and resilience study incorporating public outreach, emergency s
ervices coordination, and evacuation modeling. Identiﬁed and prioritized over 30 operational and infrastructure improvements and developed cost estimates to support grant funding.

Generations at Green Valley Development Wildﬁre Evacuation Study, El Dorado Hills, CA. Conducted simulation-based evacuation analysis for a large residential development to evaluate emergency access, e
vacuation timing, and signal operations. Coordinated with ﬁre, OES, and DOT staﬀ and presented ﬁndings to the public.

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UDIT MOLAKATALLA, PE, PTOE

VMT FORECAST AND ANALYSIS LEAD
Udit has 19 years of experience managing various projects in travel demand modeling, traffic operations, and
transportation planning. He has worked on multiple regional travel demand models to assist clients in making decisions based on independent, unbiased analysis. He understands that regional transportation systems, in addition to serving mo
bility, play an important role in shaping surrounding
communities. His multimodal experience ranges from
microsimulation analysis to regional multimodal plans
conducive to all modes of transportation. Udit’s has worked extensively addressing induced VMT under SB 743 and
quality analysis for managed lanes. His VMT forecasting expertise directly supports GHG emissions reduction
planning, connecting transportation demand modeling to state climate policy goals.

RELEVANT PROJECT EXPERIENCE
SR 51/CapCity and I-5 Managed Lanes Projects,
Sacramento, CA. Udit served as both the project manager and technical lead for the I-5 and SR 51 Managed Lane projects in Sacramento. He led efforts in conducting a detailed baseline assessment and model forecasting using the SACSIM19
activity-based model to eval uate various tolling options and estimate toll revenues. Udit also oversaw traffic operations analysis for toll alternatives, utilizing the VISSIM
micro-simulation model. Collaborating closely with Caltrans and SACOG, he ensured compliance with SB 743 VMT requirements as outlined in the draft TAC and TAF guidelines. Additionally, Udit analyzed the impact of managed lanes on Environmental Justice (
EJ) households, using SACSIM to identify demographic
characteristics of priced lane users.

Santa Clara County SR 85 and US 101 Express Lanes PSR, Santa Clara County, San Jose, CA. Udit was the task leader for micro-simulation and traffic operations analysis for this project that examined proposed express lanes and design options along SR 85 and US 101 in south San Jose. He developed the VISSI
M-based simulation models for this effort and analyzed the operations along the freeway with an emphasis on conditions at express lane access points.

Innovate 680 Northbound Express Lane Completion Project, Contra Costa County, CA.

Udit is serving as the project manager and traffic operations and simulation task lead for the I-680 1 9.e
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Northbound Express Lane Completion project. The project proposes to construct anexpress lane on northbound I-680 from Livorna Road to north of the I-680/SR-242 junction and convert the existing HOV lane from SR 242 to Marina Vista Avenue to an express lane. In addition to the Managed Lane operations, the project is also testing CD Road with braided ramp options at key congestion locations. The projec t includes managed lane demand forecasting and VISSIM micro-simulation operations analysis.

Caltrans District 3 Traffic Forecasting & Operations On-Call, (SR 51/CapCity and I-5 Managed Lanes Project), Various Counties, CA. Task Lead. Udit served as the travel demand modeling, and traffic operations task lead on the SR 51 and I-5 Managed Lanes projects as part of the District 3 On-Call. The manag ed lanes project analysis included evaluating various toll strategies along the study corridors using the SACSIM19 activity-based model and VISSIM microsimulation analysis. Udit worked with Caltrans staff and SACOG to address the SB-743 Induced VMT requirements outlined in the draft TAC and TAF for the Managed Lane projects, including researching various methodologies to calculate the appropriate i nduced demand. The project analyzes the impact of the Managed Lane on the Environment Justice (EJ) households using SACSIM and identifies the demographic information of the priced lane users.

SB 743 Implementation, Fairfield, CA. Udit was part of the project team that reviewed the City’s General Plan, transportation impact analysis guidelines, and travel demand model and recommended changes needed
to implement SB 743. DKS has prepared baseline VMT calculations and will develop recommended thresholds of significance and mitigation measures.

ACTC Oakland-Alameda Access Project (OAAP), Oakland, CA. Udit served as the traffic operations task lead on the project. The analysis involved utilizing Synchro and FREQ to identify access and operational improvements between Oakland and Alameda’s islan d, including access between the Posey/Webster Tubes, local Oakland streets, I-880 and I-980. This work included extensive operational analysis of both the freeway system and local street network under weekday AM and PM peak period conditions. This effort also included the analysis of almost 50 local street intersections using the Synchro/SimTraffic software package. The project also looked at reconfi guring Oakland access to the Webster and Posey tubes, modifying Oakland city streets, and providing bike/ped access in downtown Oakland.
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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Adding an SMCTA Grant-Supported Project to Develop Criteria for a Transportation Management Association (TMA) to the Capital Improvement Program; Appropriating $240,674.50 from the General Capital Fund Unassigned Fund Balance (Fund 25) to the Project; and Authorizing the Execution of a Contract with Steer Davies & Gleave Inc. in an Amount Not to Exceed $240,674.50 to Develop TMA Criteria.

RECOMMENDATION:

Staff recommend the City Council adopt a Resolution to add an SMCTA grant-supported project to develop criteria for a transportation management association (TMA) to the Capital Improvement Program; appropriate $240,674.50 from the General Capital Fund (Fund 25) Unassigned Fund Balance to the Project; and authorize the execution of a contract with Steer Davies & Gleave Inc. in an amount not to exceed $240,674.50 to develop TMA criteria.

FISCAL IMPLICATIONS:

Adoption of this Resolution would require an additional appropriation in the amount of $240,674.50 from the Fund 25 Unassigned Fund Balance. This appropriation would be offset by a grant in the amount of $196,915.50; leaving a total impact to the Fund 25 Unassigned Fund Balance in the amount of $43,759.

BACKGROUND:

In 2021, the City Council adopted the East Side Innovation District Vision Plan (Vision Plan) to help thoughtfully plan for new life science, industrial, and research and development-oriented businesses on the community’s East Side. The Vision Plan recommends ten “big moves” to guide development in the area, including the goal of reducing road congestion through coordinated transportation solutions. More specifically, the Vision Plan calls for establishing a transportation management association (TMA) as a means of reducing the number of solo vehicle trips. TMAs (also known as transportation management organizations or TMOs) fund and manage programs that encourage workers to commute via alternate transportation methods (such as bicycling, carpooling, or mass transit). Similar to a homeowners association, area employers typically pay membership dues to a TMA and the TMA then funds transportation programs and incentives for those businesses’ employees.

Between 2021 and 2025, the City began conditioning new developments on the East Side to join a TMA once such an organization is established. In 2025, the City took a significant step toward realizing the Vision Plan’s policy of establishing a local TMA. Via the Development Agreement for the approximately 1.6 million square-foot Alexandria Center for Life Sciences (Alexandria)

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campus, the City required that Alexandria submit a TMA Plan within one year of project approval (officially deemed approved in August 2025).

Around this same time, City staff learned of a grant opportunity through the San Mateo County Transportation Authority‘s (SMCTA) Measure A/W Transportation Demand Management (TDM) program. The program offers grants to projects that reduce vehicle miles traveled, with a set- aside of funds to support TDM planning efforts. As a condition of the grant program, SMCTA will reimburse applicants for up to ninety percent of the total project cost and the applicant must cover the remaining ten percent.

Based on an estimated total project cost of $222,000, staff requested $199,800 in grant funding to research best practices in TMAs, identify thresholds for when different TMA strategies become effective, and to develop criteria for a future TMA. The end product would be a clear set of evidence-based criteria the City could reference when reviewing the TMA Plan submitted by Alexandria. As clarified by SMCTA staff, grant funds may not be used to actually establish a TMA (i.e. set up a board of directors, submit articles of incorporation, etc.). Such efforts would take place following adoption of TMA criteria and further coordination with Alexandria on the TMA Plan.

Via Resolution 2025-074, the City Council supported staff in submitting the application for grant funding and committed both to the completion of the project and SMCTA’s requirement to cover ten percent of the total project cost ($22,200) as matching funds. The approved Resolution is included as Attachment 2. Additionally, the TMA criteria project is listed within the 2026 Strategic Work Plan as Objective 7 of the Mobility, Traffic and Transportation Infrastructure Strategic Goal.

In the fall of 2025, the SMCTA awarded San Carlos the requested $199,800 in grant funding. On February 24, 2026, staff issued a request for proposals (RFP) to identify a consultant qualified to prepare TMA criteria. Three firms submitted proposals: Alta Planning + Design, Inc. Altrans TMA, Inc. (in partnership with W-Trans), and Steer Davies & Gleave Inc. (in partnership with Nelson- Nygaard) (Steer).

ANALYSIS:

Based on review of the proposals and subsequent interviews with all three firms, staff recommend awarding a contract to Steer to develop the TMA criteria. Steer has significant experience with TDM planning as well as TMA studies, operations, and management. The firm conducted a TMA feasibility study for Menlo Park and set up TMAs/TMOs in Warner Center (Los Angeles), West Hollywood, Santa Monica, and the Loveland, Colorado region. Steer also manages TMOs in Glendale (GoGlendale), Northern Colorado (GoNoCo34), and Burbank, and has assisted Mountain View and Culver City with the preparation of TDM ordinances and strategies. The firm also has extensive experience gathering feedback from a wide array of audiences including both smaller and larger businesses, which would be useful in engaging with Alexandria, other property owners conditioned to join the future TMA, and existing East Side businesses that could benefit from joining such an organization.

The firm’s cost proposal came in at $218,795, which is less than the $222,000 originally anticipated. This will reduce SMCTA’s ninety-percent share of grant funding to $196,915.50 and the City’s ten-percent match to $21,879.50. However, when adding this project to the Capital Improvement Program (CIP), staff recommend allocating an additional ten percent for potential contingencies, for a total appropriation from the General Capital Fund unassigned fund balance of $240,674.50. After reimbursement of grant-eligible expenses, the City’s expected share of the project would be between $21,879.50 (no use of contingency funds) and $43,759 (full use of

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contingency funds). Any unused CIP funding allocated to this project would revert to the General Capital Fund.

After adding the TMA criteria project to the CIP list, appropriating funding to the project, and awarding a contract to Steer, staff and the consultant team will be able to commence work on TMA best practice research and development of local TMA criteria. Staff anticipate completing the TMA criteria in spring 2027. Staff will coordinate with Alexandria as necessary to align the submittal of Alexandria’s TMA Plan with the TMA criteria timeline.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution adding an SMCTA Grant-Supported Project to Develop Criteria for a Transportation Management Association (TMA) to the Capital Improvement Program; appropriating $240,674.50 from the General Capital Fund Unassigned Fund Balance (Fund 25) to the Project; and authorizing the execution of a contract with Steer Davies & Gleave Inc. in an amount not to exceed $240,674.50 to develop TMA criteria; or

2. Do not adopt the Resolution; or

3. Provide staff with alternate direction.

Respectfully submitted by:

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

1. Resolution

2. Resolution 2025-074

3. RFP to Develop TMA Criteria

4. Proposal from Steer Davies & Gleave Inc.

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RESOLUTION NO. 2026 – ____

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

ADDING AN SMCTA GRANT-SUPPORTED PROJECT TO DEVELOP CRITERIA FOR A

TRANSPORTATION MANAGEMENT ASSOCIATION (TMA) TO THE CAPITAL IMPROVEMENT PROGRAM; APPROPRIATING $240,674.50 FROM THE GENERAL CAPITAL FUND UNASSIGNED FUND BALANCE (FUND 25) TO THE PROJECT; AND AUTHORIZING THE EXECUTION OF A CONTRACT WITH STEER DAVIES & GLEAVE INC. IN AN AMOUNT NOT TO EXCEED $240,674.50 TO DEVELOP TMA CRITERIA.

WHEREAS, the East Side Innovation District Vision Plan adopted in 2021 calls for reducing congestion on the East Side of San Carlos through coordinated transportation strategies, including establishing a transportation management association (TMA); and WHEREAS, the City of San Carlos (“City”) has entered into a development agreement with Alexandria Center for Life Sciences which requires the developer to submit a TMA Plan within one year of final project approval, granted on August 11, 2025; and WHEREAS, approximately ten other property owners on the East Side of San Carlos have been conditioned to join a TMA once one is established; and
WHEREAS, in the summer of 2025, City staff submitted a grant application through the San Mateo County Transportation Authority’s (SMCTA) Measure A Alternative Congestion Relief & Measure W Transportation Demand Management Program to research best practices in TMAs and develop criteria for a TMA in San Carlos; and
WHEREAS, on August 11, 2025, the City Council adopted Resolution 2025-074 supporting staff’s grant application, authorizing the City Manager to execute a project supplement with SMCTA, committing to the completion of the TMA criteria project (including the commitment of up to $22,200 as matching funds needed for implementation), and agreeing to commence work within one year of the SMCTA Board of Directors allocating the 2025 Cycle 3 Transportation Demand Management Program grant funds; and
WHEREAS, on November 11, 2025, the SMCTA Board of Directors awarded San Carlos up to $199,800 in grant funding to develop TMA criteria; and
WHEREAS, on February 24, 2026, City staff issued a request for proposals (RFP) to identify a qualified consultant that could prepare TMA criteria; and WHEREAS, the City received three proposals through the RFP process; and WHEREAS, the staff evaluation team identified Steer Davies & Gleave Inc. (“Steer”) as the top- rated respondent based on the firm’s extensive experience studying, establishing, and managing TMAs; and
WHEREAS, Steer proposes to complete the TMA criteria for $218,795 which is less than the original $222,000 estimated cost for the project; and
WHEREAS, the TMA criteria project is listed within the 2026 Strategic Work Plan but has not yet been assigned a Capital Improvement Program (CIP) number or budget; and

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WHEREAS, staff recommend allocating an additional ten percent of the project cost ($21,879.50) to the CIP project to allow for potential contingencies (for a total of $240,674.50); and WHEREAS, SMCTA grant funding will reimburse up to ninety percent of the total project cost, meaning the City’s financial commitment to the TMA criteria project is estimated to be between $21,879.50 (no use of contingency funds) and $43,759 (full use of contingency funds) and any unused CIP funding allocated to this project would revert to the General Fund.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby adds an SMCTA grant-supported project to develop criteria for a transportation management association to the Capital Improvement Program, appropriates $240,674.50 from the General Capital Fund Unassigned Fund Balance (Fund 25) to the project, and authorizes the execution of a contract with Steer Davies & Gleave Inc. for an amount not to exceed $240,674.50 to develop TMA criteria. * * * * *
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 11th day of May 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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RESOLUTION NO. 2025 — 074

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS SUPPORTING AND SUBMITTING AN APPLICATION TO THE CYCLE 3 SAN MATEO

COUNTY TRANSPORTATION AUTHORITY FOR MEASURE A ALTERNATIVE

CONGESTION RELIEF AND MEASURE W TRANSPORTATION DEMAND MANAGEMENT

PROGRAM FUNDING TO DEVELOP STANDARDS AND GUIDELINES TO ESTABLISH A TRANSPORTATION MANAGEMENT ASSOCIATION IN THE CITY OF SAN CARLOS.

WHEREAS, the City of San Carlos (City) has entered into a development agreement with Alexandria Center for Life Sciences which requires the developer to submit a transportation management association (TMA) in the City within one year of final project approval, granted on May 12, 2025; and
WHEREAS, the City Council will review and consider approval of Alexandria’s proposed TMA plan; and
WHEREAS, numerous Bay Area cities such as San Francisco and Palo Alto have established TMAs and proven that they can be effective means of reducing peak-hour vehicle trips; and
WHEREAS, it is in the City’s best interest to understand best practice in TMA operation and management and to understand how a TMA can expand and evolve over time; and WHEREAS, the proposed project that will develop Standards and Guidelines to Establish a TMA in the City of San Carlos (Project) will inform and strengthen the City of San Carlos’ review of the forthcoming Alexandria TMA proposal that will establish a timely and effective TDM strategy for San Carlos now and into the future; and
WHEREAS, the estimated cost to prepare TMA guidelines and standards is $222,000; and
WHEREAS, the City seeks $199,800 in grant funds from the San Mateo County Transportation Authority; and
WHEREAS, the San Mateo County Transportation Authority issued a Call for Projects for the Measure A Alternative Congestion Relief & Measure W Transportation Demand Management Program on June 5, 2025; and
WHEREAS, if selected for funding, a Primary Grant Agreement will be executed between the City and the San Mateo County Transportation Authority after award; and WHEREAS, the San Mateo County Transportation Authority requires the City Council to adopt a Resolution:

1. Supporting the Project and application for $199,800;

2. Committing the City of San Carlos to the completion of the Project, including the commitment of matching funds in the amount of $22,200 needed for implementation;

3. Certifying that any funds awarded by the San Mateo County Transportation Authority will be used to supplement existing funds for program activities, and will not replace existing funds or resources;

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4. If funds are awarded, authorizing the City Manager, or designee, to sign a project supplement with the San Mateo County Transportation Authority for TDM Program funding for the Project and to take any other actions necessary to give effect to this resolution; and
Committing to commence work on the Project, if awarded, within one year of the San Mateo County Transportation Authority Board of Directors allocating 2025 Cycle 3 TDM Program funding.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby:

1. Directs staff to submit an application for San Mateo County Transportation Authority TDM Program funds for $199,800 for the project to develop Standards and Guidelines to Establish a TMA in the City of San Carlos;
Authorizes the City Manager, or his/her designee, to execute a project supplement with the San Mateo County Transportation Authority to encumber any TDM Program funds awarded;
Commits to the completion of the Project, including the commitment of $22,200 of matching funds needed for implementation, if awarded the requested funds; Certifies that any funds awarded by the San Mateo County Transportation Authority will be used to supplement existing funds for the Project, and will not replace existing funds or resources;
Commits to commencing work on the Project, if awarded, within one year of the San Mateo County Transportation Authority Board of Directors allocating the 2025 Cycle 3 TDM Program funds; and
Authorizes the City Manager to take any other actions necessary to give effect to this Resolution.
eR RK
|, 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 11th day of August 2025, by the following vote:

AYES, COUNCILMEMBERS: DUGAN, LAYTON, RAK, VENKATESH, MCDOWELL NOES, COUNCILMEMBERS: NONE
ABSENT, COUNCILMEMBERS: NONE
Dale Po—~
CITY CLERK of the City of San Carlos

APPROVED:

IAYOR of the City of San Carlos

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REQUEST FOR PROPOSALS:

Developing Criteria for a Transportation Management
Association (TMA) Within the City of San Carlos

Issue Date: February 24, 2026

Submittals Due: March 23, 2026 by 5 p.m. PST

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

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BACKGROUND

The City of San Carlos (City) is located in San Mateo County on the San Francisco Peninsula and was incorporated in 1925 as a General Law city. It is approximately 25 miles south of San Francisco and 26 miles north of San Jose. The city is about 6 square miles and has a population of slightly more than 30,000. Highway 101 runs through the eastern portion of the city, near an assortment of industrial and commercial uses, including a small airport and a small neighborhood of single-family homes. The City’s Downtown is located near State Route 82 (El Camino Real), adjacent to the San Carlos Caltrain Station. Via Caltrain, local residents and workers have access to the regional transportation network, including connections to Bay Area Rapid Transit.

The west side of town extends into the Santa Cruz Mountains and , with the exception of the Downtown, is largely low-density residential in character. San Carlos has high property values (median single-family home transacting at $2.4 million in 2021) and a high household income (median of $169,640).

In recent years, the East Side of San Carlos (east of State Route 8 2 and west of Highway 101) has experienced significant investment, particularly from companies specializing in life sciences and research and development (see Map 1 below) . In 2021, the City adopted the East Side Innovation District Vision Plan to help guide development in this key industrial quarter. Among the goals of the East Side Innovation District Vision Plan is the formation of either a citywide or district- based Transportation Management Association (TMA) to mitigate traffic impacts. The City’s 2045 General Plan Reset project, as well as the ongoing Citywide Transportation Demand Management and Parking Reform effort, further identify establishment of a local TMA as a mitigation measure and strategy to achieve trip reduction goals.

Figure 1. San Carlos Housing and Population Growth Projections Through 2045

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Map 1. Recent Development Projects on the East Side of San Carlos

Since 2020, the City has approved 11 developments on the East Side, accounting for approximately 3,570,000 square feet of new uses. Two of the most recent approvals include a 25-acre (1.6 million square foot) campus for the Alexandria Center for Life Sciences and a 326,000 square foot life science development at 789 Old County Road. The City has entered into development agreements (DA) with the owners of several projects, including the Alexandria Center for Life Sciences (Alexandria). Per the executed DA w ith Alexandria for the project indicated with navy blue and the “2” on the map, Alexandria will coordinate with the City to form a TMA within one year of project approval (August 11, 2025). This includes Alexandria submitting a TMA Plan identifying the purpose of the TMA, the goals of the TMA, TMA programming responsibilities, proposed bylaws, and funding mechanisms. The TMA Plan shall be presented to the Planning and Transportation Commission and the City Council for consideration and approval.

This TMA will be the first of its kind in San Carlos. The City is also interested in seeing how a TMA could expand with time so as to maximize the benefit of traffic reduction impacts. To start with, ten other developments in the East Side of San Carlos have been conditioned to join a TMA once one is established, but other existing facilities could potentially be incentivized to join a TMA .

Additionally, current updates to the City's Transportation Demand Management ordinance could condition future developments of a certain type/size to join the future TMA, once formed. There may also be future opportunities to expand the initial East Side San Carlos-based TMA to other areas of San Carlos or to surrounding jurisdictions , or ultimately to merge a local TMA with a regional transit organization.

Within the past few months, the City has been awarded $199,800 in grant funding from the San Mateo County Transportation Association (SMCTA) via the Cycle 3 Measure A/W Transportation Demand Management Program. The City is committed to matching up to $22,200 as match funds,

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for a total anticipated project cost of $222,000. The grant funds are to be used to research best practices and develop criteria supporting the formation of a TMA in San Carlos.

CONSULTING SERVICES NEEDED

The City of San Carlos is seeking proposals from qualified firms or individuals to develop criteria for a new TMA formed within the City’s boundaries. To develop these criteria, the Consultant will research and evaluat e precedent TMAs, meet with and receive feedback from representatives from Alexandria Center for Life Sciences and other San Carlos businesses conditioned to join the future TMA, and consider input received through City Council and Planning and Transportation Commission study sessions. The C onsultant will also identify the best mechanism for adopting and/or codifying the final set of criteria (i.e. incorporating them into the Municipal Code or adopting them as separate/standalone requirements). When the project is complete, the TMA criteria will guide the City’s thoughtful review and facilitation of the TMA Plan that will be submitted by Alexandria Center for Life Sciences.

Scope of services shall include, but not be limited to:

Task 1. Identification of TMA Best Practices

Consultant shall identify and research a minimum of five successful precedent TMAs (including several local samples from California and the Bay Area). These could be public, private, or self- operated. Additionally, if the jurisdiction has established guidelines or criteria to form a TMA, consultant shall summarize the jurisdiction’s role and what those criteria are.

The intent is to identify and compare practices in such areas as:
o Organizational Structure (including Board of Directors composition , voting privileges, and what role the local jurisdiction plays—if any) o Bylaws (membership categories and dues structure)
o Participation/Membership Requirements (including trigger for joining and dues paying participation)
o Staffing and Management
o Work Plan (including whether or not any take on responsibilities such as monitoring or enforcing shared parking agreements, overseeing TDM measures, managing TDM fees, or coordinating parking benefit districts)
o Commuter Programs/Incentives (specify whether these are offered by a TMA or by individual members)
o Funding Mechanisms (assessments, rates of increase, current fee structure, etc.) o Procedures for Incorporating New Members into a TMA
o Procedures and Criteria for Expanding a TMA Beyond its Initial Boundaries

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o Performance Criteria Monitoring and Reporting of Trip Reductions – specify who sets these requirements, to whom they apply, what mechanisms they use, and at what frequency they are applied
o Self-reported effectiveness and constraints/challenges of policies, programs and procedures in each TMA – including cost effectiveness, logistical ease of implementation and utilization of programs
o Geographic area(s) served

Deliverable: Summary of research findings, including comparison tables.

Task 2. Identification of Minimum Requirements /Thresholds for Implementing TMA Best Practices.

Consultant shall research, evaluate, and identify the thresholds at which each of the best-practice programs and incentives becomes operationally and financially feasible. For example, when ridership reaches “x,” transit passes become feasible, but when ridership reaches “y,” commuter shuttles become feasible. Thresholds/minimum requirements may be based on number of employees, occupied square footage, ridership, business participation, funding, or another metric as determined by City and consultant. Research from this task will feed into the final criteria document where thresholds will be established to help guide the City and TMA through future phases of implementation.

Deliverable: Summary of findings and recommended thresholds for incorporation within future City criteria document.

Task 3. Development of TMA Criteria.

From the review conducted in Task 1, recommend the specific criteria or elements that are best practices for a San Carlos TMA:

o Organizational Structure (including Board of Directors composition and voting privileges and/or other recommended approaches)
o Bylaws
o Participation Requirements
o Staffing and Management
o Work Plan (including monitoring and enforcing shared parking agreements , monitoring and reporting vehicle trips through driveway counts or travel surveys, and generally overseeing TDM measures)
o Commuter Programs/Incentives
 Including recommended phasing and thresholds for when each program/incentive is likely to become feasible

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 Identify whether certain programs/incentives are better aligned with specific land uses, project sizes, and/or employment sizes o Funding Mechanisms (assessments, rates of increase, etc.) o Procedures for Incorporating New Members into the TMA (which may include properties inside San Carlos or in surrounding jurisdictions) o Procedures for Expanding TMA Boundaries Beyond Original Limits (which may include other areas inside San Carlos or in surrounding jurisdictions) o Performance Criteria, including whether the TMA should pay a fee to support the City’s monitoring of TMA performance
o Potential for future TMA expansion

Consultant shall advise City as to how the criteria should be adopted (i.e. whether they should be incorporated into the Municipal Code, adopted by resolution, or some alternate method).

Consultant shall also review City’s proposed TDM Ordinance revisions and identify any modifications necessary to align with the TMA criteria.

Deliverables:

• First Draft of TMA Criteria (three-week turnaround for comments from City) • Second Draft of TMA Criteria (two-week turnaround for comments from City) • Final TMA Criteria

Task 4. Business and Stakeholder Engagement

o Consultant shall facilitate up to twelve hours of meetings with representatives from Alexandria and the other 10 projects conditioned to join the future TMA. o Consultant shall facilitate up to five hours of meetings with prospective businesses within the East Side that could join the TMA.
o Consultant shall facilitate up to ten hours of meetings with other key stakeholders which may include Commute.org, Caltrain, SMCTA, City of Belmont, City of Redwood City, Chamber of San Mateo County , or the Industrial Arts Business Association.

Deliverables: Meeting agendas and materials, meeting notes and summaries PowerPoint presentations (as needed), and feedback and input summaries.

Task 5. City Council and Commission Meetings and Hearings for Adoption

o In-person participation at up to three Planning and Transportation Commission and up to three City Council meetings . Public meetings are usually held on Mondays at 7 p.m.

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Deliverables: PowerPoint presentations (as needed) and assistance with staff reports.

Task 6. Project Management

Consultant shall plan for up to 25 hours of internal coordination meetings, including recurring check-in meetings. During such meetings consultant should expect to present information, discuss strategies, and receive feedback from interdepartmental staff as needed.

PROJECT SCHEDULE

RFP Published February 24, 2026
Questions Due March 10, 2026, 5 p.m. PST
Response to Questions Posted March 13, 2026, by 5 p.m. PST RFP Submittal Deadline March 23, 2026, 5 p.m. PST
Interviews Late March/Early April 2026
Draft Recommendation/City Council Approval April/May 2026 Contract Execution April/May 2026

PROPOSAL SUBMISSION REQUIREMENTS

To be deemed complete, submittals must include all of the following:

1. Consultant Profile – Include a brief company history and location.

2. Applicable Experience – Describe firm’s experience with at least three projects demonstrating expertise with transportation management associations or similarly related projects. Highlight any work performed assisting local governments and/or public-private partnerships in forming, advising, and/or evaluating transportation management associations or related efforts.

3. Staff Qualifications and Experience – The proposal should identify a project manager as well as any other staff who would be assigned to the project. List the qualifications and experience for each principal staff member and include recent experience on similar projects. Changes to designated key personnel shall require written approval from the City and any replacement personnel shall possess comparable qualifications and experience.

4. Implementation and Timeline Proposal – The proposal should set forth a work plan and submit a proposed project timeline outlining key phases and milestones.

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5. References – Provide three references for projects similar in size, scope, and complexity.

Include the name of the reference, their email, phone number, a description of the service performed, and the date of project completion.

6. Fee Proposal – Provide hourly rates, a cost estimate for each task based on the anticipated work hours, and a total not-to-exceed fee proposal which assumes the above scope of work.

7. Acknowledgement of City’s standard Professional Services Agreement (Attachment A) – Consultant must either acknowledge that the City’s standard professional services agreement is acceptable as written and that the necessary insurance and other documents will be provided as required, or the Consultant must submit “redlined” changes to the professional services agreement. The proposed agreement is included in Attachment A. “Redlined” changes and comments using Microsoft Office’s “track changes” feature are expected with the Consultant’s final Proposal Submission Requirements. The City strongly encourages consultants to share the Service Agreement with their legal departments for review and comment immediately upon receipt of this RFP.

The question cut-off date will be March 10, 2026, by 5 p.m. PST . Please send any questions to [email protected] by this deadline. Responses will be posted by 5 p.m. on March 13, 2026.

SELECTION PROCESS

Evaluation Criteria

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

• Clear indication of understanding of the work to be performed and demonstration of intent and ability to perform the work
• Demonstrated experience working with transportation management associations or related projects
• Professional qualifications and technical expertise
• Responsiveness to the RFP

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• Completeness of submittal
• Reference checks
• Cost proposal.

Virtual interviews with top consultants are tentatively scheduled for late March/early April 2026.

Non-Obligation

The City retains sole discretion to evaluate submittals and may make an award to the consultant(s) the City deems to be most responsive to the request for proposals . Receipt of submittals in response to its request for proposals does not obligate the City in any way to engage any consultant and the City reserves the right to reject any or all submittals, wholly or in part, at any time, without penalty.

The City shall retain the right to abandon the request for proposals and selection process at any time prior to the actual execution of a contract with a consultant, and the City shall bear no financial or other responsibility in the event of such abandonment. The City reserves the right to negotiate all final terms and conditions of any agreements entered into.

Consultants are liable for all errors or omissions contained in their proposals.

SUBMITTAL INSTRUCTIONS

Interested parties should email their proposals by 5:00 p.m. PST, Monday, March 23, 2026 to:

Andrew Douglass, Senior Management Analyst
[email protected]

Proposals should be signed by the firm’s authorized agent. Late submittals will not be considered.

All costs incurred during submittal preparation or in any way associated with the Consultant’s preparations, submission, presentation, or oral interview shall be the sole responsibility of the Consultant.

ADDITIONAL INFORMATION

Grant Requirements

To adhere to SMCTA grant requirements, consultant shall agree to include the following statement in all press releases, project fact sheets, documents, websites, and communication

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materials produced for this effort: “This project was made possible in part by sales tax dollars provided by the San Mateo County Transportation Authority.”

Business Registration

Prior to starting any work related to the Agreement, the Contractor and any sub-contractors must obtain a City of San Carlos business registration. The business registration must be kept in full force and be in effect during the full term of the contract.

Insurance

Prior to starting any work related to the Agreement, the Contractor must provide the City of San Carlos with a Certificate of Insurance and all endorsements, naming the City of San Carlos as additional insured and meet all insurance requirements as outlined in the Agreement for Professional Services. The certificate must be kept in full force and be in effect during the full term of the contract.

Should you have any questions concerning the RFP, please email them to Andrew Douglass at [email protected].

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Developing Criteria for a Transportation Management
Association (TMA) Within the City of San Carlos
Prepared for:

City of San Carlos
City Hall
600 Elm Street
San Carlos, CA
cityofsancarlos.org
Name and address of /f_irm:

Steer Davies & Gleave Inc.

Suite 4275, 601 S Figueroa St
Los Angeles, CA 90017 USA
Phone number of /f_irm:
213-425-0990
Prime Contact Person:

Parama Ghosh Roy
Email Address of the
Prime Contact Person:
[email protected]
Signature of the Individual
Authorized/Obligated to Commit
the Firm to this Project:

Herbert Higginbotham,
Executive President

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1 of 1

Steer
601 S Figueroa St, Suite 4275,
Los Angeles, CA 90017 USA

[email protected]
t: +1 213 425 0955
www.steergroup.com

23 March 2026
City Hall (City of San Carlos)
600 Elm Street
San Carlos, CA

Re: Developing Criteria for a TMA Within the City of San Carlos

Dear Andrew Douglass and Members of the Evaluation Team,

On behalf of Steer, together with our partner Nelson\Nygaard, we are pleased to submit our proposal in Response to RFP Developing Criteria for a Transportation Management Association (TMA) Within the City of San Carlos. Together, our team offers unmatched expertise in TDM policy, TMA development and management, multimodal planning, and implementation strategy. Our team combines Steer’s experience launching and managing TMAs with Nelson\Nygaard’s success in shaping San Carlos mobility policies, we bring a uniquely well rounded perspective that ensures the City receives both strategic vision and practical, on the ground solutions.

Steer has launched and managed TMAs and related programs in peer contexts (e.g., Warner Center), completed a citywide TMA feasibility study for Menlo Park, and is leading Mountain View’s TDM ordinance. These are experiences that map directly to your requested best‑practices research, threshold setting, criteria development, and stakeholder engagement. We are excited at the opportunity to partner with the City to advance a credible, outcomes‑focused TMA for San Carlos.

If you have any questions or require further information, please reach out to Parama Ghosh Roy, our proposed project manager, at [email protected] or 213 425 0955.

