Agenda packet, regular meeting — San Mateo City Council, June 6, 2022 (part 2 of 2)

 
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ITEM EST. UNIT TOTAL UNIT TOTAL UNIT TOTAL UNIT TOTAL UNIT TOTAL NO. QTY. UNIT PRICE COST PRICE COST PRICE COST PRICE COST PRICE COST JMB Construction, Inc.

BIDDER #4

BIDDERS
C2R Engineering, Inc.

BIDDER #3
Basin A & Various Locations Sanitary Sewer Improvements Project

BID SUMMARY
Westland Contractors, Inc. Express Plumbing, Inc.

BIDDER #2
CITY PROJECT NO. 46S091-46000-9153-46320
BID OPENING: 5/12/2022 Council Award: 6/6/2022 BIDDER #1

DESCRIPTION OF WORK

ENGINEER'S ESTIMATE
c) Segment Repair 8" Dia., Depth ≥5' 30 LF $1,155.00 $34,650.00 $1,1 50.00 $34,500.00 $800.00 $24,000.00 $400.00 $12,000.00 $800.00 $24,000 .00 d) Segment Repair 10" Dia., Depth ≥5' 10 LF $1,210.00 $12,100.00 $1,150.00 $11,500.00 $1,200.00 $12,000.00 $7 00.00 $7,000.00 $1,000.00 $10,000.00 13 CIPP Spot Repair (4 Feet Long Each)
a) CIPP Spot Repair 6" Dia. 43 EA $2,860.00 $122,980.00 $2,000.00 $86 ,000.00 $2,800.00 $120,400.00 $3,500.00 $150,500.00 $2,400.00 $103,20 0.00 b) CIPP Spot Repair 8" Dia. 4 EA $3,300.00 $13,200.00 $2,200.00 $8,80 0.00 $2,900.00 $11,600.00 $3,800.00 $15,200.00 $2,600.00 $10,400.00 c) CIPP Spot Repair 10" Dia. 1 EA $3,300.00 $3,300.00 $2,400.00 $2,40 0.00 $3,500.00 $3,500.00 $4,200.00 $4,200.00 $2,800.00 $2,800.00 d) CIPP Spot Repair 12" Dia. 1 EA $3,300.00 $3,300.00 $2,600.00 $2,60 0.00 $3,800.00 $3,800.00 $5,000.00 $5,000.00 $3,000.00 $3,000.00 14 CIPP Segment Repair (More than 4 Feet Long)
a) CIPP Segment Repair 6" Dia. 70 LF $715.00 $50,050.00 $650.00 $45,5 00.00 $747.50 $52,325.00 $780.00 $54,600.00 $700.00 $49,000.00 b) CIPP Segment Repair 8" Dia. 10 LF $748.00 $7,480.00 $660.00 $6,600 .00 $862.50 $8,625.00 $800.00 $8,000.00 $710.00 $7,100.00 15 Full Segment Replacement - Pipe Bursting
a) 6" VCP to 6" HDPE - Right of Way 5,185 LF $242.00 $1,254,770.00 $ 176.00 $912,560.00 $180.00 $933,300.00 $220.00 $1,140,700.00 $185.00 $ 959,225.00 b) 6" VCP to 6" HDPE - Easement 4,480 LF $220.00 $985,600.00 $200.00 $896,000.00 $150.00 $672,000.00 $210.00 $940,800.00 $190.00 $851,200. 00 c) 8" VCP to 8" HDPE - Right of Way 830 LF $264.00 $219,120.00 $190. 00 $157,700.00 $180.00 $149,400.00 $240.00 $199,200.00 $225.00 $186,75 0.00 d) 12" VCP to 12" HDPE - Right of Way 465 LF $275.00 $127,875.00 $2 00.00 $93,000.00 $300.00 $139,500.00 $300.00 $139,500.00 $245.00 $113, 925.00 e) Reconnect Existing Lateral to New HDPE Main - Right of Way 13 8 EA $1,650.00 $227,700.00 $2,000.00 $276,000.00 $2,950.00 $407,100.00 $1,800.00 $248,400.00 $3,500.00 $483,000.00 f) Reconnect Existing Lateral to New HDPE Main - Easement 116 EA $ 1,320.00 $153,120.00 $2,000.00 $232,000.00 $1,800.00 $208,800.00 $1,5 00.00 $174,000.00 $3,700.00 $429,200.00 16 Manhole Rehabilitation - Lining
a) Line Existing MH, Depth 0'-5' 9 EA $3,300.00 $29,700.00 $3,000.00 $27,000.00 $2,875.00 $25,875.00 $3,000.00 $27,000.00 $3,000.00 $27,00 0.00 b) Line Existing MH, Depth >5' 11 EA $3,575.00 $39,325.00 $3,100.00 $ 34,100.00 $3,335.00 $36,685.00 $4,000.00 $44,000.00 $3,500.00 $38,500 .00 17 Manhole Replacement 3 EA $14,300.00 $42,900.00 $10,000.00 $30,000.0 0 $15,500.00 $46,500.00 $13,000.00 $39,000.00 $22,000.00 $66,000.00 18 Manhole Rehabilitation - Channel Repair 143 EA $2,200.00 $314,600 .00 $1,000.00 $143,000.00 $2,200.00 $314,600.00 $2,200.00 $314,600.00 $2,300.00 $328,900.00 19 Uncover and Raise Manhole Frame & Cover 1 EA $2,200.00 $2,200.00 $ 900.00 $900.00 $3,500.00 $3,500.00 $3,500.00 $3,500.00 $2,400.00 $2,40 0.00 20 Remove and Replace Manhole Frame and Cover 1 EA $2,200.00 $2,200. 00 $1,000.00 $1,000.00 $2,600.00 $2,600.00 $3,800.00 $3,800.00 $3,700. 00 $3,700.00 21 Main to Manhole Reconnection - Open Cut Repairs 65 EA $1,650.00 $ 107,250.00 $500.00 $32,500.00 $1,800.00 $117,000.00 $2,800.00 $182,00 0.00 $700.00 $45,500.00 22 Main to Manhole Reconnection - Sectional CIPP Repairs 7 EA $1,10 0.00 $7,700.00 $2,000.00 $14,000.00 $2,300.00 $16,100.00 $2,850.00 $19 ,950.00 $600.00 $4,200.00 23 Reconnect Lateral to Main for Spot Repair Locations - Open Cut 244 EA $550.00 $134,200.00 $400.00 $97,600.00 $800.00 $195,200.00 $2,0 00.00 $488,000.00 $1,000.00 $244,000.00 24 Reconnect Lateral to Main for Spot Repair Locations - CIPP Top Hat 28 EA $275.00 $7,700.00 $1,350.00 $37,800.00 $1,552.50 $43,470.00 $2,000.00 $56,000.00 $1,700.00 $47,600.00 25 Remove and Replace Existing Monument 2 EA $2,200.00 $4,400.00 $1,0 00.00 $2,000.00 $8,000.00 $16,000.00 $4,000.00 $8,000.00 $2,000.00 $4, 000.00 $9,804,000.00 $7,348,355.00 $7,480,600.00 $7,868,635.00 $8,335,395. 00TOTAL BID

Page 2 of 2 ends

 
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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 12 Section Name: CONSENT CALENDAR Account Number: . File ID: 22-6194 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: Public Works Department
MEETING DATE: June 06, 2022
SUBJECT:

California Transportation Commission Local Streets and Roads – Project List Fiscal Year 2022-23 RECOMMENDATION:

Adopt a Resolution to submit a list of projects proposed to be funded with the Road Repair and Rehabilitation Account, Senate Bill 1 funding, to the California Transportation Commission for fiscal year 2022-23.

BACKGROUND:

On April 28, 2017, the Governor signed Senate Bill 1 (SB1), which is known as the Road Repair and Accountability Act of 2017 to address basic road maintenance, rehabilitation, and critical safety needs on both the state highway and local streets and road system. SB 1 increased per-gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration fees, and also provided for inflationary adjustments to tax rates in future years.

Beginning November 1, 2017, the State Controller deposited various portions of this new funding into the newly created Road Maintenance and Rehabilitation Account (RMRA). A percentage of this RMRA funding has been apportioned by formula to eligible cities and counties pursuant to Streets and Highways Code Section 2032(h) for road maintenance, rehabilitation, and critical safety projects on the local streets and road system.

Prior to receiving an apportionment of RMRA funds from the State Controller in a fiscal year, a local agency must submit to the California Transportation Commission (CTC), by July 1st of each year, a list of projects proposed to be constructed with these funds. The estimated amount of the apportionment for the City for fiscal year 2022-23 is approximately $2,348,876 and is subject to fluctuations in actual tax and fee revenues.

The City is required to maintain the pavement on roadways as part of the City’s Pavement Management Program. The proposed projects (collectively “Project”) will rehabilitate or reconstruct street segments that are in poor or failed condition. The estimated average useful life of the pavement treatment is 15 years. The Project design phase is currently at 35% and is scheduled to be completed in February 2023. Construction is anticipated to begin in June 2023 and be completed by December 2023. The current total estimated project cost is $9.3 million.

Staff recommends seeking RMRA fund apportionment for fiscal year 2022-23 for the proposed pavement rehabilitation and reconstruction projects on forty (40) street segments as outlined in the resolution. Upon City Council approval of the project list, staff will submit the resolution to the CTC as required.

BUDGET IMPACT:

According to the most recently available revenue estimates by the California League of Cities, the City of San Mateo is anticipated to receive an estimated amount of $2,348,876 from the RMRA for fiscal year 2022-23 toward street rehabilitation/reconstruction. These estimated allocations are appropriate for budgeting purposes but are subject to 249 of 406

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change when the Department of Finance releases updated revenue estimates with the Governor’s revision to the proposed State budget. As noted previously, actual revenues may vary based on total taxes and fees collected.

ENVIRONMENTAL DETERMINATION:

This action to adopt a resolution is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Proposed Resolution

STAFF CONTACT
Jimmy Vo, Senior Engineer
[email protected]
(650) 522-7319
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CITY OF SAN MATEO
RESOLUTION NO._______ (2022)
RESOLUTION ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2022-23 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and
WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City will receive an estimated $2.34 million in RMRA funding in Fiscal Year 2022-23 from SB 1; and
WHEREAS, this is the 6th year in which the City is receiving SB 1 funding which will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and
WHEREAS, the proposed project list is part of the City’s Smooth Street Program which is endorsed by the San Mateo City Council through public process; and
WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate forty (40) roadway segments currently in poor or failed condition throughout the City this year; and WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found the City of San Mateo’s overall streets and roads are in a good condition, however some of the street segments in poor condition have not been addressed and this revenue will help the City increase the overall quality of the City’s entire road system over the next decade and bring its overall streets and roads into better condition; and

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WHEREAS, the SB 1 project list and overall investment in the City’s local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting- edge technology, materials and practices, will have significant positive co-benefits statewide; and WHEREAS, the City affirms its commitment that the apportionments received will be used and reported on as required by statute and the California Transportation Commission’s adopted program guidelines.

NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of San Mateo, State of California, as follows:

1. This City Council action is not a project subject to CEQA review because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines section 15378(b)(5).)

2. The foregoing recitals are true and correct.

3. The following list of newly proposed projects will be funded in-part or solely with Fiscal Year 2022-23 Road Maintenance and Rehabilitation Account revenues:

Project Title: Citywide Street Reconstruction Package 3 Project Description: Project work includes milling of pavement surface or removal of asphalt concrete and base, overlaying asphalt concrete or placement of asphalt concrete and base, upgrading curb access ramps, installation of pavement markings and striping, and other incidental work.

Project Location: The following locations identified are subject to be changed:

Street From To
29TH AVE ALAMEDA E/S JUNIPER W/S
30TH AVE MONTEREY FERNWOOD
BETTINA AVE CITY LIM (4242 BETTINA S/S) 42ND S/S

BIRCH AVE RAILROAD AVE CLAREMONT W/S

CYPRESS AVE NORFOLK E/S QUEBEC W/S

DAKOTA AVE RAND PATRICIA E/S

ECHO AVE NORFOLK E/S LODI W/S
ELDORADO ST S 9TH N/S 5TH S/S
ELDORADO ST S 10TH 9TH S/S

FOLKSTONE AVE SUNNYBRAE S/S AMPHLETT

GRANT PL E GRANT GRANT

GRANT PL W GRANT GRANT

GUILDFORD AVE SUNNYBRAE E/S GRANT W/S

HARVARD RD SEVILLE WY S END PAST AVILA

HAWTHORNE DR BIRCH S/S SUNNYBRAE N/S

HEMLOCK AVE NORFOLK ST PATRICIA AVE

HEMLOCK AVE SHOREVIEW W/S NORFOLK E/S
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HIGH VIEW DR CITY LIMIT (LINCOLN N/S) NEWLANDS S/S
IDAHO ST S 3RD N/S TILTON S/S

IOWA DR PARROTT S/S NEVADA N/S

JODY CT EDNA W/S CUL-DE-SAC
JUNIPER ST 29TH N/S 28TH S/S
JUNIPER ST 30TH N/S 29TH S/S
KINGRIDGE DR FERNWOOD W/S 141' N/O DALEHURST
LANSDALE ST 31ST AVE N/S 30TH AVE S/S

LULA BELLE LN HACIENDA E/S FLORES W/S

MEFFERD AVE KINGSTON E/S HURON W/S

NOE AVE ECHO S/S NORFOLK E/S

NORTON ST KEHOE E/S S END
ONTARIO ST CYPRESS S/S 2ND N/S

OREGON AVE ST JOHN'S CEMETARY BUCKNELL W/S
OVERLAND DR 27 S OF WOODBERRY 55 SOF PALOS VERDES

OXFORD AVE HAMLETT E/S NORFOLK W/S

PACIFIC BLVD BAY MEADOWS PROPERTY HILLSDALE BLVD E S/S
PECK AVE ST. TIMOTHY'S RYDER

PIERCE ST SPEERS S/S QUEENS N/S

PRAGUE ST MONTE DIABLO S/S YORK N/S

PRAGUE ST TROLLMAN S/S MONTE DIABLO N/S

RAND ST NEWBRIDGE N/S DAKOTA/RAND S/S

ROLLING HILLS AVE ALAMEDA E/S HACIENDA W/S

ROLLING HILLS AVE HACIENDA E/S CUL-DE-SAC

RYDER ST DOLAN AVE CUL DE SAC

SAN BENITO ST ANTIOCH SAN MIGUEL

SANTA INEZ AVE E EL CAMINO REAL HIGHLAND AVE

SHARON PL NORFOLK E/S ONTARIO W/S

STATE ST IDAHO E/S AMPHLETT W/S

STEPHEN RD HILLSDALE N/S ALAMEDA E/S

SUNNYBRAE BLVD S DELAWARE E/S AMPHLETT W/S

TERRACE WAY ISABELLE W/S ALAMEDA E/S

TILIA ST BOREL HOBART

TULANE CT TULANE RD CUL-DE-SAC

VANESSA DR ELEANOR WOLFE
Estimated Project Schedule: The Project design phase is currently at 35% and is scheduled to be completed by February 2023. Construction is estimated to begin in June 2023 and be completed by December 2023.

Estimated Project Useful Life: The estimated useful life of the Project is average 15 years. 253 of 406

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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 13 Section Name: CONSENT CALENDAR Account Number: . File ID: 22-6149 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: Finance Department
MEETING DATE: June 06, 2022
SUBJECT:

Fiscal Year 2022-23 General Obligation Bond - Tax Rate Levy RECOMMENDATION:

Adopt a Resolution to levy the property tax rate of $0.0060 per $100 of assessed value (equates to $6.00 per $100,000 assessed value) for the voter-approved General Obligation Bond annual debt service payment.

BACKGROUND:

General Obligation Bonds (GO Bonds) are typically issued to finance government improvements benefiting the community as a whole. These obligations require 2/3rd voter approval and are secured by an annual tax levy on all assessed property within a jurisdiction. Due to the strength of this security pledge, General Obligation Bonds are typically the lowest cost form of public financing.

In 1999, voters approved a $35 million bond issue to finance construction of a new main library and improvements to the City’s branch libraries. These bonds were issued in two series, $12 million in 2000 (GO Bonds, Series 2000) and the remaining $23 million in 2004 (GO Bonds, Series 2004A). The total outstanding balance of these two bonds as of June 30, 2012 was $29.16 million. In February 2013, City Council authorized the refinancing of these two bond issues. General Obligation Refunding Bonds, Series 2013, were issued for $27.295 million and resulted in net present value savings of $8.4 million over the life of the remaining outstanding bonds. Correspondingly, starting in 2014, this refinancing reduced the annual assessment rate paid by property owners by approximately 20%.

An annual resolution is required to provide the County of San Mateo the authority to include this levy on the annual tax roll. The proposed tax levy for fiscal year 2022-23 is calculated to be $6.00 per $100,000 of assessed value, which represents a 6.25% reduction from the prior year levy of $6.40 per $100,000 of assessed value. The recommended reduction in the tax levy is due to the projected growth in the City’s assessed value from 2021-22 to 2022-23. The City’s total net taxable assessed valuation for fiscal year 2021-22 increased by 3.5% to $31.99 billion, compared to the prior year’s $30.91 billion. The levy rate for 2022-23 assumes a 7% increase in assessed value, bringing the total to $34.23 billion. This calculation of the tax levy is sufficient to meet debt service requirements as shown in Attachment 2.

As shown in Attachment 4, the outstanding principal of the GO Bonds, Series 2013, as of the end of FY 2022-23 will be $14.62 million, and the final debt service payment will be made in fiscal year 2030-31.

BUDGET IMPACT:

The recommended General Obligation Bond tax rate of $0.0060 per $100 of assessed value for fiscal year 2022-23 is estimated to raise adequate funds, approximately $2.041 million, to meet the annual debt service requirement for the General Obligation Refunding Bonds, Series 2013, originally issued for library capital projects. 254 of 406

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ENVIRONMENTAL DETERMINATION:

This GO Bond Tax Rate Levy is not a project subject to CEQA, because it is a government fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. (CEQA Guidelines Section 15378(b)(4).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Proposed Resolution
Att 2 - GO Bonds Debt Service Tax Rate Calculation
Att 3 - Historic GO Bonds Tax Rates
Att 4 – GO Bonds Debt Service Schedule

STAFF CONTACT
Rich Lee, Director, Finance
[email protected]
(650) 522-7102
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CITY OF SAN MATEO
RESOLUTION NO. ____ (2022)
FIXING THE 2022-2023 TAX RATE ON VOTER APPROVED GENERAL OBLIGATION BONDS WHEREAS, adoption of California Constitution Section XIII A (Proposition 13) by the voters of the state on June 6, 1978 automatically established the property tax rate to be fixed without any action of this Council, as previously required by Charter Section 5.11 and California Government Code Section 51511, except voter approved bonds; and
WHEREAS, the City of San Mateo has voter-approved general obligation bonds outstanding, requiring revenues in the sum of $2,041,250 to pay interest and principal for fiscal year 2022-23, which will require a total tax rate of $0.0060 per $100 of assessed valuation for the Library Project on the estimated $34.23 billion of combined assessed value roll of secured property and state utility property; and WHEREAS, pursuant to California Constitution Section XIII A, all other revenue from property taxes required to balance the budget for the City of San Mateo are to be collected by the County of San Mateo at a tax rate of 1% of the full face value of real property located in the City of San Mateo ($1.00 per every $100 of assessed value) and apportioned to the City according to law, and no other tax rate is to be established by City.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY AND ORDERS that:

1. The levying of this tax rate is not a project subject to CEQA because it is a funding mechanism which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. (CEQA Guidelines Section 15378(b)(4).)

2. The rate of property tax to be levied by this Council for the fiscal year July 1, 2022 through June 30, 2023, upon each $100 assessed value of all taxable property within the City of San Mateo for the purpose of redemption of interest and principal on voter-approved general obligation bonds of the City, for the fund, is hereby fixed at:

General Obligation Bonds Fund – $0.0060 for the Library Project

3. The City Clerk is hereby authorized and directed to forward a certified copy of this resolution to the Controller of the County of San Mateo immediately, as the statement of tax rate fixed as required by law. 256 of 406
Principal Interest Total Debt Service Payment
GO Bonds 2013 Library Debt Service Payment 1,520,000$ 521,250$ 2,041,250$ Less use of fund balance -$
Adjusted Total 2,041,250$
City of San Mateo Total Net Taxable Assessed Value 31,991,262,076$ estimated 7% increase 2,239,388,345$
2022-23 Projected Assessed Value 34,230,650,421$
GO Bonds Tax Levy 0.000060
City of San Mateo
Schedule of General Obligation Bonds (GO Bonds) Debt Service For Fiscal Year 2022-23 Tax Rate Calculation
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Fiscal Year
GO Bonds Tax Rate
Per $100 Assessed Value
Net Annual
GO Bonds Debt Service
2001-02 0.01350 1,367,000$
2002-03 0.01250 1,380,000$
2003-04 0.01150 1,383,000$
2004-05 0.02530 3,074,170$
2005-06 0.02200 2,927,000$
2006-07 0.02100 2,945,000$
2007-08 0.01930 2,954,000$
2008-09 0.01750 2,937,000$
2009-10 0.01600 2,663,472$
2010-11 0.01290 2,141,030$
2011-12 0.01290 2,099,016$
2012-13 0.01290 2,162,032$
2013-14 0.01050 2,051,350$
2014-15 0.01050 2,034,625$
2015-16 0.01024 2,040,575$
2016-17 0.00900 2,034,450$
2017-18 0.00840 2,030,950$
2018-19 0.00770 2,030,950$
2019-20 0.00710 2,037,950$
2020-21 0.00670 2,033,150$
2021-22 0.00640 2,045,950$
2022-23 0.00600 2,041,250$

CITY OF SAN MATEO
History of General Obligation Bonds Tax Rates
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OUTSTANDING

FISCAL PRINCIPAL TOTAL ANNUAL PRINCIPAL
YEAR AUGUST 1 FEBRUARY 1 TOTAL AUGUST 1 DEBT SERVICE JUNE 30 2012-13 - 27,295,000.00
2013-14 346,883.34 468,175.00 815,058.34 970,000.00 1,785,058.34 26,325,000.00 2014-15 468,175.00 451,450.00 919,625.00 1,115,000.00 2,034,625.00 25,210,000.00 2015-16 451,450.00 434,125.00 885,575.00 1,155,000.00 2,040,575.00 24,055,000.00 2016-17 434,125.00 410,325.00 844,450.00 1,190,000.00 2,034,450.00 22,865,000.00 2017-18 410,325.00 385,625.00 795,950.00 1,235,000.00 2,030,950.00 21,630,000.00 2018-19 385,625.00 359,925.00 745,550.00 1,285,000.00 2,030,550.00 20,345,000.00 2019-20 359,925.00 333,025.00 692,950.00 1,345,000.00 2,037,950.00 19,000,000.00 2020-21 333,025.00 305,125.00 638,150.00 1,395,000.00 2,033,150.00 17,605,000.00 2021-22 305,125.00 275,825.00 580,950.00 1,465,000.00 2,045,950.00 16,140,000.00 2022-23 275,825.00 245,425.00 521,250.00 1,520,000.00 2,041,250.00 14,620,000.00 2023-24 245,425.00 213,625.00 459,050.00 1,590,000.00 2,049,050.00 13,030,000.00 2024-25 213,625.00 188,725.00 402,350.00 1,660,000.00 2,062,350.00 11,370,000.00 2025-26 188,725.00 162,925.00 351,650.00 1,720,000.00 2,071,650.00 9,650,000.00 2026-27 162,925.00 127,425.00 290,350.00 1,775,000.00 2,065,350.00 7,875,000.00 2027-28 127,425.00 90,225.00 217,650.00 1,860,000.00 2,077,650.00 6,015,000.00 2028-29 90,225.00 61,125.00 151,350.00 1,940,000.00 2,091,350.00 4,075,000.00 2029-30 61,125.00 31,050.00 92,175.00 2,005,000.00 2,097,175.00 2,070,000.00 2030-31 31,050.00 - 31,050.00 2,070,000.00 2,101,050.00 - TOTAL 4,544,125.00$ 4,544,125.00$ 9,435,133.34$ 27,295,000.00$ 36,730,133.34$

CITY OF SAN MATEO
GENERAL OBLIGATION BONDS SERIES 2013

INTEREST PAYMENTS
ISSUE AMOUNT: $27,295,000

CONSTRUCTION OF NEW LIBRARY AND IMPROVEMENT EXISTING LIBRARY PROJECT ISSUE DATE: JUNE 15, 2013

DEBT SERVICE TO MATURITY
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 14 Section Name: CONSENT CALENDAR File ID: 22-6213 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: June 6, 2022
SUBJECT:

Downtown Business Improvement Area – Resolution of Intent for Annual Renewal RECOMMENDATION:

Accept the fiscal year 2021-22 Downtown San Mateo Association Annual Report; adopt a Resolution of Intent to Levy the Annual Assessments for the Downtown Business Improvement Area for fiscal year 2022-23; and set a public hearing for the June 20, 2022 City Council meeting to discuss levying the annual assessment.

BACKGROUND:

The Downtown Business Improvement Area (DBIA) was formed in 1986 for the purpose of improving Downtown San Mateo and promoting businesses within the area. The Downtown San Mateo Association (DSMA) has served as the DBIA administrator since its formation. Annually, the DSMA provides the City Council with a report of activities and expenditures for the previous fiscal year and proposes an assessment schedule for the upcoming fiscal year, as required by the California Street and Highways Code Section 36533.

In May 2022, the DSMA submitted its annual report, incorporating a summary of fiscal year 2021-22 activities and proposed program and budget for fiscal year 2022-23 (included as Attachment 2). Before City Council may act on the DSMA’s request to renew the DBIA assessments, the request must be considered at two City Council meetings. At first the meeting on June 6, 2022, the City Council is asked to accept the DSMA’s annual report and adopt a Resolution of Intent to Levy the Annual Assessment (included as Attachment 1). At the second meeting on June 20, 2022, the City Council conducts a public hearing on the proposed assessment schedule and considers adoption.

In the past year, the DSMA has continued to play a critical role in supporting small businesses who remain challenged by the economic impact of the COVID-19 pandemic. DSMA’s monthly meetings are a key forum for businesses to connect, collaborate and discuss common issues like workforce needs, local economic trends, ADA lawsuits, public health mandates, and best practices for COVID safety. In order to attract visitors to the Downtown, the DSMA redesigned, modernized and launched a new mobile-friendly website last year. This is in addition to DSMA’s continued marketing efforts such as weekly shop local ads in the Daily Journal during the holiday season, monthly newsletters, and regular social media activities. Finally, the DSMA supports the on-going effort to keep the Downtown tidy by managing a daily cleaning porter.