Yours sincerely,

Herbert Higginbotham
North American Executive President (Authorized Signatory) 818 515 0770
[email protected]

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Steer has prepared this material for City of San Carlos. This material may only be used within the context and scope for which Steer has prepared it and may not be relied upon in part or whole by any third party or be used for any other purpose. Any person choosing to use any part of this material without the express and written permission of Steer shall be deemed to confirm their agreement to indemnify Steer for all loss or damage resulting therefrom. Steer has prepared this material using professional practices and procedures using information available to it at the time and as such any new information could alter the validity of the results and conclusions made.

Proposal
March 2026

Developing Criteria for a
Transportation Management
Association (TMA) Within the City of
San Carlos

Prepared by: Prepared for:

Steer
601 S Figueroa St, Suite 4275,
Los Angeles, CA 90017
USA
City of San Carlos
City Hall
600 Elm Street
San Carlos, CA
+1 (213) 425 0990
www.steergroup.com

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Developing Criteria for a Transportation Management Association (TMA) Within the City of San Carlos | Proposal March 2026
Contents
1 Consultant Profile 1
2 Applicable Experience 3

2.1 Menlo Park TMA Feasibility Study 3

2.2 GoNoCo34 TMO 4

2.3 Mountain View TDM Ordinance 5

2.4 Warner Center TMO 6

2.5 Culver City TDM Plan 7

2.6 Alexandria Real Estate ETC Support 8
3 Staff Qualifications and Experience 9
4 Implementation and Timeline Proposal 14

4.1 Project Understanding 14

4.2 Project Approach 15

4.3 Work Plan 16

4.4 Timeline 26
5 References 27
6 Fee Proposal 28
7 Acknowledgement of City’s standard Professional Services Agreement 30

Appendices
A Appendix A – Key Personnel Resumes
B Appendix B – Schedule
C Appendix C – Requested Contract Adjustments

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Section 1:

Consultant Pro/f_ile

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Developing Criteria for a Transportation Management Association (TMA) Within the City of San Carlos | Proposal March 2026 | 1
Steer is one of the world’s
leading independent
transportation consulting
firms. Based in London, UK
with offices across North America (including Los Angeles, Oakland and Sacramento), our firm is focused on the
planning and development of transportation programs that encourage the use of sustainable alternatives and reduce drive alone trips and vehicle miles travelled (VMT). As a firm, we understand that a highly efficient, multi-modal
transportation system, seamlessly integrated with
surrounding land use and the urban realm, will ultimately achieve meaningful transportation behavior change.

We have been actively delivering consulting projects in California since 2007 when we developed the transit master plan for the Sacramento Regional Transit District. Since then, we have delivered a range of projects related to Travel Demand Management, Transportation Management Association/Organization (TMA/O) development and management, and commute support.

We are experts in TMA structure,
programming, and evaluation. We serve as the
Executive Director for the Go Glendale TMA
and Burbank TMO, and in the last ten years we
have developed (and continue to manage)
four new TMAs/TMOs in Santa Monica, West
Hollywood, the Warner Center area of Los
Angeles and the Loveland, Colorado region.

We have undertaken TMA feasibility and
evaluation work in places like Menlo Park and
in the Sacramento Region, where we worked
with five TMAs to develop business plans and
better position themselves for improved
impact and funding solicitation.

Beyond our TMA leadership, Steer has extensive experience working directly with private-sector employers, developers, and property managers to craft practical, implementable mobility strategies. Our work includes supporting Alexandria Real Estate 1 Consultant Profile
Steer offices
• Los Angeles
• Oakland
• Sacramento
• San Diego
• New York
• Boston
• Washington D.C.

Figure 1: Stakeholder engagement for the
launch of the GoSaMo TMO in Santa Monica,
California

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Equities in San Diego and advising major tech
employers, including LinkedIn and Snap, on
shaping their global commuter benefits
policies and programs to better drive mode
shift and reduce parking demand. Lastly we
understand the nuances of TDM policy,
particularly in the Bay Area where we’re
currently wrapping up development of a TDM
Ordinance with the City of Mountain View. We
know TMAs can play a variety of roles related
to local requirements, and have experience
exploring those options from both the
strategic and implementation side of things.

For this effort, we’re partnering with Nelson\Nygaard,
an internationally recognized firm dedicated to
developing transportation systems that foster vibrant,
sustainable, and accessible communities. Founded
by two women in 1987, Nelson\Nygaard has grown from its roots in transit planning into a 165-person, full-service transportation planning practice with offices across the United States. The firm brings a deep and comprehensive track record in Transportation Demand Management (TDM), demonstrated through multiple recent San Carlos initiatives spanning policy development, district mobility planning, and multimodal network design. Across the Northeast Area Specific Plan, the East Side Innovation District Vision Plan, and the ongoing Parking & TDM Ordinance Update, Nelson\Nygaard has consistently delivered forward-thinking, implementable TDM strategies that help cities manage growth, reduce vehicle trips, and expand sustainable transportation choices.

Together, our team offers unmatched expertise in TDM policy, TMA development and management, multimodal planning, and implementation strategy. By combining Steer’s hands-on experience launching and operating TMAs with Nelson\Nygaard’s proven success shaping San Carlos mobility policies and district plans, we bring a uniquely well-rounded, deeply informed perspective that ensures the City receives both strategic vision and practical, on-the-ground solutions.

Figure 2: Alexandria Gradlabs, Campus Point
Mega-Campus, San Diego

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Section 2:

Applicable Experience

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2.1 Menlo Park TMA Feasibility Study
Client: City of Menlo Park
Location: Menlo Park, CA
Date: 2019-2022

Steer worked with the City of Menlo Park to understand how a potential new TMA could help the City in achieving local and regional air quality goals. The team examined existing conditions through stakeholder outreach and reviewed
travel trends (using Streetlight Data) with the goal of understanding the audiences that might be most likely to benefit from a TMA or additional TDM programming.

We also examined the TDM programming already occurring
in Menlo Park through employers as well as via regional organizations to ensure recommendations for Citywide
programming would complement, rather than duplicate,
current efforts.

Based on those findings, we narrowed down options for the type of TMA or TDM delivery model that would be most
impactful in helping the City meet its air quality goals, evaluating the opportunities and challenges potential TMAs might face were they to serve only small or large employers vs. the city as a whole. We undertook a TDM Requirements Analysis which explored project level TDM requirements in existence and developed a TMA Options Analysis which
evaluated five different models and their potential ability to support established citywide TDM goals.

This project is relevant to City
of San Carlos as it showcases
our:
• Understanding of a
variety of TMA structures
and functions, and ability
to determine fit and
feasibility based on local
need.
• Familiarity with the TMA
and TDM landscape in
San Mateo County and
more broadly across the
Bay Area.
• Ability to evaluate
programming needs
based on local policy and
existing services, and
determine organizational
structures most
appropriate to address
those needs.

2 Applicable Experience

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2.2 GoNoCo34 TMO
Client: North Front Range Metropolitan Planning Organization Location: Fort Collins, Colorado
Date: 2024 – 2025

Steer developed the GoNoCo34 TMO, Northern Colorado’s
first TMO, from the ground up, integrating service design, financial planning, and organizational identity into a unified launch strategy. We developed the Funding & Sustainability Plan, evaluating membership dues, grants, sponsorships, donations, and fee‑based services to establish a diversified revenue model. We also created multiple funding scenarios and refined key assumptions through collaborative
scenario‑mapping, enabling informed decisions about
long‑term financial stability and operational growth.

Building on this foundation and working closely with
stakeholders, we developed a Service Development Plan
outlining the TMO’s public-facing programs, member
services, fee‑for‑service offerings, and internal operational needs—ensuring alignment with the TMO’s mission and
desired outcomes.

Working closely with the US34 Coalition, we shaped
foundational bylaws and governance structures,
positioning the TMO for a strong, mission‑aligned launch.

The TMO is now in its second year of successful operation and has expanded partnerships by 25% and increased
revenue by $404K for 24 months of additional sustainable funding
This project is relevant to City
of San Carlos as it reflective
of our:
• Experience developing
full TMA service
frameworks.
• Expertise in funding
scenario mapping and
financial planning,
aligning closely with San
Carlos’ need to identify
sustainable, multi‑source
funding structures
• Strong background in
establishing governance
models, bylaws, and
multi‑agency
partnerships to support
effective and
mission‑aligned TMA
operations.

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2.3 Mountain View TDM Ordinance
Client: City of Mountain View
Location: Mountain View, CA
Date: 2022-present

Steer is leading the development of a citywide TDM
ordinance for the City of Mountain View, advancing General Plan goals to reduce vehicle miles traveled (VMT) and
manage travel demand.

Our key value-add contributions include:
• Comprehensive policy framework: Definition of
participation requirements, trip reduction targets,
performance metrics, and a tiered compliance
structure tailored to project size and trip generation. • TDM toolkit development: Creation of a practical
menu of strategies with modeled trip reduction
impacts and implementation guidance by development
type, ensuring requirements are both ambitious and
achievable.
• Stakeholder engagement: Extensive outreach to
property owners, developers, and employers across
the South Bay to inform policy design and secure buy-
in.
• Coordination with TMA Services: Coordination of
Mountain View TMA offerings with ordinance
requirements to provide members with pooled
resources and streamlined compliance pathways.
• Long-term management & oversight: Development of
monitoring, reporting, and enforcement strategies to
ensure ordinance effectiveness, with draft language
anticipated for City Council adoption in mid-2026.

This project is relevant to City
of San Carlos as it
demonstrates our:
• Understanding of how
TDM Policy (such as San
Carlos’ ongoing TDM and
Parking Reform) shapes
TMA structure and
function.
• Ability to facilitate
communication between
TMA and jurisdictional
entities to establish
clearly defined
responsibilities .
• Understanding of the
tools (such as online
platform or more
bespoke trackers) that
are required for multi-
organizational groups
(including both Cities and
TMAs) to co-monitor
policy requirements.

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2.4 Warner Center TMO
Client: City of Los Angeles
Location: Warner Center, Los Angeles, CA
Date: 2018-present

The Warner Center 2035 Specific Plan allows for a steep increase of development in the Warner Center area of Los Angeles and requires the development of a new
Transportation Management Organization (TMO) to help
manage the influx of employees, residents and visitors.

Steer developed the TMO and is wrapping up our fourth year of operation. The team worked with local stakeholders at all levels through interviews, focus groups, survey distribution, and event outreach. We developed an Operation Plan,
Marketing Plan and Work Plan to ensure the TMO had a
solid base for its launch in 2019.

We worked closely with a team of developers, non-profit representatives, and City officials to create a membership structure that supports and attracts a variety of members (including residential and commercial development and
employers) and incentivizes measurable mode shift.

As planned, in February 2022 control of the TMO shifted hands from the City of Los Angeles to a formal non-profit Board of Directors. Steer facilitated that process and is now under contract with the new Board to manage and deliver TMA services and grow TMA membership.

This project is relevant to City
of San Carlos as it reflective
of our:
• Ability to stand up TMAs
that are reflective of and
actively support local
policy requirements.
• Expertise in exploring and
establishing TMA dues
structures intended to
allow organizations to
exist without financial
support from the public
sector.
• Understanding of how
development
communities in particular
respond to TMA-related
requirements and
benefits.

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2.5 Culver City TDM Plan
Client: City of Culver City
Location: Culver City, CA
Date: 2022-present

Steer is currently leading a comprehensive, citywide
Transportation Demand Management project with the City
of Culver City that includes end-to-end development of a TDM ordinance and supporting administrative framework
while advancing a data-driven approach to citywide
programming and a TMA feasibility study.

The team conducted detailed market segmentation
analysis to evaluate non-drive alone mode propensity
across Culver City population segments, supported by
travel analysis using regional forecasts and Replica-based comparative data and neighborhood-level opportunity and constraint assessments. A financial study will evaluate employment growth, development trends, and funding
structures to support long-term program viability. Key
deliverables include:
• a comprehensive TDM and mobility strategies menu
with pros and cons analysis
• an implementation roadmap
• ordinance-ready policy language supported by
administrative rulebooks and compliance templates
designed to standardize performance tracking and
reporting.

This project is relevant to City
of San Carlos as it
demonstrates our:
• Ability to understand how
TDM can be implemented
comprehensively at the
City level, related to new
TDM policy and TMA
feasibility.
• Develop defensible,
data-driven evaluation
frameworks for TDM and
TMA programs.
• Translate complex
technical analysis into
clear, actionable
materials for program
oversight and stakeholder
communication.
• Support
outcome-focused TDM
program management,
ensuring continuous
improvement and
accountability.

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2.6 Alexandria Real Estate ETC Support
Client: Alexandria Real Estate Equities
Location: San Diego, CA
Date: 2023-2024

Steer partnered with Alexandria Real Estate Equities (ARE) to develop a comprehensive TDM Strategy for its San Diego portfolio, supporting compliance with City of San Diego requirements while advancing ARE’s broader sustainability and tenant experience objectives.

The project included a detailed Background Assessment of the three largest mega-campuses—Campus Point, One
Alexandria Square, and Agora Campus. Steer evaluated
each site’s land use context, parking supply, bicycle and pedestrian infrastructure, transit access, tenant
participation in regional TDM programs, and applicable
regulatory requirements. This analysis established baseline conditions and identified gaps, opportunities, and common challenges related to first/last-mile access and suburban commute patterns.

Building on the assessment, Steer developed a portfolio- wide TDM Strategy that defined goals, targets, and
recommended measures tailored to ARE’s different site
typologies. The strategy emphasized standardization where possible while maintaining flexibility to respond to future development and evolving regulations. To support
implementation, Steer created a TDM Planning Toolkit that provides practical guidance on selecting measures,
coordinating with tenants, monitoring performance, and
maintaining compliance over time.

This project is relevant to City
of San Carlos as it
demonstrates our:
• Our ability to develop
standardized yet flexible
TDM strategies that can
be applied across
multiple sites.
• Deep understanding of
regulatory compliance
and monitoring
requirements and
strategies for
developments.
• Experience developing
practical implementation
tools for developers and
tenants.
• Expertise addressing
first/last-mile and
campus-to-transit access
challenges.

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Section 3:

Staﬀ Quali/f_ications and Experience

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Our proposed team is comprised of experts in TMA development and formation, as well as local experts and economic development support, as demonstrated in Figure 3. Detailed resumes for all proposed team members are presented in Appendix A. In addition, to clarify roles:
• Project Director – provides senior project oversight, strategic direction, quality control and review of key deliverables; and, supports key client/stakeholder engagement sessions.
• Project Manager – primary contact for the City’s Project Lead; leads project strategy, stakeholder engagement, and City meetings; and, ensures budget and timeline are adhered to.
• Deputy Project Manager – supports stakeholder engagement, budget and timeline management; and, coordinates team member and subconsultant inputs to deliverables.

Figure 3. Team Organizational Chart

3 Staff Qualifications and
Experience

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Julia Wean | Role: Project Manager
Julia has over twelve years of experience working with TMAs and brings local, regional, and national TDM expertise. She has led several TMA projects throughout her career, including the Warner Center Transportation Management Organization (TMO), where she led the launch of the TMA in 2018 and acted as Executive Director through 2023, the Menlo Park TMA feasibility study, and SACOG’s TMO Business Plans where she led the development of strategic business plans for five TMOs in the Sacramento region to ensure their long-term viability. She is an active member of the Association for Commuter Transportation (ACT) and was the Chair of the TMA Council from 2017 through 2022, with over 200 members nationwide.

Relevant Project Experience:
• Menlo Park TMA Feasibility Study (Project Manager, 2019-2022) • City of Mountain View TDM Ordinance (Project Director, 2022-present) • Warner Center TMO (Project Manager, Project Director, 2018-present) • San Mateo County Emission Reductions Plan (Project Manager, 2024-present)

Parama Ghosh Roy | Role: Deputy Project Manager
Parama is a TDM specialist with global experience in identifying, evaluating, and developing sustainable place-based solutions and strategies for employers, property developers, and communities.

Parama’s work ranges from supporting transit agencies with developing regional TDM strategy to managing programming for local TMOs and TMAs. Being an avid transit user herself, Parama brings a user-centered lens to her work, enabling her to design and implement strategies that can deliver tangible, measurable impact. Her approach integrates behavior change methodologies with strategic messaging to drive meaningful shifts in commuter behavior, advance sustainable transportation adoption, and promote equitable mobility outcomes.

Recent Project Experience:
• GoSaMo TMO (Executive Director, 2022-present)
• GoNoCo34 TMO (Project Manager, 2024-present)
• COMMUTEwell Program Management (Project Manager, 2022-2026) • Go Glendale TMA (Executive Director, 2022 – present)

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Geoff England | Role: Project Director
Geoff co-leads Steer’s TDM Practice with Julia, and with over 20 years’ experience across the US, Canada and the UK, he offers clients extensive expertise across TDM strategy and
implementation, from the site level to the regional and state levels, providing insight into effective TDM measures that reduce congestion and improve local access and circulation. Geoff oversees SANDAG’s STS Employer Program in San Diego and a multi-million-dollar Corporate Commute Program for a Bay Area-based global technology company. He is an industry leader with ACT, Chairing the National Membership Committee and acting as Vice President for the Cascade Chapter and holds TDM-CP certification. In the past 5 years, several of Geoff’s projects – including SANDAG’s STS Employer Program, Burbank TMO (BTMO), and WSDOT’s Small Business Incentive Program – have won national awards from ACT.

Recent Project Experience:
• GoNoCo34 TMO (Project Director, 2023 – present)
• Culver City TDM Plan (Project Director, 2022-2024)
• Go SaMo TMO (Project Director, 2020-present)
• Alexandria Real Estate ETC Support (Project Director, 2023-2024)

Richard Davis | Role: Research & Program Support
Richard is based in Steer’s Oakland office, specializing in TDM, integrated planning and innovative mobility projects. He supports both public and private sector clients with data- driven transportation analysis and strategy. He is currently leading the evaluation of San Mateo County’s Shift commute trip reduction program, conducting spatial and survey data analysis to guide program redesign, as well as developing a Vanpool Program Strategy for Oregon Metro in the Portland region. Richard is experienced in synthesizing and translating complex research and stakeholder input into actionable insights to inform targeted transportation strategies.

Relevant Project Experience:
• Sonoma County TDM Plan (Travel Demand Analyst, 2025)
• County of San Mateo Emissions Reduction Program (Program Analyst, 2024- present)
• San Joaquin Council of Governments TDM Plan Development (Travel Demand Analyst, 2024-present)

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Nathalie McCarvel | Role: Outreach & Program Support
Nathalie is an experienced integrated transportation-land use planner specializing in TDM policy, strategy, and implementation.

Her portfolio of projects includes developing citywide TDM ordinances, preparing site-specific TDM plans for developers, and supporting the implementation of commuter assistance programs, giving her direct insight into the regulatory, operational, and stakeholder dynamics that shape TMA priorities. She is skilled at engaging diverse stakeholders, building consensus, and creating innovative yet actionable TDM solutions. She recently supported the development of West Hollywood’s new TMO “Go WeHo,” and is currently leading the development of the City of Mountain View’s TDM ordinance.

Recent Project Experience:
• Mountain View TDM Ordinance (Project Manager, 2023-present) • West Hollywood TMO (Project Manager, 2025-present)
• Sonoma County TDM Strategic Plan (Project Manager, 2024-2025) • Culver City TDM Plan (Project Manager, 2024-present)

Chris Worley | Role: Economic Development Support
A Director at Forth Economy (a Steer company) Chris applies creative analysis and detailed research to support innovative projects that build better communities and stronger economies.

His experience includes economic development, community development, workforce analysis, impact modeling and housing studies. He has supported economic development data learning communities for the US Census, Economic Development Council and New Growth Innovation Network. His work has been published in Marketwatch, Politico, and NPR affiliates.

Relevant Project Experience:
• Evansville Comprehensive Economic Development Strategy (Project Manager. 2024)
• Connect Greater Newport (Analysis, 2023-2024)
• New York State Tax Incentive Analysis (Analysis, 2022-2024)

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Phil Olmstead (Nelson\Nygaard) | Role: Local Policy Expert Phil has more than two decades of diverse experience in parking policy, TDM program design, and campus planning for the public and private sectors. He has led the development of numerous mobility and TDM programs for hospitals, universities, airports, private companies, and innovation districts, which have led to the implementation of financially sustainable trip reduction strategies.

He is also a national expert in TDM policy and management. Phil’s award-winning approach prioritizes right-sized zoning codes and the development of cost- effective TDM plans that are supportive of economic and sustainable growth. Within the City of San Carlos, Phil has been instrumental in defining a new approach to mobility, access, parking, and TDM. He led the mobility planning for the East Side Innovation District Plan and Northeast Area Specific Plan, including defining a new parking and TDM framework for area development. He is currently leading the development of the City’s new TDM ordinance, scheduled for adoption in 2026.

Relevant Project Experience:
• San Carlos East Side Innovation District (Project Manager, 2020-2021) • San Carlos Northeast Area Specific Plan (Project Manager, 2023-2025) • San Carlos Parking and TDM Ordinance (Project Manager, 2024-present)

Alex Mercuri (Nelson\Nygaard) | Role: TDM Evaluation Support Alex is a multi-disciplinary transportation planner with expertise in multimodal planning, transportation demand management (TDM), and parking policy. Whether supporting comprehensive TDM plans, multimodal mobility hub designs, or long-range transit plans, his skills as a strategic thinker help clients find solutions that are greater than the sum of their parts. Alex draws on data analysis, graphic storytelling, and web-based tools to create compelling deliverables that help clients put plans and policies into action. Relevant Project Experience:
• San Carlos East Side Innovation District (Deputy Project Manager, 2020-2021) • San Carlos Northeast Area Specific Plan (Deputy Project Manager, 2023-2025) • San Carlos Parking and TDM Ordinance (Deputy Project Manager, 2024-present) • Midcoast TDM Plan, San Mateo County and City of Half Moon Bay (Project Manager, 2023-2024)

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Firm Pro/f_ileSection 4:

Implementation and Timeline Proposal

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4.1 Project Understanding
San Carlos is at a pivotal moment as
significant growth on the East Side
Innovation District, along with continued
development pressure in the Northeast
and Downtown, increases the need for
coordinated, effective approaches to
managing travel demand. The City has
clearly identified Transportation Demand
Management (TDM) as a core mitigation
strategy through its General Plan Reset,
East Side Innovation District Vision Plan,
and ongoing citywide TDM and Parking
Reform efforts. At the same time, the City
is navigating a complex policy
environment that seeks to balance strong trip-reduction outcomes with the need to avoid creating barriers to new housing and employment growth.

The proposed Transportation Management Association (TMA) represents a critical opportunity to address this challenge. With multiple large projects, beginning with The Alexandria already conditioned to participate, the City needs clear, defensible criteria to guide the formation of a TMA that is credible, scalable, and workable from day one. The TMA must be capable of supporting a diverse mix of employers and land uses, including life-science campuses, smaller industrial businesses, and employers with non-traditional work schedules, while also responding to neighborhood concerns related to spillover traffic and parking.

Our understanding of key constraints shaping this effort is that the City has limited internal capacity to implement, manage, and monitor TDM programs over the long term. As a result, the TMA criteria must do more than define governance and membership; they must clearly establish who administers programs, how performance is monitored, how funding is sustained, and how responsibilities are shared between the TMA, the City, and TMA members. The criteria must also align with, rather than duplicate, the broader Bay Area TDM ecosystem, including organizations such as Commute.org, so that the TMA adds value without creating unnecessary administrative burden or stakeholder fatigue.

This project therefore requires criteria that are practical and phased, recognizing that a new TMA will evolve over time as membership, funding, and program needs grow. By grounding recommendations in best practices, clearly defined thresholds, and extensive stakeholder 4 Implementation and Timeline
Proposal
Figure 4. Alexandria Center for Life Sciences
Source: https://arctecinc.com/portfolio/alexandria-center- for-life-science/

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input, the resulting framework can support near-term implementation for the East Side while preserving flexibility for future expansion, coordination with neighboring jurisdictions, and alignment with evolving City policy. The outcome will equip San Carlos with a clear, implementable roadmap for a TMA that delivers measurable mobility benefits while supporting the City’s broader economic and housing objectives.

4.2 Project Approach
Steer will support the City of San Carlos in developing clear, actionable criteria for a Transportation Management Association (TMA) that supports the City’s long‑term mobility vision, responds to its evolving role in the Peninsula, and aligns best practices with local development and governance priorities. Our approach recognizes that TMAs are not one‑size‑fits‑all entities; their success depends on aligning organizational structure, funding mechanisms, and program scope with local development patterns, stakeholder readiness, and policy objectives. Drawing on our experience supporting TMA feasibility, formation, and evolution in peer Peninsula jurisdictions, including Menlo Park as well as regional efforts, we will focus on producing criteria that are practical, scalable, and directly usable by City staff and future TMA members.

We will begin by identifying and synthesizing national, regional, and California‑based TMA models to establish a clear typology of TMA structures, governance approaches, and service offerings. Building on this research, we will evaluate the minimum conditions under which different TMA functions—such as staffing, commuter programs, performance monitoring, and funding—become feasible and effective. This analysis will explicitly consider thresholds relevant to San Carlos, including development scale, employment density, and participation requirements associated with the East Side Innovation District and other growth areas.

Particular attention will be paid to how TMA programming can support first‑ and last‑mile connections to the Caltrain Station and strengthen links between East Side employment hubs and the key destinations like the Downtown Laurel Street shopping and dining corridor.

Recognizing the diversity of employee types in San Carlos, we will also consider the mobility needs of workers with non-traditional hours and shift-based schedules. The outcome will be a defensible framework that helps the City determine not only what a San Carlos TMA should include, but when specific elements should be required or phased in over time.

Stakeholder engagement will be a core component of the approach, ensuring the resulting criteria reflect both City objectives and on‑the‑ground realities. Steer will work closely with Alexandria Real Estate Equities (Alexandria) and other conditioned developments to join a future TMA, as well as prospective members and neighboring cities in the Peninsula, to understand operational needs, governance preferences, and barriers to participation. Steer has worked with Alexandria in San Diego across their life science campuses and has worked with commercial and residential developers in City of San Mateo, Menlo Park, and Foster City and has a keen understanding of developer/property manager needs and opportunities.

Engagement will be structured to inform decision‑making—testing assumptions about TMA boundaries, membership requirements, funding models, and the appropriate role of the City.

This input will directly shape the recommended criteria and help build early alignment around a TMA that supports growth while mitigating traffic impacts and improving multimodal access.

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The final TMA criteria will be designed to function as a clear, implementable tool for the City, guiding future development conditions, and allowing flexibility for expansion over time. Our team will advise on adoption mechanisms, including integration with the Municipal Code or standalone policy documents, and ensure alignment with the City’s evolving TDM and parking regulations. Ultimately, this work will equip the City with a clear and adaptable TMA framework that balances near‑term development needs with long‑term mobility goals, providing a strong foundation for implementation and future growth.

4.3 Work Plan
This section presents a comprehensive work plan and proposed timeline for the development of actionable criteria supporting the establishment of a TMA in the City of San Carlos.

Grounded in best practices and tailored to local needs, the plan details key phases and milestones, beginning with in-depth research of national and regional TMA models, stakeholder engagement, and the creation of practical frameworks for governance, programming, and funding. Our approach is designed to equip the City with the tools and insights necessary to guide future TMA launch, align with growth objectives, and foster effective partnerships for long-term success.

Figure 5. Work Plan

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4.3.1 Task 1: Identification of TMA Best Practices
Goals/success factors:
• Develop a comprehensive best-practices foundation by engaging a balanced mix of regional and national TMAs to capture proven organizational models and programming innovations. • Produce an evidence‑based framework that integrates governance, membership, funding, staffing, programming, and performance monitoring insights to inform a scalable and resilient TMA structure.
• Ensure depth and accuracy of findings through a combination of desktop research, inherent industry understanding, City provided insights, and targeted follow-up discussions with select TMAs to capture operational realities, constraints, and opportunitie s.

To ensure robust identification of TMA Best Practices, we will identify five precedent TMAs, ensuring a balanced mix of Bay Area TMAs such as the Mountain View TMA that can share region-specific insights, along with newly formed TMAs from other regions that can offer lessons on successful start-up organizational models and programming innovations.

The TMA Best Practices assessment will focus on:
• Organizational Structure – We will review existing bylaws, where applicable, to understand Board composition, membership classes, voting structures, and meeting cadence, as well as the role of local jurisdictions.
• Participation / Membership – We will identify the conditions that trigger participation in a TMA such as thresholds tied to development size or land-use type, and criteria for dues-paying participation. This includes assessing how organizations define eligibility (mandatory and voluntary), join-up requirements, renewal cycles, and any compliance-based triggers for membership.
• Funding – We will assess TMA revenue opportunities, including membership fee structures, projected build-out rates for fee-for-service offerings, and potential rate schedules. Where applicable, we will also evaluate the revenue mix to understand how funding is distributed across membership dues, sponsorships, donations, and fee-for-service offerings and capture available expense data to understand overall financial sustainability and cost to deliver specific programming and services. • Staffing and Management – We will evaluate TMA staffing and management structures to highlight best practices related to governance and operational framework. • Programs/Services – Leveraging Steer’s experience managing TMAs across the U.S., we will document TMA program offerings and responsibilities to define the role each TMA plays within its jurisdiction and capture the breadth of programming models, including incentives offered, services provided and programs delivered. • Performance Monitoring – We will review available TMA progress reports to identify performance metrics, audience-specific targets (if any), and monitoring cadence.

To deepen understanding across these components, we propose conducting up to five meetings with selected TMA/TMO organizations. We will also incorporate any stakeholder conversation notes or insights the City can provide to avoid duplicative outreach and ensure all questions are relevant and targeted. These discussions, combined with desktop research, will allow us to capture self-reported insights on typical constraints, opportunities, and operational factors that influence program participation and overall TMO effectiveness. The

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Steer team is extremely active in the national TDM landscape through the Association for Commuter Transportation (ACT). Multiple team members sit on ACT’s TMA Council, and Julia Wean (proposed Expert Advisor) acted as TMA Council Chair from 2019-2023.

We will synthesize all findings from the desktop research and stakeholder conversations into a draft memo that clearly summarizes the insights. The memo will also include comparison tables to enable easy cross-TMA review and highlight key differences and common practices.

For the GoNoCo34 TMO, we reviewed six Colorado TMAs and four national TMAs to document their organizational structures, tax status, membership models, funding approaches, and TDM services. We supplemented this with notes from the MPO’s prior 1:1 conversations and conducted targeted follow-up calls with select TMAs to fill research gaps and ensure robust, well-rounded insights.

Task 1 Deliverables

1. Best Practices Memo, summarizing research findings and inclusive of comparison tables.

4.3.2 Task 2: Identification of Minimum Requirements/Thresholds for Implementing TMA Best Practices
Goals/success factors:
• Develop accurate revenue and service‑scaling assumptions by integrating Task 1 best‑practice findings with insights related to economies of scale and efficiency • Establish a clear, phased growth model that links revenue generation to program expansion, enabling TMAs to evolve from foundational relationship‑building to full program delivery as funding and membership increase.

Steer brings extensive experience in launching new TMAs/TMOs and scaling them over time based on growing development or desire to serve larger portions of the community. We understand that TMA success often hinges on economies of scale. Staffing, administration, and just ‘keeping the lights on’ costs money, but cost doesn’t typically increase exponentially as membership grows. Alternatively, TDM services and programming such as shuttles or ride matching activity tend to be more impactful and broadly accepted as potential participants grow, so TMAs with larger membership bases can often operate more efficiently and demonstrate more impactful programming.

However, we understand how the development pipeline can directly influence the success and speed of growth for TMAs, especially those with membership tied to development requirements, like we see in the East Side Innovation District. In Warner Center, we have experienced first-hand how expected timelines for project occupancy can be delayed, which influences a TMA’s ability to generate revenue and expand programming, and we appreciate that the proposed scope acknowledges that it’s more realistic for the TMA to set programming expectations based on membership thresholds rather than a strict timeline.

We have explored similar threshold processes through projects like Menlo Park’s TMA feasibility study, where we laid out relative cost and impact of a variety of TMA models the

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City was considering (Figure 6) to spell out how targeting different audiences mixes would impact scale and efficiency of progress toward various citywide TDM objectives. For the GoNoCo34 TMO, we developed a sustainable financial roadmap by creating three funding scenarios (Conservative, Moderate, Bold) to guide operational decisions and staffing levels.

We also established a long-term partnership-driven funding strategy involving cities, CDOT, and the NFRMPO, and built a structured approach for membership recruitment, targeted marketing, and organizational scalability.

Figure 6. Menlo Park TMA Model Analysis

Using the framework established in Task 1, we will outline what ‘baseline’ TMA programming often looks like, along with how these services could scale as funding increases. For example, we’ll explore whether TMAs of different sizes and structures are able to offer more to their members through development pipeline growth, adjusting membership requirements, introducing new fee-for-service offerings, or dedicating staff capacity to pursue grants and other funding.

Based on that information we will develop a clear set of thresholds that can be used by the City and partners as TMA establishment progresses. Since we won’t yet know the proposed membership dues structure, we will take the opportunity to establish thresholds (both financial and programmatic) that can fit flexibly across a variety of models. For example, as outlined in Table 1, soliciting a TMA-specific rideshare platform access might cost $30,000 per year and require at least 2 staff hours per week on average to manage, which could be considered a reasonable expense with an annual budget of $200,000 or more. This might be considered a real programmatic requirement when the TMA needs to manage policy

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compliance (surveys, driveway counts, etc.) for at least ten members, covering at least 5,000 employees.