Annual Assessment
In response to the COVID-19 pandemic, the DSMA voluntarily asked the City Council to reduce its annual assessment fees by 50% in July 2020 and again in July 2021. The COVID-19 rate reduction has resulted in the DSMA spending down a significant amount of its reserves and has been a setback to the organization’s desire to have long-term, financial stability in order to hire, maintain personnel, grow organizational capacity, initiate community events, and support Downtown businesses. The DSMA requests that the City Council restore the assessment fees to the full pre-pandemic rate. A letter 260 of 406

CITY OF SAN MATEO
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requesting Council approval to restore the full assessment is included as Attachment 3.

Prior to the 50% reduction in fees, the last time DSMA had any revenue adjustments, including cost of living increases, was in 2009. The DSMA was able to absorb the costs of the two-year reduction by dipping into its funding reserves and by delaying the hire of a new Executive Director, but this is not sustainable indefinitely. The DSMA has struggled to operate without staff but has managed because of the dedication of its board members and administrative support from the City Manager’s Office. Restoration of the full assessment returns the organization to 2009 level funding but does not solve for the organization’s long-term financial sustainability. Thus, the DSMA will return to City Council later this year to request a modification of the fee structure. The modified fee structure would enable the DSMA to staff the organization, provide services such as enhanced cleaning, marketing, sponsorship of community events, and support small businesses in the Downtown.

The DSMA’s projected revenue for the next year is approximately $150,000 in estimated DBIA assessments. Its budgeted expenditures are $161,000, which will require them to draw from reserves next fiscal year even with the restoration to the full fees.

Next Steps
After the Council adopts the Resolution of Intent to Levy the Annual Assessments and sets the public hearing date, a notice will be published in the newspaper announcing the public hearing for no less than seven days prior to the meeting. If written protests are received from the owners of business in the area that total 50% or more of the assessments proposed to be levied, no further proceedings to levy the assessments will be taken for one year. Any written protests received will be provided at the June 20, 2022 Council meeting.

At the June 20th public hearing, Lew Cohen, owner of B Street Books and president of the DSMA, will provide an overview of DSMA’s accomplishments and will be available to address any questions from the City Council and the public prior to Council consideration of levying the assessment for the next fiscal year.

BUDGET IMPACT:

The levying of the annual DBIA assessment does not have an impact on the General Fund.

ENVIRONMENTAL DETERMINATION:

This item is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

NOTICE PROVIDED
All meeting noticing requirements were met. As required by the California Streets and Highways Code Section 36534, a notice shall be provided in the local newspaper no less than seven (7) day prior to the June 20, 2022 City Council public hearing.

ATTACHMENTS
Att 1 - Proposed Resolution of Intent
Att 2 - DSMA Annual Report for Fiscal Year 2021-22
Att 3 - DSMA Letter

STAFF CONTACT
Jennifer Chen, Economic Development Manager
[email protected]
(650) 522-7009
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CITY OF SAN MATEO
RESOLUTION NO. (2022)
ACCEPTING THE 2021-2022 DOWNTOWN BUSINESS IMPROVEMENT AREA (DBIA) ANNUAL REPORT, RESOLUTION OF INTENTION TO LEVY THE ANNUAL DBIA ASSESSMENT FOR 2022-2023,

AND SETTING THE PUBLIC HEARING
WHEREAS, Streets and Highways Code Section 36533 (Parking and Business Improvement Area Law of 1989) requires the City Council to approve an annual report specifying: (1) the improvements and activities to be provided for that fiscal year; (2) an estimate of the cost of providing the improvements and the activities for that fiscal year; and other information required by Section 36533; and WHEREAS, pursuant to Section 36534 of the Streets and Highways Code, after approving the annual report, the City Council is authorized to issue a resolution of intention to levy an assessment for the 2022-2023 fiscal year; and
WHEREAS, in response to the COVID-19 pandemic, the Downtown San Mateo Association voluntarily asked the City Council to reduce its annual assessment fees by 50% in July 2020 and again in July 2021. The Downtown San Mateo Association is now requesting that the City Council restore the assessment fees to the full pre-pandemic rate in order to support its long-term, financial stability; and WHEREAS, the City Council has received and reviewed the report submitted by the Downtown San Mateo Association and hereby confirms said Association as the advisory board for the DBIA; and WHEREAS, this project is exempt from California Environmental Quality Act (CEQA) requirements because it is an administrative activity that will not have a significant effect on the environment per CEQA Guidelines section 15378(b)(5)).

NOW, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY DETERMINES AND RESOLVES THAT:

1. The City Council approves the Downtown San Mateo Association Fiscal Year 2021-22 Annual Report filed by the Downtown San Mateo Association with the City Clerk and declares its intention to levy and collect assessments for the Downtown Business Improvement Area for the Fiscal Year 2022-2023 set forth in Exhibit A attached to this Resolution.

2. The proposed improvements and activities are generally characterized as those activities set forth in Streets and Highways Code Section 36513, including but not limited to: street cleaning, promotion of public events, marketing activities which benefit businesses, decorations and administrative expenses, including salary, rent, and similar expenditures. The annual report on file with the City Clerk provides a full and detailed description of proposed expenditures and activities, provides the boundaries and zones of benefit of the DBIA, and designates the proposed assessments. A map of the business district boundaries is set forth in Exhibit B attached to this Resolution.

3. A public hearing is hereby scheduled for Monday, June 20, 2022, at City Hall, 330 West 20th Avenue, San Mateo. In accordance with Streets and Highways Code section 36534, the City Clerk is directed to 262 of 406
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publish this, once in a newspaper of general circulation in the City not less than seven days before the public hearing. Oral and written protests in compliance with Sections 36524 and 36525 of the Streets and Highways Code may be made at the public hearing.
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Resolution No. (2022) Page 2 of 3
DBIA Intent to Levy Annual Renewal
Exhibit A
Proposed Annual Assessment Schedule FY 2022-2023
Proposed 22-23 Previous 21-22
Zone 1 Zone 2 Zone 1 Zone 2
Category
Professional $99.82 $66.55 $50.00 $33.00
Financial $998.15 $665.44 $500.00 $333.00
Hotels $266.18 $66.55 $133.00 $33.00
Miscellaneous $99.82 $66.55 $50.00 $33.00
Service $133.08 $66.55 $67.00 $33.00
Retail(based on annual gross receipts)
0- $150,000 $166.36 $66.55 $83.00 $33.00
$150,001- $400,000 $332.72 $99.82 $166.00 $50.00
$400,001- $600,000 $665.43 $133.10 $333.00 $67.00
$600,001-
$1,000,000 $998.15 $199.62 $500.00 $100.00
$1,000,000+ $1330.88 $332.72 $665.00 $166.00
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Resolution No. (2022) Page 3 of 3
DBIA Intent to Levy Annual Renewal
Exhibit B
DBIA Boundary Map
Zone 1 - Shaded parcels
Zone 2 – Parcels outlined in black
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Downtown San Mateo Association Fiscal Year 22 Annual Report July 1, 2021 - June 30, 2022 Overview Fiscal year 2022 (FY22) was another challenging year for the Downtown San Mateo Association (DSMA) and the country. The fiscal year started in the second year of the COVID pandemic, when the federal government pushed to increase vaccinations. At first, there was a period optimism that the end of the pandemic was around the corner. However, the optimism was curtailed when COVID variants emerged. And local public officials, once again, had to impose public health orders to mandate indoor mask wearing to slow the spread of COVID and companies postponed employees return to office dates into the spring of 2022. While vaccinations rates are up, COVID positivity and hospitalization rates are down, the economic damage from the pandemic continues to affect Downtown San Mateo’s small businesses. Yet, the continued resilience and ingenuity of Downtown business owners are impressive. While there have been several hardships for businesses such as finding labor, uncertainty in COVID variants and government mandates, and the ending of the temporary outdoor dining permits, many businesses were able to pivot their business and remained opened. Despite the COVID headwinds, the DSMA has continued to operate through the efforts of an all-volunteer board and administrative assistance from City Hall. The DSMA has continued the tireless work of successfully promoting San Mateo’s unique and thriving Downtown during the pandemic. The DSMA partnership with the City Manager’s office has produced a strategic and proactive relationship with the City of San Mateo. In FY22, the DSMA accomplished the following: ● Monitored restaurant and business changes in Downtown San Mateo and updated information on the DSMA website, social media, and print ads. ● Disseminated COVID health order information to the public through social media. 266 of 406
● Promoted local businesses with weekly ads in the local newspaper to encourage public support for our small businesses with take out, curbside pickup, and online shopping experiences. ● Continuously worked with the City Manager’s office to collaborate on DSMA efforts. ● Continued a strong partnership with the Public Works, Downtown Coordinator to identify Downtown issues and coordinate solutions. ● Held regular monthly board meetings (both live and online), keeping a large number of board members engaged throughout the pandemic. ● Continued a close working relationship with City Council members. ● Produced two monthly e-newsletters (one to BID members and one to the community at large) announcing Downtown news. ● Contracted the Downtown Cleaning Porter, seven days a week, to keep our Downtown clean, sanitary and welcoming for customers and visitors. ● Recruited one new board members – Tyson Mao of Wursthall ● Restarted the effort to propose a modified, equitable fee Downtown Business Improvement Area structure for long-term sustainability for the district. ● Completed a new, fresh version of the DSMA website to make the website easier for residents and visitors to use. The website was optimized for mobile use to meet the demands of a new generation of users. ● Enforced strict financial restraints on the annual budget to both provide services and retain as much savings as possible. ● Responds to dozens of emails and phone messages from both members of the community and business owners. These questions and concerns are fielded, channeled to the appropriate partners, and we get back to people in a timely manner. The DSMA is still very responsive to inquiries about Downtown even though we don't have a paid staff. As a reminder, each year since 1986, the DSMA has been designated by the City Council to manage the Downtown Business Improvement District. Originally activated to serve a largely retail-oriented district, the DSMA now manages a district with a much broader range of businesses. It has been both trying and difficult time, a large percent of businesses has kept their operations going during the COVID-19 event, and the better news is that there were new businesses joined Downtown. During the last year, several new businesses opened in the Downtown, some examples are: Daheo, South Indian Kitchen, Hiro Nori Ramen, Mike’s Pizza, Tong Sui, and Simply Cakes. This demonstrates the continued strength of Downtown San Mateo as a location for small business investment. 267 of 406
Finally, the DSMA would like to recognize Downtown businesses for keeping businesses going and providing crucial amenities and services to the Downtown. The DSMA also appreciates the efforts of the City of San Mateo to help keep our Downtown businesses healthy and vibrant with the creation of the Pedestrian Mall between 1st and 3rd Avenues along B Street, permanent outdoor dining permits, construction of the new affordable housing and public garage at KiKu Crossing and their support of the DSMA.

Downtown San Mateo Thanks to its regionally central location and proximity to CalTrain, Downtown San Mateo is an employment hub and a popular place to meet for both business and leisure purposes. Commuters and leisure visitors come from San Francisco, Santa Clara County and the East Bay, as well as nearby Peninsula communities. Downtown is known for its vast abundance and variety of restaurants, which comprise more than 20% of district businesses. It is also an important node in the Silicon Valley ecosystem, hosting the offices of start-ups and tech-based companies large and small. The presence of Mills Medical Center means that Downtown also includes many medical professionals and other healthcare uses. While there are traditional retailers in the district, the storefronts on most blocks are dominated by food purveyors, along with services such as salons, fitness studios and banks. The blocks east of the railroad tracks also have a variety of automotive uses. While Downtown is seeing the beginning of a revival as employees are returning to the office in person, the number of visitors and workers remain less than it was before the pandemic. This is due to the permanent shift of employees in technology, financial, and professional industries being able to work from home for 2-3 days a week. It is unknow if this is a permanent change in the number of foot traffic during the work week and in the evenings, or will the same number of people still come to the Downtown, but on few days. Visitors have commented on the high level of cleanliness in the Downtown area. Thus, it is important to continue the success of a clean Downtown to attract visitors. The DSMA has addressed these issues by contracting with Universal Site Services. Under the current contract, the DSMA contracts a cleaning porter to wipe trash cans and newspaper racks, sweep sidewalks and gutters, and ensure Downtown is clean and attractive throughout the week. DSMA’s cleaning efforts increases the frequency and duration of the cleaning services the City provides. The DSMA utilizes social media to promote Downtown’s unique offerings and inform both businesses and the public of news that affects them in a very timely fashion. The DSMA’s social media efforts have proven to be an extremely effective way to attract Downtown visitors, 268 of 406
particularly appreciated by restaurants in the Downtown. Social media outreach also produces monthly newsletters (one oriented to the public and the other for Downtown businesses) and provides updates on the social media platforms of interesting current affairs. There is always more that can be done to support and promote Downtown. Besides its own efforts to do so, the DSMA sees itself as an organization which helps to supplement City Hall’s efforts to support businesses, as well. DSMA will continue to explore a modification of assessments. The current assessment is out of date and does not reflect the current business composition. It is important to note that the DSMA has not seen an assessment increase in twelve years. The current business climate cannot support a modification and the DSMA recognizes that we need to continue our proactive support through a continued, smaller annual assessment. The DSMA maintains that dedicating the assessment funds for the Downtown is necessary to deliver high-quality customer experience, implement beautification initiatives, promote Downtown businesses, and provide greater equity among the varied Downtown businesses in the future.

DSMA FOCUS AREAS DSMA activities for the past several years have addressed three focus areas: ● Civic Partnership ● Community Engagement ● BID Member Engagement Civic Partnerships The DSMA routinely works with city staff from Public Works, Planning, Parks and Recreation, and the City Manager’s office on projects affecting Downtown. Here is a summary from the past year. Downtown Beautification and Cleanliness ● Provide daily oversight of private contractor for cleaning porter services. ● Contracts a private contractor to install seasonal banners on light posts. ● Cooperates with Downtown Post Office to ensure landscaping and sidewalks are kept clean. ● Work with City to monitor trash ordinance Downtown. 269 of 406
Additional civic partnership activities ● Work closely with the San Mateo Police Department on public safety downtown; the SMPD is an active participant in the monthly DSMA Board of Directors meetings. ● Business outreach for city initiatives including street tree lighting, and trash enclosures. ● Outreach and attendance at neighborhood association meetings. Community Engagement Public outreach builds interest among local audiences and invites them to explore Downtown San Mateo for a variety of experiences. In order to slower the spread of COVID-19, community engagement events have been minimal the last two years. However, as we return to normal, DSMA wishes to partner with the City, Chamber of Commerce, and other non-profits to promote community special events in the Downtown. Marketing Efforts Print Materials ● Created and circulated a listing of businesses and restaurants that are operating during the last year in local newspaper, the San Mateo Daily Journal, multiple times. ● Continuously updated restaurant and retail store information in successive print ads to keep the public updated on store hours and availability. Social Media ● Enables DSMA to share news about our businesses and extend the marketing reach of individual businesses. Our combined Facebook, Twitter, and Instagram audiences now exceed 13,000 followers. ● Downtown San Mateo Monthly Update email blast goes to about 1,400 community subscribers and business owners. ● Improved Media Content will include features of local restaurants and businesses, history, testimonials from visitors, business owners, familiar local stakeholders, events, City announcements, and media/news items. ● Coordinated with the City of San Mateo on social media blasts. Website Creation • Worked with a 3rd party consultant, Commune Communications (www.communecommunication.com), to create a high impact website that will update current website. 270 of 406
• New website provides greater information, search capabilities, and dedicated pages to specific information for the public and Downtown businesses to access. • Created a data-rich, accessible, and easily maintained website that will service as another strong avenue for Downtown San Mateo outreach. BID Member Engagement Milestones FY22 While BID membership is automatic based on a district address, awareness and participation is always trying to be improved. The DSMA strives to engage BID members and add value to the varied businesses located Downtown. Examples of engagement by the DSMA include: ● Personal outreach visits by DSMA board members to new Downtown businesses. ● Coordination of regular outdoor cleaning services to promote a Downtown in which people enjoy spending time. ● Regular features of new Downtown businesses via social media. ● Held regular DSMA Board meetings, inviting businesses and the City to present topical presentations to the Board. ● Increased consistency of board member attendance and participation. ● Talked to businesses to clarify hours and days open during the COVID event. Additional DSMA Milestones FY22 ● Strengthen economic development collaboration with local organizations as well as the City of San Mateo. ● Added one Board Members: Tyson Mao, owner of Wursthall and Wunderbar DSMA Goals for FY23 While businesses are returning to normal, the new fiscal year will be filled with unpredictable challenges. The last two years businesses have been supported through direct financial assistance and regulation relaxations. While the programs have ended or ending, small businesses still have a long road to full economic recovery. Consequently, DSMA’s role as an 271 of 406
advocate, facilitator, and organizer of Downtown businesses will be mission critical in the post COVID economy. DSMA will continue help the City provide a high-level of customer service with enhanced cleaning services; attract visitors to shop and eat in Downtown businesses with promotional efforts; and convene Downtown business owners and property owners to support each other through the crises while helping the City understand the needs of the Downtown businesses. Most of all, DSMA will help Downtown businesses through this difficult time by being a resource to businesses, a partner with the City of San Mateo, and an organization dedicated to keep the Downtown an attractive place for visitors. ● Continue to support our Downtown through the COVID-19 event and its fallout through marketing, outreach, and public safety information. ● Strengthen economic development collaborations with local organizations. ● Develop a communications plan to further the DSMA brand. ○ Advertise the new DSMA website to further market to and engage the public to visit Downtown businesses. ○ Targeted messaging campaigns throughout the year which will feature various Downtown attributes. ○ Develop Social media advertising. ● Plans to restart the Downtown walk around with City staff and DSMA board members. ● Refresh, print, and distribute the Downtown Restaurant Guide. ● Continue print ads in the local paper, the San Mateo Daily Journal. ● Restart hotel magazine ad campaign. ● Create relationships with developers and tech companies coming into the area. ● Serve as co-sponsor and administrative support for the MLK Day event at the CalTrain station ● Sponsor and promote Downtown events (eg. Music in the Park, September Nights on B Street, College of San Mateo Centennial etc.) ● Regular representation at Council, task force, and Commission meetings. ● Update to council to inform and report on campaigns and progress. ● Expand board membership. ● Improved board member participation. ● Set up Board Committees to facilitate more participation. ● Continue to partner with City staff to continue the support of Downtown. ● Explore the possibility of college interns to help with DSMA operations and events. 272 of 406
● Advocate the Downtown BID Fee Schedule modification. Propose a modified, equitable fee structure later in the fiscal year, dependent upon the COVID event. ● Examine the cost benefit analysis of an Executive Director for the DSMA. ● Research the impact of installing a public restroom Downtown closer to the core of the Downtown. In summary, the DSMA seeks the continued support of the City Council. Even in the absence of an Executive Director, the organization still works to attract visitors, promote local businesses, and maintain a clean Downtown. The DSMA is asking City Council to end the two-year reduction in fees (50%) for member BID fees and starting July 1, 2022, resume the full levy of assessments. Budget FY23 Overview The DSMA has worked through this pandemic by serving its constituents. The DSMA has lowered their fees for all Downtown businesses by 50% for two complete fiscal years. During this period the DSMA provided regular downtown services and marketing to promote the San Mateo Downtown at a deficit. The DSMA would like to appeal to the City Council to restore the DSMA fees to their original, 100% fee so that the DSMA can start to fund other projects, besides the core services, to help Downtown San Mateo. Additionally, DSMA will separately return to City Council to ask for a modification of the existing fees in order to make the fees equitable and use the fees to make the organization stable with hiring an executive director and fiscally sustainable in the long term. The DSMA FY2023 Budget has a planned overrun of $11,000.00. This deficit is a reflection of the commitment of the DSMA to provide support and services to the Downtown area. Planned expenses for FY2022 are thoughtfully planned to continue services and encourage patrons for the Downtown businesses. The following are a summary of the major budget highlights (detailed the Budget Comparative Overview Appendix): • Revenue projections are increasing slightly with our expectation of business returning to a more normal environment in the FY23 (compared to FY22). The slight increase is a reflection of the positive outlook by the DSMA while the future is still uncertain. • Support of Program Services to benefit the Downtown area o Downtown cleaning service seven days a week to keep the area litter free so that visitors will enjoy their experiences and want to return o Marketing services to provide outreach. 273 of 406
o Events budget to bring people back to the downtown. o A contingency fund for unplanned expenses at these uncertain times The DSMA has the savings from operating on an all-volunteer administration for over the last four and a half years to sustain this deficit, while continuing to offer a high level of services. The volunteer administration, while not sustainable, helps defer the deficit budgets. The DSMA projects a cash balance of $189.8K at the start of FY22 and projects a cash balance of approximately $144.8K at the end of this budgeted FY23 fiscal year, the careful management of funds by the DSMA. 274 of 406
Appendix: Budget Comparative Overview

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Appendix: DSMA Board of Directors Robert Anderson – Downtown Resident Steve Carey – LifeMoves Lew Cohen, President – B Street Books Martin Kent – Draper University Colleen Rafferty – Christensen & Rafferty Fine Jewelry, Vice President Steve Sirianni, Vice President – All About Parking Joe Sully – Downtown Building Owner Susan Uzunoglu – Susan’s European Beauty Therapy Janet Wagner – Mills Health Center Jill Waxman – Prometheus Real Estate Group Seamus Whitley, Treasurer – Nutanix Frame Tyson Mao, Wursthall 276 of 406
 
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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 15 Section Name: CONSENT CALENDAR Account Number: . File ID: 22-6229 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: Human Resources Department
MEETING DATE: June 6, 2022
SUBJECT:

Merit Employees Salary Schedules - Approval
RECOMMENDATION:

Adopt a Resolution to authorize and approve the City of San Mateo merit employee current pay rates and ranges (salary schedule).

BACKGROUND:

Pursuant to City Charter Section 4.02, the City Council provides for the compensation of all officers and employees and salaries shall be fixed by resolution. Title 2 of the California Code of Regulations (CCR), Section 570.5, requires the City Council to adopt a full salary schedule as a standalone document detailing the rates of pay for each City classification, and to maintain this salary schedule as a publicly available document for at least five years. The California Public Employees’ Retirement System (CALPERS) uses this salary schedule to determine the “compensation earnable” when calculating the monthly pension an individual will receive when they retire. “Compensation earnable” is defined by the Public Employees’ Retirement Law (PERL) Government Code Sections 20636, and 20636.1 as pay rate and special compensation as defined in the statutes. The City of San Mateo Merit Salary Schedule and the City Manager, City Attorney and Department Head Salary Schedule (executives) are consistent with classifications and pay rates for current employees at this time, and no changes to the various salary ranges are proposed by the adoption of the salary schedules. The Merit Salary Schedule (Attachment 1 - Exhibit A) and the City Manager, City Attorney and Department Head Salary Schedule (Attachment 1- Exhibit B) reflects salary changes previously approved by the Council in resolutions. Salary schedules are available to the public on the City’s website.

BUDGET IMPACT:

There is no fiscal impact related to the adoption of this resolution.

ENVIRONMENTAL DETERMINATION:

This action is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Proposed Resolution
Exhibit A – Merit Employees Salary Schedule
Exhibit B – City Manager, City Attorney and Department Heads Salary Schedule 278 of 406

CITY OF SAN MATEO
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STAFF CONTACT
Yumi Maeda, Senior Human Resource Analyst
[email protected]
(650) 522-7279
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CITY OF SAN MATEO
RESOLUTION NO. ____ (2022)

ADOPTING THE CITY OF SAN MATEO EMPLOYEE PAY RATES AND RANGES (SALARY SCHEDULE)

WHEREAS, pursuant to City Charter Section 4.02, the City Council provides for the compensation of all officers and employees and salaries shall be fixed by resolution; and

WHEREAS, Title 2 of the California Code of Regulations (CCR), Section 570.5, requires the City Council to adopt a full salary schedule, as a standalone document detailing the rates of pay for each City classification; and

WHEREAS, the City must maintain salary schedules as publicly available documents for at least five years; and

WHEREAS, the California Public Employees’ Retirement System (CALPERS) uses the salary schedules to determine “compensation earnable”; and

WHEREAS, the City of San Mateo Merit Salary Schedule and the City Manager, City Attorney and Department Head Salary Schedule are consistent with classifications and pay rates for current employees at this time and no changes to the various salary ranges are proposed by the adoption of the salary schedules; and

WHEREAS, this salary schedule reflects salary changes previously approved by the Council in Resolutions; and

WHEREAS, no appropriation of additional funds is necessary;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES that:

1. The pay rates and ranges set forth in the Merit Salary Schedule attached as Exhibit A and the City Manager, City Attorney and Department Head Salary Schedule attached as Exhibit B, are approved.