Table 1. Example TMA Service Threshold Considerations
Service or Program TDM Reporting/Incentive Platform
Cost $30,0000
Staff time needed At least 2 hours per week on average
Financial feasibility Annual membership dues of at least $200,000 (which might be expected with roughly 2 million SF or 6,000 employees, depending on membership dues structure)
Programmatic
requirements
At least 10 members (or the equivalent of 5,000 employees) who need support with ordinance requirement reporting (surveying, driveway counts, etc.)
Task 2 Deliverables

1. Summary of findings and recommended thresholds for incorporation within future City criteria document.

4.3.3 Task 3: Development of TMA Criteria
Goals/success factors:
• Develop an integrated TMA framework that synthesizes findings from Tasks 1, 2, 4, and 5 to define organizational structure, participation requirements, funding pathways, staffing models, service and programming tiers, and performance‑monitoring criteria. • Align TMA recommendations with citywide policy direction by ensuring all assumptions are consistent with the City’s parallel TDM and Parking Reform effort. • Support targeted service delivery for different stakeholder groups (members, regional partners, employers, and developers.
• Provide clear pathway for TMA expansion and long-term maturation.

Building on the work completed in Tasks 1, 2, 4, and 5, we will recommend the organizational model; membership and participation requirements; funding structures and revenue streams; staffing and management structure; TDM services and programming across different phases and feasibility thresholds; and performance-monitoring criteria for a TMA in San Carlos. We will seek to answer following questions:
• How should the TMA be established and by whom? This includes nonprofit status, bylaw priorities, and Board of Director responsibilities. • Who should be required to join the TMA, and how should membership be structured? To define membership structure, we’ll need to review information from stakeholders and the City team. While this task may not formally establish a dues structure for the San Carlos TMA, we will want to have a general sense of how different structures might result in annual budget scenarios in order to identify thresholds for programming (as defined in Task 2) that are realistic.

Here we’ll also want to explore TMA geographical boundaries. We know that the projects with current TMA membership requirements all sit within the Eastside Innovation District,

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but as the TDM and Parking Reform moves toward completion, the City will need to identify processes and partners for enforcement of requirements citywide, and the TMA may be able to be a resource if boundaries expand more broadly. While we know there are other TMAs and TDM organizations operating in the Peninsula, we may also want to consider whether TMA boundaries might someday expand beyond city limits and what processes would be needed to incorporate members from neighboring jurisdictions such as Belmont and other adjacent communities.
• How should the TMA be staffed and managed? TMAs can be staffed or managed in a variety of ways, each with their benefits and challenges. For example, for non-profit TMAs, consultant led structures provide flexibility from a staffing standpoint and take responsibility away from Boards of Directors for hiring, maintaining benefits provision, etc. However, direct staffing by the organization can provide more control for Boards who want to be particularly hands-on, and may result in more longevity across TMA staff.

Alternately, the City may decide the TMA should be enveloped into the City itself, or continue to contract directly with Alexandria to provide services rather than setting up an official nonprofit entity.
• What services and programming should the TMA provide? The Work Plan will define service tiers for both members and regional partners to reflect differences in needs and responsibilities. For example, some members may require direct support in meeting City of San Carlos TDM compliance requirements, while others may not. Similarly, from a programming perspective, employers typically focus on commute-trip strategies, whereas residential developers must address both residential and commercial trips to satisfy compliance thresholds. As this project is expected to launch in Spring 2026 while the City’s TDM and Parking Reform project is still being finalized, it will be critical that the criteria and recommendations developed in this task fully align with the City’s parallel efforts to update and define future TDM requirements.

Building on findings from Task 2, we will also define general TMA services and programming beyond compliance such as commuter incentives and outline how these offerings can expand across phases as membership and funding grow. For example, early-stage programming may include low-cost incentives such as raffles to encourage residents and commuters to try sustainable travel modes. As funding increases, the TMA could evolve to offer more robust incentives, such as direct transit subsidies.

A tiered structure for services and programming will ensure each stakeholder group receives targeted, appropriate support based on its needs and regulatory obligations, while also providing a clear pathway for the TMA to expand and enhance services as resources increase.
• How will the TMA be funded? Building on insights from Task 1, best practices in participation requirements and thresholds tied to employee count, land-use type, and occupied square footage, as well as associated revenue capture, will be used to estimate potential revenue generation for the San Carlos TMA. Along with our partners at Steer subsidiary Fourth Economy, we will work closely with the City to obtain data on upcoming developments, existing businesses, and organizations that may be required to join the TMA to better understand the pipeline for TMA membership and associated revenue potential.

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We will also evaluate how organizational structure influences funding opportunities, particularly for securing grant funding. For example, a 501(c)(3) entity may qualify for certain federal and state funding sources that are not accessible to 501(c)(4) or 501(c)(6) organizations. Incorporating these considerations will support a more diversified funding stream and comprehensive financial outlook for the San Carlos TMA. • How will the TMA measure success?
Based on the organizational structure and the proposed TDM services and programming, we will recommend performance metrics that will cover the following three categories:
– Travel Behavior: How TMA member’s employees, residents and visitors are actually travelling i.e. mode share or drive-alone rate relative to city-wide performance. – Program Performance: How well TMA programs are being delivered and used such as shuttle ridership, participation rates, and pass distribution. – Outcome Metrics: The broader impacts of TMA on the transportation system and community such as improved awareness, enhanced first/last-mile connectivity and reduced congestion.

Together, these three metric categories will ensure the TMA is collecting meaningful data on transportation trends and program performance, supporting continuous monitoring, evaluation, and improvement.

While we were developing Warner Connects in Los Angeles we reviewed various dues structures (shown in Figure 7) that considered:
- Who was legally required to join the TMA (both considering ‘type’ of member such as employer vs. developer, and more specifically which/how many might qualify initially) - How might we incentivize ‘non-
required’ sites to participate
through discounts or other
incentives
- How various dues structures
might be received by both
required and non-required sites,
and level of pushback expected
- How expected membership
levels would be reflected in annual dues and subsequent budget determination.

Task 3 Deliverables

1. First Draft of TMA Criteria (three-week turnaround for comments from City)

2. Second Draft of TMA Criteria (two-week turnaround for comments from City)

3. Final TMA Criteria

Figure 7. Warner Connects Potential Dues Structures

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4.3.4 Task 4: Business and Stakeholder Engagement
Goals/success factors:
• Engage the right mix of stakeholders at strategic points in the project to ensure input meaningfully informs TMA criteria and overall program design. • Gather clear, actionable insights through structured, group -specific questionnaires and conversations to surface priorities, challenges, and opportunities. • Align engagement efforts with regional and agency partners that share similar missions to ensure coordination, strengthen program design, and build early momentum for a successful TMA.

Steer brings extensive experience engaging employers, developers, and business communities through the TMAs we manage across California. Our long-standing work with employers including major tech companies, hospitals and retails gives us an understanding of factors that influence employer participation and the types of commute-focused program elements that resonate with HR teams, facility managers, and workforce mobility staff.

Similarly, our experience working developers such as Alexandria in San Diego, Mecah Ventures in San Mateo, Boston Properties in Santa Monica and others provides insight into how development context, tenant needs, and regulatory requirements shape developer participation and the value they seek from TMA membership.

Beyond these core member groups, we will engage a broader set of regional partners with aligned missions, including regional transportation agencies, business associations, and commuter-focused organizations. Their involvement will be essential to aligning long-term regional TDM goals, informing program design, and building early momentum for a successful TMA.

As part of this project, our subconsultant Nelson\Nygaard, currently supporting the City of San Carlos on the citywide TDM and Parking Reform Project, will help us develop and refine the stakeholder engagement list to ensure we incorporate insights from the City’s parallel efforts and avoid duplicating outreach.

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We have budgeted for conversations with the following stakeholder groups:

Table 2. Proposed Stakeholder Outreach
Group No. of meetings Participants Purpose
Development
Community
12 (2x1hour
meetings with
Alexandria and
10x1 hour
meetings with
reps from other
development
projects)
Representatives from
Alexandria and ten
development projects
conditioned to join the future
TMA
Understand developer
commitments, operational
needs, decision-making
drivers regarding TMA
participation
Prospective
Employer &
Business
Members
5 (5x1 hour
meeting)
Prospective East Side
businesses that may become
TMA members
Gauge employer needs,
employee commute
patterns, desired services,
barriers to participation
Regional and
Community
Partners
10 (10x1 hour
meeting)
Commute.org, Caltrain,
SMCTA, City of Belmont, City
of Redwood City, Chamber of
San Mateo County, Industrial
Arts Business Association
Identify partnership
opportunities, align
missions, ensure program
coordination across
agencies and organizations

To support meaningful and consistent engagement, we will develop tailored stakeholder questionnaires for each group. These tools will help us structure productive conversations, identify group-specific priorities, and surface both challenges and opportunities related to participation in a future TMA. In consultation with the Project Management Team, we will also prepare presentation materials to facilitate discussion where needed.

As part of Task 6: Project Management, we will review the draft project work plan and schedule with the City team at the Kickoff Meeting and gather feedback on the business and stakeholder engagement timeline. We will coordinate closely to ensure stakeholder input is collected at a strategic point in the project, enabling it to meaningfully inform Task 3:

Development of TMA Criteria.

We will provide meeting notes and summaries documenting key themes and feedback to ensure transparency, accountability, and clear integration of stakeholder perspectives into project deliverables.

Task 4 Deliverables

1. Stakeholder list & questionnaire (x3)

2. Meeting notes and summaries

3. PowerPoint presentations (as needed)

4. Feedback and input summaries

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4.3.5 Task 5: City Council and Commission Meetings and Hearings for Adoption
Goals/success factors:
• Align Planning Commission and City Council meetings with key project milestones to support timely decision-making.
• Deliver clear, accurate, and well-prepared presentation materials that effectively communicate findings and recommendations.

We will work with the Project Management Team to identify three Planning Commission meetings and three City Council meetings at which we will present project findings and recommendations. As part of Task 6: Project Management, we will review the draft project work plan and schedule with the City team at the Kickoff Meeting and gather feedback on preferred meeting dates.

We will collaborate closely with City staff to develop meeting agendas and ensure that all presentation materials are clear, accurate, and tailored to support meaningful discussion.

Our goal is to align these presentations with key project milestones and deliver a polished, well-prepared presentation at each meeting to support timely and informed decision-making.

We have budgeted to attend up to six Council/Commission meetings in-person.

Task 5 Deliverables

1. PowerPoint presentation for Planning Commission (x3)

2. PowerPoint presentation for City Council Meetings (x3)

3. Assistance with staff reports

4.3.6 Task 6: Project Management
Goals/success factors:
• Establish a shared project foundation by confirming objectives, roles, expectations, and communication protocols that enable efficient collaboration within the 25 -hour allocation. • Develop a clear and actionable understanding of the City’s TMA vision to ensure that subsequent analysis and model evaluation are aligned with local needs, constraints, and long-term goals.
• Create a transparent, well-coordinated project workflow between Steer and Nelson\Nygaard teams and the City through consistent check-ins, timely agendas, and shared documentation that supports informed decision-making and minimizes rework.

Within ten days of notice to proceed, Steer will schedule a Kickoff Meeting with the City of San Carlos Project Management Team. Our team will come prepared to:
• Introduce key staff and roles;
• Review and confirm project goals and objectives;
• Clarify expectations for deliverables;
• Present a draft work plan schedule for review and refinement; • Confirm collaborative arrangements including meeting cadences, file sharing, invoicing, reporting, review timelines, and communication protocols; and • Identify and discuss potential project risks and proposed mitigations.

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The primary objective of the Kickoff Meeting is to gain a clear understanding of the City’s vision for the TMA. This foundation will be essential for evaluating how various TMA models align with local conditions and long-term goals. Key discussion areas will include:
• The transportation challenges driving interest in TMAs and transportation demand management as congestion-management tool
• The economic and regulatory environment, including the likelihood of employer and developer participation
• The level of City resources available to support ongoing TMA operations Throughout the project, Steer will hold biweekly Project Progress Meetings with the Project Management Team, supplemented by internal coordination meetings as needed to discuss work plan progress, coordinate on data and information needs and receive feedback on deliverables. To support transparency and continuity, Steer will maintain a shared agenda and notes file, ensuring real‑time access to project progress, decisions, and action items.

Task 6 Deliverables

1. Kickoff meeting agenda and notes

2. Check-in meeting agenda and notes

4.4 Timeline
We have assumed that the San Carlos TMA Criteria Development effort will run from May 2026 through May 2027, structured across three phases and six major tasks. • Phase 1 (May–Sep 2026) will focus on identifying and recommending best practices by researching national and regional TMA models, defining minimum requirements and thresholds, and conducting early stakeholder engagement through questionnaires and targeted meetings.
• Phase 2 (Oct 2026–Feb 2027) centers on finalizing minimum requirements/thresholds and business outreach, and developing TMA criteria.
• Phase 3 (Mar–May 2027) finalizes TMA criteria and supports the adoption process, including Planning Commission sessions and City Council hearings, leading to final approval.

Throughout the project, ongoing project management—including a kickoff meeting, biweekly coordination meetings, and delivery of all draft and final materials—will ensure clear communication and steady progress across phases.

While this schedule reflects our current understanding, the timeline may shift based on City priorities and the desired pace of stakeholder engagement. The full timeline is included in the Appendix (Appendix B).

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Required FormsSection 5:

References

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Please see below a summary of references for projects similar in size, scope and complexity to this project. More detailed descriptions for each project are included in Chapter 2 above.

GoNoCo34 TMO
Name of Reference Cory Schmitt, Project Manager - Partnerships, RTD Denver (previously with the NFRMPO)
Contact [email protected]; 303.299.6139
Description of service
performed
Supported North Front Range Metropolitan Transportation Organization (NFRMPO) with Northern Colorado’s first TMO (GoNoCo34 TMO) development and implementation.

Date of project completion 2024 – 2025

Menlo Park TMA Feasibility Study
Name of Reference Nicholas Yee (previously with City of Menlo Park, currently Senior Planner at SamTrans)
Contact [email protected]; 650.551.6174
Description of service
performed
Reviewed potential TMA structures to guide the City in its forthcoming TDM programming.

Date of project completion 2019-2022

Mountain View TMA Ordinance
Name of Reference Ben Pacho, Transportation Planner
Contact [email protected]; 650-903-6054
Description of service
performed
Developed TDM Ordinance for City of Mountain View, including policy and monitoring/enforcement framework, and accompanying tools and developer resources.

Date of project completion 2023-present

5 References

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Required FormsSection 6:

Fee Proposal

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Please see below Steer’s fee proposal, including hourly rates (Table 3), a cost estimate summary (Table 4), and a detailed cost estimate by task and key personnel (Table 5). Hourly rates are valid through June 30, 2027, and after that will be subject to a 5% annual escalation.

Table 3. Steer and Nelson\Nygaard Hourly Rate Table
Grade/Classification Hourly Rate
Subject Matter Expert III 350
Subject Matter Expert II 300
Subject Matter Expert I 275
Project Lead II 260
Technical Director I 275
Project Lead I 240
Design Lead 225
Task Lead II 235
Task Lead I 210
Planner II 180
Planner I 165
Junior Planner II 140
Junior Planner I 120
Principal 3 (N\N) 275
Associate Principal 1 (N\N) 215
Associate 2 (N\N) 155
Senior Project Accountant (N\N) 180

Table 4. Proposed Fee by Task
Task Expected Hours Proposed Fee
Task 1. Identification of TMA Best Practices 130 $27,440.00 Task 2. Identification of Min. Requirements/ Thresholds 192 $43,640.00 Task 3. Development of TMA Criteria 222 $49,070.00
Task 4. Business and Stakeholder Engagement 140 $32,570.00 Task 5. Meetings and Hearings for Adoption* 122 $41,950.00* Task 6: Project Management 95 $24,125.00
Total (Fee Not to Exceed) 901 $218,795.00
*includes direct costs for in-person meeting attendance 6 Fee Proposal

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Table 5. Proposed Hours and Fee by Task and Key Personnel Julia
Wean
Parama
Ghosh Roy
Geoff
England
Richard
Davis
Nathalie
McCarvel
Chris
Worley
Phil
Olmstead
Alex
Mercuri
NN
Associate
Hourly Rate 275$ 235$ 275$ 165$ 210$ 235$ 275$ 215$ 155$ Hours Fee
Task 1. TMA Best Practices 16 24 6 42 42 130 27,440$
Task 2. Identification of Min. Req's/Thresholds 32 28 12 24 24 24 12 24 12 192 43,640$ Task 3. Development of TMA Criteria 24 20 12 18 32 16 22 48 30 222 49,070$ Task 4. Business and Stakeholder Engagement 34 32 8 16 42 4 4 140 32,570$ Task 5. Council/Commission Meetings & Hearings 72 36 6 4 4 122 31,950$ Task 6. Project Management 25 50 12 8 95 24,125$
Hours 203 190 56 100 140 48 50 72 42 901
Fee 55,825 $ 44,650$ 15,400 $ 16,500 $ 29,400 $ 11,280 $ 13,750$ 15,480 $ 6,510$ 208,795$ Travel (6 trips to San Carlos for Task 5) 10,000$
Total Fee (Not to Exceed) 218,795$

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Required FormsSection 7:

Acknowledgement of City’s Standard
Professional Agreement

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Requested changes from our team are included in Appendix C.

7 Acknowledgement of City’s
standard Professional
Services Agreement

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Required FormsAppendices
Appendix A - Key Personnel Resumes

Appendix B - Schedule
Appendix C - Requested Contract Adjustments

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Julia Wean | 1 of 3
Julia Wean, TDM-CP
Associate
I am a transportation planner with a focus on working in strategic planning and implementation of TDM and mobility strategies aimed at reducing vehicle miles traveled. I have worked with both public and private partners across Southern California and beyond to advance regional transportation goals, promote alternative transportation solutions and demonstrate the impacts of their work. I am passionate about helping our clients identify clear goals and objectives around which to design strategies, programs, or projects. I am an experienced project manager and project director, working well with interdisciplinary teams to deliver client work.

Relevant skills
Transportation Demand Management: Julia has experience with both strategic planning and implementation of TDM programs and strategies throughout North America. She has developed and managed programming at the regional, municipal and site-levels, ensuring programs are tailored to unique audiences and scenarios.

Her work focuses on TDM strategy, which requires a keen understanding of regional and local markets, policy levers and individualized barriers and motivations for non- single occupancy vehicle travel.

Strategy, Evaluation and Impact Measurement: Through her work in TDM Julia has become passionate about helping her clients justify the existence of their programs through a combination of improved data collection and the use of TDM impact models that calculate reduction in vehicle miles traveled. Beyond TDM, she is currently leading SCAG’s Future Communities Pilot Project evaluation, where the Steer team oversees the data collection and analysis of eight unique projects throughout the region aimed at reducing VMT.

Outreach and Engagement: Julia has community engagement experience through her TMA work and her work with Big Blue Bus, the municipal bus operator in the Westside region of Los Angeles, as well as through the development and delivery of TDM programs. She has managed public outreach through email, web, social media and real-time transit platforms and organized and coordinated with multiple agencies to promote state-wide annual events centered around active transportation with participation of over 2,500.

Transit Planning: Julia has experience supporting an AM/PM commuter bus system with five routes and nine vehicles. She analyzed passenger count trends, constructed a driver evaluation program, and maintained communication with both vendors and passengers. She provided support with route planning and other day to day operations.

Qualifications
University of Southern California
Master of Planning, Transportation
Concentration, Real Estate
Development Certificate
2017
University of Pittsburgh
BA Urban Studies
2011
Professional memberships
Association for Commuter
Transportation
Patriot Chapter Vice President
40 Under 40 Recipient, 2019
The 82 Alliance
Board of Directors, Women in
Transportation Committee Chair
Years of experience
8 Years Consulting
3 Years Nonprofit/TMA
1 Year Public Sector

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Julia Wean | 2 of 3
Selected projects summary
Project Client Year/Location Role
Mountain View TDM Ordinance City of Mountain
View
2023-present,
Mountain View, CA
Project Director
OCTA TDM Strategy Orange County
Transportation
Authority
2023-2025
Orange County, CA
Project Director
Regional Mobility Policy Update Oregon Metro 2020-2024, Portland, OR
Project Director
Club Ride Strategic Plan Regional
Transportation
Commission of S.

Nevada
2023-2024 Project Director
Honolulu TDM Plan City/County of
Honolulu
2020-2023,
Honolulu, HI
Project Manager
Richmond-San Rafael Bridge
E-Bike Incentive Distribution
Pilot
Metropolitan
Transportation
Commission
2020-2024,
Bay Area, CA
Project Director
Napa Valley Forward Program
Design and Implementation
Metropolitan
Transportation
Commission
2019-2024,
Napa Valley, CA
Project Director
SCAG TDM Strategic Plan Southern CA
Assoc. of Govts.
2018-2019
Los Angeles, CA
Project Manager
Warner Center TMO City of Los
Angeles
2017-2022
Los Angeles, CA
Project Manager, Project
Director
Strategy,
Evaluation and
Impact
Measurement
Regional Mapping and
Wayfinding Business Case
Metropolitan
Transportation
Commission
(MTC)
2020-2021
San Francisco, CA
Project Manager
C/CAG Measure M Strategic Plan
City/County
Assoc. of Govts.
2020-2023,
San Mateo, CA
Project Manager
Future Communities Pilot
Program Evaluation
Southern CA
Assoc. of Govts.
2019-present,
Los Angeles, CA
Project Manager
Menlo Park TMA Feasibility
Study
City of Menlo
Park
2019-2021
Menlo Park, CA
Project Manager
SACOG TMA Business Planning
and Regional TDM Guidance
Sacramento Area
Assoc. of Govts.
2018-2019
Sacramento, CA
Project Manager
Outreach and
Engagement
Regional TDM Training Southern CA
Assoc. of Govts.
2021-present Project Director
Ride Connection Marketing
Strategy
Oregon
Metro/Ride
Connection
2020-2021
Portland, OR
Project Director

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Parama Ghosh Roy | 1 of 2
Parama Ghosh Roy
Principal Consultant
Parama is a TDM Specialist with global experience in identifying, evaluating, and developing sustainable place-based solutions and strategies for employers, property developers, and communities. Parama’s work ranges from supporting transit agencies with developing regional TDM strategy to managing programming for local Transportation Management Organizations/Associations (TMA/Os). Being an avid transit user, Parama understands the barriers to sustainable transportation and has worked with both major public and private sector-organizations in Southern California and beyond to implement Steer’s award-winning behavior change strategy, driving more successful commuter program outcomes.

Relevant skills
Transportation Demand Management Parama has extensive experience managing programming for TMAs and TMOs. In her role as the Executive Director of the Santa Monica TMO, she has worked with 100+ employers within the region to promote sustainable commuting and assist with Emission Reduction Plans. As the Executive Director for Go Glendale, Parama has spearheaded several community outreach and advocacy events targeted towards single occupancy vehicle (SoV) reduction and air quality improvement. Most recently, Parama led the launch of GoNoCo34, the first TMO in Northern Colorado, in partnership with the North Front Range Metropolitan Planning Organization and local communities along the US34 corridor. Parama has worked with several public agencies such as the City of Los Angeles, Seattle Department of Transportation, Orange County Transportation Authority, etc. to support local and regional TDM strategy development. She is also experienced in working with private-sector employers such as Snapchat and LinkedIn to help employers align their commuter benefits programs to their employee’s travel patterns and commuting needs.

Land-use and Real-estate Development During her tenure at the land-use development firm, David Moss & Associates, Parama has served as a Project Manager and acted as a liaison between community members, city staff, and real- estate developers. She has experience examing land-use potential and working in collaboration with neighbourhood councils, design committees, city councils and planning commissions for promoting various real-estate development plans, including developments in the coastal zone.

Stakeholder Outreach and Public Engagement While working for Los Angeles City Council District 14, Parama participated in various stakeholder meetings focused on development projects along Broadway and helped raise public awareness about city initiatives and contributed towards policy research for strengthening Bringing Back Broadway’s economic development strategies. During her tenure at IPE, Parama has also successfully spearheaded several focused group discussions and stakeholder engagements, including national-level ministerial meets to diagnose environmental and social impacts to development and formulate strategies for impact mitigation.

Qualifications
University of Southern California, Sol
Price School of Public Policy
Master of Planning (MPL)*
2018
*Recipient of the 2018 AICP Outstanding
Planning Student Award and MPL
Comprehensive Examination Award

Jadavpur University, Kolkata India
Honours, Bachelor of Architecture (B.

Arch)
2016
Professional Membership
Association of Commuter Transportation
Council of Architecture, India (certified
Architect)
Years of experience

6.5 Consulting

1.0 Public

Languages
English
Bengali
Hindi
French (Elementary proficiency)

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May 11, 2026 Packet Pg. 226
Parama Ghosh Roy | 2 of 2
Projects Summary
Project Client Year Role
Transportation
Demand
Management
GoNoCo34 TMO
Development
North Front Range
Metropolitan Planning
Organization
2024-Present Project Manager
1550 Lincoln Developer
TDM Services
1550 Lincoln Fee Owner
LLC
2024-Present Project Director
GoSaMo TMO City of Santa Monica 2022-Present Executive Director Go Glendale TMA Go Glendale TMA Board of
Directors
2022-Present Executive Director
Employer-Sponsored
Transportation Benefits
City of Los Angeles 2022-Present Project Manager
Colorado Center TDM
Support 2024
Boston Properties 2023-Present Project Director

Global TDM Site Review Linkedln 2024 Project Manager Marketing Strategies
Advisory Services
San Jose Connection
Partners
2024 Project Manager
Seattle TDM Strategic Plan Seattle Department of
Transportation
2023-2024 Deputy Project
Manager
Countywide TDM Strategic
Plan
Orange County
Transportation Authority
2023–2025 Project Manager
Commuter Benefits Policy
& Implementation Support
Snapchat 2022-2024 Project Manager

Go Verdugo City of Glendale, Pasadena
& Burbank
2017 Outreach
Coordinator
Stakeholder
Outreach and
Public
Engagement*
Tourism Demand and
Supply in Sri Lanka and
Preparation of Detailed
Investment Proposals for
Targeted Destinations and
Market Segments
The World Bank 2019-2020 Urban Planner
Zonal Master Plan for Eco
Sensitive Zones of Madhya
Pradesh, India
Madhya Pradesh Tourism
Board, India
2019-2021 Urban Planner
Bringing Back Broadway Council District 14, City of
Los Angeles
2016-2017 Planning Intern
Preparation of Tourism
Master Plan of Bangladesh
Ministry of Civil Aviation &
Tourism, Government of
Bangladesh
2020-2021 Urban Planner
Land Use and
Real-Estate
Development*
3077 Cahuenga - 40 Unit
Residential Project
Oak Tree Financial 2018-2019 Urban Planner
Hotel 1633 Glendale S3D Partners 2018-2019 Urban Planner Hotel Nue - 1525 Cahuenga KNP Holding LLC 2018-2019 Urban Planner 1946 Overland Apartment
Building
Overland Acorn LLC 2018-2019 Urban Planner
Master Plan of Allahabad
University, Allahabad
Allahabad University 2014 Architect

Note: *projects with prior employers

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May 11, 2026 Packet Pg. 227
Geoff England, RPP, TDM-CP | 1 of 2
Geoff England, RPP, TDM-CP
Associate Director
I have a background in urban planning, sustainable development and transportation planning and have worked in the United States, Canada and the UK over the past 20 years. I strive to use my knowledge and skills in strategic planning, sustainable transportation and multimodal planning to facilitate more integrated and flexible approaches to mobility. My specialist expertise lies in transportation demand management (TDM), behavior change and multimodal accessibility and I have recently been working to support TDM clients in Southern California to develop new TMO/TMA services, developing TDM ordinances, and creating or expanding incentive programs.

Relevant skills
Transportation Demand Management & Behavior Change: Geoff’s experience ranges from strategic TDM plans, city-level policies and ordinances, and the implementation and delivery of TDM programs. Geoff has a comprehensive understanding of how to influence mode shift through behavior change initiatives including shared mobility, flexible working, transit incentives, development planning guidelines, employer programs, marketing campaigns, and parking management. Geoff leads Steer’s TDM Programs Practice in North America and oversees several programs in Southern California, including the GoSaMo TMO in Santa Monica, the Burbank TMO, the newly-launched TMO in West Hollywood, and SANDAG’s regional Employer TDM Program.

Community and Development Planning: Planning for new development and shaping local communities to reduce car-dependency are important elements of integrated transportation planning. Geoff’s project work has focused on engaging key stakeholders, ensuring a viable and vibrant mix of uses, promoting multimodal public spaces, and considering key issues such as infrastructure, access, connectivity circulation, parking, and demand management. Geoff was an expert advisor to KOA Corporation on SCAG’s Irvine First Mile Last Mile Station Area Plan.

Multimodal Transportation & Policy Planning: Geoff’s experience as a land-use and transportation planner has resulted in numerous projects aiming to integrate and promote sustainable travel options. His knowledge includes policy development, transit integration, wayfinding, walking and cycling access, marketing and education, and urban design.

Geoff has a range of experience in multimodal planning and policy development including active transportation plans, urban freight and curbside management, and planning for major events.

Qualifications
University College London
MSc Development Planning
(Sustainable Development &
Transportation)
2006
University of British Columbia
BA Geography
2002
Professional memberships
Canadian Institute of Planners
Registered Professional Planner
(RPP)
Association for Commuter
Transportation
TDM Certified Professional
(TDM-CP)
Cascade Chapter Board of Directors
National Membership Committee
Chair
Years of experience
2 Public Sector
20 Consulting
Presentations
Association for Commuter
Transportation Int’l Conference
Navigating Residential TDM:

From Pilot to Success
2024
Association for Commuter
Transportation TDM Forum
The TDM Talent Puzzle: Developing
and Hiring for TDM Programs
2023
Association for Commuter
Transportation Int’l Conference
Strategic Planning for Transportation
Management Associations
2022
Association for Commuter
Transportation Virtual Int’l
Conference
Small Business TDM: Big
Approaches for Small Companies
2020
Appointments
City of Richmond, BC
Active Transportation Advisory
Committee

9.f
May 11, 2026 Packet Pg. 228
Geoff England, RPP, TDM-CP | 2 of 2
Projects summary
Project Client Year/Location Role
Transportation
Demand
Management &
Behavior
Change
TDM Program Development
and Management
City of West
Hollywood
2024-Ongoing
W. Hollywood, CA
Expert Advisor
BTMO (Burbank TMO)
Program Management
BTMO Board of
Directors
2023-Ongoing
Burbank, CA
Project Director
GoSaMo Transportation
Management Organization
City of Santa
Monica
2018-Ongoing
Santa Monica, CA
Project Director
Sustainable Transportation
Services Employer Program
SANDAG 2014-Ongoing
San Diego, CA
Project Director
GoNoCo34 TMO
Development and Launch
North Front
Range MPO
2024
N. Colorado
Project Director
Commuter Benefits Policy &
Program Support
Snap Inc 2022-2023
Global
Project Director
Citywide TDM Plan and
Ordinance: Phase 1
City of Culver
City
2022-2023
Culver City, CA
Project Director
Citywide TDM Strategy City of Seattle
DOT
2023-2024
Seattle, WA
Project Director
ORCA Small Business Transit
Incentive Program
King County
Metro/ WSDOT
2018-2021
Seattle, WA
Project Director
TDM Strategic Plan SCAG 2018-2019
Los Angeles, CA
Expert Advisor
Community
and
Development
Planning
Capstan Station Integration
Plan
DIALOG / City of
Richmond
2022-2025
Vancouver, BC
Multimodal
Access Lead
Irvine First Mile Last Mile
Station Area Plan
KOA Corp/
SCAG
2020-2021
Irvine, CA
Expert Advisor
Transit-Oriented Development
Visioning Plan
City of Culver
City
2016-2017
Culver City, CA
Expert Advisor
Multimodal
Transportation
& Policy
Planning
FIFA World Cup 2026
Transport Planning Support
City of
Vancouver
2024-Ongoing
Vancouver, BC
Project Director
Last Mile Urban Freight Market
Research & Policy Dev.

TransLink 2020-2024
Vancouver, BC
Project Director
& Expert Advisor
Orange County Complete
Streets Design Guidelines
Orange County
COG
2015-2016
Orange Co., CA
Expert Advisor

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May 11, 2026 Packet Pg. 229
Richard Davis | 1 of 2
Richard Davis
Senior Consultant
Richard is a Senior Consultant specializing transportation demand management and innovative mobility projects. At Steer, he has worked with both private and public sector clients on a variety of projects where creative research and analysis is required to understand impacts of new transportation solutions. He is based in Steer’s Oakland office.

Relevant skills
Transportation Demand Management: Richard has experience as an analyst throughout the TDM policy cycle. Currently, he is the lead analyst supporting the County of San Mateo’s evaluation of their Shift commute trip reduction program and selection of strategies for their program redesign. This entails a review of a variety of facility data, spatial analysis around proximity to transit and bike/walk conditions, and analyzing the past five years of employee commute survey data. He recently served as both project manager and analyst on a major return-to-rail pilot based in California, analyzing a policy initiative in practice. At the strategic level, he has worked on the Chittenden County TDM Plan, synthesizing local expert interviews and survey findings from local travelers.

Spatial Analysis: Richard provides as-needed spatial analysis support to traffic and managed lane revenue forecasting projects using QGis and Replica software, as well as Excel to prepare charts for reporting. As a Replica analyst, he developed a re-usable Python script that leverages the service’s Google BigQuery backend to assess travel patterns over hundreds of combinations of network links to understand the most frequently used interchanges in several different urban corridors. He uses QGis and Excel with Census Bureau data to perform sociodemographic analyses, such as historic population and employment growth forecasts.

Qualitative Behavioral Research: Richard has experience co-developing and analyzing the findings from a statistically significant mixed-method online survey with both qualitative (attitudinal) and quantitative stated preference components. He also contributed to uniquely tailored protocols for focus groups for high-speed rail, automated vehicle technologies, and an app-based travel incentive pilot program. He then co-facilitated focus groups on those protocols and reported the findings to the client. He has uncommon experience with both connected automated vehicle and automated private rapid transit focus groups.

Qualifications
San Jose State University
Master’s in Urban Planning
(Advanced Certificate in
Environmental Planning)
2020
Loyola Marymount University
BA Film, Minor Computer Science
2012
Professional memberships
American Planning Association
AICP Candidate
Years of experience
1 Client side
4 Consulting

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May 11, 2026 Packet Pg. 230
Richard Davis | 2 of 2
Projects summary
Project Client Year/Location Role
Transportation
Demand
Management
Sonoma County TDM
Plan
Sonoma County
Transportation
Authority
January 2025 –
July 2025,
Sonoma County
Travel demand
analyst, report writer
County of San Mateo
Emissions Reduction
Program
County of San
Mateo
November 2024
– Ongoing, San
Mateo County
Program analyst
TDM Plan Development San Joaquin
Council of
Governments
October 2024-
Ongoing, San
Joaquin County
Travel demand
analyst, report writer
Travel Incentive Pilot Confidential January 2023 –
Nov. 2024,
California
Project manager,
behavioral research
analyst
Chittenden County
Transportation Options
Plan
Chittenden
County Regional
Planning
Commission
2024 - Ongoing,
Vermont
Policy and strategy
analyst, survey
analyst, report writer

Project Client Year/Location Role
Spatial Analysis Confidential Managed
Lane Traffic Forecast
Confidential
Concession
Operator
Aug. – Sept.
2024, South
Carolina
Spatial analyst,
sociodemographic
analyst, report writer
Confidential Managed
Lane Traffic Forecast
Confidential
Concession
Operator
Sept. – Oct.
2024, Texas
Spatial analyst,
sociodemographic
analyst
Confidential Managed
Lane Traffic Forecast
Confidential
Concession
Operator
Oct. - Nov. 2024,
Tennessee
Spatial analyst

Project Client Year/Location Role
Qualitative
Behavioral
Research
Confidential
Autonomous Vehicle
Project (Phase II)
Confidential
Infrastructure
Operator
February – May
2024,
Confidential
Project manager,
Focus group analyst
Richmon-San Rafael E-
Bike Commute Voucher
Program
Metropolitan
Transportation
Commission
2023-2024,
Marin-Contra
Costa, CA
Analyst

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May 11, 2026 Packet Pg. 231
Nathalie McCarvel | 1 of 2
Nathalie McCarvel
Principal Consultant
Nathalie is a TDM policy specialist with deep experience developing strategies, ordinances, and evaluation frameworks for agencies across North America. Drawing on her background in integrated land use–transportation planning and transit-oriented
communities, she brings a systems-based approach to advancing multimodal mobility and aligning local policy frameworks with regional and state requirements. She has supported cities, counties, and regional agencies in crafting implementable, equity-informed TDM strategies that incorporate behavior change principles, performance monitoring, and scalable program design.

Relevant skills
Transportation Demand Management (TDM) Policy Development : Nathalie brings extensive experience developing TDM policies, ordinances, and strategic recommendations for jurisdictions including Sacramento, Mountain View, Culver City, Honolulu, Seattle, and Sonoma County. Her background in integrated land use–transportation planning enables her to translate multimodal, built‑environment, and behavioral insights into clear, actionable policy direction that aligns with local, regional, and state goals.

Evaluation Frameworks: Nathalie has led the creation of customized Evaluation Frameworks for TDM programs in Culver City, Seattle, and Sonoma County.

These frameworks support transparent strategy prioritization by assessing against equity, financial feasibility, deliverability, and expected mode-shift impacts, ensuring agencies can implement the most effective interventions.

Transit-Oriented Communities & Multimodal Planning: With experience across Metro Vancouver and U.S. West Coast jurisdictions, Nathalie has identified opportunities to apply transit-oriented design principles to reduce VMT, enhance access to high-quality transit, and support long-term sustainable mobility outcomes. Her work includes multimodal network analysis, land- use integration,
and evaluating system-wide transportation impacts.

Qualifications
University of British Columbia
Master of Engineering Leadership,
Urban Systems
2018
The University of Texas at Austin
MS Community and Regional
Planning
2016
Andrews University
BS Architecture
2014

Professional memberships
Leadership in Energy and
Environmental Design
Green Associate

Years of experience
5 Years Public Sector

3.5 Years Consultancy

9.f
May 11, 2026 Packet Pg. 232
Nathalie McCarvel | 2 of 2
Selected projects summary
Project Client Year/Location Role
Transportation
Demand
Management
Policy
Development

Strategy
Evaluation
Frameworks
Sonoma County
Strategic TDM Plan

Clackamas County
Transportation
Options Action Plan

Sacramento TDM
Ordinance

Mountain View TDM
Ordinance

TDM Plan
Coordination Services

OCTA TDM Strategic
Plan

Honolulu TDM Plan

TDM Plan Preparation
(on-call services on
behalf of developers)

Culver City TDM
Ordinance & Program

Seattle TDM Strategic
Plan
Sonoma County
Transportation &
Climate
Authorities

Clackamas
County

City of
Sacramento

City of Mountain
View

Alexandria Real
Estate Equities

Orange County
Transportation
Authority

City of Honolulu

City/County of
San Mateo, CA

City of Culver City

Seattle
Department of
Transportation
2024-2025
Sonoma County, CA,
USA

2024-Ongoing
Clackamas County,

OR, USA

2024-Ongoing
Sacramento, CA, USA

2023-Ongoing
Mountain View, CA,
USA

2023-2024
San Diego, CA, USA

2023
Orange County, CA,
USA

2022-2023
Honolulu, HI, USA

2022-Ongoing
San Mateo, CA, USA

2022-Ongoing
Culver City, CA, USA

2023
Seattle, WA, USA
Project Manager

Senior Support

Project Manager

Senior Support

Deputy Project
Manager

Project Manager

Engagement Lead

Transit-Oriented
Communities*

Regional guidance for
municipal partners on
TOD projects

TransLink

2019-2021
Metro Vancouver, BC
Canada

Project Manager

Note: *project with prior employer

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May 11, 2026 Packet Pg. 233

EDUCATION
Carnegie Mellon University
H. John Heinz III College of
Information Systems and
Public Policy
Pittsburgh, PA
M.A., Information
Systems Management
University of Kansas
Lawrence, KS
B.A., Environmental Studies

EXPERIENCE
Pennsylvania Bureau of Workers’
Compensation
Harrisburg, PA
Deloitte Foundation | Remaking
Cities Institute
Pittsburgh, PA
Habitat for Humanity of
Monroe County
Bloomington, IN

AREAS OF

EXPERTISE
§ Compr ehensive Economic
Development Strategies
§ Resiliency Planning
§ Emer
ging Industries
§ Outdoor Recr
eation Economy
§ E
conomic Impact Analysis
§ H
ousing Analysis and Strategy
§ Modeling and F
orecasting
§ Data A
nalysis and Visualization
§ Div
ersity, Equity, and Inclusion
Strategy Implementation
§ Pr
oject Management

CHRIS WORLEY

DIRECTOR
[email protected] fourtheconomy.com/chris-worley

SELECT PROJECT EXPERIENCE
Chris applies creative analysis and detailed research to support innovative projects that build better communities and stronger economies. By combining qualitative and quantitative information with targeted facilitation, his work focuses on helping communities tell their stories and develop solutions to pressing challenges.

His experience includes economic development, community development, workforce analysis, impact modeling, and housing studies. His recent work includes projects in the outdoor economy, emerging industry clusters, and resilience work. He has supported economic development data learning communities for the U.S. Census, International Economic Development Council, and New Growth Innovation Network. His work has been published in Marketwatch, Politico, and NPR affiliates.

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES
• Compr ehensive Economic Development Strategy | Evansville Regional Economic Partnership | Project Manager
•
Compr
ehensive Economic Development Strategy | Indiana Economic Development Corporation | Analysis Lead
•
Conne
ct Greater Newport | Greater Newport Chamber of Commerce, RI | Analysis Support
•
E
conomic Development Strategy | York County Economic Alliance | Analysis Lead
•
Str
ategic Plan | City of Laramie, WY | Analysis Lead
•
Str
ategic Planning Process to Support Regional Economic Development Competitiveness | Regional Economic Development Inc (REDI), MO | Analysis Lead
•
Unifie
d Plan | Gwinnett County, GA | Analysis Support
•
W
orkforce Analysis | Economic Development Company of Lancaster County & The Steinman Foundation, PA | Project Manager

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May 11, 2026 Packet Pg. 234

EMERGING INDUSTRIES
• AgT ech Industry Analysis | Lansing Economic Area Partnership, MI | Project Support •
A
utonomous Vehicles Workforce Analysis | Chamber of Progress | Project Manager •
Th
e AI-Ready Workforce | Jobs for the Future | Project Manager •
Ce
ntral New York Green Chips Community Investment Fund Community Priorities Analysis | CenterState CEO | Analysis Lead
•
E
conomic and Workforce Impacts of Electric Vehicles | Jobs for the Future | Project Manager •
E
cosystem Collaboration & Prioritization Expert & Facilitator | State of Maryland Southern Maryland Regional Innovation | Analysis Lead
•
National Robotics E
ngineering Center Economic Impacts | Carnegie Mellon University National Robotics Engineering Center, PA | Analysis Support
•
Ocean
Tech Market Analysis | Rhode Island Commerce Corporation | Project Manager •
Rhode
Island Blue Economy Strategy | University of Rhode Island Research Foundation | Analysis Lead •
Rhode
Island Blue Economy Technology Cluster Development | University of Rhode Island Research Foundation | Project Support
•
Str
ategic Plan | Conexus, IN | Project Manager
•
Str
ategic Plan | Tech Point Indiana | Analysis Support

HOUSING ANALYSIS AND STRATEGY
• Allent own Housing Market Update | Hilltop Alliance, PA | Analysis Support •
Compr
ehensive Housing Assessment & Market Study | City of Harrisonburg, VA | Analysis Support •
H
ousing Analysis | Greater Newport Chamber of Commerce, RI | Analysis Lead •
H
ousing Program Analysis | Indiana Association of Realtors | Project Manager •
P
ennsylvania Statewide Housing Action Plan | Pennsylvania Department of Community and Economic Development, Analysis Lead
•
Affor
dable Housing and Business District Strategy | Hazelwood Initiative, PA | Engagement Support

DIVERSITY, EQUITY, AND INCLUSION STRATEGY IMPLEMENTATION • E conomic Competitiveness and Inclusion Vision Plan | Ramsey County, MN | Project Support •
Stude
nt Transportation Ride Sharing Initiative | Allies for Children, PA | Project Manager •
W
ealth Building Strategies | Local Initiatives Support Corporation (LISC) Jacksonville, FL | Project Manager •
W
orkforce DEI Toolkit | North American Bikeshare and Scootershare Association (NABSA) | Project Manager

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May 11, 2026 Packet Pg. 235

Phil Olmstead
Principal | Parking & TDM Practice Lead

Phil Olmstead has more than two decades of diverse experience in parking policy, TDM program design, and campus planning for the public and private sectors. He has led the development of numerous mobility and TDM programs for hospitals, universities, airports, private companies, and innovation districts, which have led to the implementation of financially sustainable trip reduction strategies. He is also a national expert in TDM policy and management. Phil’s award-winning approach prioritizes right-sized zoning codes and the development of cost-effective TDM plans that are supportive of economic and sustainable growth.

Within the City of San Carlos, Phil has been instrumental in defining a new approach to mobility, access, parking, and TDM. He led the mobility planning for the East Side Innovation District Plan and Northeast Area Specific Plan, including defining a new parking and TDM framework for area development. He is currently leading the development of the City’s new TDM ordinance, scheduled for adoption in 2026.

Phil’s projects have received numerous awards including IPMI Award of Merit, CNU Charter Merit Award, APA Comprehensive Plan Award of Excellence, APA Northern CA Award of Merit, APA UT High Achievement for Master Plan, APA UT Honorable Mention for Outstanding Plan, AURP Research Park of the Year, APA TX Project Planning Award, and APA Northern CA Award of Excellence and Focused Issue Planning Award.

Education
M.C.P., University of California, Berkeley
B.A., Urban Studies, Stanford University
Experience
Nelson\Nygaard Consulting Associates, Inc.

Principal, 2018-Present; Senior Associate, 2013-2018; Associate, 2010–2013 TDM, Parking, and Campus + District Planning
Phil’s award-winning planning process includes detailed data collection and analysis of parking conditions, land use modeling, and holistic TDM strategy development. Phil emphasizes community involvement, stakeholder facilitation, and visual storytelling to reach consensus around long-standing community challenges. His projects are positioned for quick implementation, catalyzing immediate action and renowned results.
◼ Citywide Policy and Zoning: Pioneered industry-leading zoning code reforms to support innovative approaches to parking minimums and maximums, shared parking and TDM requirements, and vehicle trip reduction. Phil’s work has been replicated and adapted throughout the country to overhaul how parking is supplied and managed through municipal zoning codes.

Projects include: Anchorage, AK; Austin, TX; Edmonton, AB; Glendale, CA; Mountain View, CA; Sacramento, CA; San Carlos, CA; San Francisco, CA; Santa Monica, CA; Seattle, WA; Ventura, CA. ◼ Master Plans, Innovation Districts, and Development Approvals: Partnered with developers and architects to lead the mobility and parking elements of master planning processes. Conducted shared parking and TDM studies to support cost- effective mixed-use projects that prioritize car-light living and working.

Projects include: 33 Forrest Street (Mill Valley, CA); Aggie Square Master Plan, UC Davis Health Center (Sacramento, CA); Alameda Point Site A (Alameda, CA); Casa Suenos TDM Plan (Oakland, CA); Colony Square (Atascadero, CA); Baseline Center Street District (Broomfield, CO); Del Monte Warehouse (Alameda, CA); East Side Innovation District Vision Plan (San Carlos, CA); The Marketplace (Emeryville, CA); Moffett Park Specific Plan (Sunnyvale, CA); Montgomery Park Master Plan (Portland, OR); Northeast Area Specific Plan (San Carlos, CA); Pepper Canyon East District Master Plan at UC San Diego (San Diego, CA); The Towers at Sierra Point (Brisbane, CA); Forge Research Park at TX A&M Central TX (Killeen, TX); UMED TDM Plan (Anchorage, AK); Univ. of Utah Research Park Vision Plan (Salt Lake City, UT); Univ. of WI Madison - West Campus District Plan (Madison, WI); University Corporation for Atmospheric Research (Boulder, CO). ◼ Downtowns and Mixed-Use Districts: Led data-driven parking studies in more than a dozen cities, including urban, suburban, and tourist-oriented contexts. Project work includes detailed inventory, occupancy, and turnover analysis, shared

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May 11, 2026 Packet Pg. 236

parking and land use modeling, operations assessments, financial modeling, and diverse community engagement.

Recommendations prioritize performance-based management, shared parking agreements, and strategic zoning code changes.

Projects include: Anchorage, AK; Austin, TX; Bellevue, WA; Ellensburg, WA; Glendale, CA; Langley, BC; Livermore, CA; Mountain View, CA; Newport Beach, CA; Park City, UT; Portland, OR; Salt Lake City, UT; San Francisco, CA; Sedona, AZ; Spokane, WA; Sunnyvale, CA; Tiburon, CA; Vancouver, WA; Ventura, CA. ◼ Employers, Corporate Campuses, and Sports Venues: Managed development and evaluation of transportation plans as part of development proposals for numerous corporate and tech campuses. Led the development of mobility and parking plans for sports venues and stadiums, prioritizing multimodal access and reduced traffic impacts.

Projects include: Expedia Group (Seattle, WA); North Bayshore District - Google, Microsoft, and LinkedIn (Mountain View, CA); Port of Seattle and SeaTac Airport (SeaTac, WA); Providence Park and Portland Timbers (Portland, OR). ◼ Colleges and Universities: Managed numerous campus transportation and parking plans with the goal of maximizing existing parking assets, improving safety, and integrating new mobility options for staff, faculty, and students. Developed a parking demand model that allows for iterative planning based on campus growth scenarios.

Projects include: CSU Channel Islands (Camarillo, CA); CSU Fullerton (Fullerton, CA); CSU Long Beach (Long Beach, CA); San Diego State University (San Diego, CA); Tarleton State University (Stephenville, TX); Texas A&M - Central Texas (Killeen, TX); Texas A&M International University (Laredo, TX); University of British Columbia – Okanagan (Kelowna, BC); University District (Spokane, WA); University of Denver (Denver, CO); UC Santa Cruz (Santa Cruz, CA); UMED TDM Plan (Anchorage, AK); Univ. of WI Madison (Madison, WI); West Texas A&M University (Canyon, TX). ◼ Hospitals and Medical Campuses: Led parking and mobility studies at urban and suburban medical campuses. Project work includes data collection, employee engagement and travel surveys, and parking modeling to inform an overhaul of employee commute and parking management programs in face of long-term growth, parking constraints, and limited financial resources.

Projects include: Allina Health – Abbott Northwestern (Minneapolis, MN); Alta Bates Summit Medical Center (Oakland, CA); MultiCare Good Samaritan (Puyallup, WA), Oregon Health and Science University (Portland, OR); PeaceHealth (WA and OR locations); PeaceHealth Southwest Medical Center (Vancouver, WA); Sutter Health (San Francisco, CA); UC Davis Health Center (Sacramento, CA).

Prior Experience
San Francisco Municipal Transportation Agency, San Francisco Planner, 2008–2010
Urban Ecology, San Francisco
Community Planning Manager, 2005–2007
Odyssey, Sacramento
Transportation Program Manager, 2002–2004
Awards & Certifications
◼ International Parking & Mobility Institute (IPMI) – 2022 Award of Merit, OHSU Wage-Based Daily Parking System ◼ PSMJ A/E/C Project Management Bootcamp – Certificate of Completion ◼ APA Comprehensive Plan Award of Excellence – Moffett Park Specific Plan ◼ APA Utah – 2023 Honorable Mention for Outstanding Plan, Park City Forward – Transportation Master Plan ◼ CNU Charter Awards – 2021 Merit Award, Montgomery Park Master Plan ◼ APA Nor CA – APA Award of Merit, East Side San Carlos Innovation District ◼ APA Utah - High Achievement for Master Plan or Study, University of Utah – Research Park Vision Plan ◼ Assc. of Univ. Research Parks (AURP) – 2020 Research Park of the Year, Univ. of Utah – Research Park Vision Plan ◼ APA Texas – 2017 Project Planning Award, Downtown Austin Alliance – Downtown Austin Parking Strategy ◼ APA Nor CA – 2015 Award of Excellence in Planning, City of Mountain View - Shoreline Blvd. Corridor Study ◼ APA CA and Nor CA – 2009 Focused Issue Planning Award, East Bay Greenway ◼ California Planning Foundation – Outstanding Graduate Student Merit Award ◼ University of California Transportation Center – Graduate Student Fellowship

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Alex Mercuri
Associate Principal

Alex is a multi-disciplinary transportation planner with expertise in multimodal planning, transportation demand management (TDM), and parking policy. Whether supporting comprehensive TDM plans, multimodal mobility hub designs, or long-range transit plans, his skills as a strategic thinker help clients find solutions that are greater than the sum of their parts. Alex draws on data analysis, graphic storytelling, and web-based tools to create compelling deliverables that help clients put plans and policies into action.

His recent work in the City of San Carlos includes leadership roles in the development of mobility, parking, and TDM strategies for the following projects: East Side Innovation District Vision Plan, the Northeast Area Specific Plan, and the Parking & TDM Ordinance Update.

Education
M.U.P., Harvard University Graduate School of Design, MA B.S., Studio Art, Wesleyan University, CT
Selected TDM & Parking Experience
Nelson\Nygaard Consulting Associates, Inc.

Associate Principal, 2024 – Present; Senior Associate II, 2022-24; Senior Associate, 2020–21; Associate, 2016–20 ◼ Parking & TDM Ordinance Update (San Carlos, CA) 2024-Ongoing. Deputy Project Manager for Nelson\Nygaard and their role on an interdisciplinary team to rewrite the City’s parking code and TDM ordinance. Led the analysis of the existing TDM ordinance, TDM plans, and current municipal organization. Crafted a new TDM ordinance that provides both regulatory and monitoring authority for the City and implementation flexibility for developers and property owners.
◼ San Carlos Northeast Area Specific Plan (San Carlos, CA) 2023-2025. Deputy Project Manager for Nelson\Nygaard and their role on an interdisciplinary team to develop a Specific Plan for the rapidly evolving Northeast area. Project work included assessment of the multimodal network, detailed traffic analysis for CEQA and non-CEQA requirements, facilitation of mobility workshops, and creation of a mobility vision, new parking regulations that meet AB 2097 and MTC TOC guidelines, and an aggressive TDM policy to reduce vehicle trips and gateway congestion.
◼ San Carlos East Side Innovation District Plan (San Carlos, CA) 2021. Deputy Project Manager for Nelson\Nygaard and their role on an interdisciplinary team of planners and city staff to develop a vision plan for an industrial district undergoing redevelopment. Facilitated public workshops with community members to identify and develop opportunities for multimodal infrastructure enhancements, mobility services, and access improvements.
◼ Midcoast TDM Plan, San Mateo County and City of Half Moon Bay (CA) 2023–2024. Led a team to develop a comprehensive, equity-driven plan for advancing TDM goals in the City of Half Moon Bay and unincorporated coastal areas in San Mateo County. Analyzed local travel patterns and transportation options to understand mobility needs for different groups, including low-income residents, agricultural workers, tourists, and youth.

Collaborated with City staff, County staff, and regional implementation partners to develop and refine a toolbox of TDM policies and strategies. Led engagement efforts that included workshops, pop-up events, and interest-based focus groups.
◼ San Mateo TDM Ordinance (CA) 2023-2025. Supported a consultant team to develop a Citywide TDM ordinance for the City of San Mateo. Led workstreams that included researching best practices for TDM regulatory models, creating a comprehensive inventory of TDM strategies, drafting a TDM ordinance that uses a point- based structure and includes geographic and project size tiers, and drafting a policy manual that functions as a companion document for the ordinance.

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◼ Burlington Transportation Options Study (VT) 2023-2024. Developed a citywide plan for supporting better transportation options through the implementation of TDM programs. Drafted a package of 30 recommendations that included regulatory recommendations, programmatic strategies, transportation services, and new funding sources. Created and tested a neighborhood TDM framework that provides a repeatable process for implementing TDM at the neighborhood level in Burlington and extends TDM benefits beyond new development and large employer contexts.
◼ Sacramento Parking Requirements (CA) 2023-2025. Supported a team to revise and modernize Sacramento’s vehicular and bicycle parking requirements citywide. Created a toolkit of parking strategies for evolving the City’s parking practices and expanding them beyond the downtown core. Drafted new bicycle parking requirements that addressed both on- and off-street bicycle storage needs and aligned with City goals of supporting affordable housing development.
◼ Bellevue Curb Management Plan, City of Bellevue (WA) 2021–2023. Drafted a comprehensive Curb Management Plan that includes a curb typology, curb pricing strategy, and curbside playbook of strategies, processes, and best practices. Building on existing City plans and policies, create a strategic framework for balancing modal priorities for curbside movement, access, place, and storage. Addressed existing and future multimodal needs through policy recommendations and management strategies. Planned and facilitated a curb summit that convened regional leaders and national experts to share and discuss best practices in curb management.
◼ Downtown Mountain View Parking Strategy (Mountain View, CA) 2020-2021, 2025-ongoing. Analyzed public and private parking supply, utilization, and management policies in downtown. Created compelling, graphics- rich fact sheets to communicate study findings and help public officials evaluate strategies. Provided insights about the short-term and potential long-term impacts of the COVID-19 pandemic on parking and mobility needs.
◼ Center Street Development Parking Plan (Broomfield, CO) 2023 – Ongoing. Analyzed parking supply and demand scenarios to support master planning and site design for a large mixed-use transit-oriented development project in Broomfield. Created a customized parking model that considered hourly and daily parking demand for each on-site land use, and evaluated demand against planned parking supply to inform master planning decisions and develop a holistic site access strategy. ◼ South Congress Parking Study (Austin, TX) 2019–2021. Developed a comprehensive package of parking strategies for the South Congress neighborhood to address longstanding parking and mobility challenges.

Held stakeholder discussions, analyzed inventory and turnover data, studied survey results, and researched travel patterns to develop a Fact Book of existing conditions. Created a strategy toolkit for the district that included management strategies, multimodal enhancements, and mobility services that support a more balanced transportation system.
◼ NRDC American Cities Climate Challenge - TDM Support (Austin, TX) 2019-2020. Supported the City of Austin to draft a new Transportation Criteria Manual (TCM) that included a menu of required and optional TDM strategies, a framework of requirements and review processes, and general guidelines for developers and members of the public. At the request of City Council, developed a suite of action-oriented TDM initiatives to boost transit ridership for near-term adoption and implementation. ◼ River Park TDM Plan (Austin, TX) 2018–2021. Analyzed parking and transportation needs for a proposed 9- million square foot mixed-use development and produced a comprehensive TDM plan to support a 30% reduction in future site trips. Provided best practice guidelines for commute trip reduction programs, residential trip reduction programs, family-oriented TDM options, a neighborhood TMA, and a neighborhood circulator. Incorporated TDM-supportive design into the master plan to ensure the site supports multimodal travel and new mobility services.
◼ Austin American-Statesman Parking and TDM Plan (Austin, TX) 2018–2021. Analyzed shared parking program options to achieve a viable parking approach that meets the needs of the site with 50% less parking than a conventional approach. Built an interactive parking dashboard to allow the client to test the parking sensitivity to different site program alternatives. Developed a complementary TDM plan to ensure the site supports a variety of transportation options and services.
◼ Dougherty Arts Center (DAC) Parking and TDM Analysis (Austin, TX) 2020 – 2021. Evaluated existing and future parking demand and identified parking supply opportunities as part of an Arts District plan that included the DAC, the ZACH Theatre, and parks and recreation uses. Developed “personas” that represented key affiliate groups and used the personas to develop, evaluate, and communicate different parking and TDM scenarios and strategies. Helped identify and refine an approach that balanced long-term institutional priorities, financial considerations, roadway network constraints, and public access requirements.

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Proposed Project Schedule

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Schedule of Exceptions
Professional Services Agreement
City of San Carlos
Developing Criteria for Transportation Management Association First, thank you for giving us the opportunity to provide feedback on the template contract provided by the City. On review, we have two tiers of changes we’d like to see—highly important requests and simple suggestions.

Modify the duty to defend in Section 11.

This is high importance. We are reluctant to take on duties to defend, since they impose costs based on mere allegation and regardless of the merit or responsibility of the obligated party.

As to claims unrelated to the performance of professional services, the City would be entitled to defense provided by the Prime’s CGL insurer, so an additional obligation on the Prime is redundant. As to claims relating to professional services, these are expressly excluded from PLI policies.

The City would still be entitled to indemnification under the contract’s indemnification provision, which would (fairly) allocate responsibility for losses as ultimately resolved by a court.

Cabin the indemnification obligations in Section 11.

This is high importance. The indemnification obligations in Section 11 exceed insurance coverage and therefore jeopardize the availability of proceeds under PLI policies.

Insurance generally requires a showing of negligence in order to trigger coverage, and this is true of PLI.

Negligence-based indemnification obligations that are not limited “to the extent” of damages caused by negligence may exceed the insurable portion of the obligation. More fundamentally, without limiting negligence-based indemnification obligations to the extent of the indemnitor’s negligence, the indemnitor may end up indemnifying the City for its own negligence.

Carve out Professional Liability Insurance from the waiver of subrogation requirement in Section 12.

This is high importance. As a matter of policy, we are reluctant to waive subrogation on our PLI policy.

Add a “No Third Party Beneficiaries” provision.

We suggest adding something like the following as a new section to the Agreement:

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Schedule of Exceptions
Professional Services Agreement
City of San Carlos
Developing Criteria for Transportation Management Association “Each party intends that only they and the other party are beneficiaries under this Agreement, and that only the City is an intended beneficiary of the services provided by Consultant hereunder.”
The Agreement contemplates granting rights only to each party and no others. We want that to be clear, in case others expect a benefit or feel they should be entitled to be considered a beneficiary under the Agreement.

Modify the “Force Majeure” provision
We suggest modifying the “Force Majeure” provision to expressly include disruptions to major Internet services/infrastructure and actions of the City. We also like to see automatic schedule adjustments in case of any such delays.

It’s fair and equitable that a party not be held liable for delays caused by factors outside of its control. The City’s actions are outside of our control.

While we are insulated from many traditional force majeure events by virtue of being a distributed workforce, that makes us susceptible to others, such as Internet infrastructure issues.

Last year, critical providers like AWS, Microsoft Azure, and Cloudflare experienced extended disruptions that no one but them had the power to remedy.

Additional Section, “Suspension or Termination by Consultant” We suggest adding the following as a new section to the Agreement:
“If City fails to make payments to Consultant in accordance with this Agreement, such failure shall be considered substantial nonperformance and cause for termination or, at the Consultant's option, cause for suspension of performance of services under this Agreement. If Consultant elects to suspend services, Consultant shall give seven days’ written notice to City before suspending services. Consultant shall have no liability for delay or damage arising from such suspension. It is a condition precedent to the Consultant's resumption of services that Consultant be paid all sums due prior to suspension and any expenses incurred in the interruption and resumption of the Consultant's services. The Consultant's fees for the remaining services and the time schedules shall be equitably adjusted.”

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steergroup.com

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Accepting the 2025 Sewer System Root Foaming Project (C1752) and Authorizing the Public Works Director to Issue and Record a Notice of Completion.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution accepting the 2025 Sewer System Root Foaming Project (C1752) (“Project”) and authorizing the Public Works Director to issue and record a Notice of Completion.

FISCAL IMPLICATIONS:

There are no fiscal impacts, and no additional funding needed.

The City Council awarded the contract to Duke’s Root Control, Inc. (“Contractor”) in the amount of $140,963.68, plus a contingency up to the Project budget, or $33,986.32, for a total not-to- exceed contract amount of $174,950.00. The total cost to complete the Project was $137,745.52.

BACKGROUND:

Over the past eleven years, the Public Works maintenance staff has managed the root control program on an as-needed basis. Engineering staff manage the root control program to address the large number of sewer mains with root intrusion and to coordinate repairs with the annual sewer rehabilitation projects.

Sewer line rehabilitation and replacement are still the City’s primary means of repairing sewer line defects, but the use of chemical root control can be effective in reducing and preventing root defects until the repair or replacement of the pipe is scheduled. Root intrusion inside sanitary sewer mains is a significant cause of sanitary sewer overflows (SSOs) in San Carlos, causing approximately 25 to 30 percent of SSOs annually.

Root foaming efforts help to minimize and prevent SSOs in the sewer system. Prioritization of sewer lines comes from the specific sewer basin, the number of root defects as identified by closed circuit television (CCTV) inspections, and the number of blockages caused by roots from maintenance history, and maintenance staff’s observations.

The chemical used for root treatment is approved by the Environmental Protection Agency (EPA) and Silicon Valley Clean Water. It is non-toxic and does not require tree removal or negatively impact tree health.

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The Project was publicly advertised on April 15, 2025, and sealed bids were opened by the City Clerk on May 5, 2025. The City Council awarded the Project to the Contractor at its meeting on May 27, 2025. The Contractor began the Project on December 2, 2025.

ANALYSIS:

The Project was completed on December 16, 2025, in accordance with the approved Project specifications. Therefore, staff recommend accepting the 2025 Sewer System Root Foaming Project (C1752) and authorizing the Public Works Director to issue and record a Notice of Completion.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution accepting the 2025 Sewer System Root Foaming Project (C1752) and authorizing the Public Works Director to issue and record a Notice of Completion; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

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

1. Resolution

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RESOLUTION NO. 2026 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS ACCEPTING THE 2025 SEWER SYSTEM ROOT FOAMING PROJECT (C1752) AND

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

WHEREAS, over the past eleven years, Public Works maintenance staff have managed the root control program on an as-needed basis; and

WHEREAS, to address the large number of sewer mains with root intrusion and to coordinate repairs with the annual sewer rehabilitation projects, Engineering staff now manage the root control program; and

WHEREAS, though sewer line rehabilitation and replacement are still the City's primary means of repairing sewer line defects, the use of chemical root control can be effective in reducing and preventing root defects until the repair or replacement of the pipe is scheduled; and

WHEREAS, root intrusion inside sanitary sewer mains is a significant cause of sanitary sewer overflows (SSOs) in San Carlos, causing approximately 25 to 30 percent of SSOs annually; and

WHEREAS, root foaming efforts help to minimize and prevent SSOs in the sewer system; and

WHEREAS, the chemical used for root treatment has been approved by the Environmental Protection Agency (EPA) and Silicon Valley Clean Water, is non-toxic, and does not require tree removal or negatively impact tree health; and

WHEREAS, the 2025 Sewer System Root Foaming Project (C1752) (“Project”) was publicly advertised on April 15, 2025, and sealed bids were opened on May 5, 2025; and

WHEREAS, the City Council awarded the Project to Duke’s Root Control, Inc. (“Contractor”) at its meeting on May 27, 2025; and

WHEREAS, the Contractor began the Project on December 2, 2025; and

WHEREAS, the Project was completed on December 16, 2025, in accordance with the approved Project specifications; and

WHEREAS, staff recommend accepting the Project and authorizing the Public Works Director to issue and record a Notice of Completion.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby accepts the 2025 Sewer System Root Foaming Project (C1752) and authorizes the Public Works Director to issue and record a Notice of Completion.
* * * * *

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I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 11th day of May 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Authorizing an Amendment to the Agreement with Walschon Fire Protection Inc. for Fire Sprinkler Systems Inspection and Certification Services Beginning Fiscal Year 2026-27 and Authorizing the Execution of the Amendment to the Products and/or Services Agreement in the Amount of $70,000 Over the Next Five Years.

RECOMMENDATION:

Staff recommend that City Council adopt a Resolution authorizing an amendment to the agreement with Walschon Fire Protection Inc. for fire sprinkler systems inspection and certification services beginning fiscal year (FY) 2026-27 and authorizing the execution of the amendment to the products and/or services agreement in the amount of $70,000 over the next five (5) years.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed.

The FY 2026-27 facilities maintenance budgets have sufficient funds to cover the total contract value of $70,000.

BACKGROUND:

In November 2020, the City Manager authorized an agreement with Walschon Fire Protection Inc. for fire sprinkler systems inspection and certification services. Walschon Fire Protection Inc. is retained to perform Title 19 Five Year Certification and Quarterly Inspection services in accordance with National Fire Protection Association (NFPA) 25 standards.