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CITY OF SAN MATEO
Merit Salary Schedule
Ef fective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURL Y BI-WEEKLY MONTHLY ANNUAL
5205 ACCOUNTANT I NE 40.88STEP 1 85,024.44 3,270.17 7,085.37

42.78STEP 2 88,951.56 3,421.21 7,412.63

44.67STEP 3 92,904.96 3,573.27 7,742.08

46.68STEP 4 97,095.60 3,734.45 8,091.30

48.78STEP 5 101,444.40 3,901.71 8,453.70
2650 ACCOUNTANT II NE 45.91STEP 1 95,481.00 3,672.35 7,956.75

47.95STEP 2 99,777.12 3,837.58 8,314.76

50.10STEP 3 104,238.60 4,009.18 8,686.55

52.36STEP 4 108,920.28 4,189.24 9,076.69

54.72STEP 5 113,822.64 4,377.79 9,485.22
2651 ACCOUNTANT SR E 52.76STEP 1 109,746.60 4,221.02 9,145.55

55.13STEP 2 114,676.08 4,410.62 9,556.34

57.62STEP 3 119,853.60 4,609.75 9,987.80

60.25STEP 4 125,279.16 4,818.43 10,439.93

62.96STEP 5 130,924.92 5,035.57 10,910.41
5010 ACCOUNTING ASST I NE 27.91STEP 1 58,035.84 2,232.15 4,836.32

29.15STEP 2 60,618.84 2,331.49 5,051.57

30.47STEP 3 63,386.28 2,437.93 5,282.19

31.84STEP 4 66,232.68 2,547.41 5,519.39

33.27STEP 5 69,210.84 2,661.96 5,767.57
5350 ACCOUNTING ASST II NE 30.63STEP 1 63,755.16 2,452.12 5,312.93

32.07STEP 2 66,707.28 2,565.66 5,558.94

33.51STEP 3 69,659.04 2,679.19 5,804.92

35.02STEP 4 72,847.68 2,801.83 6,070.64

36.58STEP 5 76,089.72 2,926.53 6,340.81
5131 ACCOUNTING ASST SR NE 33.74STEP 1 70,186.08 2,699.46 5,848.84

35.29STEP 2 73,375.32 2,822.13 6,1 14.61

36.84STEP 3 76,643.16 2,947.81 6,386.93

38.54STEP 4 80,148.96 3,082.65 6,679.08

40.24STEP 5 83,706.84 3,219.49 6,975.57
2101 ACCOUNTING MGR E 60.68STEP 1 126,224.76 4,854.80 10,518.73

63.43STEP 2 131,910.00 5,073.46 10,992.50

66.27STEP 3 137,855.16 5,302.12 1 1,487.93

69.26STEP 4 144,060.00 5,540.77 12,005.00

72.36STEP 5 150,563.52 5,790.90 12,546.96
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 1 of 29 Exhibit A
281 of 406

CITY OF SAN MATEO
Merit Salary Schedule
E ffective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOUR LY BI-WEEKLY MONTHLY ANNUAL
5025 ADMIN TECH NE 40.32STEP 1 83,891.28 3,226.59 6,990.94

42.13STEP 2 87,607.56 3,369.52 7,300.63

44.03STEP 3 91,587.24 3,522.59 7,632.27

46.04STEP 4 95,777.88 3,683.76 7,981.49

48.08STEP 5 100,021.08 3,846.96 8,335.09
5340 ADMINISTRATIVE
ASSIS
TANT
NE 33.34STEP 1 69,342.60 2,667.02 5,778.55

34.84STEP 2 72,479.28 2,787.66 6,039.94

36.40STEP 3 75,694.56 2,9 11.33 6,307.88

38.01STEP 4 79,094.40 3,042.09 6,591.20

39.76STEP 5 82,678.80 3,179.95 6,889.90
5183 ASSIST TO CITY CLERK NE 33.34STEP 1 69,342.60 2,667.02 5,778.55

34.84STEP 2 72,479.28 2,787.66 6,039.94

36.40STEP 3 75,694.56 2,9 11.33 6,307.88

38.01STEP 4 79,094.40 3,042.09 6,591.20

39.76STEP 5 82,678.80 3,179.95 6,889.90
5031 BLDG INSP I NE 40.58STEP 1 84,418.32 3,246.86 7,034.86

42.44STEP 2 88,318.92 3,396.88 7,359.91

44.39STEP 3 92,298.48 3,549.94 7,691.54

46.36STEP 4 96,436.80 3,709. 11 8,036.40

48.40STEP 5 100,680.00 3,872.31 8,390.00
5030 BLDG INSP II NE 44.67STEP 1 92,904.96 3,573.27 7,742.08

46.68STEP 2 97,095.60 3,734.45 8,091.30

48.79STEP 3 101,470.68 3,902.72 8,455.89

50.98STEP 4 106,004.16 4,077.08 8,833.68

53.25STEP 5 110,748.00 4,259.54 9,229.00
5032 BLDG INSP SENIOR NE 49.12STEP 1 102,142.56 3,928.56 8,5 11.88

51.32STEP 2 106,733.28 4,105.13 8,894.44

53.62STEP 3 111,530.52 4,289.64 9,294.21

56.04STEP 4 116,557.20 4,482.97 9,713.10

58.56STEP 5 121,813.68 4,685.14 10,151.14
5030k BLDG INSPECTOR II (K
R
ATE)
NE 46.12STEP 1 95,962.32 3,690.86 7,996.86

48.20STEP 2 100,258.44 3,856.09 8,354.87

50.36STEP 3 104,765.52 4,029.44 8,730.46

52.67STEP 4 109,535.64 4,212.91 9,127.97

55.02STEP 5 114,411.60 4,400.45 9,534.30
* SMCE A MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 2 of 29 282 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2090 BLDG OFFICIAL E 75.00STEP 1 156,040.92 6,001.57 13,003.41

78.40STEP 2 163,063.80 6,271.68 13,588.65

81.91STEP 3 170,417.16 6,554.51 14,201.43

85.61STEP 4 178,100.88 6,850.03 14,841.74

89.48STEP 5 186,114.72 7,158.26 15,509.56
2026 BUDGET ANALYST E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
2180 BUILDING MAINT

SUPERVISOR
E 52.05STEP 1 108,286.92 4,164.88 9,023.91

54.40STEP 2 113,161.68 4,352.37 9,430.14

56.86STEP 3 118,256.40 4,548.32 9,854.70

59.37STEP 4 123,489.12 4,749.58 10,290.76

62.06STEP 5 129,107.40 4,965.67 10,758.95
2106 BUSINESS MANAGER E 61.58STEP 1 128,076.36 4,926.01 10,673.03

64.33STEP 2 133,828.80 5,147.26 11,152.40

67.25STEP 3 139,860.96 5,379.27 11,655.08

70.26STEP 4 146,147.64 5,621.06 12,178.97

73.42STEP 5 152,716.92 5,873.73 12,726.41
2035 BUSINESS SYSTEMS

ANALYST I
E 48.56STEP 1 100,990.08 3,884.23 8,415.84

50.74STEP 2 105,533.40 4,058.98 8,794.45

53.03STEP 3 110,284.08 4,241.70 9,190.34

55.40STEP 4 115,242.84 4,432.42 9,603.57

57.91STEP 5 120,435.12 4,632.12 10,036.26
2036 BUSINESS SYSTEMS

ANALYST II
E 53.92STEP 1 112,197.48 4,315.29 9,349.79

56.36STEP 2 117,209.64 4,508.06 9,767.47

58.87STEP 3 122,497.44 4,711.44 10,208.12

61.58STEP 4 128,060.52 4,925.40 10,671.71

64.31STEP 5 133,816.44 5,146.79 11,151.37
2038 BUSINESS SYSTEMS

ANALYST SR
E 62.03STEP 1 129,024.48 4,962.48 10,752.04

64.82STEP 2 134,807.88 5,184.92 11,233.99

67.74STEP 3 140,866.32 5,417.94 11,738.86

70.79STEP 4 147,255.72 5,663.68 12,271.31

73.98STEP 5 153,865.32 5,917.90 12,822.11
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 3 of 29 283 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6045 CENTRAL SERVICES
WORKER
NE 22.48STEP 1 46,771.20 1,798.89 3,897.60

23.50STEP 2 48,884.64 1,880.18 4,073.72

24.55STEP 3 51,089.40 1,964.98 4,257.45

25.65STEP 4 53,361.96 2,052.38 4,446.83
5301 CENTRAL SVCS ASSIST NE 36.72STEP 1 76,379.88 2,937.69 6,364.99

38.40STEP 2 79,858.68 3,071.49 6,654.89

40.13STEP 3 83,469.48 3,210.36 6,955.79

41.90STEP 4 87,159.24 3,352.28 7,263.27
2015 CITY ATTY ASST E 78.18STEP 1 162,623.04 6,254.73 13,551.92

81.68STEP 2 169,893.60 6,534.37 14,157.80

85.36STEP 3 177,522.24 6,827.78 14,793.52

89.20STEP 4 185,536.32 7,136.01 15,461.36

93.19STEP 5 193,853.52 7,455.90 16,154.46
2547 CITY ATTY DEP I E 53.35STEP 1 110,958.24 4,267.62 9,246.52

55.73STEP 2 115,943.04 4,459.35 9,661.92

58.23STEP 3 121,147.92 4,659.54 10,095.66

60.88STEP 4 126,600.72 4,869.26 10,550.06

63.59STEP 5 132,274.20 5,087.47 11,022.85
2548 CITY ATTY DEP II E 58.72STEP 1 122,112.00 4,696.62 10,176.00

61.31STEP 2 127,537.08 4,905.27 10,628.09

64.13STEP 3 133,348.32 5,128.78 11,112.36

66.96STEP 4 139,324.32 5,358.63 11,610.36

70.00STEP 5 145,603.44 5,600.13 12,133.62
2017 CITY CLERK DEP E 39.93STEP 1 83,060.64 3,194.64 6,921.72

41.71STEP 2 86,740.20 3,336.16 7,228.35

43.60STEP 3 90,680.40 3,487.71 7,556.70

45.58STEP 4 94,829.52 3,647.29 7,902.46

47.60STEP 5 99,030.84 3,808.88 8,252.57
2055 CODE ENF OFFCR SR E 49.18STEP 1 102,283.08 3,933.96 8,523.59

51.41STEP 2 106,937.52 4,112.98 8,911.46

53.70STEP 3 111,702.00 4,296.23 9,308.50

56.14STEP 4 116,769.12 4,491.12 9,730.76

58.69STEP 5 122,029.44 4,693.44 10,169.12
5263 CODE ENF OFFICER I NE 38.02STEP 1 79,120.80 3,043.11 6,593.40

39.77STEP 2 82,705.32 3,180.97 6,892.11

41.54STEP 3 86,421.36 3,323.90 7,201.78

43.43STEP 4 90,348.48 3,474.94 7,529.04

45.38STEP 5 94,380.96 3,630.04 7,865.08
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 4 of 29 284 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5262 CODE ENF OFFICER II NE 41.88STEP 1 87,106.68 3,350.26 7,258.89

43.73STEP 2 90,954.60 3,498.25 7,579.55

45.70STEP 3 95,065.92 3,656.38 7,922.16

47.78STEP 4 99,362.40 3,821.63 8,280.20

49.93STEP 5 103,842.84 3,993.96 8,653.57
2056 CODE ENFORCEMENT

MANAGER
E 68.19STEP 1 141,855.72 5,455.99 11,821.31

71.26STEP 2 148,234.68 5,701.33 12,352.89

74.47STEP 3 154,903.08 5,957.81 12,908.59

77.81STEP 4 161,877.24 6,226.05 13,489.77

81.33STEP 5 169,165.44 6,506.36 14,097.12
2001 COMM & PUB

RELATIONS ANALYST
E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
4535 COMM SERV OFF I NE 31.08STEP 1 64,648.32 2,486.47 5,387.36

32.46STEP 2 67,498.56 2,596.10 5,624.88

33.91STEP 3 70,558.56 2,713.79 5,879.88

35.45STEP 4 73,722.96 2,835.50 6,143.58

37.04STEP 5 77,070.36 2,964.24 6,422.53
4545 COMM SERV OFF II NE 34.05STEP 1 70,820.16 2,723.85 5,901.68

35.60STEP 2 74,036.76 2,847.57 6,169.73

37.19STEP 3 77,357.88 2,975.30 6,446.49

38.85STEP 4 80,836.20 3,109.08 6,736.35

40.61STEP 5 84,445.20 3,247.89 7,037.10
4546 COMM SERV OFFICER
SR
NE 40.45STEP 1 84,125.16 3,235.58 7,010.43

42.27STEP 2 87,910.92 3,381.19 7,325.91

44.17STEP 3 91,867.08 3,533.35 7,655.59

46.16STEP 4 96,000.72 3,692.34 8,000.06

48.24STEP 5 100,320.96 3,858.50 8,360.08
5324 COMM SERV SUPV E 40.85STEP 1 84,945.48 3,267.13 7,078.79

42.67STEP 2 88,740.48 3,413.10 7,395.04

44.60STEP 3 92,773.32 3,568.20 7,731.11

46.59STEP 4 96,911.04 3,727.35 8,075.92

48.70STEP 5 101,312.28 3,896.63 8,442.69
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 5 of 29 285 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2266 COMM SERV SUPV SR E 50.00STEP 1 103,991.88 3,999.69 8,665.99

52.25STEP 2 108,683.16 4,180.12 9,056.93

54.57STEP 3 113,542.80 4,367.03 9,461.90

57.02STEP 4 118,626.96 4,562.58 9,885.58

59.61STEP 5 123,992.28 4,768.93 10,332.69
5334 COMM SVCS COORD NE 35.47STEP 1 73,797.00 2,838.35 6,149.75

37.12STEP 2 77,196.72 2,969.10 6,433.06

38.75STEP 3 80,649.24 3,101.89 6,720.77

40.54STEP 4 84,312.60 3,242.79 7,026.05

42.35STEP 5 88,108.08 3,388.77 7,342.34
2262 COMM SVCS MGR E 65.60STEP 1 136,432.44 5,247.40 11,369.37

68.53STEP 2 142,518.96 5,481.50 11,876.58

71.61STEP 3 148,935.72 5,728.30 12,411.31

74.84STEP 4 155,655.60 5,986.75 12,971.30

78.20STEP 5 162,678.12 6,256.85 13,556.51
2265 COMM SVCS SECTION
MGR
E 52.23STEP 1 108,645.00 4,178.65 9,053.75

54.57STEP 2 113,546.88 4,367.19 9,462.24

57.03STEP 3 118,641.72 4,563.14 9,886.81

59.61STEP 4 123,984.84 4,768.65 10,332.07

62.30STEP 5 129,575.28 4,983.66 10,797.94
2002 COMMUNICATIONS

MANAGER
E 60.68STEP 1 126,224.76 4,854.80 10,518.73

63.43STEP 2 131,910.00 5,073.46 10,992.50

66.27STEP 3 137,855.16 5,302.12 11,487.93

69.26STEP 4 144,060.00 5,540.77 12,005.00

72.36STEP 5 150,563.52 5,790.90 12,546.96
5290 CONST INSP I NE 39.99STEP 1 83,179.44 3,199.21 6,931.62

41.88STEP 2 87,106.68 3,350.26 7,258.89

43.73STEP 3 90,954.60 3,498.25 7,579.55

45.68STEP 4 95,039.76 3,655.38 7,919.98

47.76STEP 5 99,309.48 3,819.60 8,275.79
5400 CONST INSP II NE 43.94STEP 1 91,402.92 3,515.50 7,616.91

45.98STEP 2 95,619.60 3,677.68 7,968.30

48.04STEP 3 99,915.84 3,842.92 8,326.32

50.20STEP 4 104,396.16 4,015.24 8,699.68

52.46STEP 5 109,113.96 4,196.69 9,092.83
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 6 of 29 286 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2163 CONSULTING &

APPLICATIONS MGR
E 72.95STEP 1 151,717.20 5,835.28 12,643.10

76.24STEP 2 158,602.44 6,100.09 13,216.87

79.68STEP 3 165,762.72 6,375.49 13,813.56

83.27STEP 4 173,198.28 6,661.47 14,433.19

87.00STEP 5 180,992.16 6,961.24 15,082.68
6050 CUSTODIAN NE 28.07STEP 1 58,376.52 2,245.25 4,864.71

29.34STEP 2 61,010.64 2,346.56 5,084.22

30.67STEP 3 63,777.84 2,452.99 5,314.82

32.02STEP 4 66,624.96 2,562.50 5,552.08
5442 DATABASE SPECIALIST NE 37.24STEP 1 77,486.64 2,980.26 6,457.22

38.92STEP 2 80,939.40 3,113.05 6,744.95

40.67STEP 3 84,602.88 3,253.96 7,050.24

42.52STEP 4 88,424.52 3,400.94 7,368.71

44.45STEP 5 92,430.48 3,555.02 7,702.54
5177y DEV REVIEW TECH SR
(Y-RATE)
NE 47.94STEP 1 99,701.40 3,834.67 8,308.45

50.11STEP 2 104,252.52 4,009.71 8,687.71

52.35STEP 3 108,901.56 4,188.52 9,075.13

54.72STEP 4 113,821.56 4,377.75 9,485.13

57.19STEP 5 118,938.36 4,574.55 9,911.53
5176 DEVELOPMENT REVIEW
TECH I
NE 33.22STEP 1 69,089.76 2,657.30 5,757.48

34.70STEP 2 72,188.40 2,776.48 6,015.70

36.29STEP 3 75,447.84 2,901.84 6,287.32

37.91STEP 4 78,844.92 3,032.50 6,570.41

39.62STEP 5 82,402.56 3,169.33 6,866.88
5174 DEVELOPMENT REVIEW

TECH II
NE 36.92STEP 1 76,775.16 2,952.89 6,397.93

38.59STEP 2 80,254.08 3,086.70 6,687.84

40.31STEP 3 83,865.00 3,225.58 6,988.75

42.10STEP 4 87,554.52 3,367.48 7,296.21

44.02STEP 5 91,560.72 3,521.57 7,630.06
5177 DEVELOPMENT REVIEW

TECH SR
NE 40.59STEP 1 84,422.64 3,247.02 7,035.22

42.41STEP 2 88,232.76 3,393.57 7,352.73

44.34STEP 3 92,203.68 3,546.30 7,683.64

46.32STEP 4 96,358.32 3,706.09 8,029.86

48.41STEP 5 100,696.56 3,872.94 8,391.38
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 7 of 29 287 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2620 DISPATCH SERVS SUPV E 57.42STEP 1 119,440.56 4,593.87 9,953.38

60.01STEP 2 124,810.80 4,800.42 10,400.90

62.69STEP 3 130,428.96 5,016.50 10,869.08

65.53STEP 4 136,295.28 5,242.13 11,357.94

68.46STEP 5 142,436.40 5,478.32 11,869.70
4555 DISPATCHER I NE 39.56STEP 1 82,253.04 3,163.58 6,854.42

41.29STEP 2 85,877.16 3,302.97 7,156.43

43.17STEP 3 89,813.64 3,454.37 7,484.47

45.10STEP 4 93,828.60 3,608.79 7,819.05

47.13STEP 5 98,051.88 3,771.23 8,170.99
4556 DISPATCHER II NE 43.57STEP 1 90,596.40 3,484.48 7,549.70

45.46STEP 2 94,582.44 3,637.79 7,881.87

47.53STEP 3 98,832.72 3,801.26 8,236.06

49.65STEP 4 103,267.44 3,971.82 8,605.62

51.91STEP 5 107,966.16 4,152.54 8,997.18
4557 DISPATCHER SENIOR NE 47.84STEP 1 99,519.00 3,827.65 8,293.25

49.99STEP 2 103,980.00 3,999.23 8,665.00

52.26STEP 3 108,678.84 4,179.96 9,056.57

54.59STEP 4 113,536.08 4,366.77 9,461.34

57.05STEP 5 118,683.72 4,564.76 9,890.31
5027 DOWNTOWN

COORDINATOR
NE 40.32STEP 1 83,872.08 3,225.85 6,989.34

42.13STEP 2 87,629.52 3,370.37 7,302.46

44.03STEP 3 91,585.92 3,522.54 7,632.16

46.04STEP 4 95,758.68 3,683.03 7,979.89

48.08STEP 5 99,996.36 3,846.01 8,333.03
2232 ECON DEV MANAGER E 75.00STEP 1 156,040.92 6,001.57 13,003.41

78.40STEP 2 163,063.80 6,271.68 13,588.65

81.91STEP 3 170,417.16 6,554.51 14,201.43

85.61STEP 4 178,100.88 6,850.03 14,841.74

89.48STEP 5 186,114.72 7,158.26 15,509.56
2122 ENGINEERING

MANAGER
E 75.33STEP 1 156,680.28 6,026.16 13,056.69

78.67STEP 2 163,619.28 6,293.05 13,634.94

82.22STEP 3 171,044.76 6,578.64 14,253.73

85.95STEP 4 178,739.28 6,874.59 14,894.94

89.79STEP 5 186,758.16 7,183.01 15,563.18
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 8 of 29 288 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5038 ENGR ASSOC E 55.54STEP 1 115,518.48 4,443.02 9,626.54

58.03STEP 2 120,710.64 4,642.72 10,059.22

60.70STEP 3 126,271.80 4,856.61 10,522.65

63.37STEP 4 131,832.72 5,070.49 10,986.06

66.27STEP 5 137,815.68 5,300.60 11,484.64
5040 ENGR ASST NE 50.49STEP 1 105,028.56 4,039.56 8,752.38

52.80STEP 2 109,799.28 4,223.05 9,149.94

55.16STEP 3 114,701.52 4,411.60 9,558.46

57.66STEP 4 119,919.96 4,612.31 9,993.33

60.21STEP 5 125,217.72 4,816.07 10,434.81
5210 ENGR JR NE 45.93STEP 1 95,487.96 3,672.61 7,957.33

47.98STEP 2 99,783.72 3,837.84 8,315.31

50.14STEP 3 104,238.00 4,009.15 8,686.50

52.37STEP 4 108,929.52 4,189.60 9,077.46

54.76STEP 5 113,884.44 4,380.17 9,490.37
2124 ENGR SR E 68.44STEP 1 142,428.96 5,478.04 11,869.08

71.51STEP 2 148,743.00 5,720.88 12,395.25

74.74STEP 3 155,490.48 5,980.40 12,957.54

78.11STEP 4 162,485.64 6,249.45 13,540.47

81.63STEP 5 169,783.44 6,530.13 14,148.62
2125 ENGR SR TRAFFIC E 68.44STEP 1 142,381.32 5,476.20 11,865.11

71.51STEP 2 148,743.00 5,720.88 12,395.25

74.74STEP 3 155,490.48 5,980.40 12,957.54

78.11STEP 4 162,485.64 6,249.45 13,540.47

81.63STEP 5 169,783.44 6,530.13 14,148.62
5169 ENGR TECH I NE 35.12STEP 1 73,058.88 2,809.96 6,088.24

36.72STEP 2 76,379.88 2,937.69 6,364.99

38.39STEP 3 79,832.16 3,070.47 6,652.68

40.09STEP 4 83,364.00 3,206.31 6,947.00

41.90STEP 5 87,159.24 3,352.28 7,263.27
5171 ENGR TECH II NE 38.64STEP 1 80,359.44 3,090.75 6,696.62

40.40STEP 2 84,023.28 3,231.66 7,001.94

42.21STEP 3 87,792.00 3,376.62 7,316.00

44.09STEP 4 91,718.88 3,527.65 7,643.24

46.07STEP 5 95,856.72 3,686.80 7,988.06
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 9 of 29 289 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5370 ENGR TECH SENIOR NE 42.52STEP 1 88,424.52 3,400.94 7,368.71

44.45STEP 2 92,430.48 3,555.02 7,702.54

46.42STEP 3 96,568.32 3,714.17 8,047.36

48.52STEP 4 100,917.00 3,881.42 8,409.75

50.70STEP 5 105,450.60 4,055.79 8,787.55
5173 ENGR TECH TRAF NE 38.64STEP 1 80,359.44 3,090.75 6,696.62

40.40STEP 2 84,023.28 3,231.66 7,001.94

42.21STEP 3 87,792.00 3,376.62 7,316.00

44.09STEP 4 91,718.88 3,527.65 7,643.24

46.07STEP 5 95,856.72 3,686.80 7,988.06
5452 ENVIR COMP INSP NE 40.57STEP 1 84,391.92 3,245.84 7,032.66

42.39STEP 2 88,213.80 3,392.84 7,351.15

44.31STEP 3 92,167.08 3,544.89 7,680.59

46.31STEP 4 96,331.08 3,705.04 8,027.59

48.36STEP 5 100,600.92 3,869.27 8,383.41
5457 ENVIRONMENTAL

PROGRAMS COORD
NE 48.58STEP 1 101,048.88 3,886.50 8,420.74

50.76STEP 2 105,608.52 4,061.87 8,800.71

53.02STEP 3 110,326.44 4,243.32 9,193.87

55.42STEP 4 115,307.64 4,434.91 9,608.97

57.91STEP 5 120,473.52 4,633.60 10,039.46
5020 EXECUTIVE ASSISTANT NE 36.67STEP 1 76,300.56 2,934.64 6,358.38

38.34STEP 2 79,726.80 3,066.42 6,643.90

40.01STEP 3 83,205.84 3,200.22 6,933.82

41.85STEP 4 87,054.00 3,348.23 7,254.50

43.73STEP 5 90,954.60 3,498.25 7,579.55
2078 FACILITIES & FLEET

SVCS MGR
E 63.73STEP 1 132,569.64 5,098.83 11,047.47

66.59STEP 2 138,509.40 5,327.28 11,542.45

69.59STEP 3 144,746.52 5,567.17 12,062.21

72.72STEP 4 151,253.52 5,817.44 12,604.46

76.00STEP 5 158,084.40 6,080.17 13,173.70
5482 FACILITIES

COORDINATOR
NE 43.60STEP 1 90,658.92 3,486.88 7,554.91

45.54STEP 2 94,738.68 3,643.80 7,894.89

47.59STEP 3 99,001.92 3,807.77 8,250.16

49.73STEP 4 103,457.04 3,979.12 8,621.42

51.97STEP 5 108,112.56 4,158.18 9,009.38
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 10 of 29 290 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2079 FIELD MAINTENANCE

MANAGER
E 63.73STEP 1 132,569.64 5,098.83 11,047.47

66.59STEP 2 138,509.40 5,327.28 11,542.45

69.59STEP 3 144,746.52 5,567.17 12,062.21

72.72STEP 4 151,253.52 5,817.44 12,604.46

76.00STEP 5 158,084.40 6,080.17 13,173.70
2102 FINANCE SERV MGR SR E 69.82STEP 1 145,190.04 5,584.23 12,099.17

72.94STEP 2 151,689.60 5,834.22 12,640.80

76.21STEP 3 158,519.76 6,096.91 13,209.98

79.64STEP 4 165,679.92 6,372.30 13,806.66

83.20STEP 5 173,088.48 6,657.25 14,424.04
5016 FINANCE SPEC II NE 40.52STEP 1 84,260.04 3,240.77 7,021.67

42.32STEP 2 88,029.12 3,385.74 7,335.76

44.22STEP 3 91,982.64 3,537.79 7,665.22

46.20STEP 4 96,093.96 3,695.92 8,007.83

48.29STEP 5 100,442.76 3,863.18 8,370.23
5015 FINANCE SPECIALIST I NE 36.80STEP 1 76,537.80 2,943.76 6,378.15

38.49STEP 2 80,043.24 3,078.59 6,670.27

40.20STEP 3 83,627.76 3,216.45 6,968.98

42.01STEP 4 87,343.80 3,359.38 7,278.65

43.89STEP 5 91,297.20 3,511.43 7,608.10
2076 FLEET SERVICES

SUPERVISOR
E 52.05STEP 1 108,286.92 4,164.88 9,023.91

54.40STEP 2 113,161.68 4,352.37 9,430.14

56.86STEP 3 118,256.40 4,548.32 9,854.70

59.37STEP 4 123,489.12 4,749.58 10,290.76

62.06STEP 5 129,107.40 4,965.67 10,758.95
2152 GIS COORDINATOR E 62.03STEP 1 129,024.48 4,962.48 10,752.04

64.82STEP 2 134,807.88 5,184.92 11,233.99

67.74STEP 3 140,866.32 5,417.94 11,738.86

70.79STEP 4 147,255.72 5,663.68 12,271.31

73.98STEP 5 153,865.32 5,917.90 12,822.11
5476 GIS TECHNICIAN I NE 37.24STEP 1 77,486.64 2,980.26 6,457.22

38.92STEP 2 80,939.40 3,113.05 6,744.95

40.67STEP 3 84,602.88 3,253.96 7,050.24

42.52STEP 4 88,424.52 3,400.94 7,368.71

44.45STEP 5 92,430.48 3,555.02 7,702.54
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 11 of 29 291 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5477 GIS TECHNICIAN II NE 40.99STEP 1 85,235.16 3,278.28 7,102.93