ANALYSIS:

Under Section 3.12.260 E.3 the City Council may authorize award and execution of service contracts with no competitive proposals where experience with the proposed service provider has demonstrated competence and satisfactory performance or in the renewal or renegotiation of existing contracts for continuing services.

Since 2020, Walschon Fire Protection Inc. has provided high-quality fire sprinkler inspection and certification work at various City facilities. The contractor is familiar with the City’s sprinkler systems and needs, such that changing contractors could require a lengthy, months-long onboarding and familiarization process. Therefore, staff recommend approving an amendment to the products and/or services agreement with Walschon Fire Protection Inc. for fire sprinkler systems inspection and certification services in the amount of $70,000., covering services for the

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next five years at City Hall, San Carlos Library, Adult Community Center, Youth Center, Corporation Yard, Fire Station #13, and Fire Station #16.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing an amendment to the Agreement with Walschon Fire Protection Inc. for fire sprinkler systems inspection and certification services and authorizing the execution of the amendment to the products and/or services agreement in the amount of $70,000 over the next five years; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

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

1. Resolution

2. Proposed Amendment

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RESOLUTION NO. 2026 – ____

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

AUTHORIZING AN AMENDMENT TO THE AGREEMENT WITH WALSCHON FIRE PROTECTION INC. FOR FIRE SPRINKLER SYSTEMS INSPECTION AND CERTIFICATION SERVICES BEGINNING FISCAL YEAR 2026-27 AND AUTHORIZING THE EXECUTION OF AN

AMENDMENT TO THE PRODUCTS AND/ORSERVICES AGREEMENT
IN THE AMOUNT OF $70,000 OVER THE NEXT FIVE YEARS.

WHEREAS, the proposed fiscal year 2026-27 facilities maintenance budgets contain sufficient funds to cover the contract for fire sprinkler systems inspection and certification services; and

WHEREAS, in November 2020, the City Manager authorized an agreement with Walschon Fire Protection Inc. (“Walschon”) for fire sprinkler systems inspection and certification services in accordance with National Fire Protection Association (NFPA) 25 standards; and

WHEREAS, since 2020, Walschon has provided high-quality fire sprinkler inspection and certification work at various City facilities; and

WHEREAS, Walschon is familiar with the City’s sprinkler systems and needs, such that changing contractors could require a lengthy, months-long onboarding a familiarization process; and

WHEREAS, the proposed amendment is established for a five-year term, covering services at City Hall, San Carlos Library, Adult Community Center, Youth Center, Corporation Yard, Fire Station #13, and Fire Station #16; and
NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby authorizes an amendment to the agreement with Walschon Fire Protection Inc. for fire sprinkler systems inspection and certification services beginning fiscal year 2026-27 and authorizes the execution of an amendment to the products and/or services agreement in the amount of $70,000 over the next five years.
* * * * *
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 11th day of May 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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Addendum to Agreement 1 Revised: 01/29/2026

ADDENDUM TO AGREEMENT FOR PRODUCT AND/OR SERVICES
THIS ADDENDUM TO THE AGREEMENT FOR PRODUCTS AND/OR SERVICES is made to the Agreement for PRODUCTS AND/OR SERVICES dated November 2, 2020 by and between the CITY OF SAN CARLOS, hereinafter referred to as “CITY”, and Walschon Fire Protection Inc., hereinafter referred to as “CONSULTANT” and shall accept the attached amended Exhibit A. In all other respects the terms and conditions in the contract dated November 2, 2020 shall remain in full force and effect.

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

CITY OF SAN CARLOS:

Dated:

Kathy Kleinbaum, City Manager
ATTEST:

Dated:

Crystal Mui, City Clerk
APPROVED AS TO FORM:

Dated:

Greg Rubens, City Attorney
CONSULTANT:

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

Dated:

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Addendum to Agreement 2 Revised: 01/29/2026

Exhibit A – Scope of Work

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Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250168 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

City Hall 600 Elm Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

EQUIPMENT: TYPE OF SERVICE:
(1) WET FIRE SPRINKLER SYSTEMS NFPA 25 – (1) TITLE 19 FIVE YEAR CERTIFICATION 5yr = $2,292 (1) WET FIRE SPRINKLER SYSTEMS NFPA 25 – (3) QUARTERLY INSPECTION Quarterly 384 x 3 = $1,152

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

BASE CONTRACT AMOUNT OF: THREE THOUSAND FOUR HUNDRED FORTY-FOUR DOLLARS and 00/100 ($3,444.00) for the work described herein. Proposal amount does not include re-inspections or obstruction investigation. *Work to be performed Monday-Friday between 5am-5pm. *Sprinkler System(s) WILL NOT be hydrostatically tested.

ADDITIONAL CLARIFICATIONS:

Any additional replacement parts necessary to return the fire protections system(s) to its proper working condition shall bear additional charges. *** CHARGES UNDER $200.00 WILL BE ITEMIZED AND BILLED WITH YOUR SERVICE. *** The Fire Department connection check valve must be accessible for back flush. Excavation and backfill to be charged time and material at $199.00 per hour. *** All asbestos that employees may be exposed to shall be abated prior to Walschon commencing work. *** Walschon Fire Protection will not be held responsible for existing fire protection systems.

PRICE EXCLUDES Specialty Fire Suppression Systems / Private On-Site Fire Hydrants, Fire Department / City Permits, Special Safety Training, Payment and Performance Bonds (Add 1.08% to contract amount, if required), Electrical Wiring or Alarm Work, Fire Hose Racks / Extinguishers / Cabinets any and all COVID-19 mitigation.

*
Due to strict environmental requirements, it will be the owner’s responsibility to ensure any fire sprinkler / system drainage is discharged to a proper location. Water in the fire sprinkler systems cannot go directly into the storm drains in California.

The Customer agrees to purchase, and WALSCHON FIRE PROTECTION INC. agrees to provide the services identified in this Agreement subject to WALSCHON FIRE PROTECTION, INC. Management approval and continuance of credit approval by WALSCHON FIRE PROTECTION, INC. No waiver, change, or modification of any terms or conditions of the Agreement shall be binding on WALSCHON FIRE PROTECTION, INC. unless made in writing and signed by an officer or authorized manager of WALSCHON FIRE PROTECTION, INC. The terms on the reverse side are part of this Agreement and are hereby accepted by the undersigned.

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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TERMS AND CONDITIONS

GENERAL PROVISIONS
All services under this Agreement will be performed during the normal working hours of WALSCHON FIRE PROTECTION, INCORPORATED’S normal working days unless specifically outlined as a special provision to this Agreement.

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

It is agreed that, in providing the system or services included in this Agreement, WALSCHON FIRE PROTECTION, INC. is not an insurer, and does not guarantee that no damage or injury to person or property will occur.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

This agreement is in full force for the agreed period effective on the date it is accepted at San Carlos, CA. The agreement is renewable according to the terms continued herein and is between WALSCHON FIRE PROTECTION, INC. and the Customer.

This agreement does not apply to major repairs to, or replacement of, the equipment covered by this agreement, if such major repairs are required because of vandalism, flooding, fire lightning, power failure, installation of incompatible equipment, improper operating procedures, or by any other cause beyond the control of WALSCHON FIRE PROTECTION, INC.

This Agreement shall be governed and construed in accordance with the laws of the State of California. Both parties also agree to submit to the exclusive venue and jurisdiction of the courts of the State of California for any litigation pertaining to this Agreement.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

that in the event of an emergency or system failure, reasonable safety precautions will be taken to protect life and property during the period of time from when WALSCHON FIRE PROTECTION, INC. is first notified of the emergency or failure and until such time as WALSCHON FIRE PROTECTION, INC. notifies the Customer that the system is operational or that the emergency has cleared.

Due to strict environmental requirements, it will be the Customer / Owner’s responsibility to ensure any fire sprinkler / system drainage is discharged to a proper location. Water in the fire sprinkler systems cannot go directly into the storm drains in California.

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

WALSCHON FIRE PROTECTION, INC. may modify the annual amount at the renewal date and the agreement shall otherwise continue without change. However, the Customer may notify WALSCHON FIRE PROTECTION, INC. within thirty day of receipt of the modification of a decision to terminate or renegotiate the services being provided, rather than accept the new annual amount.

TERM OF AGREEMENT
The term of this Agreement will begin on the date indicated for a term of one year and continue from year to year until terminated. Either party may terminate this Agreement by giving written notice thirty (30) days prior to the anniversary date. Contract may be terminated due to non-payment.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

DAMAGES, RELATIVE TO OR ARISING FROM OR CAUSED DIRECTLY OR INDIRECTLY BY THE EQUIPMENT, ITS INSTALLATION, ITS SERVICE, OR THE USE THEREOF OR ANY DEFICIENCY, DEFECT OR INADEQUACY OF THE EQUIPMENT. IT IS EXPRESSLY AGREED THAT PURCHASER’S

EXCLUSIVE REMEDY FOR ANY CAUSE OF ACTION RELATING TO THE PURCHASE, INSTALLATION, SERVICE AND/OR USE OF EQUIPMENT SHALL BE FOR DAMAGES AND WALSCHON FIRE PROTECTION, INC. LIABILITY FOR ANY AND ALL LOSSES OR DAMAGES RESULTING FROM

ANY CAUSE WHATSOEVER, INCLUDING NEGLIGENCE, SHALL IN NO EVENT EXCEED THE PRICE OF THE SERVICE AGREEMENT FOR THE EQUIPMENT IN RESPECT TO WHICH THE CLAIM IS MADE OR, AT THE ELECTION OF WALSCHON FIRE PROTECTION, INC. THE RESTORATION OR REPLACEMENT OR REPAIR OF SUCH EQUIPMENT.

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May 11, 2026 Packet Pg. 256
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250169 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

Library 610 Elm Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 257

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
May 11, 2026 Packet Pg. 258
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250170 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

Adult Center 610 Chestnut Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 259

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
May 11, 2026 Packet Pg. 260
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250171 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

Youth Center 1001 Chestnut Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 261

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
May 11, 2026 Packet Pg. 262
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250172 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

Corporate Yard 1000 Bransten Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 263

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
May 11, 2026 Packet Pg. 264
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 22, 2025 / Reference Estimate # 250173 Page 1 of 2 (*See attached Terms & Conditions) Revised 1/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Venne Forks / Angel Noriega
ADDRESS: 1000 Bransten Road, San Carlos, Ca
Main: 650-868-9716
Email: [email protected] / [email protected]

Services will be provided at the following location:

Fire Station #13 525 Laurel Street, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 22, 2025 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 265

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
May 11, 2026 Packet Pg. 266
Walschon Fire Protection, Inc.
___________________________________________________________________________________________________________ 2182 Rheem Dr., Suite 200, Pleasanton, CA 94588 • LIC. #568438 • tel. (650) 594-1588 • fax (650) 594-1613 • EEO

PROPOSAL AND CONTRACT

April 9, 2026 / Reference Estimate # 260167 Page 1 of 2 (*See attached Terms & Conditions) Revised 4/14/26
This Agreement is Between WALSCHON FIRE PROTECTION, INC. AND

COMPANY: City of San Carlos
ATTN: Ken Der
ADDRESS: 1280 Alameda de las Pulgas, San Carlos
Main: 650-802-4202
Email: [email protected]

Services will be provided at the following location:
1280 Alameda de las Pulgas, San Carlos.

WALSCHON FIRE PROTECTION, INC. shall perform according to the terms and conditions included in this proposal and incorporated herein by reference, and listed below:

*Pricing assumes unobstructed access to all suites in one (1) visit. If specific suites aren’t available, T&M rates apply for re-inspection.

ADDITIONAL CLARIFICATIONS:

CUSTOMER WALSCHON FIRE PROTECTION, INC.

Name/Title ________________________________ Name/Title Mireya Reyes Company ________________________________ Service Dept.

Date ________________________________ Date April 9, 2026 P.O. Number_______________________________

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May 11, 2026 Packet Pg. 267

TERMS AND CONDITIONS

The customer will promptly notify WALSCHON FIRE PROTECTION, INC. of any malfunction in the system(s) which comes to the Customer’s attention.

In the event that the system or any equipment or component thereof is altered, modified, changed or moved, this Agreement may be immediately terminated at WALSCHON FIRE PROTECTION’S option.

No representations of any kind have been made by WALSCHON FIRE PROTECTION, INC. to the Customer except as set forth herein and this document contains the entire agreement between the parties.

CUSTOMER RESPONSIBILITIES
Customer agrees
to provide free access to the equipment,
to provide access to equipment and peripheral devices,
to supply suitable electrical service and

WALSCHON FIRE PROTECTION, INC. RESPONSIBILITIES
WALSCHON FIRE PROTECTION, INC. will maintain the System in working order in accordance with good workman-like standards.

PAYMENTS
Payment terms are net 30, upon receipt of invoice. A service charge of 24% per annum will be computed on all overdue amounts.

Customer agrees to pay all taxes including state or local sales or excise taxes however designated, levied or based on the service charges pursuant to this Agreement.

LIMITATION OF LIABILITY

NEITHER WALSCHON FIRE PROTECTION, INC. NOR ITS REPRESENTATIVE SHALL BE LIABLE TO PURCHASER OR ANYONE ELSE FOR ANY

LIABILITY, CLAIM, LOSS, DAMAGE OR EXPENSE OF ANY KIND, OR FOR ANY DIRECT, CONSEQUENTIAL, COLLATERAL OR INCIDENTAL

9.h
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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Authorizing the Execution of an Amendment to the Professional Services Agreement with Absolute Electrical for On- Call Electrical Services for a Three-Year Term and up to Three One- Year Extensions in the Amount of $100,000, with No More Than 5% Annual Rate Increases; and Authorizing the Expenditure of a Contingency in the Amount of $20,000 with No More Than 5% Annual Rate Increases.

RECOMMENDATION:

Staff recommend that City Council adopt a Resolution authorizing the execution of an amendment to the professional services agreement with Absolute Electrical for on-call electrical services for a three-year term and up to three one-year extensions in the amount of $100,000, with no more than 5% annual rate increases, and authorizing the expenditure of a contingency in the amount of $20,000 with no more than 5% annual rate increases.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed.

The fiscal years 2025-26 and 2026-27 facilities maintenance budgets have sufficient funds to cover the total annual contract amount, including contingency.

The amendment will establish a three-year agreement with three one-year extension options.

Each extension option also permits for a contract value and contingency increase of no more than five percent (5%) in accordance with increases to the Construction Cost Index published by Engineering News Record.

BACKGROUND:

In April 2025, the City Manager authorized an agreement with Absolute Electrical for on-call electrical services. Absolute Electrical is retained to install or make repairs to electrical infrastructure in City facilities, including wiring, switches, plates, boxes, connectors, outlets, GFCIs, fittings, devices, and breakers.

ANALYSIS:

Under Section 3.12.260 E.3. of the City’s Municipal Code, the City Council may authorize award and execution of service contracts in excess of seventy-five thousand dollars with no competitive proposals where experience with the proposed service provider has demonstrated competence and satisfactory performance or in the renewal or renegotiation of existing contracts for continuing

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May 11, 2026 Packet Pg. 269
services.

In the last year, Absolute Electrical has consistently provided high-quality electrical work, including recently completed work in the restrooms at the San Carlos Library. The contractor is familiar with the City’s facilities and electrical systems and panels, such that changing contractors could require a lengthy, months-long onboarding and familiarization process. Furthermore, Absolute Electrical is based here in San Carlos, which has allowed for quick response times—often within the hour—upon the issuance of task orders. Therefore, staff recommend approving an amendment to the professional services agreement with Absolute Electrical for electrical services in the amount of $100,000, a contingency in the amount of $20,000 annually, and a contract value increase of no more than five percent (5%) annually.

Staff will monitor Absolute Electrical’s performance to ensure that it continues to meet established performance criteria.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing the execution of an amendment to the professional services agreement with Absolute Electrical for on-call electrical services for a three-year term and up to three one-year extensions in the amount of $100,000, with no more than 5% annual rate increases; and authorizing the expenditure of a contingency in the amount of $20,000 with no more than 5% rate annual increases; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

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

1. Resolution

2. Proposed Amendment with Absolute Electrical for On-Call Electrical Services

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May 11, 2026 Packet Pg. 270
RESOLUTION NO. 2026 – ____

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

AUTHORIZING THE EXECUTION OF AN AMENDMENT TO THE PROFESSIONAL

SERVICES AGREEMENT WITH ABSOLUTE ELECTRICAL FOR ON-CALL ELECTRICAL

SERVICES FOR A THREE-YEAR TERM AND UP TO THREE ONE-YEAR EXTENSIONS IN THE AMOUNT OF $100,000, WITH NO MORE THAN 5% ANNUAL RATE INCREASES; AND AUTHORIZING THE EXPENDITURE OF A CONTINGENCY IN THE AMOUNT OF $20,000 WITH NO MORE THAN 5% ANNUAL RATE INCREASES.

WHEREAS, the fiscal year 2025-26 and proposed fiscal year 2026-27 facilities maintenance budgets contain sufficient funds to cover the contract for on-call electrical services; and

WHEREAS, in April 2025, the City Manager authorized an agreement with Absolute Electrical for on-call electrical services to install or make repairs to electrical infrastructure in City facilities, including wiring, switches, plates, boxes, connectors, outlets, GFCIs, fittings, devices, and breakers; and
WHEREAS, under Section 3.12.260 E.3. of the City’s Municipal Code, the City Council may authorize award and execution of service contracts in excess of seventy-five thousand dollars with no competitive proposals where experience with the proposed service provider has demonstrated competence and satisfactory performance or in the renewal or renegotiation of existing contracts for continuing services; and

WHEREAS, Absolute Electrical has consistently provided high-quality electrical work, and is familiar with the City’s facilities and electrical systems and panels, such that changing contractors could require a lengthy, months-long onboarding and familiarization process; and

WHEREAS, Absolute Electrical is based here in San Carlos, which has allowed for quick response times, often within the hour, upon the issuance of task orders; and

WHEREAS, the proposed amendment is established for an initial three-year term, with three additional one-year extensions, for a maximum of six years with a maximum increase of five percent annually for each extension option in accordance with Engineering News Records Construction Cost Index for the San Francisco Bay Area.

NOW, THEREFORE BE IT RESOLVED, that the San Carlos City Council hereby:

1. Authorizes the execution of the amendment to the professional services agreement with Absolute Electrical for on-call electrical services for a three-year term and up to three one-year extensions in the amount of $100,000 with no more than 5% annual rate increases; and

2. Authorizes the expenditure of a contingency in the amount of $20,000 with no more than 5% annual rate increases.
* * * * *
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 11th day of May 2026, by the following vote:

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May 11, 2026 Packet Pg. 271
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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May 11, 2026 Packet Pg. 272
Addendum to Agreement 1 Revised: 01/29/2026

ADDENDUM TO AGREEMENT FOR PROFESSIONAL SERVICES
THIS ADDENDUM TO THE AGREEMENT FOR PROFESSIONAL SERVICES is made to the Agreement for PROFESSIONAL SERVICES dated April 7, 2025 by and between the CITY OF SAN CARLOS, hereinafter referred to as “CITY”, and Absolute Electrical, hereinafter referred to as “CONSULTANT” and shall accept the attached amended Exhibit A.

In all other respects the terms and conditions in the contract dated April 7, 2025 shall remain in full force and effect.

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

CITY OF SAN CARLOS:

Dated:

Kathy Kleinbaum, City Manager
ATTEST:

Dated:

Crystal Mui, City Clerk
APPROVED AS TO FORM:

Dated:

Greg Rubens, City Attorney
CONSULTANT:

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May 11, 2026 Packet Pg. 273
Addendum to Agreement 2 Revised: 01/29/2026
Exhibit A – Scope of Work
Dated:

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May 11, 2026 Packet Pg. 274
1180 San Carlos Avenue, Suite 819 ● San Carlos, CA 94070 650.654.7889
www.AbsoluteElectrical.com License #812566
Payment schedule: Net 10. Overdue accounts subject to a service charge of 1.5% per month.

The above price Includes, all parts, wire, switches (white standard) plates, boxes, connectors, outlets, GFCI’s, fittings, devices, breakers, and basic cleanup. The above price does NOT INCLUDE surface mounted light fixtures, including under/over cabinet lights (unless specifically included), plumbing fixtures, disposal of refuse, and relocation of furniture or boxes. Owner to provide means of disposal of all refuse. All painting, patching, caulking, core drilling, and other non-electrical items shall be completed by others.

All material is guaranteed to be as specified. Absolute Electrical has the right to place signage at the job location during duration of the project and no longer than 3 days after final inspection. All work to be completed in a substantial workmanlike ma nner according to the specifications submitted, per standard practices. Any alteration or deviation from above specification invo lving extra cost, material or labor, will be executed only upon written and/or verbal orders from owner(s) and/or owner(s) age nt(s), and shall become an extra charge over and above the quote. All agreements contingent upon strikes, accidents, or delays beyond our control. Owner to carry fire, tornado, earthquake, theft, and other necessary insurance. If either party commences legal action to enforce its rights pursuant to this agreement, both parties agree to settle through arbitration, and that the arbitrator’s decision shall be final. Prevailing party shall be reimbursed for any/all legal, expert, and other associated fees.

Acceptance Of Proposal The above prices, specifications, and conditions are satisfactory and are hereby accepted, without any changes. Absolute Electrical is authorized to do the work as specified. Payment will be made as stated above.

Signature________________________________ Date___________________ Customer: Please note all address changes
City of San Carlos
1000 Bransten Rd.

San Carlos, CA 94070
Job site:

City of San Carlos DATE: 02/18/2025
Quote #2K25186
Enclosed:

Quote
Notice to Owner*
Hazardous Materials*
Arbitration Rights*
Notice of Right to Cancel*
* enclosed per California State License Board
For:

On Call electrical services
Validity:

Quote valid for 30 days from above date

DESCRIPTION
Absolute Electrical is pleased to quote the following:

Hourly electrical labor fees (2-hour minimum) $140 per hour Premium labor fees (outside of Monday through Friday, 7am to 5pm, 4hour minimum) $210 per hour Daily electrical labor fees (8 hours, regular time) $1,180 per day All prices exclude material. Normal response time within 1 hour.

Job Number Payment Schedule
2K25186 Net 10

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May 11, 2026 Packet Pg. 275

CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Receive the Annual Update on Police Services.

RECOMMENDATION:

Staff recommend that the City Council receive the annual update on police services.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed.

COMMUNITY IMPACT:

The San Mateo County Sheriff’s Office has fostered a stronger, more connected community through dedicated outreach, focused enforcement, and partnership initiatives. Sheriff’s Office personnel consistently engage with residents through educational initiatives, youth mentorship programs, and community-based events, fostering trust, transparency, and meaningful collaboration that extends beyond traditional law enforcement roles. These efforts have resulted in a meaningful effect on local crime rates over the past year, as detailed below. By prioritizing strong community relationships and data-informed policing strategies, the Sheriff’s Office has enhanced public safety while cultivating an environment where San Carlos residents and law enforcement work together toward shared goals.

BACKGROUND:

The San Mateo County Sheriff’s Office has provided contracted law enforcement services to the City of San Carlos since October 2010. As part of this agreement, the Sheriff’s Office submits an annual report to the City Council outlining police services delivered throughout the year and providing a summary of crime trends and operational activities. This report fulfills that contractual requirement and offers an overview of public safety efforts and community engagement in the City of San Carlos during 2025.

During this period, the Sheriff’s Office navigated a number of operational and financial challenges, including leadership transitions and command-level changes that impacted organizational stability and trust throughout the agency. Despite these circumstances, personnel remained dedicated to providing consistent and professional law enforcement services to the communities we serve.

These challenges required a strong commitment from both sworn personnel and professional staff to maintain service levels, preserve public trust, and continue proactive policing efforts across all contract cities, including San Carlos.

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Throughout the year, the San Carlos Police Bureau remained focused on maintaining public safety, strengthening community partnerships, and responding to resident concerns. Efforts continued in areas such as crime prevention, focused enforcement, traffic safety initiatives, and community outreach. Personnel remained actively engaged with residents through community events, educational initiatives, and proactive patrol operations aimed at improving the quality of life and addressing emerging public safety issues.

The year also marked a significant leadership transition for the Sheriff’s Office. In November 2025, Sheriff Ken Binder was sworn in as the 27th Sheriff of San Mateo County. Sheriff Binder brings decades of law enforcement experience and a strong commitment to professional service, accountability, and organizational excellence. His appointment marked the beginning of a new chapter for the Sheriff’s Office and provided renewed focus on strengthening the organization, supporting employees, and enhancing the delivery of public safety services throughout San Mateo County.

Attached is the Police Services Report for 2025, which summarizes crime trends, traffic safety measures, enforcement actions, and community engagement activities conducted during the year.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Accept the annual update on police services; or

2. Do not accept the annual update on police services; or

3. Provide staff with alternative direction
Respectfully submitted by:

Mike Tabak, Chief of Police Services
Approved for submission by:
____________________________
Nil Blackburn, Interim City Manager
ATTACHMENT(S):

1. 2025 Police Services Annual Report

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San Mateo County Sheriff’s Office
San Carlos Police Bureau

2025 Police Services Annual Report

CRIME SUMMARY:

Reporting Methodology:

Crime statistics presented in this report are compiled and reported through the Federal Bureau of Investigation’s National Incident-Based Reporting System (NIBRS), a modern crime reporting framework that provides significantly more detailed and comprehensive data than the previous Uniform Crime Reporting (UCR) system.

NIBRS represents a major advancement in crime data collection. Unlike the former UCR system, which captured limited information and primarily counted the most serious offense in a single incident, NIBRS records detailed information about each individual offense within an incident, as well as extensive demographic and situational data. This approach allows law enforcement agencies, policymakers, and community stakeholders to gain a clearer understanding of crime patterns and the circumstances surrounding criminal activity.

Through NIBRS reporting, agencies collect demographic information about both victims and offenders, including age, race, ethnicity, and gender. This level of detail provides valuable insight into how crime affects different populations and helps identify t rends that may require focused prevention or intervention strategies.

NIBRS also systematically documents hate crimes, capturing critical information such as the location and timing of the incident, the characteristics of the victim (including gender and sexual orientation), and whether an arrest was made. This enhanced repo rting allows for more transparent monitoring of bias-motivated crimes and supports efforts to address and prevent such incidents within communities.

In addition to victim and offender demographics, NIBRS collects extensive contextual information about each incident. This includes data regarding the relationship between victims and offenders, whether the offense involved gang activity, potential bias motivations, and whether the offender was suspected of being under the influence of drugs or alcohol at the time of the offense. These data points provide a more complete picture of the circumstances surrounding criminal incidents.

The transition to NIBRS has significantly enhanced law enforcement agencies' ability to analyze crime trends with greater precision. The system supports more robust crime analysis, improved transparency in reporting, and more informed decision-making related to public safety strategies and resource allocation.

For additional information about the National Incident-Based Reporting System, visit the Federal Bureau of Investigation NIBRS information page. Detailed offense definitions used in NIBRS reporting are also available through the FBI’s official NIBRS documentation.

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Additional information:

• https://www.fbi.gov/how-we-can-help-you/more-fbi-services-and-information/ucr/nibrs • https://ucr.fbi.gov/nibrs/2018/resource-pages/nibrs_offense_definitions-2018.pdf

Group A Offenses:

Crimes Against Persons 2023 2024 2025
Homicide Offense
Murder/Non-Negligent Manslaughter 0 0 0
Negligent Manslaughter 1 0 0
Justifiable Homicide 0 0 0
Sexual Offenses (Non-Consensual)
Forcible Rape 7 8 6
Forcible Sodomy 2 0 0
Sexual Assault with An Object 4 0 1
Forcible Fondling 7 5 8
Assault Offenses
Aggravated Assault 23 17 22
Simple Assault 63 65 40
Intimidation 14 18 16
Kidnapping/Abduction 4 6 6
Sex Offenses (Consensual)
Incest 0 0 0
Statutory Rape 1 0 1
Human Trafficking
Commercial Sex Acts 0 0 0
Involuntary Servitude 0 0 0
Crimes Against Persons Total 126 119 100

Group A Offenses:

Crimes Against Property 2023 2024 2025
Robbery 9 12 9
Burglary/Breaking & Entering 80 95 60
Larceny/Theft Offenses
Pocket Picking 7 17 12
Purse Snatching 7 5 3
Shoplifting 105 109 90
Theft from Building 28 29 16
Theft from Coin-Operated Machine 0 1 0
Theft from Motor Vehicle 87 79 64
Theft of Motor Vehicle Parts or Accessories 69 37 24
All other Larceny 72 89 85
Motor Vehicle Theft 57 69 25
Arson 2 2 0
Destruction of Property 100 93 77
Counterfeiting/Forgery 12 11 20

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126
771
280
119
757
149
100
588
169
0 100
200
300
400
500
600
700
800
900
Crimes Against Persons Crimes Against Property Crimes Against Society Group A Offenses
2023 2024 2025
Fraud Offenses
False Pretenses 52 54 47
Credit Card/ATM Fraud 28 19 19
Impersonation 15 24 20
Welfare Fraud 0 0 0
Wire Fraud 0 0 0
Embezzlement 5 0 3
Extortion/Blackmail 1 1 1
Bribery 0 0 0
Stolen Property Offenses 35 11 13
Crimes Against Property Total 771 757 588

Group A Offenses:

Crimes Against Society 2023 2024 2025
Drug/Narcotic Violations 116 67 76
Drug/Narcotic Equip. Violations 132 69 73
Betting/Wagering 0 0 0
Operating/Promoting/Assisting Gambling 0 0 0
Gambling Equipment Violations 0 0 0
Sports Tampering 0 0 0
Pornography/Obscene Material 7 2 4
Prostitution 1 0 0
Assisting or Promoting Prostitution 1 0 0
Purchasing Prostitution 0 0 0
Weapons Law Violation 23 11 15
Animal Cruelty 0 0 1
Crimes Against Society Total 280 149 169

Below is a graph of the City of San Carlos’ Group A Offenses for the past three years:

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ANALYSIS:

An analysis of reported crime data for 2025 shows several encouraging trends within the City of San Carlos, including notable reductions in several key crime categories. Overall, incidents classified as Crimes Against Property and Crimes Against Persons decreased compared to the previous year, reflecting the continued effectiveness of proactive policing strategies, community engagement, and crime prevention efforts.

Crimes Against Property declined significantly, from 757 incidents in 2024 to 588 in 2025, representing a reduction of approximately 22 percent. Property crimes have historically accounted for the majority of reported offenses in the community, and this reduction reflects progress in addressing several of the most commonly reported crimes.

One of the most substantial decreases occurred in motor vehicle theft, which dropped from 69 incidents in 2024 to 25 incidents in 2025, representing a reduction of more than 60 percent. While vehicle theft remains a regional concern throughout the Bay Area, this decrease can be attributed to several factors, including proactive enforcement efforts, regional collaboration among law enforcement agencies targeting organized theft groups, the use of advanced technology in crime detection, and heightened public awareness about vehicle security.

Similarly, burglary incidents declined significantly, from 95 in 2024 to 60 in 2025, representing a reduction of approximately 37 percent. Increased patrol visibility, focused enforcement in areas experiencing recurring activity, and greater adoption of residential security systems and alarm monitoring may have contributed to this downward trend.

Theft from motor vehicles, another commonly reported offense, also experienced a decline during the reporting period. These incidents decreased from 79 reported cases in 2024 to 64 incidents in 2025. Public education campaigns encouraging residents not to leave valuables inside vehicles, combined with proactive patrol in parking areas and commercial corridors, likely contributed to this reduction.

Additionally, property destruction and vandalism incidents decreased from 93 in 2024 to 77 in 2025, continuing a downward trend in quality-of-life-related offenses. Focused patrol efforts and increased community reporting of suspicious activity may have helped reduce these incidents.

Crimes categorized as Crimes Against Persons also experienced an overall decline, decreasing from 119 incidents in 2024 to 100 incidents in 2025, representing a 16 percent reduction. Notably, simple assault incidents declined significantly, from 65 in 2024 to 40 in 2025. These incidents often arise from disputes or conflicts between known individuals, and the decrease may reflect successful early intervention and proactive law enforcement response to community concerns.

Drug and narcotic violations increased from 67 incidents in 2024 to 76 incidents in 2025, representing a modest rise in narcotics -related offenses. This increase may be influenced by ongoing regional challenges involving illegal drug possession and distribution, which continue to impact communities throughout the Bay Area. Many narcotics violations are discovered during traffic stops, field contacts, and other investigative activities, which can contribute to year-to-year changes in reported incidents. The Sheriff’s Office remains committed to addressing narcotics activity through focused enforcement and collaboration with regional law enforcement partners.

A significant factor contributing to the observed reduction in property crimes, alongside the increase in drug and narcotics arrests, is the implementation of Prop 36, the "Homelessness,

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Drug Addiction, and Theft Reduction Act." Approved by voters on November 5, 2024, this legislation took effect on December 18, 2024. The current crime trends directly reflect the impact of this measure, which has enhanced our deputies' ability to enforce laws related to drug offenses and associated property crimes such as theft and burglary. The legal changes instituted by Proposition 36 are also anticipated to have a deterrent effect on potential offenders.

Key components of Proposition 36 include:
• The reclassification of certain theft offenses, allowing for felony prosecution when a defendant has two or more prior theft convictions, regardless of the value of the current theft.
• Sentence enhancements for property crimes committed by groups of three or more individuals.
• Mandatory state prison sentences for individuals convicted of selling specific controlled substances, including fentanyl, heroin, cocaine, and methamphetamine. • Additional felony penalties for retail theft, including possessing over $950 of stolen goods with intent to resell and breaking into vehicles to steal property valued at $950 or more with intent to resell.

Counterfeiting and forgery incidents increased from 11 incidents in 2024 to 20 incidents in 2025.

Financial crimes of this nature are often tied to identity theft, fraudulent transactions, and online scams. Increased reporting by financial institutions and businesses may also contribute to higher recorded incidents.