42.84STEP 2 89,083.32 3,426.28 7,423.61

44.76STEP 3 93,063.36 3,579.36 7,755.28

46.77STEP 4 97,280.28 3,741.55 8,106.69

48.85STEP 5 101,602.56 3,907.79 8,466.88
2019 GOLF CRSE MTC SUPV NE 52.05STEP 1 108,286.92 4,164.88 9,023.91

54.40STEP 2 113,161.68 4,352.37 9,430.14

56.86STEP 3 118,256.40 4,548.32 9,854.70

59.38STEP 4 123,516.36 4,750.63 10,293.03

62.06STEP 5 129,107.40 4,965.67 10,758.95
6086 GOLF EQUIPMENT

MAINT SPEC
NE 38.51STEP 1 80,088.12 3,080.31 6,674.01

40.22STEP 2 83,680.20 3,218.47 6,973.35

42.05STEP 3 87,484.80 3,364.80 7,290.40

43.94STEP 4 91,369.68 3,514.22 7,614.14
2160 GOLF SERVICES MGR E 65.60STEP 1 136,432.44 5,247.40 11,369.37

68.53STEP 2 142,518.96 5,481.50 11,876.58

71.61STEP 3 148,935.72 5,728.30 12,411.31

74.84STEP 4 155,655.60 5,986.75 12,971.30

78.20STEP 5 162,678.12 6,256.85 13,556.51
2095 H.R. ANALYST I NE 44.32STEP 1 92,176.08 3,545.23 7,681.34

46.32STEP 2 96,362.04 3,706.23 8,030.17

48.38STEP 3 100,630.44 3,870.40 8,385.87

50.56STEP 4 105,174.84 4,045.19 8,764.57

52.81STEP 5 109,856.88 4,225.26 9,154.74
2096 H.R. ANALYST II E 48.67STEP 1 101,209.32 3,892.67 8,434.11

50.88STEP 2 105,808.32 4,069.55 8,817.36

53.12STEP 3 110,517.96 4,250.69 9,209.83

55.54STEP 4 115,502.40 4,442.40 9,625.20

58.00STEP 5 120,652.08 4,640.46 10,054.34
5237 HOUSING SPECIALIST I NE 40.85STEP 1 84,945.48 3,267.13 7,078.79

42.67STEP 2 88,740.48 3,413.10 7,395.04

44.60STEP 3 92,773.32 3,568.20 7,731.11

46.59STEP 4 96,911.04 3,727.35 8,075.92

48.70STEP 5 101,312.28 3,896.63 8,442.69
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 12 of 29 292 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5234 HOUSING SPECIALIST II NE 44.93STEP 1 93,458.64 3,594.56 7,788.22

46.99STEP 2 97,701.84 3,757.76 8,141.82

49.07STEP 3 102,076.92 3,926.04 8,506.41

51.28STEP 4 106,662.84 4,102.42 8,888.57

53.57STEP 5 111,406.68 4,284.87 9,283.89
2097 HR ANALY SR RISK MGR E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
2098 HR ANALYST SR E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
5036 HR TECHNICIAN NE 38.36STEP 1 79,769.88 3,068.07 6,647.49

40.05STEP 2 83,287.44 3,203.36 6,940.62

41.84STEP 3 87,036.24 3,347.55 7,253.02

43.74STEP 4 90,962.76 3,498.57 7,580.23

45.70STEP 5 95,070.84 3,656.57 7,922.57
2239 HSNG &

NEIGHBORHOOD SVCS
MGR
E 75.00STEP 1 156,040.92 6,001.57 13,003.41

78.40STEP 2 163,063.80 6,271.68 13,588.65

81.91STEP 3 170,417.16 6,554.51 14,201.43

85.61STEP 4 178,100.88 6,850.03 14,841.74

89.48STEP 5 186,114.72 7,158.26 15,509.56
2093 INSPECTION

SUPERVISOR
E 55.65STEP 1 115,747.80 4,451.84 9,645.65

58.16STEP 2 120,949.32 4,651.90 10,079.11

60.78STEP 3 126,399.84 4,861.53 10,533.32

63.51STEP 4 132,099.00 5,080.73 11,008.25

66.37STEP 5 138,046.92 5,309.50 11,503.91
6204 INSTRUMENT CONTROL

TECHNICIAN
NE 47.83STEP 1 99,493.08 3,826.66 8,291.09

49.98STEP 2 103,979.76 3,999.22 8,664.98

52.21STEP 3 108,628.20 4,178.01 9,052.35

54.59STEP 4 113,518.08 4,366.08 9,459.84
6085 IRRIG SPECIALIST NE 38.51STEP 1 80,088.12 3,080.31 6,674.01

40.22STEP 2 83,680.20 3,218.47 6,973.35

42.05STEP 3 87,484.80 3,364.80 7,290.40

43.94STEP 4 91,369.68 3,514.22 7,614.14
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 13 of 29 293 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5473 IS SUPPORT TECH I NE 37.24STEP 1 77,486.64 2,980.26 6,457.22

38.92STEP 2 80,939.40 3,113.05 6,744.95

40.67STEP 3 84,602.88 3,253.96 7,050.24

42.52STEP 4 88,424.52 3,400.94 7,368.71

44.45STEP 5 92,430.48 3,555.02 7,702.54
5474 IS SUPPORT TECH II NE 40.99STEP 1 85,235.16 3,278.28 7,102.93

42.84STEP 2 89,083.32 3,426.28 7,423.61

44.76STEP 3 93,063.36 3,579.36 7,755.28

46.77STEP 4 97,280.28 3,741.55 8,106.69

48.85STEP 5 101,602.56 3,907.79 8,466.88
5467 IS SUPPORT TECH
SENIOR
NE 47.13STEP 1 98,018.04 3,769.92 8,168.17

49.23STEP 2 102,419.40 3,939.21 8,534.95

51.43STEP 3 106,979.16 4,114.58 8,914.93

53.80STEP 4 111,907.80 4,304.15 9,325.65

56.20STEP 5 116,888.76 4,495.72 9,740.73
2690 LAB SUPERVISOR E 59.86STEP 1 124,504.32 4,788.63 10,375.36

62.57STEP 2 130,119.84 5,004.61 10,843.32

65.37STEP 3 135,991.44 5,230.44 11,332.62

68.29STEP 4 142,034.40 5,462.86 11,836.20

71.38STEP 5 148,447.56 5,709.52 12,370.63
5451 LABORATORY ANALYST
I
NE 41.17STEP 1 85,657.08 3,294.50 7,138.09

42.98STEP 2 89,426.16 3,439.47 7,452.18

44.94STEP 3 93,484.68 3,595.56 7,790.39

47.01STEP 4 97,727.88 3,758.76 8,143.99

49.08STEP 5 102,103.08 3,927.04 8,508.59
5450 LABORATORY ANALYST
II
NE 45.27STEP 1 94,143.96 3,620.92 7,845.33

47.30STEP 2 98,413.56 3,785.14 8,201.13

49.43STEP 3 102,814.80 3,954.42 8,567.90

51.66STEP 4 107,479.92 4,133.84 8,956.66

53.99STEP 5 112,303.08 4,319.35 9,358.59
6101 LABORER NE 28.19STEP 1 58,657.08 2,256.04 4,888.09

29.47STEP 2 61,293.36 2,357.44 5,107.78

30.79STEP 3 64,043.40 2,463.21 5,336.95

32.18STEP 4 66,929.76 2,574.22 5,577.48
6171 LANDSCAPE LABORER NE 27.66STEP 1 57,544.44 2,213.25 4,795.37

28.92STEP 2 60,156.72 2,313.72 5,013.06

30.22STEP 3 62,890.20 2,418.85 5,240.85

31.60STEP 4 65,696.04 2,526.77 5,474.67
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 14 of 29 294 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2641 LANDSCPE ARCH SUPV NE 49.54STEP 1 103,026.48 3,962.56 8,585.54

51.74STEP 2 107,598.24 4,138.39 8,966.52

54.00STEP 3 112,307.76 4,319.53 9,358.98

56.39STEP 4 117,292.56 4,511.25 9,774.38

58.87STEP 5 122,497.44 4,711.44 10,208.12
5333 LEAD TEACHER NE 29.59STEP 1 61,541.28 2,366.97 5,128.44

30.92STEP 2 64,308.84 2,473.42 5,359.07

32.33STEP 3 67,260.60 2,586.95 5,605.05

33.76STEP 4 70,238.76 2,701.49 5,853.23

35.30STEP 5 73,401.36 2,823.13 6,116.78
8160 LIBRARIAN I E 34.30STEP 1 66,878.28 2,572.24 5,573.19

35.85STEP 2 69,905.88 2,688.69 5,825.49

37.42STEP 3 72,983.04 2,807.04 6,081.92

39.11STEP 4 76,258.68 2,933.03 6,354.89

40.89STEP 5 79,732.68 3,066.64 6,644.39
8170 LIBRARIAN II E 37.73STEP 1 73,553.52 2,828.98 6,129.46

39.41STEP 2 76,878.72 2,956.87 6,406.56

41.21STEP 3 80,353.20 3,090.51 6,696.10

43.06STEP 4 83,976.24 3,229.86 6,998.02

45.02STEP 5 87,772.92 3,375.88 7,314.41
8110 LIBRARY ASST I NE 25.68STEP 1 50,078.28 1,926.09 4,173.19

26.83STEP 2 52,311.36 2,011.98 4,359.28

28.03STEP 3 54,669.00 2,102.65 4,555.75

29.30STEP 4 57,125.64 2,197.14 4,760.47

30.61STEP 5 59,706.36 2,296.40 4,975.53
8120 LIBRARY ASST II NE 28.23STEP 1 55,041.36 2,116.98 4,586.78

29.50STEP 2 57,547.56 2,213.37 4,795.63

30.86STEP 3 60,178.20 2,314.55 5,014.85

32.21STEP 4 62,808.60 2,415.72 5,234.05

33.67STEP 5 65,662.20 2,525.47 5,471.85
8130 LIBRARY ASST SR NE 32.47STEP 1 63,329.64 2,435.76 5,277.47

33.96STEP 2 66,208.20 2,546.47 5,517.35

35.46STEP 3 69,161.28 2,660.05 5,763.44

37.11STEP 4 72,312.72 2,781.26 6,026.06

38.74STEP 5 75,538.92 2,905.34 6,294.91
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 15 of 29 295 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5469 LIBRARY TECHNOLOGY

SPECIALIST
NE 43.02STEP 1 89,497.08 3,442.20 7,458.09

44.97STEP 2 93,537.72 3,597.60 7,794.81

46.99STEP 3 97,716.48 3,758.33 8,143.04

49.12STEP 4 102,144.24 3,928.62 8,512.02

51.29STEP 5 106,682.64 4,103.18 8,890.22
8190 LITERACY PROG
COORD
E 37.73STEP 1 73,553.52 2,828.98 6,129.46

39.41STEP 2 76,878.72 2,956.87 6,406.56

41.21STEP 3 80,353.20 3,090.51 6,696.10

43.06STEP 4 83,976.24 3,229.86 6,998.02

45.02STEP 5 87,772.92 3,375.88 7,314.41
8195 LITERACY SPECIALIST E 34.30STEP 1 66,878.28 2,572.24 5,573.19

35.85STEP 2 69,905.88 2,688.69 5,825.49

37.42STEP 3 72,983.04 2,807.04 6,081.92

39.11STEP 4 76,258.68 2,933.03 6,354.89

40.89STEP 5 79,732.68 3,066.64 6,644.39
6206 MAINT PLANNER NE 47.83STEP 1 99,492.96 3,826.65 8,291.08

49.98STEP 2 103,979.76 3,999.22 8,664.98

52.21STEP 3 108,628.80 4,178.03 9,052.40

54.59STEP 4 113,518.08 4,366.08 9,459.84
6065 MAINT WKR FACIL NE 36.05STEP 1 74,979.36 2,883.82 6,248.28

37.65STEP 2 78,305.40 3,011.75 6,525.45

39.38STEP 3 81,897.36 3,149.90 6,824.78

41.13STEP 4 85,542.72 3,290.10 7,128.56
6068 MAINT WKR FACIL SR NE 39.64STEP 1 82,456.20 3,171.39 6,871.35

41.44STEP 2 86,207.88 3,315.69 7,183.99

43.31STEP 3 90,065.88 3,464.07 7,505.49

45.23STEP 4 94,083.60 3,618.60 7,840.30
6060 MAINT WKR II LDSCP NE 33.48STEP 1 69,657.84 2,679.15 5,804.82

35.00STEP 2 72,771.00 2,798.88 6,064.25

36.54STEP 3 76,016.88 2,923.73 6,334.74

38.23STEP 4 79,502.76 3,057.80 6,625.23
6175 MAINT WKR SR PK/LD NE 40.19STEP 1 83,600.16 3,215.39 6,966.68

42.01STEP 2 87,405.12 3,361.74 7,283.76

43.88STEP 3 91,263.12 3,510.12 7,605.26

45.85STEP 4 95,387.28 3,668.74 7,948.94
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 16 of 29 296 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6141 MAINT WORKER I NE 29.72STEP 1 61,835.40 2,378.28 5,152.95

31.06STEP 2 64,575.96 2,483.69 5,381.33

32.46STEP 3 67,503.00 2,596.27 5,625.25

33.89STEP 4 70,509.36 2,711.90 5,875.78

35.40STEP 5 73,649.04 2,832.66 6,137.42
6071 MAINT WORKER I

LANDSCAPE
NE 30.45STEP 1 63,298.68 2,434.56 5,274.89

31.82STEP 2 66,172.68 2,545.10 5,514.39

33.26STEP 3 69,179.16 2,660.74 5,764.93

34.73STEP 4 72,265.56 2,779.44 6,022.13
6130 MAINT WORKER II NE 34.15STEP 1 71,068.20 2,733.39 5,922.35

35.67STEP 2 74,208.12 2,854.16 6,184.01

37.28STEP 3 77,560.44 2,983.09 6,463.37

38.95STEP 4 81,045.84 3,117.15 6,753.82
6129 MAINTENANCE

LEADWORKER PW
NE 37.56STEP 1 78,119.04 3,004.58 6,509.92

39.23STEP 2 81,604.68 3,138.64 6,800.39

41.04STEP 3 85,356.24 3,282.93 7,113.02

42.86STEP 4 89,134.68 3,428.26 7,427.89
2249 MANAGING ARBORIST E 56.77STEP 1 118,063.56 4,540.91 9,838.63

59.32STEP 2 123,378.72 4,745.34 10,281.56

62.00STEP 3 128,969.16 4,960.35 10,747.43

64.80STEP 4 134,752.68 5,182.80 11,229.39

67.69STEP 5 140,784.00 5,414.77 11,732.00
6095 MECH LIGHT EQUIP NE 35.17STEP 1 73,170.12 2,814.24 6,097.51

36.73STEP 2 76,389.84 2,938.07 6,365.82

38.38STEP 3 79,875.24 3,072.12 6,656.27

40.12STEP 4 83,467.08 3,210.27 6,955.59
2023 MGMT ANALYST I NE 44.32STEP 1 92,176.08 3,545.23 7,681.34

46.32STEP 2 96,362.04 3,706.23 8,030.17

48.38STEP 3 100,630.44 3,870.40 8,385.87

50.56STEP 4 105,174.84 4,045.19 8,764.57

52.81STEP 5 109,856.88 4,225.26 9,154.74
2022 MGMT ANALYST II E 48.67STEP 1 101,209.32 3,892.67 8,434.11

50.88STEP 2 105,808.32 4,069.55 8,817.36

53.12STEP 3 110,517.96 4,250.69 9,209.83

55.54STEP 4 115,502.40 4,442.40 9,625.20

58.00STEP 5 120,652.08 4,640.46 10,054.34
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 17 of 29 297 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2024 MGMT ANALYST SR E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
2411 NETWORK ADMIN E 62.03STEP 1 129,024.48 4,962.48 10,752.04

64.82STEP 2 134,807.88 5,184.92 11,233.99

67.74STEP 3 140,866.32 5,417.94 11,738.86

70.79STEP 4 147,255.72 5,663.68 12,271.31

73.98STEP 5 153,865.32 5,917.90 12,822.11
2034 NETWORK ANALYST E 53.92STEP 1 112,197.48 4,315.29 9,349.79

56.36STEP 2 117,209.64 4,508.06 9,767.47

58.87STEP 3 122,497.44 4,711.44 10,208.12

61.58STEP 4 128,060.52 4,925.40 10,671.71

64.31STEP 5 133,816.44 5,146.79 11,151.37
5465 NETWORK TECH NE 39.34STEP 1 81,835.20 3,147.51 6,819.60

41.11STEP 2 85,525.08 3,289.43 7,127.09

42.96STEP 3 89,373.24 3,437.43 7,447.77

44.88STEP 4 93,352.92 3,590.50 7,779.41

46.92STEP 5 97,569.96 3,752.69 8,130.83
5230 OFFICE ASST I NE 25.30STEP 1 52,633.20 2,024.35 4,386.10

26.43STEP 2 54,978.72 2,114.57 4,581.56

27.59STEP 3 57,377.16 2,206.81 4,781.43

28.84STEP 4 60,012.60 2,308.18 5,001.05

30.16STEP 5 62,700.84 2,411.57 5,225.07
5430 OFFICE ASST II NE 27.81STEP 1 57,851.64 2,225.06 4,820.97

29.10STEP 2 60,513.24 2,327.43 5,042.77

30.40STEP 3 63,201.72 2,430.84 5,266.81

31.74STEP 4 66,048.12 2,540.31 5,504.01

33.18STEP 5 69,026.16 2,654.85 5,752.18
2250 PARK & LANDSCAPE
MGR
E 62.45STEP 1 129,933.36 4,997.44 10,827.78

65.29STEP 2 135,771.72 5,221.99 11,314.31

68.19STEP 3 141,858.00 5,456.08 11,821.50

71.28STEP 4 148,247.52 5,701.83 12,353.96

74.48STEP 5 154,911.96 5,958.15 12,909.33
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 18 of 29 298 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2642 PARK PLANNING

ADMINISTRATOR
E 62.56STEP 1 130,087.32 5,003.36 10,840.61

65.35STEP 2 135,941.28 5,228.51 11,328.44

68.31STEP 3 142,049.76 5,463.45 11,837.48

71.38STEP 4 148,438.32 5,709.17 12,369.86

74.58STEP 5 155,106.84 5,965.65 12,925.57
5365 PARK RANGER SR NE 38.49STEP 1 80,043.24 3,078.59 6,670.27

40.24STEP 2 83,706.84 3,219.49 6,975.57

42.04STEP 3 87,422.88 3,362.42 7,285.24

43.93STEP 4 91,376.40 3,514.48 7,614.70

45.95STEP 5 95,540.52 3,674.64 7,961.71
2127 PARKING MANAGER E 62.56STEP 1 130,101.00 5,003.88 10,841.75

65.35STEP 2 135,941.28 5,228.51 11,328.44

68.31STEP 3 142,049.76 5,463.45 11,837.48

71.38STEP 4 148,438.32 5,709.17 12,369.86

74.58STEP 5 155,106.84 5,965.65 12,925.57
2251 PARKS & LANDSCAPE

MAINT SUPV
E 49.74STEP 1 103,481.40 3,980.05 8,623.45

52.00STEP 2 108,172.68 4,160.49 9,014.39

54.34STEP 3 113,038.44 4,347.63 9,419.87

56.79STEP 4 118,128.96 4,543.42 9,844.08

59.33STEP 5 123,419.04 4,746.89 10,284.92
2176 PAYROLL ADMINISTRAT E 49.35STEP 1 102,641.04 3,947.73 8,553.42

51.58STEP 2 107,295.60 4,126.75 8,941.30

53.90STEP 3 112,142.40 4,313.17 9,345.20

56.31STEP 4 117,127.20 4,504.89 9,760.60

58.84STEP 5 122,414.64 4,708.26 10,201.22
2177 PAYROLL SUPERVISOR E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
5017 PAYROLL TECHNICIAN I NE 36.80STEP 1 76,537.80 2,943.76 6,378.15

38.49STEP 2 80,043.24 3,078.59 6,670.27

40.20STEP 3 83,627.76 3,216.45 6,968.98

42.01STEP 4 87,343.80 3,359.38 7,278.65

43.89STEP 5 91,297.20 3,511.43 7,608.10
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 19 of 29 299 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5018 PAYROLL TECHNICIAN II NE 40.52STEP 1 84,260.04 3,240.77 7,021.67

42.32STEP 2 88,029.12 3,385.74 7,335.76

44.22STEP 3 91,982.64 3,537.79 7,665.22

46.20STEP 4 96,093.96 3,695.92 8,007.83

48.29STEP 5 100,442.76 3,863.18 8,370.23
2089 PERMIT CENTER

SUPERVISOR
E 55.65STEP 1 115,747.80 4,451.84 9,645.65

58.16STEP 2 120,949.32 4,651.90 10,079.11

60.78STEP 3 126,399.84 4,861.53 10,533.32

63.51STEP 4 132,099.00 5,080.73 11,008.25

66.37STEP 5 138,046.92 5,309.50 11,503.91
5035 PLAN CHECK

ENGINEER
E 55.54STEP 1 115,518.48 4,443.02 9,626.54

58.03STEP 2 120,710.64 4,642.72 10,059.22

60.70STEP 3 126,271.80 4,856.61 10,522.65

63.37STEP 4 131,832.72 5,070.49 10,986.06

66.27STEP 5 137,815.68 5,300.60 11,484.64
5035k PLAN CHECK ENGR (K
RATE)
E 57.91STEP 1 120,473.52 4,633.60 10,039.46

60.51STEP 2 125,823.24 4,839.36 10,485.27

63.24STEP 3 131,542.92 5,059.34 10,961.91

66.07STEP 4 137,446.56 5,286.41 11,453.88

69.08STEP 5 143,666.52 5,525.64 11,972.21
2092 PLAN CHECK

SUPERVISOR
E 63.20STEP 1 131,486.04 5,057.16 10,957.17

66.06STEP 2 137,395.80 5,284.45 11,449.65

69.10STEP 3 143,725.44 5,527.90 11,977.12

72.14STEP 4 150,055.32 5,771.36 12,504.61

75.41STEP 5 156,865.32 6,033.28 13,072.11
5062 PLAN CHECKER FIRE NE 55.54STEP 1 115,518.48 4,443.02 9,626.54

58.03STEP 2 120,710.64 4,642.72 10,059.22

60.70STEP 3 126,271.80 4,856.61 10,522.65

63.37STEP 4 131,832.72 5,070.49 10,986.06

66.27STEP 5 137,815.68 5,300.60 11,484.64
5061 PLAN CHECKER I NE 43.21STEP 1 89,874.12 3,456.70 7,489.51

45.16STEP 2 93,906.48 3,611.79 7,825.54

47.17STEP 3 98,123.64 3,773.99 8,176.97

49.30STEP 4 102,525.12 3,943.27 8,543.76

51.47STEP 5 107,084.64 4,118.64 8,923.72
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 20 of 29 300 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5060 PLAN CHECKER II NE 47.48STEP 1 98,755.92 3,798.30 8,229.66

49.62STEP 2 103,210.08 3,969.62 8,600.84

51.85STEP 3 107,875.08 4,149.04 8,989.59

54.18STEP 4 112,751.04 4,336.58 9,395.92

56.64STEP 5 117,811.44 4,531.21 9,817.62
5050 PLANNER ASSISTANT NE 44.29STEP 1 92,140.56 3,543.87 7,678.38

46.31STEP 2 96,331.08 3,705.04 8,027.59

48.32STEP 3 100,521.84 3,866.22 8,376.82

50.52STEP 4 105,107.64 4,042.60 8,758.97

52.84STEP 5 109,878.36 4,226.09 9,156.53
5070 PLANNER ASSOC E 48.71STEP 1 101,339.04 3,897.66 8,444.92

50.96STEP 2 105,951.24 4,075.05 8,829.27

53.23STEP 3 110,695.32 4,257.51 9,224.61

55.65STEP 4 115,729.68 4,451.14 9,644.14

58.07STEP 5 120,789.84 4,645.76 10,065.82
2132 PLANNER PRINCIPAL E 68.44STEP 1 142,381.32 5,476.20 11,865.11

71.51STEP 2 148,743.00 5,720.88 12,395.25

74.74STEP 3 155,490.48 5,980.40 12,957.54

78.10STEP 4 162,457.80 6,248.38 13,538.15

81.61STEP 5 169,756.08 6,529.08 14,146.34
5054 PLANNER PUBLIC SERV NE 40.21STEP 1 83,653.92 3,217.46 6,971.16

42.08STEP 2 87,501.84 3,365.46 7,291.82

43.94STEP 3 91,402.92 3,515.50 7,616.91

45.94STEP 4 95,514.24 3,673.62 7,959.52

47.98STEP 5 99,783.72 3,837.84 8,315.31
2133 PLANNER SR E 60.64STEP 1 126,160.32 4,852.32 10,513.36

63.41STEP 2 131,861.16 5,071.58 10,988.43

66.28STEP 3 137,864.52 5,302.48 11,488.71

69.26STEP 4 144,061.44 5,540.82 12,005.12

72.35STEP 5 150,505.44 5,788.67 12,542.12
2130 PLANNING MANAGER E 75.00STEP 1 156,040.92 6,001.57 13,003.41

78.40STEP 2 163,063.80 6,271.68 13,588.65

81.91STEP 3 170,417.16 6,554.51 14,201.43

85.61STEP 4 178,100.88 6,850.03 14,841.74

89.48STEP 5 186,114.72 7,158.26 15,509.56
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 21 of 29 301 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6249 PLANT MACHINIST NE 43.79STEP 1 91,103.40 3,503.98 7,591.95

45.80STEP 2 95,254.32 3,663.63 7,937.86

47.87STEP 3 99,591.36 3,830.44 8,299.28

49.99STEP 4 103,981.56 3,999.29 8,665.13
2520 POLICE CAPTAIN E 93.65STEP 1 194,790.72 7,491.95 16,232.56

97.86STEP 2 203,588.04 7,830.31 16,965.67
102.29STEP 3 212,763.12 8,183.20 17,730.26
106.90STEP 4 222,344.40 8,551.71 18,528.70
111.70STEP 5 232,332.12 8,935.85 19,361.01
5286 POLICE DIGITAL

FORENSIC SPEC
NE 40.32STEP 1 83,891.28 3,226.59 6,990.94

42.13STEP 2 87,607.56 3,369.52 7,300.63

44.03STEP 3 91,587.24 3,522.59 7,632.27

46.04STEP 4 95,777.88 3,683.76 7,981.49

48.08STEP 5 100,021.08 3,846.96 8,335.09
2622 POLICE EVIDENCE

ANALYST
E 48.64STEP 1 101,174.16 3,891.31 8,431.18

50.84STEP 2 105,726.96 4,066.42 8,810.58

53.11STEP 3 110,484.72 4,249.41 9,207.06

55.52STEP 4 115,456.56 4,440.64 9,621.38

57.99STEP 5 120,652.08 4,640.46 10,054.34
2530 POLICE LIEUTENANT E 83.71STEP 1 174,135.12 6,697.50 14,511.26

87.48STEP 2 181,984.92 6,999.42 15,165.41

91.42STEP 3 190,133.64 7,312.83 15,844.47

95.54STEP 4 198,730.08 7,643.46 16,560.84

99.87STEP 5 207,744.24 7,990.16 17,312.02
4110 POLICE OFFICER NE 56.83STEP 1 118,199.40 4,546.13 9,849.95

59.37STEP 2 123,483.00 4,749.35 10,290.25

62.04STEP 3 129,001.20 4,961.58 10,750.10

64.82STEP 4 134,842.20 5,186.24 11,236.85

67.71STEP 5 140,859.24 5,417.66 11,738.27
4210 POLICE OFFICER

TRAINEE
NE 48.31STEP 1 100,475.44 3,864.44 8,372.95
5283 POLICE RCD SPEC I NE 28.44STEP 1 59,163.12 2,275.50 4,930.26

29.72STEP 2 61,824.12 2,377.85 5,152.01

31.05STEP 3 64,576.92 2,483.73 5,381.41

32.43STEP 4 67,444.56 2,594.02 5,620.38

33.91STEP 5 70,541.28 2,713.13 5,878.44
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 22 of 29 302 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5282 POLICE RCD SPEC II NE 31.27STEP 1 65,035.80 2,501.38 5,419.65

32.68STEP 2 67,972.20 2,614.32 5,664.35

34.15STEP 3 71,023.20 2,731.66 5,918.60

35.69STEP 4 74,234.76 2,855.18 6,186.23

37.25STEP 5 77,492.28 2,980.47 6,457.69
5281 POLICE RCD SPEC SR NE 36.04STEP 1 74,958.00 2,883.00 6,246.50

37.66STEP 2 78,322.56 3,012.41 6,526.88

39.40STEP 3 81,927.48 3,151.06 6,827.29

41.12STEP 4 85,532.40 3,289.71 7,127.70

42.94STEP 5 89,305.56 3,434.83 7,442.13
2195 POLICE RECORD SUPV E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
7120 POLICE SERGEANT NE 68.15STEP 1 141,740.16 5,451.54 11,811.68

71.21STEP 2 148,109.04 5,696.50 12,342.42

74.40STEP 3 154,772.04 5,952.77 12,897.67

77.74STEP 4 161,728.44 6,220.32 13,477.37

81.24STEP 5 169,007.76 6,500.30 14,083.98
2621 POLICE TECH SVCS

ADMINISTRATOR
E 68.91STEP 1 143,316.60 5,512.18 11,943.05

72.01STEP 2 149,762.88 5,760.11 12,480.24

75.25STEP 3 156,502.92 6,019.34 13,041.91

78.64STEP 4 163,551.24 6,290.43 13,629.27

82.17STEP 5 170,922.48 6,573.94 14,243.54
2128 PRINCIPAL

TRANSPORTATION
PLANR
E 68.44STEP 1 142,381.32 5,476.20 11,865.11

71.51STEP 2 148,743.00 5,720.88 12,395.25

74.74STEP 3 155,490.48 5,980.40 12,957.54

78.10STEP 4 162,457.80 6,248.38 13,538.15

81.61STEP 5 169,756.08 6,529.08 14,146.34
5433 PROGRAM ASSISTANT I NE 25.30STEP 1 52,633.20 2,024.35 4,386.10

26.43STEP 2 54,978.72 2,114.57 4,581.56

27.59STEP 3 57,377.16 2,206.81 4,781.43

28.84STEP 4 60,012.60 2,308.18 5,001.05

30.16STEP 5 62,700.84 2,411.57 5,225.07
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 23 of 29 303 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
5434 PROGRAM ASSISTANT II NE 27.81STEP 1 57,851.64 2,225.06 4,820.97

29.10STEP 2 60,513.24 2,327.43 5,042.77

30.40STEP 3 63,201.72 2,430.84 5,266.81

31.74STEP 4 66,048.12 2,540.31 5,504.01

33.18STEP 5 69,026.16 2,654.85 5,752.18
5342 PROGRAM ASST SR NE 32.67STEP 1 67,919.52 2,612.29 5,659.96

34.11STEP 2 70,950.24 2,728.86 5,912.52

35.65STEP 3 74,192.28 2,853.55 6,182.69

37.24STEP 4 77,486.64 2,980.26 6,457.22

38.92STEP 5 80,939.40 3,113.05 6,744.95
2066 PROJECT MGR I NE 51.50STEP 1 107,102.76 4,119.34 8,925.23

53.81STEP 2 111,949.68 4,305.76 9,329.14

56.24STEP 3 116,989.68 4,499.60 9,749.14

58.76STEP 4 122,222.16 4,700.85 10,185.18

61.42STEP 5 127,757.76 4,913.76 10,646.48
2067 PROJECT MGR II E 56.87STEP 1 118,284.00 4,549.38 9,857.00

59.39STEP 2 123,543.72 4,751.68 10,295.31

62.07STEP 3 129,134.64 4,966.72 10,761.22

64.88STEP 4 134,945.52 5,190.21 11,245.46

67.80STEP 5 141,004.44 5,423.25 11,750.37
2064 PROJECT MGR SR E 62.57STEP 1 130,112.64 5,004.33 10,842.72

65.33STEP 2 135,898.56 5,226.87 11,324.88

68.31STEP 3 142,048.08 5,463.39 11,837.34

71.38STEP 4 148,440.12 5,709.24 12,370.01

74.58STEP 5 155,104.68 5,965.56 12,925.39
2065 PROJECT SUPT NE 57.23STEP 1 119,027.52 4,577.98 9,918.96

59.82STEP 2 124,425.24 4,785.59 10,368.77

62.51STEP 3 130,043.64 5,001.68 10,836.97

65.32STEP 4 135,854.28 5,225.16 11,321.19

68.27STEP 5 141,968.04 5,460.31 11,830.67
2202 PUB WKS SUPV E 53.10STEP 1 110,462.52 4,248.56 9,205.21

55.50STEP 2 115,419.84 4,439.22 9,618.32

57.99STEP 3 120,624.72 4,639.41 10,052.06

60.60STEP 4 126,050.28 4,848.09 10,504.19

63.34STEP 5 131,723.40 5,066.28 10,976.95
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 24 of 29 304 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6123 PUMP STATION

MECHANIC I
NE 37.91STEP 1 78,864.24 3,033.24 6,572.02

39.58STEP 2 82,323.00 3,166.27 6,860.25

41.39STEP 3 86,101.56 3,311.60 7,175.13

43.27STEP 4 89,985.96 3,461.00 7,498.83
6124 PUMP STATION

MECHANIC II
NE 42.23STEP 1 87,830.64 3,378.10 7,319.22

44.09STEP 2 91,715.64 3,527.52 7,642.97

46.08STEP 3 95,839.80 3,686.15 7,986.65

48.17STEP 4 100,230.00 3,855.00 8,352.50
6140 PUMP STATION

MECHANIC III
NE 46.46STEP 1 96,621.24 3,716.20 8,051.77

48.50STEP 2 100,899.12 3,880.74 8,408.26

50.69STEP 3 105,438.12 4,055.31 8,786.51

53.02STEP 4 110,264.04 4,240.92 9,188.67
2126 REGULATORY

COMPLIANCE

MANAGER
E 72.47STEP 1 150,712.68 5,796.64 12,559.39

75.72STEP 2 157,492.68 6,057.41 13,124.39

79.14STEP 3 164,606.04 6,331.00 13,717.17

82.70STEP 4 171,996.96 6,615.27 14,333.08

86.44STEP 5 179,777.64 6,914.52 14,981.47
5245 SECTY EXEC TO CITY

ATTORNEY
NE 37.42STEP 1 77,803.20 2,992.43 6,483.60

39.08STEP 2 81,334.80 3,128.26 6,777.90

40.86STEP 3 84,971.88 3,268.15 7,080.99

42.73STEP 4 88,872.48 3,418.17 7,406.04

44.61STEP 5 92,799.36 3,569.21 7,733.28
5023 SECTY EXEC TO CITY

MANAGER
NE 40.35STEP 1 83,943.84 3,228.61 6,995.32

42.16STEP 2 87,686.40 3,372.55 7,307.20

44.05STEP 3 91,639.80 3,524.61 7,636.65

46.05STEP 4 95,804.04 3,684.77 7,983.67

48.13STEP 5 100,100.28 3,850.01 8,341.69
5456 SOLID WASTE & RECYC

PROG COORD
NE 48.58STEP 1 101,048.88 3,886.50 8,420.74

50.76STEP 2 105,608.52 4,061.87 8,800.71

53.02STEP 3 110,326.44 4,243.32 9,193.87

55.42STEP 4 115,307.64 4,434.91 9,608.97

57.91STEP 5 120,473.52 4,633.60 10,039.46
5454 SOLID WASTE

TECHNICIAN
NE 38.64STEP 1 80,361.36 3,090.82 6,696.78

40.40STEP 2 84,038.64 3,232.26 7,003.22

42.21STEP 3 87,802.56 3,377.02 7,316.88

44.09STEP 4 91,696.32 3,526.78 7,641.36

46.07STEP 5 95,827.92 3,685.69 7,985.66
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 25 of 29 305 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2230 SUPERVISING

LIBRARIAN
E 45.77STEP 1 95,229.12 3,662.66 7,935.76

47.82STEP 2 99,508.68 3,827.26 8,292.39

49.99STEP 3 103,986.96 3,999.50 8,665.58

52.23STEP 4 108,663.36 4,179.36 9,055.28

54.59STEP 5 113,566.80 4,367.95 9,463.90
2229 SUPERVISING LIBRARY

ASSISTANT
E 41.19STEP 1 85,698.24 3,296.09 7,141.52

43.05STEP 2 89,555.28 3,444.43 7,462.94

45.00STEP 3 93,585.48 3,599.44 7,798.79

47.01STEP 4 97,796.88 3,761.42 8,149.74

49.15STEP 5 102,210.24 3,931.16 8,517.52
5361 SURVEY TECHNICIAN
SR
NE 46.76STEP 1 97,267.08 3,741.04 8,105.59

48.87STEP 2 101,639.64 3,909.22 8,469.97

51.07STEP 3 106,218.48 4,085.33 8,851.54

53.37STEP 4 110,992.32 4,268.94 9,249.36

55.76STEP 5 115,995.72 4,461.37 9,666.31
2037 SUSTAINABILITY

ANALYST
E 53.51STEP 1 111,315.96 4,281.38 9,276.33

55.91STEP 2 116,328.60 4,474.18 9,694.05

58.44STEP 3 121,533.48 4,674.36 10,127.79

61.07STEP 4 127,014.00 4,885.15 10,584.50

63.84STEP 5 132,797.16 5,107.58 11,066.43
5460 SYS ANALYST I NE 47.13STEP 1 98,018.04 3,769.92 8,168.17

49.23STEP 2 102,419.40 3,939.21 8,534.95

51.43STEP 3 106,979.16 4,114.58 8,914.93

53.80STEP 4 111,907.80 4,304.15 9,325.65

56.20STEP 5 116,888.76 4,495.72 9,740.73
2033 SYS ANALYST II E 53.92STEP 1 112,197.48 4,315.29 9,349.79

56.36STEP 2 117,209.64 4,508.06 9,767.47

58.87STEP 3 122,497.44 4,711.44 10,208.12

61.58STEP 4 128,060.52 4,925.40 10,671.71

64.31STEP 5 133,816.44 5,146.79 11,151.37
2416 SYSTEMS & NETWORK
MGR
E 72.95STEP 1 151,717.20 5,835.28 12,643.10

76.24STEP 2 158,602.44 6,100.09 13,216.87

79.68STEP 3 165,762.72 6,375.49 13,813.56

83.27STEP 4 173,198.28 6,661.47 14,433.19

87.00STEP 5 180,992.16 6,961.24 15,082.68
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 26 of 29 306 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2031 SYSTEMS ANALYST SR E 62.03STEP 1 129,024.48 4,962.48 10,752.04

64.82STEP 2 134,807.88 5,184.92 11,233.99

67.74STEP 3 140,866.32 5,417.94 11,738.86

70.79STEP 4 147,255.72 5,663.68 12,271.31

73.98STEP 5 153,865.32 5,917.90 12,822.11
2171 SYSTEMS SPECIALIST E 53.92STEP 1 112,197.48 4,315.29 9,349.79

56.36STEP 2 117,209.64 4,508.06 9,767.47

58.87STEP 3 122,497.44 4,711.44 10,208.12

61.58STEP 4 128,060.52 4,925.40 10,671.71

64.31STEP 5 133,816.44 5,146.79 11,151.37
2165 TECHNICAL SUPPORT

SUPERVISOR
E 53.92STEP 1 112,197.48 4,315.29 9,349.79

56.36STEP 2 117,209.64 4,508.06 9,767.47

58.87STEP 3 122,497.44 4,711.44 10,208.12

61.58STEP 4 128,060.52 4,925.40 10,671.71

64.31STEP 5 133,816.44 5,146.79 11,151.37
6105 TRAF & LIGHT TECH NE 43.72STEP 1 90,970.56 3,498.87 7,580.88

45.68STEP 2 95,014.56 3,654.41 7,917.88

47.78STEP 3 99,352.08 3,821.23 8,279.34

49.90STEP 4 103,768.56 3,991.10 8,647.38
5285 TRAFFIC ENFORC
COORD
NE 40.32STEP 1 83,891.28 3,226.59 6,990.94

42.13STEP 2 87,607.56 3,369.52 7,300.63

44.03STEP 3 91,587.24 3,522.59 7,632.27

46.04STEP 4 95,777.88 3,683.76 7,981.49

48.08STEP 5 100,021.08 3,846.96 8,335.09
6225 TRAFFIC SAFETY WRKR NE 37.56STEP 1 78,119.04 3,004.58 6,509.92

39.23STEP 2 81,604.68 3,138.64 6,800.39

41.03STEP 3 85,329.84 3,281.92 7,110.82

42.86STEP 4 89,134.68 3,428.26 7,427.89
5064 TRANSPORTATION

PLANNER ASSOC
E 48.71STEP 1 101,339.04 3,897.66 8,444.92

50.96STEP 2 105,951.24 4,075.05 8,829.27

53.23STEP 3 110,695.32 4,257.51 9,224.61

55.65STEP 4 115,729.68 4,451.14 9,644.14

58.07STEP 5 120,789.84 4,645.76 10,065.82
5063 TRANSPORTATION

PLANNER ASST
NE 44.30STEP 1 92,140.56 3,543.87 7,678.38

46.31STEP 2 96,331.08 3,705.04 8,027.59

48.32STEP 3 100,521.84 3,866.22 8,376.82

50.52STEP 4 105,107.64 4,042.60 8,758.97

52.84STEP 5 109,878.36 4,226.09 9,156.53
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 27 of 29 307 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6233 TREE MAINT SPEC NE 44.20STEP 1 91,960.08 3,536.93 7,663.34

46.23STEP 2 96,145.68 3,697.91 8,012.14

48.28STEP 3 100,389.48 3,861.13 8,365.79

50.45STEP 4 104,926.08 4,035.62 8,743.84
6078 TREE TRIMMER SR PK NE 35.84STEP 1 74,553.60 2,867.45 6,212.80

37.46STEP 2 77,906.04 2,996.39 6,492.17

39.12STEP 3 81,392.04 3,130.46 6,782.67

40.92STEP 4 85,143.48 3,274.75 7,095.29
5287 VEHICLE ABATEMENT

OFFICER
NE 30.65STEP 1 63,764.40 2,452.48 5,313.70

32.04STEP 2 66,633.48 2,562.83 5,552.79

33.49STEP 3 69,640.56 2,678.48 5,803.38

34.99STEP 4 72,785.16 2,799.43 6,065.43

36.57STEP 5 76,067.52 2,925.67 6,338.96
2129 WASTE MANAGEMENT

SUPERVISOR
E 55.65STEP 1 115,747.80 4,451.84 9,645.65

58.16STEP 2 120,949.32 4,651.90 10,079.11

60.78STEP 3 126,399.84 4,861.53 10,533.32

63.51STEP 4 132,099.00 5,080.73 11,008.25

66.37STEP 5 138,046.92 5,309.50 11,503.91
2041 WEB SPECIALIST E 56.97STEP 1 118,504.32 4,557.86 9,875.36

59.61STEP 2 123,984.84 4,768.65 10,332.07

62.25STEP 3 129,465.00 4,979.42 10,788.75

65.08STEP 4 135,386.16 5,207.16 11,282.18

68.00STEP 5 141,417.48 5,439.13 11,784.79
6207 WWTP ELECT

TECHNICIAN
NE 47.83STEP 1 99,493.08 3,826.66 8,291.09

49.98STEP 2 103,979.76 3,999.22 8,664.98

52.21STEP 3 108,628.20 4,178.01 9,052.35

54.59STEP 4 113,518.08 4,366.08 9,459.84
2112 WWTP MAINTENANCE
SUPT
E 61.38STEP 1 127,667.28 4,910.28 10,638.94

64.13STEP 2 133,393.32 5,130.51 11,116.11

67.03STEP 3 139,412.88 5,362.03 11,617.74

70.01STEP 4 145,607.64 5,600.29 12,133.97

73.16STEP 5 152,185.08 5,853.27 12,682.09
2115 WWTP MANAGER E 78.03STEP 1 162,328.68 6,243.41 13,527.39

81.56STEP 2 169,623.84 6,523.99 14,135.32

85.24STEP 3 177,285.36 6,818.67 14,773.78

89.08STEP 4 185,252.28 7,125.09 15,437.69

93.09STEP 5 193,616.04 7,446.77 16,134.67
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 28 of 29 308 of 406

CITY OF SAN MATEO
Merit Salary Schedule
Effective Date: 05/01/2022 *
TITLE
E=Exempt
NE=Non Ex
JOB

CODE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
6245 WWTP MECHANIC I NE 39.05STEP 1 81,229.92 3,124.23 6,769.16

40.77STEP 2 84,792.60 3,261.25 7,066.05

42.64STEP 3 88,684.68 3,410.95 7,390.39

44.55STEP 4 92,685.48 3,564.83 7,723.79
6247 WWTP MECHANIC II NE 43.49STEP 1 90,465.48 3,479.44 7,538.79

45.42STEP 2 94,467.00 3,633.35 7,872.25

47.46STEP 3 98,715.00 3,796.73 8,226.25

49.64STEP 4 103,236.84 3,970.65 8,603.07
6248 WWTP MECHANIC III NE 47.81STEP 1 99,482.04 3,826.23 8,290.17

49.98STEP 2 103,977.00 3,999.12 8,664.75

52.21STEP 3 108,635.64 4,178.29 9,052.97

54.59STEP 4 113,514.00 4,365.92 9,459.50
2110 WWTP OPERATIONS
SUPT
E 67.12STEP 1 139,595.16 5,369.04 11,632.93

70.14STEP 2 145,889.28 5,611.13 12,157.44

73.30STEP 3 152,457.84 5,863.76 12,704.82

76.59STEP 4 159,301.68 6,126.99 13,275.14

80.04STEP 5 166,481.76 6,403.14 13,873.48
6240 WWTP OPERATOR I NE 40.34STEP 1 83,912.64 3,227.41 6,992.72

42.13STEP 2 87,657.00 3,371.42 7,304.75

44.08STEP 3 91,680.84 3,526.19 7,640.07

46.03STEP 4 95,760.12 3,683.08 7,980.01
6242 WWTP OPERATOR II NE 44.29STEP 1 92,127.72 3,543.37 7,677.31

46.22STEP 2 96,123.72 3,697.07 8,010.31

48.31STEP 3 100,510.80 3,865.80 8,375.90

50.51STEP 4 105,093.48 4,042.06 8,757.79
6243 WWTP OPERATOR III NE 48.67STEP 1 101,237.40 3,893.75 8,436.45

50.89STEP 2 105,819.96 4,070.00 8,818.33

53.18STEP 3 110,597.88 4,253.76 9,216.49

55.52STEP 4 115,488.24 4,441.86 9,624.02
6235 WWTP OPR IN TRAING NE 35.28STEP 1 73,378.08 2,822.23 6,114.84

36.94STEP 2 76,815.00 2,954.42 6,401.25

38.55STEP 3 80,195.88 3,084.46 6,682.99

40.30STEP 4 83,828.76 3,224.18 6,985.73
2111 WWTP SHIFT SUPV NE 54.17STEP 1 112,687.80 4,334.15 9,390.65

56.60STEP 2 117,733.08 4,528.20 9,811.09

59.11STEP 3 122,975.88 4,729.84 10,247.99

61.77STEP 4 128,502.72 4,942.41 10,708.56

64.57STEP 5 134,284.56 5,164.79 11,190.38
* SMCEA MOU Increase. All classifications 40 hrs/wk unless noted.All Library classifications 37.5 hrs/wk. Page 29 of 29 309 of 406
City Manager, City Attorney, Department Heads Effective Date: 03/20/2022* JOB

CODE TITLE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
1110 CITY MANAGER 136.47 10,917.84 23,655.31 283,863.72 1130 CITY ATTORNEY 122.60 9,807.69 21,250.00 255,000.00 1260 ASST CITY MANAGER STEP 1 104.94 8,394.94 18,189.04 218,268.46 STEP 2 110.18 8,814.69 19,098.49 229,181.85
STEP 3 115.69 9,255.42 20,053.42 240,640.99
1140 CHIEF OF POLICE STEP 1 121.30 9,704.11 21,025.57 252,306.79 STEP 2 127.37 10,189.31 22,076.84 264,922.08
STEP 3 133.73 10,698.78 23,180.68 278,168.22
1230 CITY CLERK STEP 1 90.28 7,222.22 15,648.15 187,777.83 STEP 2 94.79 7,583.33 16,430.55 197,166.66
STEP 3 99.53 7,962.50 17,252.08 207,024.98
1210 CITY LIBRARIAN STEP 1 101.83 8,146.32 17,650.35 211,804.20 STEP 2 106.92 8,553.63 18,532.87 222,394.48
STEP 3 112.27 8,981.31 19,459.51 233,514.16
1160 DIR COMM DEVELOPMENT STEP 1 101.94 8,155.08 17,669.35 212,032.21 STEP 2 107.04 8,562.84 18,552.82 222,633.84
STEP 3 112.39 8,990.98 19,480.46 233,765.51
1270 DIR INFO TECHNOLOGY STEP 1 99.31 7,944.45 17,212.97 206,555.61 STEP 2 104.27 8,341.67 18,073.61 216,883.31
STEP 3 109.48 8,758.75 18,977.30 227,727.56
1250 DIR PARKS & RECREATION STEP 1 101.94 8,155.08 17,669.35 212,032.21 STEP 2 107.04 8,562.84 18,552.82 222,633.84
STEP 3 112.39 8,990.98 19,480.46 233,765.51
1120 DIR PUBLIC WORKS STEP 1 107.64 8,611.11 18,657.41 223,888.96 STEP 2 113.02 9,041.67 19,590.28 235,083.39
STEP 3 118.67 9,493.75 20,569.80 246,837.56
1220 FINANCE DIRECTOR STEP 1 107.39 8,591.59 18,615.11 223,381.27 STEP 2 112.76 9,021.17 19,545.86 234,550.37
STEP 3 118.40 9,472.23 20,523.16 246,277.95
1180 HUMAN RESOURCES DIR STEP 1 99.31 7,944.45 17,212.97 206,555.61 STEP 2 104.27 8,341.67 18,073.61 216,883.31
STEP 3 109.48 8,758.75 18,977.30 227,727.56
*CM 4% increase per CC action on 3/7/2022
Exhibit B
310 of 406

CITY OF SAN MATEO
3 4
3 9

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 16 Section Name: CONSENT CALENDAR Account Number: 10-1311- 06-5121
File ID: 22-6289
TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: June 06, 2022
SUBJECT:

Pedestrian Mall Design – Contract Amendment
RECOMMENDATION:

Approve Amendment No. 1 to the contract with Community Design + Architecture to amend the scope and total fee amount to allow for additional engineering services to locate underground utilities and evaluate street reconstruction options for the pedestrian malls on B Street between 1st and 3rd Avenues in the amount of $20,515 for a new contract total not to exceed $166,000.

BACKGROUND:

The City Council approved the creation of two pedestrian malls on B Street between 1st and 3rd Avenues in October 2021.

In January 2022, the City entered into an agreement for design services with Community Design + Architecture to develop a streetscape design for short-term improvements to the pedestrian malls. The short-term improvements envisioned include traffic signal readjustments, permanent barricades, removal of parking meters and existing striping, a paint treatment for the street, planters, and other public furnishings. Work on the design is currently underway and staff will bring forward a draft design for City Council review and comment later this summer.

One of the major issues identified with the pedestrian malls is the crown of B Street, which creates a significant slope that impacts restaurant seating along the street. As part of the design process, staff wants to get more information on the location of the underground utilities as well as the depth of the asphalt and concrete layers on the street. This information will determine whether grinding down the street to reduce the crown is a cost-effective option to be considered in the short term or whether a full reconfiguration of the street is required.

Community Design + Architecture and their subconsultant team has put together an additional scope of work to complete utility potholing and sanitary sewer dips in order to provide some preliminary options and related cost estimates for street reconstruction. This information will assist the City in finalizing the design for the short-term improvements and in planning and budgeting for longer-term upgrades to the pedestrian malls.

BUDGET IMPACT:

The contract amendment increases the total cost of the contract by an additional $20,515. This cost will be paid for out of the requested Capital Improvement Program allocation for fiscal year 2022-23 for the construction of the pedestrian mall improvements.

ENVIRONMENTAL DETERMINATION:

This contract amendment is not a project subject to CEQA, because it is an organizational or administrative activity that 311 of 406

CITY OF SAN MATEO
3 4
3 9
will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Contract Amendment

STAFF CONTACT
Kathy Kleinbaum, Assistant City Manager
[email protected]
(650) 522-7153
312 of 406
1 AMENDMENT NO. 1 TO THE AGREEMENT

BETWEEN THE CITY OF SAN MATEO AND
COMMUNITY DESIGN + ARCHITECTURE

FOR DESIGN PROFESSIONAL SERVICES

FOR PEDESTRIAN MALL STREETSCAPE DESIGN

WHEREAS, the CITY OF SAN MATEO (“City”), a municipal corporation of the State of California, and COMMUNITY DESIGN + ARCHITECTURE (“Consultant”), entered into an Agreement for design professional services (“Agreement”) on January 5, 2022; and

WHEREAS, the original scope of services contemplated the development of design and construction drawings for the short-term improvements to the pedestrian malls; and

WHEREAS, the City wishes to expand the scope of services to include the additional proposed services in Exhibit A of this Amendment to evaluate utility locations and the cost to potentially reconstruct the roadway for future capital improvements; and

WHEREAS, the City wishes to increase the agreed upon Fee Rate to include the cost of the additional scope of services as outlined in Exhibit B of this Amendment to provide compensation for this service; and

WHEREAS, the City wishes to extend the term of the agreement to allow for the additional scope of work to be integrated into the project design.