Aggravated assault incidents increased slightly, from 17 in 2024 to 22 in 2025. Due to the relatively low number of incidents in this category, small fluctuations in total incidents can result in noticeable percentage changes. These incidents are typically isolated and often stem from personal disputes or domestic-related circumstances rather than broader public safety trends.

Finally, incidents classified as Crimes Against Society increased during the reporting period, rising from 149 incidents in 2024 to 169 incidents in 2025. Offenses within this category often include violations such as drug and narcotics offenses, weapons violations, and other regulatory or public order crimes. The increase may be attributed to a combination of factors, including the presence of illegal substances encountered during enforcement contacts, expanded investigative efforts related to narcotics ac tivity (now supported by Proposition 36), and the detection of violations during traffic stops and other law enforcement interactions. Since these offenses are often detected during officer contacts rather than reported by victims, year-to-year fluctuations in this category can result from enforcement efforts and the discovery of violations during routine patrols and investigations.

Overall, the 2025 crime data shows a positive downward trend in several key categories, especially property crimes affecting residents and businesses. These declines highlight the Sheriff’s Office personnel’s ongoing commitment to proactive policing, community partnerships, and data-based enforcement efforts designed to preserve safety and quality of life in the City of San Carlos. Additionally, the report will include a more comprehensive review of crime statistics, comparative trend data, and geographic m apping that illustrates where incidents are occurring within the City. This expanded analysis will provide deeper insight into crime patterns and help guide future enforcement strategies, resource allocation, and community safety initiatives.

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67%
15%
95%
66%
24%
94%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Crimes Against Persons Crimes Against Property Crimes Against Society Clearance Rates
2024 2025
CLEARANCE RATES:

Below is a graph of the 2025 clearance rates for Group A Offenses in San Carlos:

Crime Clearance Methodology – NIBRS Reporting

Clearance rates represent the proportion of reported crimes that law enforcement agencies have successfully resolved, typically through arrest or by exceptional means. However, it is important to note that clearance rates do not account for cases that remain actively under investigation, are temporarily suspended pending new information, or have already been submitted to the District Attorney’s Office for charging review but have not yet resulted in an arrest.

Many complex investigations require significant time to develop sufficient evidence, identify suspects, or locate involved parties. During this period, cases may remain open or be temporarily suspended while investigators pursue additional leads, await forensic results, conduct follow -up interviews, or coordinate with partner agencies. These cases are still actively being worked on and may ultimately be cleared at a later date once the necessary evidentiary threshold for arrest or prosecution is met.

Similarly, when a case is sent to the District Attorney’s Office for review, it may stay pending while prosecutors evaluate the evidence and decide whether to file criminal charges. Because the National Incident -Based Reporting System (NIBRS) clearance methodology requires that an arrest occur or that strict exceptional clearance criteria be met, these cases are not considered cleared until that process is finished.

As a result, clearance rate statistics can underrepresent the amount of investigative work being conducted by law enforcement. A portion of reported crimes may still be progressing through investigative or prosecutorial review stages at the time the data is reported. Additional cases may

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ultimately be cleared after the reporting period once new evidence emerges, suspects are identified, or prosecutors authorize charges.

For this reason, clearance rates should be interpreted as a snapshot in time rather than a complete measure of investigative activity or case outcomes. Ongoing investigations, cases awaiting prosecutorial review, and suspended cases that may be reopened with new information are all part of the broader investigative process but are not reflected in clearance statistics until the required clearance criteria are satisfied.

1. Cleared by Arrest
An incident is considered cleared by arrest when law enforcement identifies and takes a suspect into custody for the commission of a reported offense. For a clearance by arrest to be recorded under NIBRS, the following conditions must be met:
a. At least one suspect is arrested in connection with the offense. b. The arrestee is formally charged with the commission of the offense. c. The arrestee is turned over to the court system for prosecution and adjudication.

It is important to note that only one arrest is required to clear an entire incident, even if the incident involves multiple offenses. When multiple offenses occur within a single incident, the arrest of one offender may clear all offenses within that incident if the arrest addresses the related criminal activity.

2. Cleared by Exceptional Means
An offense may be cleared by exceptional means when law enforcement has identified the offender and has sufficient evidence to make an arrest, but circumstances outside the control of law enforcement prevent the arrest or prosecution from occurring. To qualify as an exceptional clearance, all four of the following conditions must be met:
a. The identity of at least one offender has been clearly and definitively established. b. There is sufficient probable cause to support an arrest, charge, and referral for prosecution.
c. The offender’s exact location is known, enabling law enforcement to take the offender into custody.
d. Circumstances outside the control of law enforcement prevent the arrest, charge, or prosecution of the offender.

Examples of circumstances that may qualify for exceptional clearance include, but are not limited to:
• Death of the offender
• The victim refuses to cooperate with prosecution after the offender has been identified • The offender is already incarcerated or in custody for another offense and cannot be extradited
• Prosecution is declined for reasons other than lack of probable cause • The offender is a juvenile whose case is handled outside the traditional criminal justice process

3. Unfounded
The investigation clearly establishes that no offense actually occurred or was attempted. Any conclusion of “unfounded” must be fully supported by written facts from which the reviewer will arrive at the same conclusion as the investigating deputy.

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CLEARANCE RATE CALCULATIONS:

Clearance rates measure the proportion of reported crimes solved by law enforcement. The clearance rate is calculated by dividing the number of crimes cleared (by arrest or exceptional means) by the total number of crimes recorded, then multiplying the result by 100.

C
learance Rate = � Number of Offenses Cleared
Total Number of Offenses Reported� × 100

Clearance rates provide insight into investigative outcomes but should be interpreted within c
ontext. Certain crimes are inherently more difficult to solve due to factors such as a lack of witnesses, delayed reporting, or limited physical evidence. As a result, clearance rates may vary across offense categories and jurisdictions.

ARREST TRENDS:

1,689 526
Original Reports Documented Total Arrests
in 2025 in 2025

ARRESTS 2023 2024 2025
January 57 52 40
February 60 26 36
March 67 44 40
April 50 43 29
May 64 35 51
June 83 49 46
July 66 30 47
August 53 49 62
September 60 36 44
October 49 34 47
November 39 37 41
December 38 29 43
TOTAL 686 464 526

Analysis of arrest activity during the reporting period shows a 13% increase in total arrests in 2025. This increase is consistent with a shift toward more proactive and focused enforcement efforts and may also reflect the impact of Proposition 36, which has contributed to increased arrest activity in certain offense categories.

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While it is difficult to attribute the increase to a single factor, the trend likely reflects a combination of more efficient enforcement strategies, higher thresholds for custodial arrests, and a continued focus on high-impact enforcement rather than overall volume.

Although arrest totals declined significantly in 2024, the rise in 2025 indicates a measured return to proactive policing. Despite this increase, arrest levels remain below pre-2024 totals, consistent with ongoing changes in state law, evolving booking practices, and a continued emphasis on strategic, intelligence-led policing.

Top 3 Arrests in 2025

HS 11364 (A) Possession of Drug Paraphernalia 57
CVC 14601.2 (A) Driving with a suspended or revoked license 44 PC 647 (F) Public Intoxication 41

PUBLIC SAFETY COMMUNICATIONS (DISPATCH):

The Communications Center serves as the primary point of contact for both 911 and non- emergency calls for service within the City of San Carlos, providing critical dispatch services that ensure timely and effective emergency response. Dispatchers play a vital role in connecting with the community, often serving as the first point of contact during emergencies and high- stress situations.

In addition to maintaining constant communication with deputies and bureau personnel in the field, dispatchers are responsible for assessing incoming calls, prioritizing incidents based on urgency, and coordinating the appropriate response. This includes dispatching law enforcement, fire, and emergency medical services, as well as providing life-saving instructions to callers when necessary.

The Communications Center operates 24 hours a day, seven days a week, ensuring uninterrupted service to the community. Dispatchers utilize advanced computer-aided dispatch (CAD) systems, radio communications, and integrated law enforcement databases to support field operations, track units in real time, and maintain accurate records of calls for service.

Beyond emergency response, dispatchers also handle a wide range of non-emergency requests, including public inquiries, documentation calls, and coordination with other agencies. Their ability to remain calm, gather critical information, and make rapid decisions directly impacts response times, officer safety, and overall service delivery.

Through professionalism, efficiency, and strong communication skills, the Communications Center plays an essential role in supporting public safety operations and maintaining the high level of service expected by the San Carlos community.

11,490
Total 911, Emergency and
Non-Emergency Calls
Received by Dispatch for San Carlos in 2025

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4:09
3:54
4:07
4:02 4:03
4:10
4:17 4:16
4:07
4:23
4:21
4:07
3:36
3:43
3:50
3:57
4:04
4:12
4:19
4:26
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Emergency Response Times
RESPONSE TIMES:

Top 3 Call Types and Locations 2025

CALL TYPE LOCATIONS
Passing Checks
1127 Industrial Road
1414 El Camino Real
1324 San Carlos Avenue
Traffic Stop
El Camino Real / Brittan Avenue
El Camino Real / Holly Street
El Camino Real / Arroyo Avenue
Welfare Check Person
800 E San Carlos Avenue
600 Elm Street
1414 El Camino Real

INVESTIGATIONS BUREAU:

The Investigations Bureau comprises a team of highly trained, specialized personnel dedicated to conducting thorough, complex investigations into crimes affecting the San Carlos community.

While two detectives are specifically assigned to San Carlos, they are supported by the full resources of the Sheriff’s Office Investigations Bureau, allowing for a coordinated and comprehensive response to a wide range of criminal activity.

The Bureau’s responsibilities extend beyond case follow -up and include the investigation of serious and complex crimes such as violent offenses, property crimes, financial crimes, and narcotics-related activity. Detectives work closely with patrol personnel, regional task forces, and allied agencies to identify suspects, develop cases, and support successful prosecution.

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In addition to traditional investigative work, the Bureau includes personnel with specialized expertise in digital forensics, crime analysis, and evidence processing. Investigators conduct interviews and interrogations, prepare search warrants, analyze evidence, and collaborate with the District Attorney’s Office to ensure cases are thoroughly documented and legally sound.

The Investigations Bureau also plays a critical role in identifying crime trends, supporting intelligence-led policing strategies, and assisting with proactive enforcement efforts. Their work not only helps solve crimes after they occur but also contributes to crime prevention and enhanced public safety throughout the community.

523
Total Number
of Cases Investigated in San Carlos in 2025

Investigative case highlights for 2025 are as follows:

A String of Residential Burglaries

On 2/26/2025, multiple suspects committed two separate residential burglaries in the City of San Carlos. Suspects made entry into both homes by smashing a rear sliding glass door. Suspects reportedly stole jewelry and other items from one location, but the resident at the second location could not determine what had been stolen.

During the initial investigation, deputies identified a possible suspect vehicle connected to the burglaries – a black Cadillac with stolen license plates, a tactic known as “cold plating.” Detectives were contacted by the Contra Costa Sheriff’s Department, who advised they were investigating a string of burglaries in their jurisdiction from late February involving suspects using the same cold- plated Cadillac.

San Mateo County Sheriff’s Office detectives collaborated with Contra Costa County Sheriff’s Detectives to gather evidence linking the San Carlos burglaries to those in Contra Costa. Using a combination of location data, automated license plate readers, and prior law enforcement contacts, two of the three suspects were identified: Victor Aguadogovea and Noel Moramendez.

On 4/8/2025, detectives from San Mateo County Sheriff’s Office, Contra Costa County Sheriff’s Office, and South San Francisco Police Department executed search warrants at three locations in South San Francisco, CA. They discovered additional evidence linking the suspects to the burglaries. The Contra Costa County District Attorney’s Office included the San Carlos burglaries in their case against the suspects.

Multi-Jurisdictional Fuel Theft Ring

On 10/25/2025, two suspects working together stole about 800 gallons of unleaded fuel from a Chevron station in San Carlos. The suspects used a device to bypass the pumps and continuously

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filled plastic containers on an Isuzu flatbed truck. Detectives linked these suspects and the vehicle to a series of similar fuel thefts that happened several months earlier in Greenfield, CA.

San Mateo County Sheriff’s Office detectives collaborated with Greenfield Police Department and the Federal Bureau of Investigation to gather evidence on what appeared to be a fuel theft ring that had been committing thefts across California. With assistance from other agencies, they positively identified one of the suspects as (S) Francisco Ivan Cruzesquivel. San Mateo County Sheriff’s Office detectives located the Isuzu and linked it to at least two similar thefts in Livingston, CA. Livingston PD was notified and launched their own investigation.

On 1/21/2026, San Mateo County Sheriff’s Office detectives took part in a multi-agency operation while serving search warrants related to this case in various cities across Alameda County.

Cruzesquivel was later apprehended by Greenfield PD. The San Mateo County investigation remains ongoing as efforts continue to identify the second suspect involved in this case.

COMMUNITY SERVICES OFFICERS:

In San Carlos, Community Services Officers (CSOs) serve as a critical component of the Police Bureau’s service delivery model, working in close coordination with sworn personnel to ensure operations are both efficient and responsive. As non-sworn professionals, CSOs are strategically deployed to handle calls for service that do not require an armed deputy's presence. This approach allows sworn staff to remain available for high- priority and emergency incidents, ultimately enhancing overall response capabilities and resource allocation.

Beyond call handling, CSOs play a significant role in maintaining the Bureau’s day -to-day operational effectiveness. Their responsibilities include responding to quality -of-life concerns, enforcing municipal codes and parking regulations, managing traffic control at incidents and community events, towing and processing abandoned vehicles, and issuing citations for parking and equipment violations. CSOs also assist with evidence handling, documentation, and administrative follow-up, ensuring continuity in investigations and operational workflows.

CSOs are highly visible in the community and serve as key ambassadors for the Bureau. They regularly participate in major City events, including HomeTown Days, the Art & Wine Faire, and the Night of Holiday Lights, where they engage directly with residents and businesses. In 2025 , CSOs expanded their outreach by proactively engaging with downtown businesses and neighborhoods, supporting crime prevention initiatives, and assisting with vandalism investigations and other non- violent incidents. Their presence at DUI checkpoints and other enforcement operations further underscores their versatility and integration into broader public safety efforts.

A significant function of the CSO unit is managing and resolving submissions through the City’s Inform San Carlos platform. CSOs are responsible for reviewing, investigating, and responding to each entry submitted by residents, including concerns related to public safety, abandoned vehicles, parking violations, and other community issues. Responses often involve direct communication with residents, coordination with City departments, or on- site evaluations to assess and resolve reported concerns. This proactive and service- oriented approach ensures timely follow-up and reinforces transparency and accountability in addressing community needs.

In addition, CSOs support broader City operations through interdepartmental coordination with Public Works, Community Development, and Parks & Recreation, helping to resolve issues that extend beyond traditional law enforcement functions. Their ability to bridge services between the

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Abandoned
Vehicles Tagged
Abandoned
Vehicles Towed
Sheriff’s Office and City departments enhances overall service delivery and contributes to a more cohesive approach to community problem-solving.

35 657 135 Total Reports Written

5,440 1,120
Total Parking Citations Issued Calls Responded

Below is a summary of the total number of Inform San Carlos entries completed by CSOs in 2025, reflecting their ongoing commitment to responsive service, community engagement, and operational support within the City of San Carlos Police Bureau:

REQUEST TYPE 2024 2025
Abandoned Vehicle 401 535
Graffiti/Vandalism 23 51
Parking Concerns 82 143
General Traffic Concerns 29 69

MOTOR UNIT:

The City of San Carlos currently has two dedicated motorcycle traffic deputies who work full-time in traffic enforcement, Monday through Friday. Throughout 2025 , these deputies have been actively engaged in a variety of focused enforcement and community safety initiatives, including operations focused on bicycle and pedestrian safety, sobriety and driver’s license checkpoints, distracted driving enforcement, and DUI saturation patrols. Their work reflects a balanced approach that combines proactive enforcement, community engagement, and data- driven policing strategies to enhance roadway safety.

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Traffic Enforcement:

• Enforcing traffic laws and regulations, including speed limits, seat belt use, and driving under the influence.
• Conducting traffic stops to ensure compliance with laws and issuing citations for violations such as expired registrations, reckless driving, and other hazardous behaviors. • Utilizing specialized enforcement tools such as radar and LIDAR speed detection to identify violations and improve compliance.
• Handling traffic collision investigations, including gathering evidence, interviewing witnesses, and documenting scenes to ensure accurate reporting and accountability. • Conducting DUI checkpoints and saturation patrols to identify and remove impaired drivers from the roadway.

Data-Driven & Focused Enforcement:

• Utilizing collision data, traffic trends, and community-reported concerns to identify high- risk locations and direct enforcement efforts.
• Deploying saturation patrols and focused enforcement in areas with recurring speeding complaints, collisions, or pedestrian safety concerns.
• Supporting the Bureau’s intelligence-led policing approach by aligning enforcement strategies with data and community needs.

Patrol Duties:

• Regularly patrolling assigned areas, including bike trails, public parks, residential neighborhoods, school zones, and commercial shopping centers, to promote safety. • Maintaining a visible presence to deter unsafe driving behaviors and enhance community confidence in law enforcement.
• Conducting focused enforcement during school drop- off and pick -up hours to improve safety for students, pedestrians, and families.

Traffic Management:

• Managing traffic flow in high- volume areas, particularly during peak commute hours and special events, to minimize congestion and ensure safe passage for all roadway users. • Controlling traffic during parades, festivals, and large community gatherings by setting up barricades, directing vehicles, and ensuring public safety.

Collision Prevention & Interagency Coordination:

• Analyzing traffic collision data to identify contributing factors such as speed, impairment, and roadway conditions, and adjusting enforcement strategies accordingly. • Collaborating with City departments, including Public Works, to recommend infrastructure improvements such as signage, striping, and traffic calming measures. • Partnering with allied agencies, including neighboring jurisdictions and the California Highway Patrol, to conduct regional enforcement operations and support large -scale events.

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E-Bike & Community Safety Initiatives:

• Enforcing laws related to e-bikes, electric scooters, and other emerging mobility devices, with a focus on youth safety and compliance.
• Conducting community outreach and school-based presentations to educate students and residents on safe riding practices and applicable laws. • Responding to community concerns related to unsafe driving behaviors, including speeding, stop sign violations, and school zone safety issues, and conducting follow -up enforcement.

Other Responsibilities:

• Participating in traffic safety education and awareness programs that inform the public about safe driving practices, pedestrian rights, and the dangers of distracted and impaired driving.
• Supporting grant -funded traffic safety initiatives, including DUI enforcement and pedestrian safety operations.
• Providing escorts for VIPs and dignitaries during special events, ensuring their safety and efficient movement through the community.
• Preparing detailed reports and providing court testimony related to traffic enforcement, collisions, and DUI cases.
• Responding promptly to emergency calls involving traffic incidents or public safety concerns to provide immediate assistance and support.

Overall, the motorcycle traffic deputies play a critical role in enhancing roadway safety in San Carlos through a comprehensive approach that integrates enforcement, education, and collaboration. Their efforts not only address current traffic concerns but also proactively work to prevent future incidents, contributing to a safer and more informed community.

4,386 1,939
Total Traffic Traffic Citations Citations Issued Issued by Motor Deputies

TRAFFIC TRENDS AND RESPONSES:

Traffic enforcement in San Carlos remains a coordinated effort among deputies, motorcycle traffic deputies, and Community Service Officers (CSOs), all working toward the shared goal of reducing traffic-related fatalities and injuries. This is achieved through a balanced approach that integrates education, engineering, and enforcement, with a continued focus on addressing the most hazardous driving behaviors.

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The table below reflects traffic-related data for 2023 through 2025.

SAN CARLOS TRAFFIC DATA
2023 2024 2025
# of traffic crashes 133 128 132
# of persons killed in traffic crashes 1 1 0
# of persons injured in traffic crashes 76 72 72
# of pedestrians killed in traffic crashes 1 0 0
# of pedestrians injured in traffic crashes 9 9 7
# of bicyclists killed in traffic crashes 0 1 0
# of bicyclists injured in traffic crashes 9 3 10
# of persons killed in DUI crashes 0 0 0
# of persons injured in DUI crashes 9 5 1
# of hit and run fatal crashes 1 0 0
# of hit and run injury crashes 5 7 11
*The figures provided above reflect data reported to the bureau and do not include traffic crashes that did not result in a report

DISCUSSION AND ANALYSIS:

In 2025, the total number of reported traffic crashes increased slightly to 132, representing a 3.1% increase from 2024, though still generally consistent with the three -year average. While this modest increase suggests that collision activity has stabilized rather than declined further, several key safety indicators demonstrate meaningful progress.

Most notably, traffic -related fatalities decreased to 0 in 2025, continuing a positive trend and reflecting the effectiveness of focused enforcement and proactive safety initiatives. Injury collisions remained steady at 72, indicating that while collision frequency fluctuated slightly, overall injury outcomes have not worsened, suggesting continued effectiveness in mitigating incident severity.

Pedestrian safety showed improvement, with injuries decreasing from 9 in 2024 to 7 in 2025, and no pedestrian fatalities were reported for the second consecutive year. This reduction likely reflects ongoing pedestrian safety enforcement efforts and increased public awareness.

Bicyclist-related data presents a more mixed picture. While there were no bicyclist fatalities in 2025, injuries increased significantly from 3 in 2024 to 10 in 2025. This rise may be attributed to increased ridership, particularly from the growing use of e-bikes and other micromobility devices, as well as enhanced reporting and enforcement. This trend underscores the continued need for focused e-bike safety education and enforcement strategies, especially among youth riders.

DUI-related crashes showed continued improvement, with injuries decreasing from 5 in 2024 to just 1 in 2025, and no fatalities were reported. This substantial reduction highlights the effectiveness of DUI enforcement efforts, including sobriety checkpoints and public awareness outreach.

Conversely, hit-and-run injury crashes increased from 7 in 2024 to 11 in 2025, representing a notable area of concern. This upward trend may reflect broader regional patterns, challenges in driver accountability, or increased reporting. Addressing hit-and-run incidents will remain a priority through investigative follow-up, enforcement, and community awareness efforts.

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Overall, 2025 traffic data reflects continued progress in reducing the most severe outcomes, particularly fatalities and DUI -related injuries, while highlighting emerging challenges, including bicyclist injuries and hit-and-run incidents. The Bureau will continue to leverage data- driven and intelligence-led policing strategies to allocate enforcement resources effectively and to expand education and outreach efforts to address evolving traffic safety concerns within the community.

Below is a table comparing traffic statistics across different Sheriff’s Office jurisdictions.

COMPARISON ACROSS SHERIFF’S OFFICE JURISDICTIONS:

The 2025 traffic data across Sheriff’s Office contract cities provides important context for evaluating San Carlos’ traffic safety performance relative to similar jurisdictions. While each city has unique roadway characteristics, population densities, and traffic patterns, several key trends emerge.

The data indicate that San Carlos recorded the highest numbers of total traffic crashes (132) and injuries (72) among the Sheriff’s Office contract cities, consistent with higher traffic volumes and commuter activity. Despite this, San Carlos reported zero traffic -related fatalities, aligning with most jurisdictions and reflecting strong performance in the most critical safety metric.

Pedestrian safety remains relatively stable, with 7 reported injuries and no fatalities, comparable to peer jurisdictions. However, bicyclist injuries (10) were the highest among the cities, likely reflecting increased bicycle and e-bike use, underscoring a continued need for focused education and enforcement.

San Carlos reported just one DUI- related injury and no fatalities, making it one of the lowest among all jurisdictions. In comparison, Half Moon Bay recorded seven DUI -related injuries, a notably higher figure. This indicates that San Carlos’ DUI enforcement efforts, such as checkpoints and proactive patrols, are successfully minimizing impaired driving incidents. On the other hand, hit-and-run injury crashes totaled 11, the highest across all jurisdictions, highlighting 2025 SHERIFF’S OFFICE TRAFFIC DATA
San
Carlos
Half Moon
Bay Millbrae Woodside Portola
Valley
# of traffic crashes 132 60 107 42 13
# of persons killed in traffic crashes 0 0 1 1 0
# of persons injured in traffic crashes 72 46 62 35 10
# of pedestrians killed in traffic crashes 0 0 0 0 0
# of pedestrians injured in traffic crashes 7 0 8 0 0
# of bicyclists killed in traffic crashes 0 0 0 1 0
# of bicyclists injured in traffic crashes 10 3 4 7 2
# of persons killed in DUI crashes 0 0 0 0 0
# of persons injured in DUI crashes 1 7 1 1 0
# of hit and run fatal crashes 0 0 0 0 0
# of hit and run injury crashes 11 4 5 2 0

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Unsafe Turn or Lane Change
Speeding
Driving Under the Influence of Alcohol

a critical issue that demands focused enforcement, thorough investigation, and heightened public awareness.

Overall, while San Carlos experiences higher collision volumes, the data shows strong outcomes in reducing severe incidents, with opportunities to further address bicyclist safety and hit-and-run behavior through data-driven enforcement and community engagement.

TOP THREE PRIMARY COLLISION FACTORS IN 2025:

TRAFFIC ENFORCEMENT STRATEGIES:

The City of San Carlos employs a comprehensive and data- driven approach to traffic safety through a collaborative partnership between the Sheriff’s Office and City departments. This approach is grounded in the three core principles of education, enforcement, and engineering, ensuring a balanced and effective response to community traffic concerns.

To support enforcement efforts, two full -time motorcycle deputies are dedicated exclusively to traffic enforcement within San Carlos, working Monday through Friday. These deputies regularly participate in the Countywide Saturation Traffic Enforcement Progr am (S.T.E.P.), where four to five motorcycle deputies are deployed together for focused enforcement in high- risk areas. In addition, patrol deputies supplement these efforts by addressing violations during routine calls for service, increasing overall enforcement visibility throughout the city.

Traffic enforcement efforts are both data-driven and community-informed. Residents may report concerns through multiple channels, including Inform San Carlos, direct contact with the Police Bureau, or in- person interactions with deputies. All complaints are documented, analyzed, and disseminated via patrol briefings, allowing for focused, complaint -driven enforcement. This approach ensures that resources are deployed where they are most needed and responsive to community priorities.

Collaboration with the City’s Public Works Department and City Engineer remains a critical component of this strategy. Through traffic studies, speed surveys, and roadway assessments, enforcement efforts are aligned with engineering solutions to address the root causes of unsafe driving behaviors. This integrated approach enhances long- term traffic safety outcomes beyond enforcement alone.

Education continues to be a key focus area. The Sheriff’s Office actively participates in campaigns sponsored by the National Highway Traffic Safety Administration and partners with the California Office of Traffic Safety to deliver year -round public safety messaging. By 2025, these initiatives had expanded to include targeted outreach on emerging topics such as e-bike and e-conveyance safety, pedestrian awareness, and distracted driving. The Bureau also conducted community presentations, developed educational materials, and engaged residents through events such as traffic safety town halls and school-based programs.

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The S.T.E.P. program remains a cornerstone of regional collaboration, bringing together multiple law enforcement agencies to address traffic safety concerns across San Mateo County. These operations, conducted periodically throughout the year, focus on high- collision corridors and known problem areas, resulting in increased enforcement activity and heightened public awareness.

Additional tools, such as Electronic Message Boards, are deployed throughout the city to display real-time speed feedback to drivers. These boards, combined with ongoing speed surveys, provide valuable data used to guide enforcement strategies and evaluate traffic trends over time.

Looking ahead and considering 2025, we recognize evolving challenges affecting traffic safety.

These include increased use of e -bikes and other alternative transportation, ongoing concerns about speeding and distracted driving, and the need to balance enforcement with equitable, education-based approaches. In response, the Bureau will continue to expand data- driven policing strategies, enhance focused enforcement in high- risk areas, and invest in community education initiatives aimed at long-term behavioral change.

Overall, we remain committed to a proactive and adaptive traffic safety strategy that prioritizes the safety of all roadway users while maintaining strong partnerships across City departments and the community.

PEDESTRIAN AND BICYCLE COLLISION DATA:

The data reflects a fluctuating but ultimately
improving trend in pedestrian- involved
collisions in San Carlos over the past six
years. While collisions peaked at 11
incidents in both 2020 and 2023, the number
declined to 10 in 2024 and further to 8 in
2025, representing a 20% reduction from the
prior year and one of the lowest totals in the
reporting period. This downward trend
suggests that ongoing education, focused
enforcement, and community engagement
efforts are having a measurable impact on
pedestrian safety.

Pedestrian and bicycle safety remained a
core priority for the Police Bureau in 2025,
with data indicating continued progress in
reducing pedestrian-involved collisions. The
total number of pedestrian collisions
decreased to eight incidents in 2025, down
from ten in 2024. While year -to-year
fluctuations are expected due to variables such as traffic volume, reporting patterns, and environmental factors, the overall trend reflects positive movement toward safer roadways.

To build on this progress, the Bureau maintained a proactive and data-driven approach. Deputies conducted multiple focused pedestrian enforcement operations in high-traffic and high-risk areas, using decoy strategies to identify violations, including failure to yield to pedestrians in crosswalks. 11 5
8 11
10 8
0 2
4 6
8 10
12 Auto/Pedestrian Collisions
2020 2021 2022 2023 2024 2025

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These operations not only support enforcement but also provide valuable data to inform deployment strategies and identify recurring problem areas. Education continued to play a critical role in 2025. Personnel expanded outreach efforts through events such as the Family Bicycle Safety Event and the Public Safety Fair, while also integrating pedestrian safety messaging into broader community engagement initiatives.

The Bureau also strengthened collaboration with City departments, including Public Works and the City Engineer, to align enforcement efforts with engineering solutions. This coordinated approach ensures that infrastructure improvements, such as signage, crosswalk visibility, and traffic-calming measures, support enforcement and education strategies.

Despite the encouraging decline in collisions, pedestrians remain among the most vulnerable roadway users. As such, the Bureau continues to emphasize shared responsibility, reminding drivers, cyclists, and pedestrians alike of their role in maintaining roadway safety. Moving forward, the Bureau will continue to leverage intelligence- led policing, community partnerships, and focused enforcement to further reduce collisions and enhance the safety of all who travel within San Carlos.

Analysis of bicycle -involved traffic collisions over the reporting period shows variability, with a notable improvement in 2024 followed by a return to prior levels in 2025. Between 2020 and 2023, bicycle-versus-automobile collisions remained relatively consistent, ranging from 6 to 10 incidents annually. In 2024, collisions declined significantly to 4 incidents, representing a 56% decrease and the lowest level observed during this timeframe.

While it is difficult to attribute this reduction
to a single factor, it likely reflects the
combined impact of increased public
awareness, focused enforcement,
expanded education efforts, and ongoing
infrastructure and safety improvements.

The Sheriff’s Office contributed to this
progress by enhancing bicycle safety
initiatives, including creating an online
reporting portal for cyclists to document
unlawful vehicle behavior. This tool
improves data collection and supports
more responsive, complaint -driven
enforcement. Internally, personnel were
equipped with a 3- Foot Rule Violation
Guide to ensure consistent enforcement of
safe passing laws and appropriate follow -
up on reported incidents.

In addition, personnel have actively
engaged the community through citywide
events, distributing bicycle safety educational materials, and reinforcing safe riding practices and driver responsibilities. These outreach efforts are designed to foster a shared responsibility for roadway safety among cyclists, motorists, and pedestrians alike.

Despite the progress observed in 2024, bicycle collisions increased to 10 incidents in 2025, returning to levels consistent with prior years. This rebound underscores the ongoing risks faced 9 6
10 9
4 10
0 2
4 6
8 10
12 Auto/Bicycle Collisions
2020 2021 2022 2023 2024 2025

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by cyclists and the need for sustained, adaptive strategies. Fluctuations in smaller datasets are not uncommon; however, this trend highlights the importance of maintaining a strong focus on enforcement, education, and engineering solutions.

Looking ahead, the Police Bureau will continue prioritizing bicycle safety through a comprehensive approach. Planned efforts include hosting a traffic safety town hall focused on bicycle safety, providing residents with an opportunity to share concerns and engage directly with law enforcement. Continued investment in data- driven enforcement, public education, and collaboration with City partners will be critical in reducing collisions and improving safety outcomes for cyclists in San Carlos.

DUI-RELATED COLLISIONS:

In 2025, the San Carlos Police Bureau continued its commitment to DUI prevention and traffic safety by expanding enforcement efforts, including two sobriety and driver’s license checkpoints.

These checkpoints remain a critical tool to enhance public safety, increase awareness of the dangers of impaired driving, and deter individuals from driving under the influence of alcohol or drugs.

Total Results:
• 1,218 vehicles screened
• 30 field sobriety tests conducted
• 1 driver arrested for driving under the influence of alcohol • 1 driver cited for driving on a suspended license
• 5 drivers cited for license not in possession
• 12 drivers cited for operating a vehicle while unlicensed • 1 vehicle stored/impounded

In 2025, DUI -related collisions decreased further to 8 incidents, representing a 33% reduction from 2024 and a 50% reduction from 2023.

This continued downward trend suggests
that sustained enforcement, education, and
high-visibility operations are having a
measurable impact on driver behavior.

Deputies have maintained a proactive
approach by focusing patrol efforts in high-
risk areas identified through historical data
and community reporting. These focused
enforcement strategies, combined with
checkpoint operations, serve both as a
deterrent and as an opportunity to educate
the public on the significant consequences of
impaired driving. Individuals arrested for a
first-time DUI can face substantial penalties,
including an average of $13,500 in fines and
fees, license suspension, and other legal
consequences.

8 19
18 16
12 8
0 2
4 6
8 10
12 14
16 18
20 DUI-Involved Collisions
2020 2021 2022 2023 2024 2025

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3 Electronic Signboard
Trailers

26 Body Worn
Cameras

11 In Car/Dash
Cameras

Additionally, the Sheriff’s Office conducts multiple DUI and driver’s license enforcement operations throughout the county each year, reinforcing a consistent and visible presence. These efforts, coupled with ongoing community outreach and education, help reduce impaired driving incidents and improve overall roadway safety in San Carlos.

While year -to-year fluctuations can occur, the sustained decline in DUI -related collisions highlights the effectiveness of a balanced strategy centered on enforcement, education, and data- driven deployment of resources. Continued focus on these areas will remain essential to maintaining and further improving these positive outcomes.