NOW, THEREFORE, the parties agree as follows:

1. The Scope of Services of the Agreement is amended to include the Additional Scope of Services as attached as Exhibit A to this Amendment.

2. Section 4 of the Agreement is amended to change the completion date of the Agreement to March 31, 2023.

3. Section 5 of the Agreement is amended to increase the fee to an amount not to exceed $166,000 to incorporate the fee for the Additional Scope of Services as attached to Exhibit B of this Amendment.

4. The remaining terms of the Agreement, included as Exhibit C to this Amendment, remain in full force and effect.

313 of 406
2 CITY OF SAN MATEO CONSULTANT

______________________________ ___________________________________ Drew Corbett Community Design + Architecture
City Manager Philip Erickson, President

Date: ____________________ Date: ____________________ 314 of 406
B STREET PEDESTRIAN MALL STREETSCAPE DESIGN – ADDITIONAL DESIGN SERVICES – UTILITY

LOCATION AND ROADWAY RECONSTRUCTION ANALYSIS SCOPE AND BUDGET CD+A TEAM – MAY 23, 2022 1
Exhibit A - Additional Scope of Services
Task 1 Utility Location
Task 1.1 Perform Utility Potholing (6 potholes)
Wilsey Ham will engage a utility locating consultant to perform potholing services of underground utilities within the project area. We have included 6 potholes in our scope. We will focus the potholing effort on utilities that we anticipate are the most shallow, including water services, gas services, and street light conduit, since the shallower utilities will have the most impact on the design. The potholing contractor will measure the existing pavement sections observed during potholing.

Based on information provided by the City from a recent street light conduit installation project on B Street we understand that the existing pavement section is approximately 2 inches of asphalt over 6 inches of concrete. The potholing consultant’s minimum excavated depth shall be to the top of the desired utility, which we assume is below the existing asphalt and concrete pavement section. Thus, we assume it will be possible for the potholing consultant to determine the existing pavement section at the location of each pothole. If the desired utility is not located within 5 feet of existing pavement grade, then the consultant will stop digging and identify the pothole as a “dry hole”.

We understand that there is likely a historic streetcar spur track below the pavement surface. The City is not aware of the exact location of the spur track. For the purpose of the project design, we will assume that the spur track is located immediately below the existing asphalt and concrete pavement section.

We understand that the City has requested that the potholing be performed as cost efficiently as possible. With consideration to this request, we have not included horizontal utility location by means of ground penetrating radar in our scope. Instead, we anticipate that the utility potholing consultant will call in a USA utility location request and locate their potholes based on the USA paint marks. Traffic control is not included in this proposal since the area of work is located within areas where vehicular traffic is restricted. In our experience the utility potholing consultant’s schedule varies significantly based on their workload. That stated, we anticipate that the consultant will be able to perform the potholing scope within three (3) weeks of being authorized if the City expedites the encroachment permit approval.

Deliverables
• Pothole data sheets in digital format (PDF).

Task 1.2 Perform Dips of Storm Drain and Sanitary Sewer Structures Wilsey Ham’s survey crew will perform measure down dips of existing storm drain and sanitary sewer facilities within the project area in order to determine the approximate pipe diameters, invert depths, and cover for the piping between these structures. We estimate that ten (10) storm drain and sanitary sewer structures will need to be dipped.

Deliverables
• Storm drain and sanitary sewer dip sheets in digital format (PDF).

Task 1.3 Update Base Maps with Pothole and Dip Information Wilsey Ham will add the pothole and dip data to the base maps that we prepared for the project as part of the base scope.

Deliverables
• Updated base maps in digital format (CAD and PDF).

Task 2 Limited Roadway Reconstruction Analysis
Task 2.1 Evaluate Pothole Data and Impact on Reconstruction Design Wilsey Ham will evaluate the potholing and dip data to identify which utilities will be impacted by the proposed lowering of the roadway crown elevation. We will coordinate this analysis with our understanding of the typical utility cover requirements. We will identify utilities that may need to be relocated to deeper below the roadway pavement surface after it is reconstructed as well as utilities that may only need denser backfill and/or concrete caps. 315 of 406
B STREET PEDESTRIAN MALL STREETSCAPE DESIGN – ADDITIONAL DESIGN SERVICES – UTILITY LOCATION AND ROADWAY RECONSTRUCTION ANALYSIS SCOPE AND BUDGET CD+A TEAM – MAY 23, 2022 2
Deliverables • Utilities that may require relocation or concrete caps will be called out on the project plan, which will be provided in digital format (CAD and PDF). Task 2.2 Perform Roadway Reconstruction Analysis and Cost Estimate WH will review two alternatives of the reconstruction of the roadway along B Street from 1st Ave through 3rd Ave. The first alternative maintains a six-inch curb along the roadway and requires a deeper pavement reconstruction section. The second alternative raises the roadway to sidewalk elevation with the use of a retaining curb and grates between the tops of curbs and over the gutter pans. We assume the finish pavements for both alternatives will need to meet ADA slope requirements; Wilsey Ham will include plan notes that direct the contractor to maintain maximum allowable slopes. Wilsey Ham will review the existing roadway cross slopes and prepare rough estimates of the pavement reconstruction section required to install the two alternative pavement sections. Wilsey Ham will assume cross slopes in the B Street/2nd Ave intersection based on existing cross slopes on the adjacent blocks. As part of the grading analysis we will conservatively assume the proposed roadway pavement section based on the underlying pavement section to remain and emergency vehicle/garbage truck-specific road sections from recent projects. Rough depths of assumed excavation will also be provided. Wilsey Ham will prepare a rough order of magnitude estimate of probable costs anticipated for the two reconstruction alternatives. CD+A will coordinate with Wilsey Ham. Deliverables • Rough order of magnitude estimate of probable costs for two (2) roadway section alternatives. The estimate will be provided in digital format (Excel and PDF). • Four (4) proposed pavement reconstruction sections (one for each alternative for B Street between 1st Ave and 2nd Ave and one for each alternative between 2nd Ave and 3rd Ave) will be included in the project plans. The plans will be provided in digital format (Excel and PDF). Assumptions • We assume that the potholing encroachment permit will be a City-approved “no fee” permit. No permitting fees are included in this proposal. • Utility relocation design is not included in this proposal. If necessary, utility relocation design will either be performed by Wilsey Ham as a separate contract outside of this project scope or performed by others. • The team can transfer fee between tasks and staff, but the Grand Total fee will not be exceeded without prior approval from the City of San Mateo. • No geotechnical analysis will be provided. This scope is excluded from this proposal. Proposed pavement sections will be conservatively designed based on the underlying pavement section to remain as well as recent project experience. • Environmental sampling and assessment are excluded from the scope of services. If desired, this work can be included under a separate proposal. • No detailed grading or curb ramp design is included in this proposal. • We assume that the potholing spoils will be non-hazardous and will be disposed of by the potholing subconsultant. If the spoils are determined to be hazardous and to require disposal at a special facility, additional funds will be required. The cost of the disposal will be dependent on the hazardous rating of the material. If the spoils are determined to be hazardous, we assume that the City will provide a local storage location for the spoils while the appropriate disposal location is identified. • We assume that the pothole backfill will consist of Class II aggregate and asphalt cold permanent patch. If the City requires different backfill material, additional fees will be necessary. 316 of 406
TOTAL
1 TOTAL TOTAL TOTAL TOTAL
SUB- WH TOTAL WH LABOR CD+A ADDITIONAL
TASK DESCRIPTION $235 HRS $197 HRS $173 HRS $269 HRS CONSULTANTS LABOR $ ALL $ HOURS $240 HRS $175 HRS $120 HRS LABOR SERVICES #1

1. Utility Location
1 Perform utility potholing (6 potholes) 235 1 591 3 8,836 826 9,662 4 9,662$ 2 Perform dips of storm drain & sanitary sewer structures 197 1 2,152 8 2,349 2,349 9 2,349$ 3 Update basemapping with pothole & dip information 394 2 519 3 913 913 5 913$ 235 1 1,182 6 519 3 2,152 8 8,836 4,088 12,924 18 12,924$

2. Limited Roadway Reconstruction Analysis
1 Evaluate pothole data & impact on reconstruction 470 2 788 4 1,258 1,258 6 1,258$ 2 Perform roadway reconstruction analysis and cost
estimate
470 2 3,152 16 1,384 8 5,006 5,006 26 480 2 525 3 240 2 1,245 6,251$ 940 4 3,940 20 1,384 8 6,264 6,264 32 480 2 525 3 240 2 1,245 7,509$ `
1,175 5 5,122 26 1,903 11 2,152 8 8,836 10,352 19,188 50 480 2 525 3 240 2 1,245 20,433$ Notes:

Subtotal
5/23/22
Exhibit B
B Street Pedestrian Mall
Additional Design Services #1
Fee Proposal
Subtotal

MANAGING

ENGINEER

SENIORENGINEER
II

4. All positions may not be shown. If a position is not shown the Charge Rate Fee Schedule will govern.

GRAND TOTAL

1. The amounts may vary between tasks and individuals but the Grand Total amount will not be exceeded without approval of the Client.

2. Total All $ includes subconsultants and reimbursable costs.

3. Hourly rates for WilseyHam effective through December 31, 2022 and subject to revision annually thereafter.

CD+A

PRINCIPAL URBAN DESIGNER
WilseyHam

PRINCIPAL ASSOCIATE PROJECT

DESIGNER
2 PERSON

SURVEY CREW
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AGREEMENT WITH COMMUNITY DESIGN + ARCHITECTURE

FOR DESIGN PROFESSIONAL SERVICES
FOR

PEDESTRIAN MALL STREETSCAPE DESIGN
Th
is Agreement, made and entered into this day of ____________________, by and between the CITY OF SAN MATEO, a municipal corporation existing under the laws of the State of California (“CITY”), and COMMUNITY DESIGN + ARCHITECTURE, a California Corporation, (“CONSULTANT”), whose address is 610 16th Street, Suite 305, Oakland, CA 94612:

REC
ITALS:

A. CI
TY desires certain pedestrian mall streetscape design services hereinafter described.

B. CI
TY desires to engage CONSULTANT to provide these pedestrian mall streetscape design services by reason of its qualifications and experience for performing such services and CONSULTANT has offered to provide the required services on the terms and in the manner set forth herein.

NO
W, THEREFORE, IT IS AGREED as follows:

SECTION 1 - SCOPE OF SERVICES
The
scope of services to be performed by CONSULTANT under this Agreement is as described in Exhibit A to this Agreement, attached and incorporated by reference.

SECTION 2 - DUTIES OF CONSULTANT
CO
NSULTANT shall be responsible for the professional quality, technical accuracy and coordination of all work furnished by CONSULTANT under this Agreement. CONSULTANT shall, without additional compensation, correct or revise any errors or deficiencies in its work.

CO
NSULTANT represents that it is qualified to furnish the services described under this Agreement.

CO
NSULTANT shall be responsible for employing or engaging all persons necessary to perform the services of CONSULTANT.

CONSU
LTANT agrees to comply with the City’s minimum wage ordinance as codified in Municipal Code Chapter 5.92, which differs from the state minimum wage and includes a Consumer Price Index escalator.

SECTION 3 - DUTIES OF CITY
CI
TY shall provide pertinent information regarding its requirements for the project.

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Exhibit C
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CITY shall examine documents submitted by CONSULTANT and shall render decisions pertaining thereto promptly, to avoid unreasonable delay in the progress of CONSULTANT's work.

SECTION 4 - TERM

The services to be performed under this Agreement shall commence on January 5, 2022 and be completed on or about October 31, 2022.

SECTION 5 - PAYMENT

CONULTANT shall submit invoices to CITY on a monthly basis, describing in reasonable and understandable detail the services rendered, fee charged, and expenses incurred by CONSULTANT during the previous month. Payment shall be made by CITY within thirty (30) days after CITY’s receipt of CONSULTANT’s invoice only for services rendered and upon CITY approval of the work performed.

In consideration for the full performance of the services set forth in Exhibit A, CITY agrees to pay CONSULTANT a fee in an amount not to exceed $145,485, pursuant to rates stated in Exhibit B to this Agreement, attached and incorporated by reference.

SECTION 6 - TERMINATION

Without limitation to such rights or remedies as CITY shall otherwise have by law, CITY shall have the right to terminate this Agreement or suspend work on the Project for any reason, upon ten (10) days' written notice to CONSULTANT. CONSULTANT agrees to cease all work under this Agreement upon receipt of said written notice.

Upon termination and upon CITY's payment of the amount required to be paid, documents become the property of CITY, and CONSULTANT shall transfer them to CITY upon request without additional compensation.

SECTION 7 - OWNERSHIP OF DOCUMENTS

All documents prepared by CONSULTANT in the performance of this Agreement, although instruments of professional service, are and shall be the property of CITY, whether the project for which they are made is executed or not. City shall allow the use of the documents for promotional and similar uses by CONSULTANT and shall provide written permission for such use in a timely manner.

SECTION 8 - CONFIDENTIALITY

All reports and documents prepared by CONSULTANT in connection with the performance of this Agreement are confidential until released by CITY to the public. CONSULTANT shall not make any such documents or information available to any individual or organization not employed by CONSULTANT or CITY without the written consent of CITY before any such release.

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SECTION 9 - INTEREST OF CONSULTANT

CONSULTANT covenants that it presently has no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the services under this Agreement.

SECTION 10 - CONSULTANT'S STATUS

It is expressly agreed that in the performance of the professional services required under this Agreement, CONSULTANT shall at all times be considered an independent CONSULTANT as defined in Labor Code Section 3353, under control of the CITY as to the result of the work but not the means by which the result is accomplished. Nothing herein shall be construed to make CONSULTANT an agent or employee of CITY while providing services under this Agreement.

SECTION 11 - INDEMNITY

CONSULTANT agrees to hold harmless and indemnify CITY, its elected and appointed officials, employees, and agents from and against any and all claims, loss, liability, damage, and expense arising out of CONSULTANT’s negligence, recklessness or willful misconduct to the maximum extent permitted by state law. To the extent permitted by Civil Code section 2782.8, CONSULTANT agrees to defend City, its elected and appointed officials, employees, and agents against any such claims.

SECTION 12 - INSURANCE

CONSULTANT shall procure and maintain for the duration of the contract and three years thereafter (five years for building or major improvements) the insurance specified in Exhibit C to this Agreement.

SECTION 13 - NONASSIGNABILITY

Both parties hereto recognize that this Agreement is for the personal services of CONSULTANT and cannot be transferred, assigned, or subcontracted by CONSULTANT without the prior written consent of CITY.

SECTION 14 - RELIANCE UPON PROFESSIONAL

SKILL OF CONSULTANT

It is mutually understood and agreed by and between the parties hereto that CONSULTANT is skilled in the professional calling necessary to perform the work agreed to be done under this Agreement and that CITY relies upon the skill of CONSULTANT to do and perform the work in accordance with the care, skill, and diligence ordinarily exercised by professionals providing similar services under similar circumstances to that of CONSULTANT under this Agreement, and CONSULTANT agrees to thus perform the work. The acceptance of CONSULTANT's work by CITY does not operate as a release of CONSULTANT from said obligation.

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SECTION 15 - WAIVERS

The waiver by either party of any breach or violation of any term, covenant, or condition of this Agreement or of any provisions of any ordinance or law shall not be deemed to be a waiver of such term, covenant, condition, ordinance or law or of any subsequent breach or violation of the same or of any other term, condition, ordinance, or law. The subsequent acceptance by either party of any fee or other money which may become due hereunder shall not be deemed to be a waiver of any preceding breach or violation by the other party of any term, covenant, or condition of this Agreement or of any applicable law or ordinance.

SECTION 16 – SEVERABILITY

If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

SECTION 17 - COSTS AND ATTORNEY FEES

Attorney fees in total amount not exceeding $5000, shall be recoverable as costs (by the filing of a cost bill) by the prevailing party in any action or actions to enforce the provisions of this Agreement. The above $5000 limit is the total of attorney fees recoverable whether in the trial court, appellate court, or otherwise, and regardless of the number of attorneys, trials, appeals, or actions. It is the intent of this Agreement that neither party shall have to pay the other more than $5000 for attorney fees arising out of an action, or actions to enforce the provisions of this Agreement. However, notwithstanding the foregoing, this Section 17 shall not apply to limit the costs recoverable by the prevailing party in any legal action to collect monies due and owing pursuant to this Agreement. In any such action, the prevailing party will be entitled to all reasonable attorneys’ fees and expenses incurred, in addition to any other relief sought.

SECTION 18 - NON-DISCRIMINATION

CONSULTANT warrants that it is an Equal Opportunity Employer and shall comply with applicable regulations governing equal employment opportunity. Neither CONSULTANT nor any of its sub-consultants shall discriminate in the employment of any person because of race, color, national origin, ancestry, physical handicap, medical condition, marital status, sex, or age, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment and Housing Act.

SECTION 19 - MEDIATION

Should any dispute arise out of this Agreement, any party may request that it be submitted to mediation. The parties shall meet in mediation within 30 days of a request. The mediator shall be agreed to by the mediating parties; in the absence of an agreement, the parties shall each submit one name from mediators listed by either the American Arbitration Association, the State Mediation and Conciliation Service, or other agreed-upon service. The mediator shall be selected by a blind draw.

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The cost of mediation shall be borne equally by the parties. Neither party shall be deemed the prevailing party. No party shall be permitted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once commenced by a meeting with the mediator, shall last until agreement is reached by the parties but not more than 60 days, unless the maximum time is extended by the parties.

SECTION 20 - LITIGATION

CONSULTANT shall testify at CITY's request if litigation is brought against CITY in connection with CONSULTANT's services under this Agreement. Unless the action is brought by CONSULTANT, or is based upon CONSULTANT's wrongdoing, CITY shall compensate CONSULTANT for preparation for testimony, testimony, and travel at CONSULTANT's standard hourly rates at the time of actual testimony.

SECTION 21 - NOTICES

All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:

To CITY: Kathy Kleinbaum
City of San Mateo
330 West 20th Avenue
San Mateo, CA 94403

To CONSULTANT: Community Design + Architecture
Attn: Philip Erickson
610 16th Street, Suite 305
Oakland, CA 94612

SECTION 22 - AGREEMENT CONTAINS ALL
UNDERSTANDINGS; AMENDMENT

This document represents the entire and integrated agreement between CITY and CONSULTANT and supersedes all prior negotiations, representations, and agreements, either written or oral.

This document may be amended only by written instrument, signed by both CITY and CONSULTANT.

SECTION 23 - AUTHORITY TO ENTER INTO AGREEMENT

CONSULTANT has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.

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SECTION 24 - GOVERNING LAW AND VENUE

This Agreement shall be governed by the laws of the State of California and, in the event of litigation, venue will be in the County of San Mateo.

[SIGNATURE PAGE FOLLOWS]
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I N WITNESS WHEREOF, CITY and CONSULTANT have executed this Agreement the day and year first above written.

CITY OF SAN MATEO CONTRACTOR
Drew Corbett
City Manager
Date Philip Erickson
Its Authorized Agent
President
Date

APPROVED AS TO FORM
Gabrielle Whelan
Assistant City Attorney
Date
Attachments:

Exhibit A: Scope of Services
Exhibit B: Payment Rates
Exhibit C: Insurance Requirements
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1/5/2022
1/5/2022
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Exhibit A
Scope of Services
The following revised Scope of Services provides a description of the work and deliverables needed to result in Phase I construction documents ready for bid in eight months.

Task 1 Project Management and Meetings
Task 1.1 On-going Project Management and Finalize Scope/Schedule There will be regularly scheduled phone calls/meetings, and correspondence to maintain communication during the project.

Status reports will accompany monthly invoicing and will describe the work done in the previous month and identify issues or outstanding decisions that could affect the progress of the project.

Deliverables and Meetings
• Finalized scope, budget, and schedule
• Conference call and meeting notes
Task 1.2 Kick-off Meeting and Other Meetings
A kick-off meeting and project area tour will include the CD+A Team, City project manager and key staff, and representatives of other key partners as determined by the City. The group will review project goals and participate in a tour of the B Street blocks and the general environs, and discuss desired and potential visions and challenges for the project. Team members will attend and participate in up to nine (9) additional meetings during the eight (8) month project. Meetings, with the exception of the kick-off meeting, are assumed to be virtual, with 2.5 hours for the kick-off meeting, three 2 hour working session and 1 hour for other meetings.

Deliverables and Meetings
• Kick-off meeting attendance by CD CD+A (3 attendees), WH (1 attendee), and FP (1 attendee) • Attendance at three (3) working sessions: CD+A (2 attendees), WH (1 attendee), and FP (1 attendee) • Attendance at up to nine (9) additional meetings: CD+A (2 attendees at all), WH (1 attendee at 6 meetings), and FP (1 attendee at 6 meetings )
• Monthly status reports with invoices, phone calls and emails necessary to collaboration

Task 2 Existing Conditions and Design Parameters
Led by CD+A, the Team will review and document existing conditions and design parameters that will inform the development of the Concept Designs in Task 3.

The City will talk with downtown businesses fronting the two segments of B Street about their experiences with the pilot temporary street closures and what has been working and what has not. This information will be forwarded to the CD+A Team to be integrated into the following tasks documentation and assessment.

The Team will identify data gaps affecting the team’s ability to perform our work. The team will summarize the information from this work into a memorandum.

A major goal of the summary memo that the CD+A Team will prepare is to establish a shared understanding of existing conditions, the project construction budget, and project goals so that the project’s op portunities and constraints can be effectively and creatively addressed in the conceptual design phase while also understanding the cost implications of various design options and the choices that the City and stakeholders will need to consider during conc eptual design.

Task 2.1 Civil Engineering Conditions and Parameters
Wilsey Ham will prepare a base map for use in developing the project from City right of way CAD and record drawings, and Google mapping that will be scaled based on field measurements, and information gathered from performing field investigation/measurements. WH will perform a field visit to document the existing conditions. The assessment of each street section will be detailed, confirming the dimensions of the existing roadway, parking areas, and sidewalks; confirming DocuSign Envelope ID: 0230E1CE-D20D-42AF-A688-D1FFCC1AC199 325 of 406
CD+A TEAM – DECEMBER 13, 2021 2
the locations of existing utility lids; and determining periodic street slopes and drainage patterns for the roadway segments by utilizing a smart-level. A topographic survey is not anticipated to be required for this project and is not included.

Deliverables and Meetings
• Base map, in AutoCAD/PDF
• Summary memo of issues

Task 2.2 Existing Use and Urban Design Conditions and Parameters CD+A will document existing conditions and parameters that affect the design, implementation, and use of the Phase I mall improvements. This will include:
• Multimodal circulation and access needs for pedestrians of all abilities, bicyclists, business operations, and emergency and other services.
• Mall use and programming defining parameters for daily business and public use of the mall, special events, and community-wide events.
• Placemaking and other design features, such as guidance/standards for tables, seating, and other elements provided and managed by B Street businesses, basic parameters for integration of public art in the mall design, etc. • Coordinate with Fehr & Peers to explore ADA accommodation and access needs related to signal modification options; and,
• CD+A will work with city staff to identify the items requiring maintenance and operation within the pedestrian mall, and how and who will maintain them. This could address items such as maintenance of planters, pavement painting, bollards/other street closure element, and maintenance and periodic removal and storage of tables, chairs, umbrellas, etc. that are not associated with a specific business.

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Deliverables and Meetings
• Draft and final summary memo of issues

Task 2.3 Curb Management Conditions and
Parameters
Fehr & Peers will gather data related to curbside loading needs and opportunities, through discussions with City staff and businesses. Fehr & Peers will provide a list of questions for the City to respond to based on their experience of the project area during the temporary closure and questions for the businesses through the survey in Task 2.4.

Additionally, understanding that curb management and loading needs are better understood and served at a block or multi-block level rather than block-face by block-face, we will collect and analyze data related to the curb designations within one block of the B Street pedestrian mall as highlighted in the map below.

This will inform potential opportunities to modify curb designations in the project vicinity to address passenger and loading needs for businesses affected by the permanent closure of B Street.

Deliverables
• Questions for City regarding curb management lessons
learned during temporary closure
• Map of existing curb designations

Task 2.4 Survey of Businesses
To help facilitate the gathering of key information from existing businesses about their needs in relation to loading and service access, and use, operations, and maintenance of pedestrian mall installations, CD+A and Fehr and Peers will develop a list of survey questions, either written or in SurveyMonkey, for the city to provide to affected businesses that will provide the team additional input about the current operations, loading needs, and related concerns that businesses have experienced or hope the project will address in some way. This will help to inform the design of the pedestrian mall, and inform CD+A and Fehr and Peers’ work in Tasks 2.2 and 2.3. A set of draft survey questions will be developed and provided to the City for review. CD+A and FP will make one revision to the survey questions for inclusion in a survey to be administered by the City.

CD+A and Fehr & Peers will review the results of the survey responses and summarize the findings and provide suggestions about how the survey responses should influence the design development process.

Deliverables and Meetings
• Draft and final survey
• Draft and final summary of survey responses and design suggestions

Task 2.5 Traffic Signal Conditions and Parameters
Fehr & Peers will review the current signal systems at the three signalized intersections adjacent to the project limits and document opportunities, constraints, and recommendations to consider during design development that minimizes the need for signal upgrades as part of the Project.

Fehr & Peers will conduct a site walk with City staff and review the signal equipment, both above and underground , to extent feasible. We will also document the equipment in the controller cabinet to inform our work.

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To inform the development of design alternatives, Fehr & Peers will provide a list of findings and considerations to the design team and City so the options are developed with signal considerations in mind to the extent feasible.

Deliverables
• Summary of field notes and findings to inform concept development phase

Task 3 Phase I Conceptual Design / 15% Design Plans and Estimate This task will involve the development of several sketch design alternatives and focused studies of subareas or specific desi gn issues and reviewing these with city staff and stakeholders. The sketch alternatives and studies will illustrate approaches for intersection and signal design; emergency vehicle, loading, and service access into the pedestrian mall; ADA access and accommodation at intersections and possible interim accommodation within the pedestrian mall, solutions for possible drainage or utility issues; bollard/entry gate design approaches; and inform city and private partner responsibilities for operations and maintenance of the pedestrian mall Phase I improvements. The alternatives will be evaluated by the CD+A Team and City staff. Finally, a preferred conceptual design and estimate of probable cost will be prepared and approved prior to beginning Task 4 PS&E Preparation.

Prior to starting work in this task, CD+A will organize and facilitate an up to two (2) hour working session to review the Task 2 materials defining conditions and parameters for the conceptual design effort and defining an initial framework for the alternatives to explore.

Task 3.1 Sketch Design Alternatives
Led by CD+A, the team will develop sketch alternatives for the design of the Phase I pedestrian mall design and public realm enhancements. The alternatives will focus on improvements that will be eas ier to implement and generally lower cost with the potential for some more permanent improvements, such as bollards or other entry treatment, and improvements at the intersection/gateway locations to the pedestrian mall that would not unduly constrain the design and implementation of the Phase II long term improvements, such as signal modification, and signage and striping .

The CD+A Team will first develop initial sketch plan concepts to investigate a variety of public space types and locations, street closure alternatives, multimodal access and intersection crossings, curb management, delivery/city/emergency access, and other considerations that come to light from the Task 1.2 kick-off meeting and site visit, city discussions with B Street businesses and shared survey, and other analysis and considerations resulting from the Task 2 work. The CD+A Team will then have a working session with City staff to review the initial sketch plan alternatives; likely two larger alternatives with additional sketches of subalternatives and focused design studies.

For example, these might include subalternative focused design studies for the intersections and entries into the pedestrian mall segments or concepts for use of areas that do not have businesses that would fully use the pedestrian mall space in front of their business. These spaces could provide for informal seating, small performances, or table seating for people who bring food from restaurants and cafes outside of the immediate B Street area. Other issues that can be explored through the sketch designs include:

Organization of space – Consider and explore how the design could provide a variety of flexible and public spaces such as plaza spaces with informal seating to allow for more informal public activities like meeting friends or attending smaller scale performances hosted by the Downtown San Mateo Association or others; open seating (non-business specific) for people to rest or people watch; table seating for people who bring food from home or restaurants and cafes outside of the immediate B Street area; and allow for other activation and recreational elements such as po p-up or designated child play areas, oversized chess boards, and similar uses.

Street closure design – Consider and assess treatment of the gateways into the blocks that maintains access for pedestrians; bicycles; and emergency vehicles, service providers, and loading. This will include determining the type and design of bollards or entry gate features.

Multimodal zone design – Identification of bicycle facilities (and fire and service lane) through the pedestrian mall with the use of striping, colors and/or patterns to define it from pedestrian space.

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Pedestrian mall pavement treatment – The sketch concepts will explore the type, location, pattern(s), and colors of graphic patterns and street murals that can be implemented in the pedestrian mall and potentially at intersections. This will include identifying a design approach for integration of the city’s public art installation as part of the mall painting.

Options for location and extent of the art street mural will be developed. CD+A brings their experience working on the 13th Street Commons project with the Lighthouse for the Blind to better understand the implications of pavement color, tones, and patterns and how they are perceived by low-sighted people and their sense of security and independence.

The design of the pedestrian mall pavement treatment will integrate necessary striping or other delineation of bicycle, service vehicle, and emergency vehicle access.

Site furnishing treatments – The type, style, detail, flexibility, and placement of site amenities such as planters and plant materials, midblock temporary ADA ramps; moveable seating and tables, seating platforms, and refuse containers – either owned by the city or adjacent businesses.

Intersection and signal design – Informed by Task 2 efforts and in close coordination with the design team, Fehr & Peers will provide input into traffic engineering elements such as multimodal access, circulation, loading (passenger, commercial), garbage collection, and emergency access, as well as consideration s for accommodating bicycle and pedestrian crossing at the three signalized intersections in the project area. Our deliverables will include mark -ups and sketches of potential design treatments consistent with the opportunities and constraints identified as part of Task 2 efforts.

Fehr & Peers will also provide an assessment of signal modifications that might be required for up to two concepts to ensure that for each concept, the signal system would be modified to provide adequate operations and accessibil ity once B Street approaches are permanently closed.

With input from Fehr & Peers, CD+A will prepare the striping plans for the intersections to facilitate transition and integration of the pedestrian mall and entry area graphic pavement treatments.

Curb management and service access – Fehr & Peers will utilize the information gathered in Task 2 to determine the amount of passenger and commercial loading spaces needed in the vicinity of the project. In coordination with the design team and the City, we will identify which loading instances will occur within the Pedestrian Mall and which will need to be accommodated on adjacent blocks. The concept design alternatives developed by the team will identify how loading will be accommodated within the Pedestrian Mall. For loading needing to be accommodate d on adjacent blocks, Fehr & Peers will identify potential opportunities to modify curb designations in the project vicinity to address passenger and commercial loading and ADA parking needs for businesses affected by the permanent closure of B Street. We will provide pros and cons for different options and coordinate with the City to determine the best strategy that the City can implement, then monitor and adjust over time. These discussions will occur as part of workshop meetings scoped in Task

1. Civil engineering design – Prior to starting development of the improvement plans, WH will look to resolve key design constraints with the City. It will be important to determine how the City wants to proceed with temporary accessibility issues, drainage solutions, and requirements for and potential conflicts to traffic barriers or bollards. Wilsey Ham’s scope includes review of the existing constraints and recommendations for mitigating these deficiencies on a temporary basis (4 total hours of review and recommendations are included in their scope). No design of new ADA improvements is included in Wilsey Ham’s scope. If desired, Wilsey Ham can prepare a proposal for this work.

The sketch plan concepts can be shared with businesses and property owners and other stakeholders by the city for review and comment.

Deliverables and Meetings
• Team working session to establish a framework for alternatives to explore in the sketch planning process attended by CD+A, WH, and FP (budget for meeting attendance in Task 1.2) • Map of potential future curb designations
• Summary of the signal infrastructure modifications needed for each design alternative • Initial sketch concepts of potential design treatments for the Pedestrian Mall, in PDF DocuSign Envelope ID: 0230E1CE-D20D-42AF-A688-D1FFCC1AC199 329 of 406
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• Team working session to discuss initial sketch concepts attended by CD+A, WH, and FP (budget for meeting attendance in Task 1.2)
• Up to two conceptual alternative sketch plans with some subalternatives for particular elements or areas of the mall, in PDF

Task 3.2 Develop Preferred Design Concept and Estimate of Costs Based on the findings of Task 3.1, CD+A will lead the team in a working session with city staff to refine the alternatives into a preferred design concept.

The CD+A Team will then develop the preferred design concept to a 15% design level for the two blocks of the B Street pedestrian mall. The design concept will address the pavement treatment including delineation of the areas for public art street mural(s), potential use of site furnishings, signage and striping, and other project elements. Fehr & Peers will support CD+A and Wilsey Ham during the development of 15% design plans, providing peer review of proposed signing, striping, and layout plans, including treatments that would affect pedestrian, bicycle, and goods movement through the project area.

A draft preferred design concept plan and rough order of magnitude (ROM) costs will be prepared and reviewed with staff , including for the traffic signal modification elements by Fehr & Peers. Staff may wish to share the draft plan with businesses and property owners along the pedestrian mall for feedback; if so, city shall relay comments to be considered and integrated to the CD+A Team. After receiving feedback and further direction from staff, the CD+A Team will prepare a final preferred design concept plan/15% design plan and estimate of probable costs for City Council approval prior to the CD+A Team starting Task 4 Phase I PS&E.

Deliverables and Meetings
• Team working session to review alternatives and set direction for the preferred design concept attended by CD+A, WH, and FP (budget for meeting attendance in Task 1.2)
• Draft and final conceptual plan for one preferred concept plan, in PDF, Adobe Illustrator, and AutoCAD • Draft and final rough order of magnitude (ROM) costs for preferred concept plan to a 15% design level

Task 3.3 City Council Meeting Assistance
Prior to moving into PS&E tasks, the preferred plan will be brought to the City Council for concurrence and approval. CD+A will provide an illustrated preferred concept plan to city staff for use in their presentation, and participate in the presentation of the project to Council to present the Phase I design and estimate of probable costs.

Meetings
• Participation at City Council meeting, CD+A

Task 4 Phase I Plans, Specifications, and Estimates
The CD+A Team will work from the approved preferred design concept to develop more detailed design plans, specifications, and estimate of probable costs. CD+A will also prepare a design parameters memorandum for the public art street mural installation(s). Comments from the city, and potentially stakeholders, will be incorporated into the construction documents.

One round of comments and receipt of consolidated and actionable comments from the city is assumed per submittal task.

Structural design is excluded from this proposal. Electrical design and PS&E for additional lighting, powered bollards, entry gates, or similar features are not included and can be provided as an OPTIONAL TASK if found to be needed. Structural, electrical/joint trench, and utility design work are excluded. No ADA ramp or path of travel design is included.

Fehr & Peers will provide support during the PS&E stage, providing peer review of proposed signing, striping, and layout plans, including treatments that would affect pedestrian, bicycle, and goods movement through the project area, as well as review proposed draft plans prior to submittal to the City at the 95% stage as part of this task.

Task 4.1 95% Phase I PS&E
Based on the outcome of Task 3, the CD+A Team will prepare 95% level plans and estimate of probable costs for the project.

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The team will review city comments, and stakeholder comments as appropriate, on the 15% design plans and incorporate comments as appropriate. The CD+A Team will then prepare 95% design plans, technical specifications, and estimate of probable costs. PS&E to be prepared in City format. City to prepare and provide the “front end” of the specifications, general provisions, and special provisions. Budget assumes no redirection of design.

The following sheets are anticipated to be included in the base plan set:
• Title Sheet (1)
• Notes Sheet (1)
• Improvement Plan Sheets (3)
• Demolition & Erosion Control Plan (3)
• Urban Design Notes Sheet (1)
• Urban Design and Materials Layout Plans (2) (Includes selection and placement of planters with plants, temporary ADA ramps, refuse/recycling cans, and bollards or entry gate feature) • Urban Design and Materials Layout Plans (3) (pavement graphic and delineation of public art street mural installations - may be placed on Striping Plan)
• Urban Design and Materials Detail Sheets (up to 2 sheets)

Traffic Signal Timing Adjustments and APS only
Fehr & Peers’ work effort will include the following:
• Development of signal timing plans for all three intersections (three time periods per location) using Synchro software and existing timing cards from the City.
• Development of specifications for the upgrade from existing pedestrian push button assemblies to APS . • Narrative of minor signal infrastructure changes that do not require a plan to implement (i.e. "contractor shall replace standard three section signal head with left arrow signal head").

Fehr & Peers will prepare mark-ups to existing traffic signal timing plans for all three signalized intersections to accommodate the closure of B Street to motorized traffic; this assumes signal existing timing cards will be provided by the City and incl udes revisions for up to three time periods (Weekday AM, Weekday PM, and off-peak conditions). We will complete this effort by developing an intersection model for each intersection using the Synchro software. We will develop the timings using the Synchro software and make the files available to City staff if requested.

Deliverables
• Mark-up of signing, striping, and layout plans at 95% • Mark-ups of existing traffic signal timing plans for B St/1st Ave, B St/2nd Ave, and B St/3rd Ave • Narrative about minor traffic signal infrastructure modifications • Specifications and Engineer's Estimate for APS and other minor traffic signal equipment modifications WH will lead preparation of the cost estimate. Their construction cost estimates will be based on their database of local, recent data whenever possible. This data is used along with estimates for construction cost increases to estimate unit pricing.

They use detailed unit cost bid items that allow for flexibility during construction, thereby reducing a contractor’s ability to continue to negotiate pricing after the competitive bid.

Deliverables
• Phase I 95% PS&E submittal, in PDF, Excel, and Word

Task 4.2 Final Phase I PS&E
Comments from the city will be reviewed on the 95% plans and the team will prepare and submit written responses. City comments will be incorporated as appropriate. The CD+A Team will then prepare final design plans, specifications, and estimate of probable costs for use for bidding purposes. Budget assumes minor comments.

Traffic Signal Timing Adjustments and APS only
Fehr & Peers will revise the signal timing plans if City provides comments on our initial submittal. We will also make mino r revision to the signal specifications in response to City comments.

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Deliverables
• Revisions to signal timing mark-ups
Deliverables and Meetings
• 95% comment matrix with responses
• Draft and final Phase I Final PS&E submittal, in AutoCAD, PDF, Word, and Excel

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Proposed Schedule
The CD+A Team anticipates the following schedule.

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EXHIBIT B: Proposed Budget and Estimated Labor Hours
Following is the CD+A Team’s proposed budget and estimated hours to perform this effort.

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EXHIBIT C

INSURANCE REQUIREMENTS

MINIMUM SCOPE OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 12 07 covering CGL on an “occurrence” basis, including products -completed operations, personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: ISO Form Number CA 00 01 covering any auto (Code 1), or if CONSULTANT has no owned autos, hired, (Code 8) and non -owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Professional Liability (Errors and Omissions): Insurance appropriate to the CONSULTANT’s profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate If the CONSULTANT maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the CONSULTANT.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City, its elected and appointed officials, employees, and agents are to be covered as insureds on the auto policy for liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the CONSULTANT; and on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the CONSULTANT including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the CONSULTANT’s insurance (at least as broad as ISO Form CG 20 10, 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used).

Primary Coverage
For any claims related to this contract, the CONSULTANT’s insurance coverage shall be primary insurance as respects the City, its elected and appointed officials, employees, and agents. Any insurance or self-insurance maintained by the City, its elected and appointed officials, employees, or agents shall be excess of the CONSULTANT’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except after thirty (30) days’ prior written notice (10 days for non-payment) has been given to the City.

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Waiver of Subrogation
CONSULTANT hereby grants to City a waiver of any right to subrogation which any insurer of said CONSULTANT may acquire against the City by virtue of the payment of any loss under such insurance.

CONSULTANT agrees to obtain any endorsement that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the City. The City may require the CONSULTANT to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

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

Verification of Coverage
CONSULTANT shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the CONSULTANT’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 17 Section Name: PUBLIC HEARING Account Number: . File ID: 22-6234 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: Finance Department
MEETING DATE: June 06, 2022
SUBJECT:

Proposed 2022-23 Budget and 2022-27 Capital Improvement Program – Review RECOMMENDATION:

Review the proposed 2022-23 budget and the 2022-27 Capital Improvement Program and receive public comment prior to the scheduled adoption at the June 20, 2022 City Council meeting.

BACKGROUND:

Prior to Council’s adoption of the 2022-23 budget on June 20, 2022, it holds two public hearings to receive public comment on the proposed budget and capital improvement program (CIP). Council was presented with a preview of the General Fund proposed 2022-23 budget on April 18, 2022. Overall, the proposed Citywide budget for 2022-23 is $284.8 million.

This includes an operating budget of $216.9 million and a capital budget of $67.9 million. A summary of budget highlights is included in the City Manager’s Letter of Budget Transmittal, included as Attachment 1. This agenda report primarily focuses on the General Fund, as it accounts for major tax revenues and funds the City's core services. Additional narratives are provided for the Construction Services Fund as it is a perennial major fund of the City’s operations, and the Sewer Fund, which is the City’s sole enterprise fund and the second largest fund of the City. Fund summaries for all other operating funds are provided in Attachments 6 through 29. The proposed 2022-23 position budget is included as Attachment 31, and CIP summary schedules are provided in Attachments 32 and 33.

General Fund
The General Fund, which is the City's primary operating fund, projects total revenues of $159.5 million and total expenditures of $164.2 million, and includes transfers out and all General Fund sub-funds – Measure S, Downtown Services, Recreation Services, and Golf. Budget assumptions for major General Fund tax revenues are discussed in greater detail below.

General Fund Revenues

PROPERTY TAX
The proposed 2022-23 budget anticipates $80.3 million in property tax revenues, which is over 50% of General Fund total revenues, and as such, is the General Fund’s chief revenue source. The primary components of property tax revenues include secured current year ($46.6 million), Excess ERAF ($7.9 million), and property tax in lieu of VLF ($16.1 million).

These primary property tax components accrete based on the change in assessed value, which as of May 2022, is projected to be 7.07%, which includes the change in the California Consumer Price Index (CCPI) or 2%, whichever is less, pursuant to the State constitution. The remainder of the growth in assessed value is attributable to properties that have been sold and the applicable assessed value reset to market value, as well as new development that has been added to the City’s property tax roll.
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The Educational Revenue Augmentation Fund (ERAF), which began in 1992, diverts local property tax revenues due to the State’s inability to balance its budget and meet its responsibility to fund public schools in the 1990’s. ERAF funds are used by non-basic aid school districts, which do not generate enough property tax to meet their State-determined minimum funding requirement pursuant to Proposition 98. The County of San Mateo is one of five counties in the State of California where there is Excess ERAF, which is the remainder of ERAF funds after funding non-basic aid school districts up to the minimum funding requirement.

Property tax in lieu of vehicle license fees (VLF) began in 2004 after the State agreed to swap the loss of vehicle license fees with property tax. VLF has two funding sources: 1) property taxes from non-basic aid school districts, and 2) ERAF that would otherwise go to non-basic aid school districts. Due to the preponderance of basic aid school districts in the county, there are not enough non-basic aid school districts to backfill the VLF owed to the cities and the County. As such, the County of San Mateo has experienced property tax in lieu of VLF shortfalls over the past couple of years; an issue that is limited to San Mateo County and Alpine County. Napa County is expected to experience VLF shortfalls in the coming fiscal year. The procedure to address the VLF shortfall has been for the County to file a claim with the State at the end of the fiscal year of the VLF shortfall, which is taken into consideration by the State for the subsequent year’s budget. The county-wide VLF shortfall from fiscal year (FY) 2020-21 of $96.1 million is included in the State’s proposed FY 2022-23 budget. The City’s share of the FY 2020-21 county-wide shortfall is $7.5 million, which in turn is a part of the $16.1 million in total VLF revenues from the City’s proposed 2022-23 budget.

In the past year, the County of San Mateo and the local cities proposed a legislative amendment to address the VLF shortfall that would have reduced the amount of time that the State backfilled the VLF shortfall from two years to one year. However, the proposal was rebuffed by the State, and the State’s counterproposal has been incorporated into their May revise proposed budget for 2022-23. The VLF proposed language from the State would cap Excess ERAF at the FY 2021-22 level and use the subsequent growth in Excess ERAF as a funding source for the VLF shortfall. If the VLF shortfall exceeds what is available from ERAF and property tax from non-basic aid school districts as well as the Excess ERAF above the cap, the State will backfill via an appropriation of its General Fund in the same year of the VLF shortfall.

The primary issues with the State’s proposed VLF language are:

1. In 2004, voters approved Proposition 1A, which protects local tax revenues by prohibiting the State from specific actions, including shifting property taxes from cities, counties, and special districts, with certain exceptions as noted in the summary from a fiscal advisor to Cal Cities included as Attachment 2. Principal among them, the State’s proposed budget is estimated to have a nearly $100 billion surplus, so the State does not have a severe fiscal hardship. The proposed language in the budget trailer bill would be a takeaway of Excess ERAF property tax dollars by the State, which would be a direct violation of Proposition 1A.

2. In 2010, voters approved Proposition 22, which includes language that “The Legislature may not reallocate, transfer, borrow, appropriate, restrict the use of, or otherwise use the proceeds of any tax imposed or levied by a local government solely for the local government’s purposes.” (Section 25.5 of Article XIII of the California Constitution).

3. The VLF shortfall currently applies to local cities and the County. The takeaway of Excess ERAF would also impact special districts in the County. Based on preliminary analysis/estimates from the County, none of the special district in the county would receive Excess ERAF and would experience an aggregate loss of $31.4 million in property tax revenues from the proposed budget trailer bill in FY 2022-23.

4. As assessed value accretes and non-basic aid school districts permanently shift to basic aid status, the VLF shortfall and the Excess ERAF above the cap will grow exponentially. a. For FY 2022-23, the VLF amount due to the county and the cities is $248.1 million. However, the amount of backfill property tax and ERAF from available from non-basic aid school districts is only $139.9 million. As such, the VLF shortfall is projected to be $108.2 million. Based on the language in the budget trailer bill, $45.9 million of the $108.2 million in VLF shortfall will come from the Excess ERAF revenue above the FY 2021-22 cap. The remaining $62.3 million would be backfilled by the State’s General Fund. The projected impact to the City of San Mateo’s Excess ERAF revenues is projected to be a reduction of $0.3 million. 338 of 406

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b. By 2031-32, the VLF amount due to the County and the cities is anticipated to be $452.3 million. The projected amount of backfill property tax and ERAF from available from non-basic aid school districts is projected to be only $104.9 million. As such, the VLF county-wide shortfall for FY 2031-32 is projected to be $347.4 million. Based on the language in the budget trailer bill, $333.2 million of the $347.4 million in VLF shortfall would be backfilled by Excess ERAF above the FY 2021-22 cap. The remaining $14.3 million would be backfilled by the State’s General Fund. The projected impact to the City of San Mateo’s Excess ERAF revenues is a $6.7 million reduction.

The City’s proposed 2022-23 budget does not incorporate the impact of the State’s budget trailer bill to Excess ERAF revenues. In concert with the County and cities, the City Manager sent a letter to the respective budget subcommittee chairs of the State Assembly and State Senate to oppose the budget trailer bill’s Excess ERAF language. In addition, the Finance Director provided public comment during the recent Assembly Budget Subcommittee meeting to strongly oppose the budget trailer bill. The San Mateo County City Managers’ Association and the San Mateo County Finance Officers’ Group will continue to monitor this issue closely, keep the City Council and San Mateo community apprised of major developments, and recommend and take actions necessary to protect local property tax dollars. If the County and cities’ advocacy efforts are unsuccessful, the Excess ERAF budget will be recommended for adjustment at mid-year.

SALES TAX
The proposed 2022-23 budget assumes Local 1% sales tax revenues (Bradley Burns) of $22.4 million and local 1/4% sales tax revenues (Measure S) of $7.0 million, which reflect recovery of sales tax revenues back to pre-pandemic levels.

Inflationary pressures and supply chain challenges while the pandemic persists may impact sales tax revenues.

The ongoing shift of consumer habits of purchasing taxable goods online rather than physical stores results in the City receiving a significantly lower share of the Bradley Burns. The state’s antiquated revenue and taxation codes have not advance in tandem with modern commerce, as Bradley Burns is not allocated by destination, but rather, point of sale.

Sales taxes assessed on online transactions are treated as use tax, which is allocated by each city’s proportional share of the Bradley Burns at the county level. On average, the City’s proportional share of use tax is approximately 10%. In other words, if a consumer buys an item of clothing for $100 at a retail location in the City of San Mateo, the City receives $1 in sales tax revenues via the Bradley Burns. However, if the consumer buys the same item online for $100, the City receives only 10% of the $1 in use tax, or $0.10.

In addition, sales tax rebate agreements between local cities and retailers further dilute the use tax base. The agreements set the point of sale for online transactions for the retailer in the specific city, and in exchange, the local city returns a percentage of the use tax back to the retailer, typically 50%.

By contrast, Measure S, which is a 1/4% transactions and use tax, otherwise known as a district tax, is allocated based on destination. While the Bradley Burns and district tax are based on different tax laws, the disparity between the amount of revenue generated between the two sales tax revenues relative to their rate illustrates the impact of the gradual changes in consumer behavior, the antiquated revenue and taxation codes, and sales tax rebate agreements. If the Bradley Burns were modified to be in alignment with modern technology and current consumer habits by being destination based, Bradley Burns sales tax revenues would be closer to $28.0 million rather than $22.4 million.

REAL PROPERTY TRANSFER TAX
Over the past 20 years, the City’s real property transfer tax (RPTT) has been impacted by major economic cycles, including the dot com boom/bust (2002-2006), the Great Recession (2007-2012), a period of recovery and growth (2013-2019), and since 2020, the COVID-19 era. The baseline RPTT has been reset to $11.1 million, based on the average RPTT for the recovery and growth period and COVID-19. However, due to the anticipated trajectory of the Federal Funds rate, mortgage interest rates have risen significantly, which may dampen the housing market due to the higher cost of borrowing. Local real estate trends and metrics will continue to be monitored as a part of the ongoing analysis of RPTT revenue performance.
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TRANSIENT OCCUPANCY TAX (TOT)
While local tourism and the resultant TOT revenues have recovered faster than expected, full recovery back to pre- pandemic levels is not expected until 2031-32. Average occupancy rates have recovered to 60% and are the primary driver for the rebound of TOT, but average room rates have only modestly recovered. TOT revenues for 2022-23 are projected to be $3.2 million, which reflects ongoing recovery of local tourism, which for San Mateo, is largely dependent on business travel. TOT revenues projections also reflect the return of a hotel that underwent major renovations in the spring of 2023.

General Fund Expenditures
The proposed 2022-23 budget projects $164.2 in General Fund total expenditures. Notable year-over-year department budget increases, beyond the cost of maintaining core service levels, include negotiated employee compensation increases most recently reached with the San Mateo Management Association (Management Association), San Mateo City Employees’ Association (SMCEA), Service Employees International Union Local 521 Maintenance Unit (SEIU Maintenance), and Department Head/Deputy Directors, which are discussed in greater detail below:

The City Attorney Office’s operating budget of $1.4 million is an increase of $0.3 million or 26%, which largely reflects consulting work related to development of a cannabis retail ordinance. This effort stems from the City Council’s strategic plan to adopt a retail cannabis ordinance with restrictions around schools and significant public benefits, including license fees and safety standards.

The City Clerk Department’s operating budget of $1.1 million is an increase of $0.3 million or 35%, primarily due to the anticipated costs of the 2022 election.

The Department of Information Technology’s operating budget of $4.6 million is an increase of $0.7 million or 17%, principally as a result of the addition of the Workday enterprise resource planning (ERP) system, which is a cloud-based solution and on a subscription basis. However, approximately 23% of the annual Workday subscription and training fees, as well as the Can Am Technologies system as a service (SaaS) fees, will be offset by contributions from the San Mateo Consolidated Fire Department (SMC Fire) based on their proportional share of full service equivalents (FSE).

The Parks and Recreation Department’s operating budget of $21.3 million is an increase of $2.2 million or 11%, which predominantly reflects the anticipated return of programming that had been impacted by the pandemic.

The Police Department’s operating budget of $55.5 million is an increase of $4.6 million or 9%. Two police officers are being shifted from patrol to traffic in response to input from the community requesting additional resources for traffic enforcement. This shift adds $0.1 million in overtime costs and $0.1 million to purchase two additional motorcycles.

Overtime costs for Investigation Services increased by $0.2 million, reflecting historical trends. The City's two-way radio land mobile radio (LMR) infrastructure is the backbone of communication between the Police Department's Emergency Communications Center, field personnel, and interoperability with allied agencies throughout San Mateo County. It is an essential tool and lifeline for first responders used 24/7. Various components of the radio infrastructure are in dire need of replacement. The total replacement cost of the ECC radio consoles is $0.4 million, and $0.2 million has been accumulated in the Equipment Replacement Fund. The remaining $0.2 million is included in the proposed 2022-23 budget in the Police Department’s General Fund operating budget.

The Public Works Department’s operating budget of $11.0 million is an increase of $1.3 million or 13%. Within the Engineering Services Division, chargebacks for capital improvement projects, planning applications, and site development projects, which reflects staff time charged to these efforts and offset the cost to the operating budget, have been reduced by $0.7 million based on historical trends.