EQUIPMENT DEPLOYMENT AND TECHNOLOGY UPGRADES:

The City of San Carlos currently operates a network of 21 fixed Automated License Plate Recognition (ALPR) cameras. These cameras are city -owned and supported through a partnership with Flock Safety. In 2025, the City advanced its investment in this technology by planning to expand the network by six additional cameras at strategically identified locations with higher levels of activity, where enhanced monitoring can support crime prevention and investigative efforts.

This growing camera network significantly enhances the Bureau’s ability to identify and locate vehicles associated with criminal activity. The system allows deputies to search for vehicles using a wide range of characteristics beyond license plates, including vehicle type, make, model, color, state of registration, and unique identifiers such as bumper stickers, decals, or roof racks. These capabilities provide a powerful investigative tool, particularly in cases where license plates are obscured, stolen, or otherwise unavailable.

21 11 5
Fixed ALPRs Mobile ALPRs Vehicle Mounted Launcher

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In addition to investigative searches, ALPR technology provides real-time alerts when vehicles of interest enter or travel through the city. This capability enables deputies and allied agencies to respond quickly, improving coordination and increasing the likelihood of safely locating vehicles connected to crimes. The integration of ALPR data into modern intelligence platforms, including systems such as Peregrine, further strengthens the Bureau’s ability to synthesize information, identify patterns, and deploy resources in alignment with intelligence-led policing strategies.

In 2025, the San Carlos Police Bureau continued to make significant investments in technology, equipment, and operational infrastructure to enhance service delivery, improve efficiency, and support deputy effectiveness in the field.

A major advancement in 2025 was the investment in Peregrine, a modern, data -driven policing platform that enhances real-time information sharing, investigative capabilities, and intelligence- led policing efforts. This system allows personnel to quickly access and analyze critical data, improving situational awareness and enabling more informed decision-making in both patrol and investigative functions.

To further support field operations and communication, all sworn personnel were issued new department-issued cell phones, providing more reliable and secure mobile connectivity. These devices improve coordination, streamline communication with dispatch and allied agencies, and enhance access to law enforcement databases and reporting tools while in the field.

In addition, sworn staff were equipped with upgraded handheld radios, significantly improving the clarity, reliability, and interoperability of communication. These upgraded radios enhance coordination during critical incidents, large- scale events, and mutual aid responses, ensuring seamless communication across units and partner agencies.

The San Carlos Police Bureau’s overall crime prevention strategy continues to rely on a combination of advanced technology, proactive patrol, and strong community partnerships. ALPR systems, GPS tracking technology, and real -time data platforms combined with public reporting and deputy engagement form a comprehensive approach to reducing crime, improving response effectiveness, and enhancing public safety throughout the community.

PSYCHIATRIC EMERGENCY RESPONSE TEAM (PERT):

The Psychiatric Emergency Response Team (PERT) is a partnership between the San Mateo County Sheriff’s Office and San Mateo County’s Behavioral Health and Recovery Services (BHRS). PERT’s goal is to provide resources and support to individuals and families living with mental illness in an effort to help manage acute crisis, reduce violent interactions and tragic outcomes involving law enforcement and those experiencing crises. PERT supports individuals and families to reduce jail recidivism of those living with mental illness and reduce psychiatric emergency hospitalizations by proactively diverting people to other applicable services and resources in the community. When the team was initially established in 2015, it consisted of one Sheriff’s Office detecti ve and one BHRS clinician. In 2019, PERT expanded to include two detectives and two clinicians.

PERT coordinates San Mateo County’s Crisis Intervention Training (CIT). CIT was started in 2005 and is a foundational training focused on mental health systems, resources, recognizing signs and symptoms of mental illness, and de-escalation. In 2021, PERT began coordinating Enhanced Crisis Intervention Training (ECIT), which focused on bringing modern best practices for mental

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health crisis response to law enforcement. The training included alternative strategies such as delayed contact, maintaining time and distance, disengagement, and teaching crisis communication techniques. In 2026, CIT and ECIT will be combined to provide one comprehensive CIT program. This unified curriculum will encompass all essential CIT and ECIT content, creating a more robust and streamlined learning experience for participants. The goal is to ensure every attendee leaves with stronger skills, greater confidence, and a deeper understanding of best practices in crisis response.

PERT reviews all mental health cases within the Sheriff’s Office. This includes cases in which an individual is determined to meet the criteria for W&I 5150, an involuntary hold, due to being a danger to themselves, a danger to others, or gravely disabled. Patrol deputies also refer cases in which mental health is suspected to be a factor, but the individual does not meet the criteria for W&I 5150.

From January 1, 2025, through December 31, 2025, there were 53 W&I 5150 holds in San Carlos.

An additional 133 cases were referred by deputies or command staff. 1 case was referred by outside agencies or previous clients who recontacted PERT for support. Overall, PERT received 136 total referrals for the city of San Carlos. After investigating all referred cases, 50 referrals (36.76%) were deemed to require follow-up and were assigned to the PERT caseload.

The following are just a few examples of the work PERT has done in San Carlos:

EXAMPLE #1:

A San Carlos youth was referred to PERT after an altercation with family. Uniformed deputies first attempted to speak with the youth, but the attempt was unsuccessful. Unfortunately, the youth’s concerning behavior continued to escalate due to the presence of the uniformed deputies .

Recognizing this, the deputies disengaged from the home and referred the case to PERT.

PERT contacted the family and was able to learn about possible triggers causing the youth's recent behaviors. During this process , PERT learned that the youth had aspirations to join the military. PERT met with the youth and utilized the PERT detective's military background to build rapport. Due to PERT’s involvement, t he family and the youth accepted available, supportive resources.

EXAMPLE #2:

San Carlos deputies received information that an individual was seen waving a firearm and making threats to harm others and himself at his workplace. The individual had no prior contact with PERT or law enforcement. Deputies confirmed the individual possessed six registered firearms and requested assistance from a PERT Detective in serving a Temporary Gun Violence Restraining Order (GVRO) to the individual. This is a routine function of PERT.

During their contact, it was determined that no actual crime occurred. With the individual’s consent, PERT successfully collected the firearms without incident and provided relevant services.

EXAMPLE #3:

In August, an individual living with schizophrenia was referred to PERT. PERT contacted the individual’s mother, and she shared ongoing concerns about his lack of insight into his diagnosis

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and non-adherence to treatment. While the individual was stable at the time, he lived with his family, who provided significant financial support. The family’s long- term hope was for the individual to engage in consistent, voluntary treatment.

PERT met with the individual’s parents at the San Carlos substation following separate urgent communications from the individual and the mother. During the meeting, the parents reported a rapid decline in the individual’s mental health, marked by increasing paranoia, agitation, and aggressive behavior. PERT emphasized appropriate reporting of crises and available response pathways.

Following the meeting, patrol deputies and a PERT detective conducted a welfare check at the individual’s residence. Although the individual briefly engaged with PERT, he declined further evaluation and services. Nevertheless, PERT continued to support the parents by completing a safety plan and providing information on resources, including CARE Court, the National Alliance on Mental Illness ( NAMI), Serenity House, the Mobile Crisis Response Team (MCRT), and guidance on when to contact 9-1-1.

This case illustrates how PERT’s ongoing involvement allows for continuity of care across changing levels of acuity, supporting individuals with serious mental illness while also guiding families through complex, evolving safety and care needs.

The bar graphs below illustrate the total number of family contacts and total referrals received by PERT in the City of San Carlos in 2025:

44 0
5 10
15 20
25 30
35 40
45 50
Family Contacts
2025
136
0 20
40 60
80 100
120
140
160
Total Referrals
2025

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Here are pie charts illustrating the total referral outcomes and sources that PERT received in the City of San Carlos in 2025:

Assigned
to
Caseload
37%
Concern
Mitigated
49%
Unable
to
Contact
9%
Out of
Jurisdiction
5%
Referral Outcome
5150
Report
39%
FI
26%
RIMS
PERT Ref
31%
Self
2%
Other
SMCSO
1%
Outside
Agency
1%
Total Referral Sources

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PROPERTY BUREAU:

The Property Bureau's primary responsibility is to document, categorize, securely store, and release property to its lawful owner for court presentation, auction, or disposal, as required by law. San Carlos submitted 15 % of the total evidence processed by the Sheriff’s Office Property Bureau. Of that, 8,244 digital pieces were processed, including BWC and car videos (according to evidence.com). There were 1,219 physical items processed, of which 22 were firearms.

• Evidence: The property is typically retained until any ongoing legal proceedings are resolved. Following this, the prosecuting attorney may file a court order for its return, certifying that the property is no longer needed as evidence and can be returned to its rightful owner.

• Found Property: Any found or unattended property is secured and held for a minimum of 90 days while efforts are made to locate its lawful owner.

8,244
Digital Pieces Processed
1,219
Physical Items Processed

273 22
Drug Related Items Firearms Received
24 Firearm-related Items
(casings, ammo, magazines)

85%
15%

EVIDENCE SUBMITTED
Sheriff's Office
San Carlos

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SCHOOL RESOURCE OFFICERS:

The Community Oriented Policing Services (COPS) model serves as a foundational philosophy guiding the San Mateo County Sheriff’s Office's approach to public safety. This model emphasizes proactive problem -solving and strong community partnerships to address the underlying conditions that contribute to crime, social disorder, and the fear of crime.

Consistent with this philosophy, the Sheriff’s Office has established a comprehensive Community Policing Unit (CPU), which is currently staffed by five Deputy Sheriffs and one Sergeant. The CPU oversees several key community-based initiatives, including the Community Alliance to Revitalize Our Neighborhoods (CARON) program, the Youth Diversion Program, the Sheriff’s Activities League (SAL), and the School Resource Officer (SRO) Program.

The SRO Program is a cornerstone of the County’s community policing efforts, assigning deputies to local schools to foster safe and supportive learning environments. School Resource Officers work collaboratively with school administrators, parents, and com munity-based organizations to provide education on crime prevention, substance abuse awareness, and personal safety. In addition to their educational role, SROs are responsible for investigating criminal activity on or near campuses, providing security and crowd management at school events, and, when appropriate, conducting follow-up outreach such as home visits.

Through consistent engagement and visibility, SROs play a critical role in building trust with students and staff, helping to break down barriers to reporting and encouraging early intervention when concerns arise. Research and operational experience indicate that community engagement strategies aligned with the COPS model contribute to reductions in crime and improvements in overall community trust. The presence of an SRO on campus provides a direct and accessible resource for students, fostering an environment in which concerns can be addressed proactively and collaboratively.

School Resource Officers (SROs) actively engage with the community and support school safety through a variety of initiatives, including:

• Participating in Safe Streets initiatives
• Conducting campus safety walk-throughs
• Monitoring traffic during arrival and dismissal times • Reading and interacting with students in classroom settings • Conducting home visits when appropriate
• Providing referrals to PERT and other supportive services • Engaging with students during lunch and recess periods • Assisting with emergency preparedness efforts, including barricade and lockdown drills

These efforts are designed to foster positive relationships, enhance campus safety, and support the overall well-being of students and staff.

Our San Carlos School Resource Officer (SRO), James Hijak, has a furry companion that assists him in his daily duties. Therapy K9 Teddy plays an important role in supporting student well-being and enhancing the overall school environment. As a trained therapy dog, Teddy provides comfort and emotional support to students who may be experiencing stress, anxiety, or difficult situations.

His presence helps create a calming atmosphere, making it easier for students to manage their emotions and feel safe on campus.

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26 28
17 59 60
67 49
40 54
19 56
41 94
51 26
32 24
34 34
43 27
0 10
20 30
40 50
60 70
80 90
100
Arroyo Arundel Brittan Acres Central Heather TL, Mariposa & Charter
White Oaks
Calls for Service
2023 2024 2025
Teddy also serves as a positive link between students and law enforcement personnel, helping to build trust and encourage open, supportive interactions. He participates in classroom visits, campus events, and informal interactions during the school day, offering moments of connection that can improve mood, increase engagement, and foster a sense of belonging for both students and staff.

Overall, Therapy K9 Teddy contributes to a more supportive, approachable, and emotionally responsive school environment.

The graph below displays the calls for service to schools during the year 2025:

K9 UNIT:

The K9 team serving San Carlos consists of two highly trained dogs, each paired with a dedicated handler. These teams play a critical role in a wide range of public safety operations, including patrol support, narcotics detection, suspect apprehension, and search-and-rescue efforts.

K9 teams are frequently deployed to assist in locating fleeing suspects, conducting area and building searches, tracking individuals, and identifying critical evidence at crime scenes that may otherwise go undetected. They also provide an added layer of protection for deputies and the community by enhancing officer safety during high-risk incidents.

In addition to enforcement-related duties, K9 teams are valuable assets during critical incidents such as missing person searches, where their tracking capabilities can significantly improve outcomes. Their presence alone often serves as a deterrent, helpi ng to de -escalate situations and encourage compliance without the need for force.

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The K9 teams participate in continuous, rigorous training to maintain proficiency in obedience, detection, tracking, and scenario- based deployments. This ongoing training ensures readiness for real-world situations and adherence to best practices in law enforcement.

When San Carlos -assigned K9 teams are unavailable or when specialized capabilities are required, such as explosives detection, additional K9 resources from across the San Mateo County Sheriff’s Office are available to respond. This regional support model ensures that San Carlos benefits not only from its locally assigned K9 teams but also from the full capabilities, expertise, and specialized units within the broader Sheriff’s Office K9 program.

Beyond operational duties, K9 teams also engage in community outreach through public events, school visits, and demonstrations. These interactions help build positive relationships with residents, provide education about law enforcement operations, and enhance community trust and transparency.

Overall, the K9 program is a force multiplier that enhances operational effectiveness, improves public safety outcomes, and strengthens community engagement within the City of San Carlos.

36 K9 Deployments
in San Carlos in 2025

• 5 building searches for suspects of burglaries
• 1 firearm search
• 3 felony car stops
• 10 demonstrations
• 4 suspect/missing person tracks
• 1 narcotic sniffs
• 1 explosive ordinance sniffs
• 2 suspect apprehension deployments without a bite
• 1 de-escalation
• 1 safety sweep
• 7 community engagement events

SHERIFF’S VOLUNTEERS IN POLICING (SVIP):

The Sheriff’s Volunteers in Policing (SVIP) Program comprises dedicated individuals with diverse professional backgrounds who share a common commitment to enhancing the safety, welfare, and quality of life in the San Carlos community. These volunteers play a vital role in supporting the Sheriff’s Office by contributing their time, skills, and community presence to augment public safety services.

In San Carlos, eight SVIP members contributed a total of 3,930 volunteer hours, providing meaningful support to both administrative and field operations. Volunteers assigned to administrative functions assist with front -counter services, report processing, and general office support, helping to ensure the efficient day-to-day operation of the Police Bureau. Those assigned

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to patrol functions serve as highly visible ambassadors of the Sheriff’s Office, strengthening the connection between law enforcement and the community.

SVIP volunteers provide a wide range of services tailored to the needs of San Carlos, including:

• Vacation house checks to help deter residential burglaries • Graffiti abatement, documentation, and reporting
• School patrols to enhance student safety during arrival and dismissal times • Residential and neighborhood patrols to provide a visible deterrent to crime • Business patrols to support local merchants and identify suspicious activity • Traffic and parking observation/reporting (non-enforcement support) • Assistance with community events, parades, and city-sponsored activities

8 SVIPs Assigned to 3,930 Volunteer San Carlos Hours in San Carlos

Through their consistent presence and proactive engagement, SVIP volunteers significantly extend the reach of sworn personnel, allowing deputies to focus on higher-priority calls for service while maintaining strong community-oriented policing efforts. Their contributions are essential to delivering responsive, efficient, and community-focused law enforcement services in San Carlos.

COMMUNITY ENGAGEMENT:

The Sheriff’s Office remains committed to building and sustaining strong, meaningful connections with the community we serve. Our goal is to actively engage with community members in ways that promote trust, open communication, transparency, and mutual res pect. These relationships are fundamental to effective, community-oriented policing.

To support this commitment, the San Carlos Police Bureau implements a variety of strategic initiatives, including community -based programs, special events, public safety campaigns, meaningful use of social media, and educational outreach opportunities. Through these efforts, we aim to foster collaboration, increase public awareness, and empower residents with the knowledge and resources needed to enhance their own safety.

It’s important that the San Carlos Police Bureau reflects the local values of San Carlos residents, while ensuring fair and equitable enforcement of state, county, and city municipal statutes. Our sworn personnel, professional staff, and volunteers work collaboratively to engage with residents, local businesses, youth, community organizations, and media partners. This coordinated approach helps build lasting relationships, encourages dialogue, and ensures that community concerns are heard and addressed.

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The San Carlos Police Bureau maintains a strong and visible presence at major community events and city -sponsored activities. These engagements provide valuable opportunities for positive interactions, informal conversations, and relationship- building in a welcoming environment. In addition to large -scale events, personnel regularly participate in smaller neighborhood meetings, school visits, safety presentations, and outreach initiatives designed to reach diverse segments of the community.

The following is a list of key events, meetings, and outreach efforts attended by the San Carlos Police Bureau in 2025:

CONCLUSION:

The San Mateo County Sheriff's Office provides San Carlos with significant advantages by curbing the substantial costs associated with maintaining a standalone municipal police department, facilitating required certified training, equipment procurement, and specialized unit development.

This partnership also grants the San Carlos community access to a broader spectrum of professional resources, such as advanced investigative divisions, tactical response teams, the Psychiatric Emergency Response Team, and specialized training programs that would be financially prohibitive for a city of our size to independently support.

Furthermore, this arrangement ensures operational continuity and professional oversight by leveraging the Sheriff's established administrative framework, ultimately enhancing service delivery while promoting greater regional interoperability and standardized law enforcement practices across jurisdictional boundaries.

On behalf of Sheriff Ken Binder and the men and women of the San Mateo County Sheriff’s Office, it is an honor for us to provide law enforcement services to the people of San Carlos. We are committed to always doing our best and continually striving to improve our performance.

Holiday Toy Drive Hiller Aviation Kids’ Air Fair
Coffee with the Chief Strategic Communication Meetings
Eucalyptus Lighting Annual HOA Community Meeting
San Carlos Town Hall Meeting IABA Mixer
Goblin Walk STAR Camp
Night of Holiday Lights 2+2 Committee Meetings
Public Safety Fair Special Olympics Torch Run
Shop with a Hero Women’s Bootcamp
Art and Wine Fair Gun Buyback
Coffee with a Motor National Night Out
San Carlos Farmers’ Market Mayor for a Day

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May 11, 2026 Packet Pg. 309

CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Consideration of Adopting a Resolution Selecting a Preferred Site for a Community and/or Aquatic Center.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution selecting a preferred site for a community and/or aquatic center.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed to select the preferred location.

Once a location has been selected, staff will conduct additional community outreach, prepare detailed design drawings, and conduct a CEQA analysis for a new community and/or aquatic center. This is estimated to cost between $500,000 to $1,000,000, depending on the location selected.

Staff anticipate a cost savings of approximately $150,000 from the current contract that could be used to offset these costs. Future costs will include construction and operating expenses. Once a selection has been made, staff will prepare an consideration.

BACKGROUND:

At the January 2023 Strategic Planning Retreat, the City Council established a new goal focused on recreational opportunities, including an objective to complete a Parks Master Plan assessment and develop a conceptual design for a new community center. The Council formally initiated the Parks Master Plan process in May 2024.

Community outreach conducted during the Parks Master Plan process suggested that a new community center and aquatic facility were top priorities for the community. The consultant team and staff also identified a need for expanded community center space due to limitations in accommodating existing programs in current recreation facilities.

On February 24, 2025, the City Council provided initial direction on potential sites for a new community and aquatic facility. At its June 23, 2025 meeting, the Council narrowed the site options to Burton Park and Laureola Park, and provided preliminary design feedback to the consultant team.

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May 11, 2026 Packet Pg. 310
A community meeting was held on September 17, 2025, to present site options and gather public input on a potential community and aquatic facility. An online survey was also launched to broaden community engagement.

At its October 27, 2025 meeting, the City Council reviewed the site options and community feedback. The Council directed staff to further evaluate Burton Park and Laureola Park as potential sites for a new community and aquatic center and to advance this effort separately from the Parks Master Plan process.

ANALYSIS:

At its October 27, 2025 meeting, the City Council provided feedback on design options for a new community and aquatic center at Burton Park and Laureola Park. In response, the consultant team collaborated with staff to right-size the proposed facilities to reduce impacts on existing amenities such as street-level tennis, basketball courts, and field space. As a result, the community center footprint was reduced from 30,000 square feet to approximately 20,000 square feet, and the taller gymnasium building was repositioned adjacent to another tall structure within the Burton Park to better integrate with the surrounding environment.

The consultant team further refined four, high-level design options to assist the City Council in selecting a preferred site. Once a site is chosen, staff will issue a request for proposals (RFP) to retain an architectural team to prepare more detailed plans, incorporating input from the Council, staff, and the community. The four design options include:

1) Burton Park Combined Community and Aquatic Center
2) Burton Park Community Center
3) Laureola Park Aquatic Center
4) Laureola Park Combined Community Center and Aquatic Center (with property acquisition)

The proposed community center would include flexible spaces to accommodate classes, meetings, and rentals, as well as a cardio and weight room, dance/fitness studio, gymnasium, lobby, and restrooms. The conceptual plan reflects an approximately 18,800-square-foot building footprint, with the potential for a second story to be incorporated in the final design.

The aquatic center would feature a 25-yard swimming pool, splash pad, lawn lounge area, and a seating and picnic hardscape area, along with an indoor support building that includes restrooms, a lobby, and changing rooms with showers. The facility would support a range of activities, including swim lessons, aqua aerobics, swim team practices, adult lap swim, and family swim.

The pool could host local youth swim meets smaller in size.

Due to site constraints, the Burton Park concept includes underground parking to supplement limited surface parking, while the Laureola Park concept proposes an expanded surface parking lot. Although parking is not required under AB 2079 due to both sites’ proximity to transit, both the City Council and community members have expressed a preference for providing additional parking as part of the project.

Overview of each option (larger-scale maps are included as Attachment 2):

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May 11, 2026 Packet Pg. 311
Option 1 proposes a combined community and aquatic center at Burton Park with below-grade parking. The taller gymnasium portion of the building is located closer to the center of the park site, adjacent to the existing Youth Center gymnasium. The design would require reconfiguration of the Chestnut Street parking and drop-off area, removal of trees, and relocation of the brick building and cell tower. While the tennis courts would be retained, the plan would require relocation of the cornhole area and a reduction in the baseball outfield, limiting use to youth games rather than adult softball. Due to site constraints, underground parking is included. This option offers the benefit of co-locating amenities in a central location; however, construction cannot be phased and would involve higher construction costs.

Option 2 proposes a community center only at Burton Park, also with below-grade parking. This design reconfigures the parking and drop-off area while retaining existing trees, the cell tower, and the brick building. Similar to Option 1, the baseball outfield would be reduced. This option expands community space but still involves higher construction costs due to the inclusion of underground parking.

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May 11, 2026 Packet Pg. 312
Option 3 proposes an aquatic center only at Laureola Park. Access to the park would continue via the existing easement from Old County Road and could include a new driveway connection to Holly Street, along with additional surface parking spaces. The aquatic facility is located on the northern portion of the park site and would be complemented by broader park improvements, including a new playground, sport court, reconfigured field, and updated landscaping. This option introduces new amenities to the east side neighborhood, provides an opportunity to enhance the overall park for greater community use, and is more cost-effective to construct.

Option 4 proposes expanding Laureola Park through property acquisition along Old County Road to accommodate a new community center and expanded surface parking. The design locates the taller gymnasium building adjacent to an existing commercial building along Old County Road to better integrate with the surrounding context. This option could be implemented as a second phase following the aquatic center and park improvements identified in Option 3. Key benefits of this approach are the ability to phase development over time and the cost-effectiveness to construct.

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May 11, 2026 Packet Pg. 313
Cost Estimates:

The consultant team prepared cost estimates for each of the four options. For Burton Park, the estimates assume underground parking due to site constraints, while the Laureola Park estimates assume surface parking.

The cost estimates for Laureola Park also include associated park improvements, as development of the aquatic facility would require relocation of the playground, restrooms, and basketball court, as well as modifications to the existing sports field.

As noted in the options discussion, the Laureola Park combined community and aquatic facility option could be implemented in phases, providing greater flexibility in project delivery and funding.

Option Description Building
construction
Park
construction Parking Total
1 Burton Park-
Combined $30m $15m $45m
2 Burton Park –
Community
Center only
$25m $15m $40m
3 Laureola –
Aquatic only $6m $6m $800k $12.8m
4 Laureola –
Combined* $29m $6m $900k $35.9m
* cost estimates do not include property acquisition

Operating costs for a new community center are estimated between $809,250 and $1,219,500 annually, with an estimated 50% cost recovery from programs, classes, memberships, and rental fees. The cost to operate a new aquatic facility is estimated between $815,050 to $1,161,300 annually, with an estimated 50% cost recovery from fees (user fees, swim team fees, lessons, rentals, etc.).

Staff recommend that the City Council select a preferred site for a new community and/or aquatic center. Following selection of a preferred site, staff will issue an RFP for a consulting firm to complete additional community outreach, prepare detailed design drawings, and conduct CEQA analysis for a new community and/or aquatic center.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution selecting a preferred site for a community center and/or aquatic center; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

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May 11, 2026 Packet Pg. 314
Respectfully submitted by:

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

1. Resolution

2. Site Options Maps

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May 11, 2026 Packet Pg. 315
RESOLUTION NO. 2026 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS SELECTING A PREFERRED SITE FOR A COMMUNITY AND/OR AQUATIC CENTER.

WHEREAS, the City Council, at its January 2023 Strategic Planning Retreat, identified Recreation Services as a new goal and added an objective to develop a conceptual design of a new community center; and

WHEREAS, community outreach conducted as part of the Parks Master Plan update process identified a new community center and aquatic facility as top community priorities; and

WHEREAS, the consultant team and staff also identified a need for expanded community center space due to limitations in accommodating existing programs in current recreation facilities; and

WHEREAS, on February 24, 2025, the City Council provided initial direction on potential sites for a new community and aquatic facility; and

WHEREAS, at its June 23, 2025 meeting, the Council narrowed the site options to Burton Park and Laureola Park, and provided preliminary design feedback to the consultant team; and

WHEREAS, the City hosted a community meeting on September 17, 2025 to present site options and gather public input on a potential community and aquatic facility, as well as launched an online survey to broaden community engagement; and

WHEREAS, at its October 27, 2025 meeting, the City Council reviewed the site options and community feedback and directed staff to further evaluate Burton Park and Laureola Park as potential sites for a new community and aquatic center and to advance this effort separately from the Parks Master Plan process; and

WHEREAS, at its May 11, 2026 meeting, the Council received community feedback and reviewed four design options to inform the selection of a preferred site for a new community and/or aquatic center including:
 Option 1: a new community and aquatic center at Burton Park  Option 2: a new community center at Burton Park
 Option 3: a new aquatic center at Laureola Park
 Option 4: a new community and aquatic center at Laureola Park with additional land acquisition

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of San Carlos selects __________ as its preferred site for a community and/or aquatic center and requests staff to issue a Request for Proposal for the next phase of design development, community outreach and complete analysis pursuant to the California Environmental Quality Act (CEQA).

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May 11, 2026 Packet Pg. 316
* * * * *
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 11th day of May 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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May 11, 2026 Packet Pg. 317

SAN CARLOS PARKS MASTER PLAN

SAN CARLOS, CALIFORNIA
L-1
APRIL, 2026
OPTION 1 - BURTON PARK

CEDAR ST

BRITTAN AVE

AQUATIC CENTER

YOUTH CENTER

GYMNASIUM

RAMP TO UNDERGROUND

PARKING
POOL

SPLASH PAD

PICNIC AREA
30’ 60’0’
SCALE: 1” = 30’-0”
15’

COMMUNITY
CENTER

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May 11, 2026 Packet Pg. 318

SAN CARLOS PARKS MASTER PLAN

SAN CARLOS, CALIFORNIA
L-4
APRIL, 2026
OPTION 2 - BURTON PARK

BRITTAN AVE
30’ 60’0’
SCALE: 1” = 30’-0”
15’

YOUTH CENTER

GYMNASIUM

COMMUNITY
CENTER

PICNIC AREA

RAMP TO UNDERGROUND

PARKING

CEDAR ST
L-2

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May 11, 2026 Packet Pg. 319

SAN CARLOS PARKS MASTER PLAN

SAN CARLOS, CALIFORNIA
L-7
APRIL, 2026
OPTION 3 - LAUREOLA PARK

AQUATIC CENTER
POOL
LAWN

SPLASH PAD

PLAYGROUND

BASKETBALL
COURT

PICNIC AREA

ACCESS EASEMENT

HOLLY ST

OLD COUNTY RD

BAYPORT AVE
30’ 60’0’
SCALE: 1” = 30’-0”
15’
L-3

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May 11, 2026 Packet Pg. 320

SAN CARLOS PARKS MASTER PLAN

SAN CARLOS, CALIFORNIA
L-9
APRIL, 2026
OPTION 4 - LAUREOLA PARK

AQUATIC CENTER
POOL
LAWN
LAWN

SPLASH PAD

PLAYGROUND

BASKETBALL
COURT

PICNIC AREA

HOLLY ST

OLD COUNTY RD

BAYPORT AVE

GYMNASIUM

COMMUNITY
CENTER
30’ 60’0’
SCALE: 1” = 30’-0”
15’
L-4

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May 11, 2026 Packet Pg. 321

CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Consideration of Adopting a Resolution Approving the Crestview Drive Pilot Improvements Project.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution approving the Crestview Drive Pilot Improvements Project.

FISCAL IMPLICATIONS:

The Crestview Drive Pilot Improvements Project will be implemented in coordination with the City’s planned 2026 Pavement Rehabilitation Project, with a combined cost estimate of approximately $1.8 million across multiple capital improvement projects.

Due to the coordination, portions of the pilot improvements, such as striping, pavement markings, and related roadway modifications, will be incorporated into the pavement project. The remaining project elements, including traffic calming features, pedestrian enhancements, and intersection treatments, will be funded through a combination of the following capital improvement projects:

 C2504 - Traffic Studies & Pilot Improvements
 C2402 - Roundabout at Crestview and Edmonds
 C9416 - 2026 Pavement Rehabilitation Project
 C9417 - Annual Traffic Striping and Marking Project

If the City Council approves the full scope of the Project, staff anticipate that additional funding in the amount of approximately $450,000 will be required to implement all proposed pilot improvements. Staff intend to return to City Council as part of the mid-year budget process to request appropriation of these funds.

The existing budget in Project C2504 is currently allocated to ongoing, citywide service requests requiring investigation, studies and analyses and is not sufficient to deliver additional improvements identified through this project.

Staff have intentionally coordinated these improvements with the 2026-27 Pavement Rehabilitation Project to minimize construction impacts and disruption to residents along the corridor. This approach allows multiple improvements to be delivered concurrently, reducing the need for repeated construction activities and resulting in cost efficiencies through shared mobilization, traffic control, and construction efforts. The Planning and Transportation Commission strongly supported this coordinated approach.

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May 11, 2026 Packet Pg. 322
Approval of the Project at this stage allows staff to advance design and coordination with the paving project while returning to the Council with a formal funding request during the mid-year budget process.

BACKGROUND:

Crestview Drive stretches approximately 2.2 centerline miles from just north of Edgewood Road to the northern terminus at Hallmark Drive at the Belmont City Limit. The roadway is classified as an arterial and serves as primary emergency response route. Its steep downhill grade and wide travel lanes contribute to persistent speeding conditions.

The City has received ongoing feedback from residents regarding vehicle speeds, driver behavior, and safety concerns for all roadway users. The San Mateo County Office of Education has also notified staff of concerns that many San Carlos School District students and families are affected, particularly noting those traveling to the Mariposa, Tierra Linda, and San Carlos Charter Schools campuses. Additionally, Heather Elementary’s Safe Routes to School plan identifies Crestview Drive, between Melendy Drive and Brittan Avenue, as a designated walking route.

In 2021, a fatal collision occurred at the intersections of Crestview Drive and Edmonds Road, further underscoring the need for safety improvements.

Previous City efforts, including the installation of permanent and temporary radar feedback signs and targeted enforcement, have increased awareness and provided useful data, but have not fully addressed speeding along the corridor. In addition, residents have consistently requested safer and more visible pedestrian crossings at key intersections.

Due to Crestview Drive’s arterial classification, steep topography, and role as primary emergency response route, traditional traffic calming measures such as speed humps are not recommended under federal guidance or the City’s Neighborhood Traffic Management Plan.

The Crestview Drive Pilot Improvements Project supports the City Council’s Strategic Plan goals related to transportation, mobility, and public safety by implementing measures to reduce vehicle speeds, improve pedestrian and bicycle safety, and enhance roadway conditions along a key arterial corridor and emergency response route. The project also supports safe routes to school and improves accessibility for residents of all ages and abilities.

ANALYSIS:

In response to community concerns and in coordination with the planned fiscal year 2026-27 Pavement Rehabilitation Project, staff initiated the Crestview Drive Pilot Improvements Project to evaluate alternative strategies to reduce speeding and improve safety for all roadway users while maintaining traffic flow and emergency access.

The Project builds on recommendations from the City’s Bicycle and Pedestrian Master Plan, which identified enhanced bicycle facilities and pedestrian crossings as key priorities for this corridor. Improvements are indicated by preliminary engineering studies, evaluating intersection operations, and safety enhancements. The Project also incorporates prior work from the Crestview Drive and Edmonds Road Roundabout Study and Preliminary Design, initiated following the 2021 fatal collision.

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May 11, 2026 Packet Pg. 323
Traffic Data & Observations
Traffic data, including average daily traffic (ADT) volumes and speed data, was collected in December 2023 between Edgewood Road and Club Drive. Additional turning movement counts were conducted in September 2025 during peak hours at key intersections, including Brittain Avenue and La Mesa Drive (north) to evaluate the feasibility of removing the second northbound lane and implementing a road diet.

Field observations conducted in October 2025 assessed pedestrian and cyclist activity, vehicle speeds, parking utilization, and congestion along the corridor. The data were used to inform comprehensive traffic analysis and used to develop the conceptual design.

The analysis concluded that a road diet is feasible and that performance at Brittan Avenue and La Mesa Drive intersection would not be significantly impacted. Prior analysis completed in 2024 also determined that a single-lane roundabout at Crestview and Edmonds would improve intersection operations under future traffic conditions.

Stop control was evaluated in accordance with the California Manual on Uniform Traffic Control Devices (CA MUTCD), which establishes specific warrants based on traffic volumes, collision history, and operational conditions. The intersections at Melendy Drive and Club Drive do not meet these warrants. Installing unwarranted stop signs is not permitted under these standards and can result in poor driver compliance (rolling stops), increased rear-end collisions, and unnecessary delay to traffic and emergency response. For these reasons, alternative safety treatments are recommended. As a result, alternative safety measures, including pedestrian- activated flashing beacons and painted bulb-outs are recommended, particularly at Melendy Drive due to its proximity to a school and bus route.

Community Outreach
Community outreach was conducted between January and March 2026 and included a project webpage, mailed postcards, social media outreach, and an online survey. A total of 293 responses (214 complete and 79 partial) were received.

Additional feedback was collected through emails, phone calls, direct meetings with staff, and public comments at City Council meetings held on February 9, 2026 and February 23, 2026.

Outreach materials included design concepts, cross-section diagrams, and visual aids to communicate the proposed improvements and gather feedback. Key concerns identified through this process included speeding, limited crosswalks availability, and visibility challenges.

Survey results indicated mixed support for the proposed improvements, with 58% supportive and 42% not supportive. Similarly, support for the roundabout was mixed (54% supportive, 46% not supportive), with concerns primarily related to traffic congestion, limited existing bicycle use, steep grades, and unfamiliarity with roundabout operations. A common theme among respondents who did not support the proposed improvements was a preference for installation of additional stop signs at key intersections. As noted in the Traffic Data & Observations section, stop control was evaluated in accordance with the CA MUTCD, and the intersections along Crestview Drive do not meet the established warrants for all-way stop control. As a result, alternative safety measures are proposed to address speeding and pedestrian safety concerns.

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May 11, 2026 Packet Pg. 324
In addition to community input, the City received letters of support from regional and local partners, including the City/County Association of Governments of San Mateo County (CCAG), the San Mateo County Office of Education (SMCOE), the San Carlos School District (SCSD), Bike San Carlos, and the Silicon Valley Bicycle Coalition (SVBC). These organizations expressed support for the project’s goals of improving safety, reducing speeds, and enhancing conditions for pedestrians and cyclists along the corridor. These support letters are available as Attachment 6.

Project Scope
The pilot improvements are designed to:
 Improve safety for pedestrians and cyclists through enhanced crossings and visibility.  Reduce vehicle speeds and improve driver behavior.
 Enhance roadway clarity and predictability through updated striping and signage.  Reduce conflict points and crash severity through installation of a roundabout at Edmonds and Crestview. Public education will be part of this effort, potentially including a video description on how to maneuver through a roundabout.

Planned improvements focus on cost-effective, quick-build treatments coordinated with the paving project and include:
 Class IIB buffered bike lanes to provide bicycle facilities and reduce vehicle speeds through lane narrowing.
 Enhanced pedestrian crossings at key locations.
 Updated striping and signage.

Improvements will be implemented primarily using temporary materials such as paint, rubber, and flexible delineators, allowing the City to evaluate performance and adjust before considering permanent installations.

Planning and Transportation Commission Feedback and Proposed Refined Scope On April 6, 2026, the Planning and Transportation Commission (PTC) recommended that the City Council approval of the Project with amendments to include additional speed reduction measures and performance metrics.

Based on the PTC’s direction, the conceptual design was refined to include additional improvements such as rectangular rapid flashing beacons at Crestview Drive and Club Drive and a traffic circle at Crestview Drive and Los Vientos Way, addressing concerns along the northern portion of the corridor. These updates are reflected in Attachment 2.

In addition, performance metrics were developed (Attachment 3) to evaluate the effectiveness of the pilot. Metrics include data collection on vehicle speeds, traffic volumes, pedestrian activity, collision data, and community feedback throughout the pilot duration.

Next Steps
If approved by City Council, staff will return to City Council prior to summer recess with the Project incorporated into the 2026 Pavement Rehabilitation Project for approval of the Plans, Specification, and Estimate (PS&E) package, as well as authorization to bid. This coordinated

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May 11, 2026 Packet Pg. 325
approach minimizes overall project costs, shortens construction duration and reduces construction impacts to the community.

Following construction, the pilot project will be monitored for a minimum of 18 months to evaluate performance before any consideration of permanent improvements.

California Environmental Quality Act (CEQA)
Pursuant to CEQA Guidelines Section 15301, the Project is categorically exempt as it consists of minor alteration of existing public facilities with negligible or no expansion of use.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution approving the Crestview Drive Pilot Improvements Project; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

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

1. Resolution

2. Conceptual Plans

3. Post Construction Evaluation Metrics

4. Quick Build Improvements Outreach Summary Report

5. Additional Public Feedback on Project

6. Organizations’ Letters of Support

11.b
May 11, 2026 Packet Pg. 326
RESOLUTION NO. 2026 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS APPROVING THE CRESTVIEW DRIVE PILOT IMPROVEMENTS PROJECT.

WHEREAS, Crestview Drive stretches approximately 2.2 centerline miles from just north of Edgewood Road to the northern end at Hallmark Drive at the Belmont City Limit; and

WHEREAS, the City has received ongoing feedback from the community regarding vehicle speeds, driver behavior, and safety concerns for all roadway users; and

WHEREAS, Crestview Drive is classified as an arterial roadway and serves as a primary emergency response route, and due to its steep grades and geometry, traditional traffic calming measures such as speed humps are not recommended; and

WHEREAS, Crestview Drive is scheduled for pavement maintenance treatment in fiscal year 2026-27; and

WHEREAS, between community concerns and slated paving, staff initiated the Crestview Drive Pilot Improvements Project (“Project”) to explore alternative strategies to address speeding and improve pedestrian and bicycle safety while maintaining traffic flow and emergency access; and

WHEREAS, the Project also develops the initial Crestview Drive and Edmonds Road/Drive Roundabout Study and Preliminary Design; and

WHEREAS, the Project develops the conceptual design to implement a road diet (lane reduction), class IIB buffered bike lanes per the City’s Bicycle and Pedestrian Master Plan (adopted 2020), and additional safety measures at key locations to provide quick build solutions using cost-effective paint and plastic elements to slow traffic speeds, create safer pedestrian crossings, and enhance the City’s bicycle network; and

WHEREAS, traffic data for Crestview Drive was collected in December 2023 and fall of 2025, including traffic volume and speed data between Edgewood Road and Club Drive, turning movement counts at Brittan Avenue and La Mesa Drive (North), and additional field investigation to observe traffic conditions and usage to confirm the feasibility of the proposed conceptual design; and

WHEREAS, community outreach was initiated including the development of a project webpage, additional materials such as postcards and social media posts, and an online survey to engage a broad audience and gather feedback on the Project; and

WHEREAS, on April 6, 2026, the Planning and Transportation Commission (PTC) recommended City Council approval of the Project with additional scope and performance metrics; and

WHEREAS, the Project metrics defined include data collection for speed, volume, pedestrian use, and reported collision count as well as community perception of issues seen; and

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May 11, 2026 Packet Pg. 327
WHEREAS, the Project will be implemented in coordination with the City’s planned 2026 Pavement Rehabilitation Project, with a combined cost estimate of approximately $1.8 million across multiple capital improvement projects; and
WHEREAS, with the exception of the Crestview Drive pavement rehabilitation and Crestview-Edmonds roundabout, construction of all other pilot Project improvements is unfunded since needs arose from regular day-to-day service requests collected; and

WHEREAS, the current available budget in Traffic Studies & Pilot Improvements Project C2504 is earmarked for ongoing service requests responses which require investigation, studies and analyses; and
WHEREAS, implementation of the full Project scope is anticipated to require additional funding, which staff intend to request through a future budget process; and

WHEREAS, according to CEQA Guidelines Section 15301, this Project is categorically exempt since it consists of minor alteration of existing public streets and sidewalks, involving negligible or no expansion of existing use.

NOW, THEREFORE BE IT RESOLVED , that the San Carlos City Council hereby approves the Crestview Drive Pilot Improvements Project and directs staff to return at a future date with any necessary funding requests to implement the full scope of the Project. * * * * *
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 11th day of May 2026, by the following vote:
________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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May 11, 2026 Packet Pg. 328

MALABAR CT

BUTTERCUP LN SORREL LN

CRESTVIEW DR
8'
5'
11'
11'
5'
8'
3'
3'
3'
3'

PARKING LANE

BIKE LANE

VEHICLE TRAVEL LANE

BIKE LANE

PARKING LANE

CLUB DR

MEADOWSWEET LN

BLUEBELL LN

PYXIE LN

CRESTVIEW DR
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH
NORTH

MATCHLINE - SEE BELOW LEFT

MATCHLINE - SEE ABOVE RIGHT
MATCHLINE A - SEE SHEET 2
2026 PAVING PROJECT TO INSTALL TWO NEW CASE C
CURB RAMPS. INSTALL 20' RED CURB FOR

DAYLIGHTING AT ALL CROSSWALK APPROACHES

INSTALL DOUBLE BUFFERED CLASS II
BIKE LANES ON CRESTVIEW DRIVE, TYP.

INSTALL BIKE LANE MARKINGS
AT APPROXIMATELY 200' SPACING, TYP.

INSTALL HIGH VISIBILITY LADDER
CROSSWALKS AT CLUB DR.

EXISTING CURB RAMPS TO REMAIN.

INSTALL YIELD TEETH MARKINGS AHEAD OF CROSSING.

ALL-WAY STOP CONTROL WARRANTS NOT MET FOR
CLUB DR/CRESTVIEW DR.

INSTALL 20' RED CURB FOR DAYLIGHTING AT

ALL CROSSWALK APPROACHES

TYPICAL CROSS SECTION ALONG
CRESTVIEW DR.

INSTALL R1-5 SIGN FOR
YIELD CONTROL.

FUTURE CLASS II BIKE FACILITY ON CLUB DR
PER CITY BICYCLE MASTER PLAN.

BEGIN BUFFERED BIKE

LANE FACILITY ON
CRESTVIEW DR.
1 OPTIONAL ELEMENT: INSTALL RRFBs FOR
ENHANCED CROSSWALK VISIBILITY.

R1-5 SIGN
EXISTING W11-2 AND
W16-9P SIGNS
EXISTING W11-2 AND
W16-9P SIGNS
OPTIONAL ELEMENT: INSTALL RRFBs FOR
ENHANCED CROSSWALK VISIBILITY.

OPTIONAL ELEMENTS:

INSTALL PAINTED

BULBOUTS WITH FLEXIBLE
DELINEATORS AT CLUB DR.

PUSH

BUTTON TO

TURN ON

WARNING
LIGHTS
W11-2 SIGN
W16-7P SIGN
R10-25 SIGN

RRFB ASSEMBLY

PUSH BUTTON
AHEAD
W16-9P SIGN

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May 11, 2026 Packet Pg. 329

VIOLET LN

MARIGOLD LN

CRESTVIEW DR

MARIGOLD LN

IRIS LN

AZALEA LN

CALYPSO LN

DAFFODIL LN

TULIP LN

CRESTVIEW DR

CRESTVIEW DR
8'
3' 5'
3'
11'
11'
3' 5'3'
8'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH
NORTH

MATCHLINE - SEE BELOW LEFT

MATCHLINE - SEE ABOVE RIGHT
MATCHLINE B - SEE SHEET 3
MATCHLINE A - SEE SHEET 1

INSTALL MIDBLOCK CROSSING

AND CASE C CURB RAMPS TO

PROVIDE ACCESS TO VISTA
PARK. INSTALL RRFBs FOR
ENHANCED VISIBILITY.

VISTA
PARK
INSTALL R1-5 SIGN FOR
YIELD CONTROL.

INSTALL R1-5 SIGN FOR
YIELD CONTROL.

INSTALL YIELD TEETH MARKINGS
AHEAD OF CROSSING.

INSTALL RED CURB IN FRONT OF EXISTING FIRE
HYDRANT. INSTALL 20' RED CURB FOR DAYLIGHTING AT

ALL CROSSWALK APPROACHES

INSTALL ADVANCED RRFB
WITH W16-9P SIGN
APPROXIMATELY 200'

FROM CROSSWALK
INSTALL ADVANCED RRFB WITH W16-9P SIGN
APPROXIMATELY 200' FROM CROSSWALK
2 R1-5 SIGN
PUSH

BUTTON TO

TURN ON

WARNING
LIGHTS
W11-2 SIGN
W16-7P SIGN
R10-25 SIGN

RRFB ASSEMBLY
AHEAD
W16-9P SIGN

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

PUSH BUTTON

11.b
May 11, 2026 Packet Pg. 330

PYROLA LN

CLOVER LN

LILLY LN LOS VIENTOS WAY

LEWIS RANCH RD

CRESTVIEW DR

LOS VIENTOS WAY

LEWIS RANCH RD

QUAIL LN

CRESTVIEW DR
3' 5'
3'
11'
11'
3' 5'
3' 8'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH
MATCHLINE B - SEE SHEET 2
MATCHLINE C - SEE SHEET 4

INSTALL HIGH VISIBILITY LADDER CROSSWALK AT
LOS VIENTOS WAY. EXISTING CURB RAMPS TO
REMAIN. INSTALL 20' RED CURB FOR DAYLIGHTING
AT ALL CROSSWALK APPROACHES. INSTALL BIKE
CONFLICT MARKINGS THROUGH INTERSECTION.

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT
3 INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT
INSTALL TRAFFIC CIRCLE AT LOS VIENTOS WAY.

INSTALL HIGH VISIBILITY LADDER CROSSWALK AT
LOS VIENTOS WAY. EXISTING CURB RAMPS TO
REMAIN. INSTALL 20' RED CURB FOR DAYLIGHTING
AT ALL CROSSWALK APPROACHES.

INSTALL PAINTED BULBOUTS WITH FLEXIBLE

DELINEATORS AND GREEN BIKE LANE STRIPING

THROUGH INTERSECTION FOR ENHANCED BIKE
PROTECTION.

INSTALL 3' YELLOW AND BLACK MOUNTABLE SPEED
HUMPS WITHIN TRAFFIC CIRCLE. INSTALL TUFF

CURB SYSTEM WITH FLEXIBLE DELINEATORS
WITHIN TRAFFIC CIRCLE.

INSTALL W2-6 SIGNS (X3) WITHIN TRAFFIC CIRCLE
W2-6 SIGN

INSTALL RED CURB TO PREVENT PARKING WITHIN
INTERSECTION. APPROXIMATELY 9 PARKING
SPACES TO BE REMOVED.

BASE PROJECT

OPTIONAL TRAFFIC CIRCLE AT LOS VIENTOS WAY

DROP OUTER BUFFER AND ALLOW BIKES TO RIDE
CURBSIDE WITHIN INTERSECTION.
5' 3'
2'
12'
12'
5'
AHEAD
W16-9P SIGN
INSTALL W2-6 AND W16-9P SIGNS FOR ADVANCED
TRAFFIC CIRCLE WARNING.

INSTALL W2-6 AND W16-9P SIGNS FOR ADVANCED
TRAFFIC CIRCLE WARNING.

INSTALL TUFF CURB SYSTEM WITHIN DOUBLE

YELLOW CENTERLINE AT ALERT VEHICLES TO
TRAFFIC CIRCLE AHEAD.

INSTALL TUFF CURB SYSTEM WITHIN DOUBLE

YELLOW CENTERLINE AT ALERT VEHICLES TO
TRAFFIC CIRCLE AHEAD.

SEE BELOW FOR OPTIONAL TRAFFIC CIRCLE

11.b
May 11, 2026 Packet Pg. 331
S

COVENTRY CT

MELENDY DR

CRESTVIEW DR
11'
8'
12'
9'

LEWIS RANCH RD

QUAIL LN

NORMANDY CT

SUDAN LN

CRESTVIEW DR
8'
3' 5'3'
11'
11'
3' 5'3'
8'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH

MATCHLINE - SEE ABOVE RIGHT
MATCHLINE D - SEE SHEET 5
INSTALL HIGH VISIBILITY CROSSWALKS AT COVENTRY CT.

EXISTING CURB RAMPS TO REMAIN.

INSTALL 20' RED CURB FOR DAYLIGHTING AT ALL
CROSSWALK APPROACHES. INSTALL PAINTED BULBOUTS WITH FLEXIBLE

DELINEATORS AND HIGH VISIBILITY CROSSWALK AT
MELENDY DR. EXISTING CURB RAMPS TO REMAIN.

ALL-WAY STOP CONTROL WARRANTS NOT MET FOR
MELENDY DRIVE/CRESTVIEW DRIVE.

INSTALL BULBOUT AND NEW CURB
RAMP. INSTALL RRFBs FOR
PEDESTRIAN VISIBILITY. NOTE THAT

MELENDY DRIVE IS A SAMTRANS

BUS STOP LOCATION UTILIZED BY

CHILDREN ATTENDING THE
HEATHER SCHOOL.

INSTALL RRFB MOUNTED IN TRAFFIC ISLAND.

INSTALL PEDESTRIAN PUSH BUTTON WITHIN

SIDEWALK FOR FLASHING BEACON
ACTIVIATION.

INSTALL YIELD TEETH

MARKINGS AHEAD OF NEW
CROSSWALK.

CONFORM TO EXISTING STRIPING AT MELENDY DR.

FUTURE CLASS III BIKE ROUTE PER CITY BICYCLE
MASTER PLAN.

EXISTING BUS STOP - SAMTRANS ROUTE 61 TO REMAIN.

INSTALL RED CURB. INSTALL "BUS STOP" PAVEMENT MARKINGS.

INSTALL ADVANCED RRFB WITH W16-9P SIGN
APPROXIMATELY 200' FROM CROSSWALK.

INSTALL RED CURB TO

PROHIBIT PARKING NEAR
THE CROSSWALK.
4 INSTALL R1-5 SIGN FOR YIELD
CONTROL.

INSTALL R1-5 SIGN
FOR YIELD CONTROL.INSTALL 20' RED CURB FOR DAYLIGHTING AT

ALL CROSSWALK APPROACHES
R1-5 SIGN
PUSH

BUTTON TO

TURN ON

WARNING
LIGHTS
W11-2 SIGN
W16-7P SIGN
R10-25 SIGN

RRFB ASSEMBLY
AHEAD
W16-9P SIGN

ALL-WAY STOP CONTROL WARRANTS
(WARRANT ANALYSIS BY OTHERS)
NOT MET FOR COVENTRY CT/CRESTVIEW DR.

NORTH
MATCHLINE C - SEE SHEET 3

MATCHLINE BELOW LEFT

INSTALL HIGH VISIBILITY LADDER CROSSWALK AT
NORMANDY CT. EXISTING CURB RAMPS TO REMAIN.

INSTALL BIKE CONFLICT MARKINGS THROUGH INTERSECTION.

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT

INSTALL RED CURB IN FRONT OF
EXISTING FIRE HYDRANT. INSTALL
20' RED CURB FOR DAYLIGHTING AT

ALL CROSSWALK APPROACHES

11.b
May 11, 2026 Packet Pg. 332

CRESTVIEW DR

CRESTVIEW PARKENTRANCE
8'2'
5'3'
11'
11'3'
5'3'
8'
8'
6'3'
11'
11'
5'
5'
12'

LESLIE DR CRESTVIEW DR
8'
3' 5'
3' 11'
11'
3' 5'
3' 8'
8'
2' 5'
3'
3'
3'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH

MATCHLINE - SEE ABOVE RIGHT
MATCHLINE E - SEE SHEET 6

EXISTING PEDESTRIAN REFUGE
ISLAND AND RRFBs TO REMAIN.

INSTALL HIGH VISIBILITY CROSSWALK.

EXISTING CURB RAMPS TO REMAIN.

EXISTING BUS STOP - SAMTRANS
ROUTE 61 TO REMAIN.

INSTALL RED CURB AND "BUS
STOP" PAVEMENT MARKINGS.

INSTALL RED CURB IN FRONT

OF EXISTING FIRE HYDRANT
5 3' 5'
8'
3'
11'
11'
3'5' 3'
8'

TRANSITION CROSS SECTION

THROUGH INTERSECTION TO

SMOOTHLY ACCOMMODATE

EXISTING RAISED ISLAND AND

BULBOUT PINCH POINTS
INSTALL 20' RED CURB FOR DAYLIGHTING AT ALL CROSSWALK APPROACHES.

NORTH
MATCHLINE D - SEE SHEET 4

MATCHLINE - SEE BELOW LEFT
INSTALL HIGH-VISIBILITY CROSSWALK AT LESLIE DR.

EXISTING CURB RAMPS TO REMAIN. INSTALL 20' RED CURB
FOR DAYLIGHTING AT ALL CROSSWALK APPROACHES.

INSTALL BIKE CONFLICT MARKINGS THROUGH
INTERSECTION.

INSTALL RED CURB IN

FRONT OF EXISTING

FIRE HYDRANT
INSTALL ADVANCED RRFB WITH W16-9P SIGN
APPROXIMATELY 200' AHEAD OF MELENDY DR CROSSWALK.

11.b
May 11, 2026 Packet Pg. 333

ROYAL LN

LA MESA DR

CRESTVIEW CT

CRESTVIEW DR

BRITTAN AVE ROYAL LN

CRESTVIEW DR
8'
3' 5'
3' 11' 11'
3' 5'
3' 8'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH

MATCHLINE - SEE ABOVE RIGHT
MATCHLINE F - SEE SHEET 7
PROPOSED ROAD DIET.

SECOND NB THROUGH LANE
TO BE REMOVED.

PROPOSED ROAD DIET.

SECOND NB THROUGH LANE
TO BE REMOVED.

EXISTING CURB RAMPS AT LA MESA DR TO REMAIN.

INSTALL 20' RED CURB FOR DAYLIGHTING AT ALL
CROSSWALK APPROACHES. INSTALL BIKE CONFLICT
MARKINGS THROUGH INTERSECTION.
6 INSTALL RED CURB IN

FRONT OF EXISTING FIRE
HYDRANT.

NORTH
MATCHLINE E - SEE SHEET 5

MATCHLINE - SEE BELOW LEFT
PROPOSED ROAD DIET.

LEFT TURN POCKET TO BE
REMOVED.

EXISTING CURB RAMPS TO REMAIN.

INSTALL BIKE CONFLICT MARKINGS THROUGH INTERSECTION.

FUTURE CLASS II BICYCLE FACILITY PER CITY
BICYCLE MASTER PLAN.

INSTALL RED CURB IN FRONT OF
EXISTING FIRE HYDRANT.

INSTALL RED CURB IN FRONT OF EXISTING
FIRE HYDRANT. INSTALL 20' RED CURB FOR

DAYLIGHTING AT ALL CROSSWALK
APPROACHES.

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May 11, 2026 Packet Pg. 334

EDMOND DR

CRESTVIEW DR CRESTVIEW DR
8'
3' 5'
3'
11'
11'
3' 5'
3'
8'
18'
15'
6'
G

CRESTVIEW CT

LA MESA DR

CRESTVIEW DR
8' 3'
5' 3'
11'
11'
3'
5' 3'
8'
City of San Carlos
Public Works Department
600 Elm St
San Carlos, CA 94070
Tel: (650)802-4200
www.cityofsancarlos.org

CRESTVIEW DRIVE PILOT IMPROVEMENTS

CONCEPTUAL PLAN
SHEET OF 7
APRIL 2026
NORTH

MATCHLINE - SEE ABOVE RIGHT

APPROX COUNTY R/W LINE

ROUNDABOUT AND ROUNDABOUT STRIPING
(DESIGNED BY 2026 PAVING PROJECT).

CYCLISTS TO MANEUVER THROUGH
ROUNDABOUT. INSTALL GREEN-BACKED
SHARROWS THROUGH ROUNDABOUT.60' TRANSITION FROM CLASS III

TO CLASS II DOUBLE BUFFERED

BIKE LANES
60' TRANSITION FROM CLASS II BIKE

LANES WITH DOUBLE BUFFERS TO

CLASS III BIKE LANES
7 INSTALL RED CURB IN FRONT
OF EXISTING FIRE HYDRANT.

INSTALL R1-2 SIGN
INSTALL W2-6 SIGN
INSTALL W2-6 SIGN
INSTALL W2-6 SIGN
INSTALL R1-2 SIGN
INSTALL W2-6 SIGN
INSTALL R1-2 SIGN
INSTALL R1-2 SIGN
YIELD
INSTALL W11-2 AND
W16-7P SIGNS
INSTALL W11-2 AND
W16-7P SIGNS
W11-2 SIGN
W16-7P SIGN
R1-2 SIGN
W2-6 SIGN
REMOVE APPROX.
3 EXISTING PARKING SPACES FOR

ROUNDABOUT INSTALLATION

WITH RED CURB
REMOVE APPROX.
2 EXISTING PARKING SPACES

FOR ROUNDABOUT INSTALLATION

WITH RED CURB
EXISTING SAMTRANS BUS STOP (ROUTE 295).

INSTALL RED CURB FOR BUS STOP AND ROUNDABOUT INSTALLATION.

INSTALL RED CURB FOR

DAYLIGHTING AT CROSSWALK

APPROACH AND ROUNDABOUT

INSTALLATION

INSTALL RED CURB IN FRONT

OF EXISTING FIRE HYDRANT

AND FOR ROUNDABOUT
INSTALLATION.

NORTH
MATCHLINE F - SEE SHEET 6

MATCHLINE - SEE BELOW LEFT
PROPOSED ROAD DIET.

SECOND NB THROUGH LANE
TO BE REMOVED.

PROPOSED ROAD DIET.

SECOND NB THROUGH LANE
TO BE REMOVED.

INSTALL YIELD TEETH MARKINGS AND R1-5 SIGNS

FOR YIELD CONTROL AT CRESTVIEW DR
APPROACHES. EXISTING CURB RAMPS TO REMAIN.

INSTALL R1-5 SIGN
FOR YIELD CONTROL.

INSTALL NEW HIGH VISIBILITY LADDER
CROSSWALKS AT ALL APPROACHES.

INSTALL BIKE CONFLICT MARKINGS
THROUGH INTERSECTION.

INSTALL W11-2 AND W16-7P SIGNS FOR

CROSSWALK WARNING
INSTALL W11-2 AND W16-7P SIGNS FOR

CROSSWALK WARNING
INSTALL R1-5 SIGN
FOR YIELD CONTROL.

INSTALL RED CURB IN

FRONT OF EXISTING FIRE
HYDRANT.

INSTALL RED CURB IN

FRONT OF EXISTING FIRE
HYDRANT.

INSTALL 20' RED CURB FOR

DAYLIGHTING AT ALL CROSSWALK
APPROACHES. INSTALL RED CURB IN
FRONT OF EXISTING FIRE HYDRANT.

R1-5 SIGN

11.b
May 11, 2026 Packet Pg. 335
Crestview Drive Pilot Improvements
Project – Post-Construction Evaluation
Metrics
This memorandum establishes the post-construction evaluation metrics for the Crestview Drive Pilot Improvements Project. Evaluation will consist of a single post-construction data collection conducted no earlier than 18 months following implementation and compared to baseline conditions.

Data Collection:

To evaluate the Crestview Drive Pilot Improvements Projects, the following data will need to be collected a minimum of 18 months after implementation and will be compared to baseline data.
• Turning movement counts (TMC) at:
o Edmonds Road/Drive
o La Mesa Drive
o Brittan Avenue
o Melendy Drive
o Club Drive
• 7-day speed, volume, and class (incl. bikes) along:
o Edgewood to Brittan
o Brittan to Melendy
o Melendy to Los Vientos
o Los Vientos to Club
• Collision data (from City)
• Online survey / community feedback
Evaluation Metrics
Success will be evaluated based on a combination of the following performance measures.

No single metric will determine project success; results will be evaluated collectively with primary emphasis on speed reduction and safety improvements.

Speed and Volume
Results will be evaluated based on overall trends across multiple speed metrics, with particular emphasis on reductions in higher-end speeding. Given the strong relationship between speed and safety, these measures will serve as the primary indicators of project effectiveness.

11.b
May 11, 2026 Packet Pg. 336
Metric Success Indicator Before
Data
After
Data
85th percentile
speed
Reduced to within 5 mph of posted speed
OR reduced by ≥ 3 mph from baseline
2023
data
7-day
counts
Average speed Reduction of ≥ 3 mph corridor-wide 2023
data
7-day
counts
% over speed limit Reduction of ≥ 25% (relative reduction) 2023 data
7-day
counts
% of vehicles 10+
mph over limit
Reduction of ≥ 40% (relative reduction) 2023
data
7-day
counts
Traffic volume* ≤ 10% change in traffic volume 2023
counts
7-day
counts
*Traffic volumes may change due to external factors such as nearby construction detours, regional traffic pattern shifts, development projects, etc. Success of this metric is based on traffic volumes remaining consistent with baseline conditions plus or minus 10%, absent external factors such as those listed above.

Bicycle and Pedestrian Use
Results will be evaluated based on changes in observed activity levels and facility usage.

Given the currently low baseline bicycle volumes and corridor topography, changes in use may take time to materialize; therefore, these metrics will be considered alongside observed comfort and utilization of the provided facilities.

Metric Success Indicator Before Data After Data
Bike volumes Increase from baseline 2023 data 7-day counts Bike activity Percent of riders using the
bike facility versus roadway
2025
observations
Field
observations
PedestrianCrossing
volumes
Increase of ≥ 10% at key
crossings/destinations from
baseline
2023 and
2025 counts
TMC/intersection
counts
PedestrianCrossing
activity
Percent of users using
marked crosswalks versus
undesignated crossings (i.e.,
“jaywalking”)
2025
observations
Field
observations
Pedestrian Crossing Safety
Results will be evaluated based on observed changes in driver yielding behavior, pedestrian crossing patterns, and ease of crossing. This measure will be informed by field observations and interpreted in the context of site conditions and user behavior.

Metric Success Indicator Before
Data
After Data
Driver
yielding
≥ 80% yielding at improved
crossings
Field
Observation
Field
observation

11.b
May 11, 2026 Packet Pg. 337
Collision Frequency and Severity
Results will be evaluated based on changes in collision trends and severity using available data at the time of analysis. Due to the limited evaluation period and relatively low number of collisions, these findings may not be statistically significant and will be considered alongside changes in speed and observed behavior.

Metric Success Indicator Before
Data
After Data
Severe/fatal
collisions
Zero fatality and a 50% reduction in
severe injury crashes
SWITRS
data
SWITRS data /
City data
Bike/ped
collisions
10% reduction of collisions from
baseline
SWITRS
data
SWITRS data /
City data
Community Perception
Results will be evaluated based on changes in community feedback, including perceived safety, comfort, and support for the project. These findings will provide important context for understanding how the improvements are experienced by corridor users.

Metric Success Indicator Before
Data
After Data
Perceived
safety
≥ 20% increase in “safe/very safe”
responses
Baseline
survey
Follow-up
survey
Speeding
perception
≥ 20% reduction in respondents citing
speeding as top issue
Baseline
survey
Follow-up
survey
Mode Shift ≥ 10% of respondents report increased
walking/biking
Baseline
survey
Follow-up
survey
Project support ≥ 10% increase in support Baseline
survey
Follow-up
survey

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Kimley>>> Horn Page 6
Open-Ended Question
At the end of the survey, respondents were asked to answer the following question: Is there anything else you would like the City to change or consider as the design is refined? All responses are included in Appendix D: Open-Ended Survey Responses. The following concerns and ideas were commonly identified:
• Speeding was the most highly mentioned concern with some respondents suggesting additional traffic calming measures, such as speed cameras, speed feedback signage, and speed humps. A few respondents suggested adding a landscaping median strip. • Several respondents voiced a desire for better enforcement of traffic laws. • Due to the topography and hills along Crestview Drive, many respondents reported struggling with visibility when driving.
• Because few cyclists are observed on Crestview Drive, bike lanes are unnecessary to add to Crestview Drive.
• Respondents who support bike lanes recommended that the proposed bike lanes should be protected, not just buffered; recommendations included parking-protected bike lanes or bollards.
• Several respondents believe that proposed roundabout design at Crestview Drive and Edmonds Drive will cause more issues. Additionally, the steep grade that it is located on seems impractical.
• Crestview Drive and Edgewood Drive was commonly identified as an intersection of concern due to a difficult left turn from Crestview Drive onto Edgewood Drive, high traffic volumes, and no existing pedestrian crossing.
• Crosswalks were generally supported at the "top of the world" viewpoint, Melendy Drive, and Edgewood Park.

Other Public Comments
In addition to the online survey, the City received 19 public comments via phone, email, and city council meetings. Four respondents explicitly supported the proposed designs. Full comments are available as Attachment 5 to the May 11, 2026 Council staff report. Repeated comments included the following:
• Speeding is commonly observed, and traffic calming measures are desired. • Several respondents referenced fatalities that previously occurred on Crestview Drive and Edgewood Road and expressed concern for children's safety. • Several respondents would like stop signs added to the intersection of Crestview Drive and Melendy Road.
kimley-horn.com 1300 Clay Street, Suite 325, Oakland, CA 94612 510-625-0712 May 11, 2026 Packet Pg. 344

11.b
Kimley>> > Horn

APPENDICES
Appendix A: Outreach Collateral
Appendix B: Full Survey Results
Appendix C: Proposed Design Survey Figures
Appendix D: Open-Ended Survey Responses
kimley-horn.com 1300 Clay Street, Suite 325, Oakland, CA 94612

Page 7 ends

San Carlos City CouncilMay 11, 2026

San Carlos City Council
May 11, 2026