Transfers out total $12.9 million, which is an increase of $4.8 million or 60%, which reflects the need for additional support for the City’s CIP – namely, completion of the high voltage LED streetlight project ($1.6 million), structural improvements for the Marina library ($1.8 million), and the Downtown pedestrian mall ($0.6 million). 340 of 406

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Construction Services Fund
The Construction Services Fund accounts for the revenues and expenditures of the building permit activities. Total 2022-23 revenues are projected to be $8.8 million, total expenditures are projected to be $11.8 million, and transfers out are projected to be $4.5 million. If the proposed budget estimates come to fruition, the Construction Services Fund will result in a planned draw down on its fund balance of $7.5 million, bringing the fund balance closer to the reserve policy of 12 months of operating expenditures.

Proposed changes to the position budget for 2022-23 include:

Reallocation
Senior Management Analyst to a Business Manager – net increase of $6K Senior Code Enforcement Officer to an Associate Planner – net decrease of $17K Senior Building Inspector to a Building Inspector II – net decrease of $28K New positions
1.0 FTE Plan Check Engineer - increase of $164K
1.0 FTE Managing Arborist – increase of $172K
Sewer Fund
The proposed 2022-23 budget projects $80.9 million in revenues, principally comprised of sewer service fees of $75.0 million, which reflect the 12% increase of the final year of the five-year rate plan approved by the City Council. Total expenses are projected to be $245.8 million, comprised of $27.0 million in operating expenses, $202.6 million in CIP, $14.4 million in debt service, and $1.7 million in transfers out. The CIP primarily reflects the ongoing commitment to completing the Clean Water Program, a comprehensive plan to update the wastewater collection system and wastewater treatment plant (WWTP).

Based on the study that evaluated the additional staff resources needed to properly operate the new WWTP, the proposed changes to the position budget for 2022-23 include:

New positions
3.0 FTE WWTP Mechanic I/II – increase of $135K each FTE 1.0 FTE Mechanic III – increase of $146K
1.0 FTE Facility Maintenance Worker – increase of $116K 1.0 FTE Senior Instrumentation and Control Technician – increase of $163K 1.0 FTE Calibration Technician – increase of $136K
Eliminated positions
2.0 FTE WWTP Supervisor – decrease of $179K per FTE
1.0 WWTP Operator – decrease of $164K
Gann Limit
In addition to the adoption of the 2022-23 budget and capital improvement program, there will be one other action requested of Council as part of the overall budget adoption process on June 20th. This action is to establish the City’s appropriations limit for 2022-23. The appropriations limit, which was originally established in 1979 by Proposition 4, places a maximum limit of the appropriation of tax proceeds that can be made by the State, school districts, and local governments in California. California Government Code requires that the City annually adopt an appropriations limit for the upcoming fiscal year. As calculated in Attachment 30, the appropriations limit for the City of San Mateo for 2022-23 is $250,173,878, while the proceeds of taxes subject to the appropriations limit is $136,080,456. Therefore, the City is well below its appropriations limit for fiscal year 2022-23. 341 of 406

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BUDGET IMPACT:

The Citywide Sources of Funding shown in Attachment 3 provides the projected revenues by fund and fund type. The General Fund, including all sub-funds, is projected to have $149.6 million in total revenues. Special Revenue Funds, which include the Construction Services Fund, is projected to account for $32.7 million in total revenues. Debt Service Funds are projected to receive $5.5 million in total revenues, while Capital Projects Funds are projected to account for $0.5 million in revenues. Enterprise Funds, which is solely comprised of the Sewer Fund, is projected to receive $85.2 million in total revenues.

The Operating Budget Summary shown in Attachment 4 provides the proposed appropriations by fund and fund type. The General Fund, including all sub-funds, are projected to have $151.2 million in total appropriations. Special Revenue Funds are projected to have $18.2 million in total appropriations. Debt Service Funds total appropriations are projected to be $4.9 million, while Capital Projects Funds total appropriations are projected to be $0.9 million. Enterprise Funds are expected to account for $41.7 million in projected appropriations.

The proposed 2022-23 Position Budget as shown in Attachment 31 authorizes 606.24 in total FTE, comprised of 521.51 merit FTE and 84.73 per diem FTE.

ENVIRONMENTAL DETERMINATION:

This report is not a project subject to CEQA, because it is a government fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. (CEQA Guidelines Section 15378(b)(4).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – City Manager’s Letter of Budget Transmittal
Att 2 – Proposition 1A Primer
Att 3 – Citywide Sources of Funding
Att 4 – City Operating Budget by Fund
Att 5 – General Fund Summary
Att 6 – Police Grants and Safety Fund Summary
Att 7 – Solid Waste Fund Summary
Att 8 – HOME Fund Summary
Att 9 – CDBG Fund Summary
Att 10 – Advanced Planning Fund Summary
Att 11 – Construction Services Fund Summary
Att 12 – Gas Tax Fund Summary
Att 13 – City Housing Fund Summary
Att 14 – Low and Moderate Income Housing Asset Fund Summary Att 15 – Parks & Recreation Fund Summary
Att 16 – Traffic Impact Fee Fund Summary
Att 17 – Commercial Linkage Fee Fund Summary
Att 18 – RMRA Fund Summary
Att 19 – PLHA Fund Summary
Att 20 – Debt Service Funds Summary
Att 21 – 2% Hotel Tax Fund Summary
Att 22 – Capital Improvement Projects Fund Summary
Att 23 – Sewer Fund Summary
Att 24 – Vehicle and Equipment Replacement Fund Summary Att 25 – Fleet and Building Maintenance Fund Summary
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Att 26 – Benefits Fund Summary
Att 27 – Dental Fund Summary
Att 28 – Workers’ Compensation Fund Summary
Att 29 – Comprehensive Liability Fund Summary
Att 30 – Gann Appropriations Limit Calculation
Att 31 – Proposed 2022-23 Position Budget
Att 32 – CIP Funded Projects
Att 33 – CIP Program Plan Summary

STAFF CONTACT
Rich Lee, Director, Finance
[email protected]
(650) 522-7102
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Transmittal of Proposed Budget
CITY MANAGER’S LETTER OF TRANSMITTAL

Honorable Mayor Bonilla and Members of the City Council:

Over two years have passed since the onset of the pandemic, and the San Mateo community continues to navigate the ongoing challenges of COVID-19, historically high inflation, and the global economic impacts of geopolitical conflict.

Two years ago, the financial impact of the pandemic was immediate and severe, primarily with the City’s transient occupancy tax (TOT) and sales tax revenues, which experienced a 90% and 20% reduction, respectively. With the City Council’s support, we responded immediately by implementing the Fiscal Sustainability Plan to provide the General Fund with relief while the economy and tax revenues recovered, which primarily consisted of the majority of our bargaining units partnering with the City to keep employee compensation static in order to preserve core service levels.

Fortunately, sales tax revenues have recovered back to pre-pandemic levels faster than anticipated. While TOT revenues have not done likewise, their rate of recovery is faster than anticipated, and average occupancy rates are currently at 60%. In addition, real property transfer tax revenues are on pace for a record -breaking year in fiscal year (FY) 2021-22 due to the high demand for housing and several large commercial property sales. Within this context, we honored our commitment to reopen labor negotiations with the bargaining units that partnered with the City to provide employees with additional compensation to help employees offset inflation and align with the City’s goal of providing employee compensation at the median to the market. With the improved outlook for the General Fund, FY 2022-23 marks the return of the two-year business plan, in which two one-year operating budgets and the five-year CIP are presented, but only year one of the operating budget is adopted/appropriated.

In year one, the City completes a comprehensive review of the operating budget. In year two, the focus is on the CIP, and the operating budget updates any assumptions as needed. This budget practice reduces the amount of staff resources that are required for budget development on an annual basis .

2022-2023 Budget and Long-Term Financial Plan Overview

The proposed 2022-23 budget projects General Fund total revenues of $159.5 million and total expenditures of $164.2 million. The $4.7 million in projected net loss will be funded by General Fund committed fund balance, which represents funds that were committed by resolution in fiscal year 2021-22 to serve as a funding source for the cost of negotiated changes to employee compensation for the bargaining units that partnered with the City to provide relief to the General Fund as a part of the Fiscal Sustainability Plan, and funds that were committed to support additional CIP for 2022-23.

Based on the latest General Fund Long-Term Financial Plan, while the General Fund is anticipated to draw down on the Rainy Day Reserve by $30 million, from the peak of $54 million in fiscal year 2018- 19, the most recent pre- pandemic fiscal year, to the trough of $24 million in fiscal year 2026-27, the Rainy Day Reserve is projected to 344 of 406
recover to the reserve policy level of $30 million by the end of the forecast. As such, the General Fund is expected to be able to maintain core service levels throughout the forecast.

In the period of time between the Great Recession and the COVID-19 pandemic, the City of San Mateo prudently prepared itself for the next recession by accumulating reserves in the General Fund above and beyond the 25% operating reserve – the Rainy Day Reserve, which serves as the City’s financial backstop during periods of economic retraction. Without it, the City would not have been in the position to use measured decision-making at the outset of the pandemic, but rather, it would have had to cut the cost of operations immediately to ensure the City’s long-term fiscal sustainability. The City Council’s fiscal discipline also en sures the provision of services at the levels and quality that are needed and expected by the San Mateo community.

2022-23 Proposed Budget
With this framework in mind, I am pleased to present the 2022-23 budget. Overall, the proposed citywide budget, including both operating and capital, is $284.8 million for fiscal year 2022-23.

The City’s proposed budget for 2022-23 continues to provide for core services, Measure S initiatives, and Council priorities, while also making a substantial investment in our capital and infrastructure needs. The table below summarizes the adopted spending plans for operating and capital expenditures for 20 22-23.

The total City operating budget for 2022-23 is $216.9 million and is up 7.9% over the adopted 2021-22 budget. The cost escalation is primarily attributable to increases in the cost of salaries and benefits for bargaining units that partnered with the City as a part of the Fiscal Sustainability Plan, which largely kept employee compensation static .

With the recovery of sales tax revenues, upward trajectory of the TOT recovery, and resetting the baseline assumption for real property transfer tax revenues based on the average of the current and previous major economic cycles, the City was able to provide additional compensation to help employees address inflationary pressure and maintain consistency with the City’s goal of paying at the median compared to the market. In addition, the General Fund is providing $6.75 million in support for CIP for 2022-23, which is $4.5 million more than it has provided in the wake of the pandemic.

The Capital Improvement Program (CIP) for 2022-23 totals $67.9 million, which is $15.3 million more than the adopted 2021-22 CIP, and only $2.4 million less than the 2022-23 CIP Plan estimate from the adopted 2021-22 CIP.

Nearly half of the proposed 2022-23 CIP budget is for Sewer Fund capital improvements, and the majority of which are for the Clean Water Program annual citywide sanitary sewer rehabilitation ($11.7 million) and Wastewater Treatment Plant (WWTP) Flow Management Upgrade and Expansion ($14.1 million) project.

Citywide Budget
2022-23
Proposed
2023-24
Projected
Citywide Operations
General Fund 151.2$ 156.0$
Special Revenue / Debt Service Funds 24.0$ 23.8$ Enterprise Fund 41.7$ 42.3$
Total 216.9$ 222.1$
Capital Improvement Program 67.9$ 94.0$
Total 284.8$ 316.1$
In millions. Operating costs include debt service payments. 345 of 406
General Fund and Budget Development Priorities
The General Fund is the primary funding source for the City’s core services. The total spending plan for the General Fund for 2022-23, including the transfers to the Capital Improvement Projects Fund, is $164.2 million, and is outlined in the chart below.

The overall proposed budget for 2022-23 is an increase of 11.8% over the adopted 2021-22 budget of $146.9 million. The primary driver of the increase is the additional support for the CIP of $4.5 million . Absent the additional support for the CIP, General Fund appropriations increased by $12.8 million, or 8.7% more than the adopted 2021-22 budget. The growth in General Fund appropriations is principally attributable to:

Personnel
50%
Operating
21%
Transfers
out
SMC Fire Contribution
and Fire Legacy Costs
20%
Measure S
5%
2022-23
by Type
City
Administration
10% Community
Development
1%
Library
5%
Parks and
Recreation
Police
34%
Public Works
7%
Non-
Departmental
2%
Transfers Out
8%
SMC Fire
Contribution &
Legacy Costs
20%
2022-23
by Department
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• $1.5 million increase in the total operating contribution and legacy costs for San Mateo Consolidated Fire Department (SMC Fire), largely due to the anticipated cost of negotiated increases in employee compensation;
• $1.8 million increase in the City’s Unfunded Accrued Liability (UAL) contribution to CalPERS – effectively a loan payment on the City’s unfunded pension liability of $264 million with an interest rate of 6.8%; • $2.8 million increase in the Parks & Recreation Department operating budget, reflecting the return of programming that had either been cancelled or shifted to the virtual space during the pandemic .

The City’s fiscal focus and perspective remains in the long term to consider how near-term financial decisions impact the City’s long-term sustainability. The City’s ability to weather economic volatility and emerge from the pandemic-related recession is dependent upon its commitment to consistent, disciplined, and prudent fiscal decisions.

Challenges

Property Tax

Property tax remains the City’s primary tax revenue source. However, there are two property revenue types that are at risk due to flaws in the State law and potentially unconstitutional efforts by the State to take away local property tax revenues.

In 1992, in order to balance its budget on the backs of local governments and meet its requirement to fund public schools, the State created the Educational Revenue Augmentation Fund (ERAF), which took away property taxes from local cities and counties. ERAF serves as a funding source for non-basic aid school districts, which are unable to meet their Proposition 98-determined funding level through property tax. Due to the high value of land and property in San Mateo County, the majority of the school districts in the county are basic aid. As such, San Mateo County is one of five counties in the state that have Excess ERAF, or ERAF funds remaining after non-basic aid school districts have been funded up to the State-determined minimum funding requirement. Excess ERAF is proportionately returned back to the local taxing entities.

In 2004, as a part of the State’s budget agreement, in exchange for substantially reducing vehicle license fees, the State agreed to offset the revenue loss with property taxes revenues, known as property tax in lieu of vehicle license fees (VLF). The funding sources for VLF are 1) ERAF that otherwise would have gone to non -basic aid school districts, and 2) property taxes from non-basic aid school districts. Unfortunately, due to the dearth of non-basic aid school districts in San Mateo County, the amount of property tax and ERAF from non- basic aid school districts is less than the amount of VLF that is owed to the County and the cities , which is a VLF shortfall: a phenomenon that is uncommon and only impacts the counties of San Mateo and Alpine. Over the past two years, San Mateo County has experienced VLF shortfalls of $5.7 million and $96.1 million. The remedy for the VLF shortfall has been to file a claim with the State, which is then considered for inclusion in its budget for the subsequent fiscal year. The end result is 1) uncertainty of whether the State will honor the VLF shortfall claim, and 2) a two-year cash flow impact from when the VLF revenues were owed and when they are received. In an effort to address the impacts, the County submitted a legislative amendment proposal for the State to consider that addressed the VLF shortfall within one year. Unfortunately, the proposal did not receive sufficient political support with the State legislature, and in turn, the State countered with a proposal that has been folded into its proposed 2022-23 budget via a trailer bill. The State’s proposed language would cap Excess ERAF revenues at the FY 2021 -22 level and use subsequent growth as a funding source for the VLF shortfall. If Excess ERAF above the 2021-22 cap, property tax and ERAF from non-basic aid school districts are not enough to address the VLF shortfall, the State will backfill with its General 347 of 406
Fund. San Mateo County, the local cities, the California State Association of Counties, and other Excess ERAF counties have voiced opposition to the trailer bill, as the net effect is a takeaway of Excess ERAF revenues, which is potentially a violation of Proposition 1A from 2004 and Proposition 22 from 2010.

The remaining non-basic aid school districts are projected to shift to basic aid status within the next 7 -10 years.

Combined with the growth in assessed value, the annual impact to San Mateo County is projected to be $333 million by 2031-32, and the City’s share of which is expected to be a loss of $6.7 million.

Sales Tax
Even though sales tax revenues have recovered to the pre-pandemic baseline, there are three major factors that impact sales tax revenue growth. The first factor is the State’s antiquated revenue and taxation code that has not adapted to modern commerce and technology. The local 1% sales tax, which is assessed in accordance with the Bradley Burns Uniform Sales and Use Tax Law (Bradley Burns), is allocated based on point of sale, not destination .

As such, combined with the second factor of the generational shift of consumer habits of buying more of their taxable goods online rather than physical stores, the City only receives a fraction of the 1% Bradley Burns, as sales tax that is assessed on online transactions is collected as use tax, which is allocated on a proportional basis at the county level based on each city’s proportional share of the Bradley Burns, which for the City is typically 10%. The third factor is the degradation of the use tax base by sales tax rebate agreements between local cities and retailers.

The impact of these factors on the Bradley Burns is quantifiable when comparing to the local 1/4% transactions and use tax, Measure S, which is allocated based on destination, which precludes Measure S revenues from being subject to the same factors of the Bradley Burns. As such, if Bradley Burns were modernized to be allocated by destination rather than point of sale, FY 2022-23 sales tax revenues would be closer to $28.0 million rather than $22.4 million.

Hotel Tax
Transient occupancy tax, or hotel tax, is dependent on both the occupancy levels and room rates of the City’s hotel stock. Hotel tax revenue is very sensitive to broader economic trends. In good economic times, both occupa ncy rates and room rates increase, but during recessionary periods, both go down, which can result in a significant reduction in hotel tax revenue.

The COVID-19 pandemic devastated hotel tax revenue. Occupancy rates dropped to single -digits during the shelter-in-place mandate that started in March 2020 but have recovered to 60% over the past nine months.

Revenues are estimated to end 2021-22 at $3.0 million, which is 43% of the pre-pandemic 2018-19 actuals. The City’s TOT tax base is largely from business travel. Based on the accelerated recovery in comparison to previous projections, the General Fund Long-Term Financial Plan assumes that TOT revenues will recover to the pre- pandemic baseline by the end of the ten-year term. The City will continue to monitor this trend, its impact on TOT revenues, and update the General Fund Long-Term Financial Plan accordingly.

Pension Costs
As a part of its quadrennial Asset Liability Management (ALM) cycle, the CalPERS Board recently selected a 6.8% discount rate. The discount rate is the projected return on investment (ROI) over the next thirty years, as well as the level of risk that CalPERS is willing to take in order to achieve that ROI. 348 of 406

In July 2021, CalPERS reported a preliminary ROI of 21.3% for fiscal year 2020 -21. At first blush, higher interest returns may seem favorable, but interest is a measure of risk, and the deviation from the discount rate means that CalPERS’ investment portfolio is taking on too much risk. As such, the Funding Risk Mitigation Policy (RMP) was triggered, which reduced the discount rate from 7.0% to 6.8%. The investment gain – the difference between the

7.0% discount rate and the 21.3% ROI, will be amortized over 20 years, with a ramp up over the first five years (1/5th or 20% of the annual amortization amount recognized each year), beginning in the actuarial valuations with a measurement date of June 30, 2021, which applies to the pension contribution rates for 2023- 24. The reduction of the discount rate will be amortized over 20 years with no ramping, as ramping for changes in actuarial assumptions was eliminated beginning in measurement periods of June 30, 2019.

Due to the ongoing market volatility, CalPERS’ year-to-date ROI is negative 5.2%. The graph below illustrates the historical ROI volatility and the disparity between the discount rate and the ROI :

Every deviation between the ROI and the discount rate (a gain or a loss) results in an amortization base being generated, which is essentially a mortgage or loan that is paid o ff over time. Gains or losses incurred before June 30, 2019 have an amortization period of 30 years, while subsequent gains or losses are amortized over 20 years ; a policy change to reduce the cost of interest expense. In addition to the payment on the UAL , the City’s pension contribution also includes the normal cost, which is the cost for the current year of service. Assuming that CalPERS will be able to achieve its long-term ROI of 6.8%, as shown in the table below, it takes nearly all of the City’s sale s tax revenues, which is second to only property tax as the General Fund’s top tax revenue source, to cover the escalating cost of pension contributions for the General Fund.

-30.00%
-20.00%
-10.00%

0.00%

10.00%

20.00%

30.00%
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
ROI Discount Rate
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However, if CalPERS’ asset allocation from its ALM and the inherent risks do not achieve the required return on investment, the magnitude of the variance between the discount rate and the ROI will determine the impact to the projected relationship between pension contributions and sales tax revenues.

Opportunities
Capital and Infrastructure Investments
Even as we face the economic crisis from the COVID-19 pandemic, I don’t want to lose sight of the many major initiatives that are occurring right now. The priority in investing in our community remains as strong as ever. We have made substantial funding commitments to the $1 billion Clean Water Program as it moves to build the foundation of the wastewater treatment plant. The City closed nearly $300 million in low interest loans with the Environmental Protection Agency (EPA) through the Water Infrastructure Finance and Innovation Act to finance the cost of capital improvements for the WWTP and sewer collection system at the end of 2020, and closed short- term notes in July 2021 to take advantage of the interest rate spread at that time, which saved sewer rate payers approximately $5.6 million in net present value. In addition, the City was able to close a State Revolving Fund (SRF) loan in the amount of $137 million with the State Water Resources Control Board at a 0.8% interest rate . Absent the SRF loan, the City would have had to access the bond market, in which the City would have had to pay substantially more in interest to potential investors with the current condition of the bond market . As such, the SRF loan will save rate payers approximately $120 million in debt service costs over the next 30 years. Tremendous progress is being made now that will upgrade and expand the wastewater treatment plant to provide high- quality services to our community for decades to come.

Other major initiatives that are underway include accelerated street repair and reconstruction, and the flood control infrastructure in North Shoreview. In February 2020, the City, through the San Mateo – Foster City Public Financing Authority, issued $42.3 million in lease revenue bonds to finance these improvements. For streets , approximately 9.5 miles of failed streets remain from the original 22 miles that were identified in 2013. Funding from the bonds will be utilized to accelerate street improvement projects, and we are on target to eliminate the

9.5 miles of failed streets by 2026. Funding from the bonds will also be utilized to finance flood control improvements, which will take the North Shoreview neighborhood off the FEMA flood map and save residents from the cost of flood insurance. Carrying on initiatives like these ar e a testament to the investment and commitment we make to our community, even as we face unprecedented times from the pandemic. The work Fiscal
Year
General Fund Pension
Contribution (in
millions)
Projected Local
1% Sales Tax
Revenue (in
millions)
Pension as a
Percentage of Sales
Tax
2021-22 $19.3 $19.4 100%
2022-23 $20.7 $20.2 102%
2023-24 $20.9 $20.9 100%
2024-25 $21.2 $21.5 99%
2025-26 $20.5 $22.0 93%
2026-27 $20.3 $22.6 90%
2027-28 $20.5 $23.1 89%
2028-29 $20.5 $23.5 87%
2029-30 $21.0 $24.0 88%
2030-31 $21.5 $24.5 88%
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continues, and I am confident that the investments we are making now will position our community for long -term success.

Measure S
Measure S, the 0.25% sales tax extension, maintains funding for its core priorities, which include safety , public services, and infrastructure improvements. The proposed 2022-23 budget appropriates $3.1 million in Measure S funds for CIP projects, including $1.25 million for the Columbia Drive and Crystal Springs Road Storm Drain Channel, $0.8 million for citywide street reconstruction, $0.6 million for refurbishment of the Gateway Park Pedestrian Bridge, $0.2 million for radio dispatch consoles, and $0.25 million for neighborhood traffic management. While Measure S revenues experienced some retraction result of COVID-19, they were not been impacted to the same degree as sales tax revenues due to differences in tax law. The local 1% sales t ax is assessed, collected, allocated, and remitted pursuant to the Bradley Burns Uniform Sales and Use Tax Law, while the Measure S ¼ cent transactions and use tax is under the State of California’s District Tax L aw. Revenues will continue to be monitored carefully, and recommendations on funding adjustments will be presented to the Measure S Oversight Committee as appropriate.

Operational Modernization
In April 2022, City staff that had been working entirely remotely began to return to the office two days a week, which increased to three days a week in May 2022. In addition, effective May 18, 2022, the City ended its declaration of a local emergency due to COVID-19, which also brought an end to virtual City Council meetings and began the hybrid format, which continues to provide the San Mateo community the flexibility of accessing City Council meetings in person or remotely with the City’s investment in updating its meeting equipment. We will continue to balance the health and welfare of our employees and the community that we serve with the goal of maintaining core service levels.

Beginning in March 2022, the City began implementation of a new cloud -based enterprise resource planning system, Workday. This process equips the City and its employees with new technology to better serve the San Mateo community, offers the means to comprehensively modernize our business processes and procedures, and leverage the technology to recognize efficiencies. It is through new technology like the ERP that we will continue to adapt our service delivery to respond to growing needs in a rapidly changing environment.

Concluding Remarks
Despite the ongoing challenges that we will face with the pandemic, I am confi dent that the City will be able to deftly navigate them, execute the City Council’s strategic plan, and address the needs of the San Mateo community.

This letter summarizes our financial position and the concrete steps we have taken and will prospectively take in the future to address the challenges in front of us. We are making a number of important decisions to ensure the long-term health of our organization and thoughtfully prepare for next year and beyond. We continue to invest in our core priorities of infrastructure needs, and we are finding new ways of providing services and engaging our community while relying on public health guidelines. We have much work ahead, but we have an exceptionally talented and dedicated team of people with great creativity and skill who have shown their commitment to addressing the complexities and challenges of the pandemic, and together, we will continue to prevail.

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While events in the past year have been historic, the resultant dilemmas have been equally met with support from the City Council for our community and for our organization. Our staff have stepped up to the moment and proved what is possible when faced with extremely challenging circumstances. And as I take a moment to reflect on the intensity of the past two years, I am truly humbled to be a part of this resilient community that has made the best of a once-in-a-lifetime crisis.

The development and delivery of the recommended budget to the City Council is the culmination of months of work from staff throughout the organization, and it is a true team effort. First and foremost, I would like to thank the City Council for articulating a vision and setting priorities that helped u s develop the budget. I would also like to thank the executive team, along with their respective staff members, for their efforts in supporting the budget development process. And finally, I’d like to thank the members of the Finance Department, led by Finance Director Rich Lee, who drove the process to develop the budget and prepare this document.

Respectfully submitted,

Drew Corbett, City Manager

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CaliforniaCityFinance.com
Proposition 1A (2004) Facts
In November 2004, the voters of California approved Pr oposition 1A, an amendment to the California state constitution intended to restore predictability and stability to local government budgets.

The measure:
o Strengthens prohibitions against unfunded state mandates by requiring the state to suspend state mandates in any year the Legislature does not fully fund those laws. o Expands definition of state mandate to include transfer of responsibility of a program for which the state previously had full or partial responsib ility. o Prohibits the state from
Reducing the local Bradley Burns Uniform Sales & Use T ax rate or altering its method of allocation. Exception to comply with federal law or an interstate compact. Decreasing VLF revenue from the 0.65% rate without providing replacement funding to cities and counties.
Shifting property taxes from cities, counties or special districts with certain exceptions.
Failing to reimburse to cities and counties for the ¼% local sales tax shifted under the triple flip.

State Mandate Funding
Proposition 1A requires the Legislature:
o to either suspend a mandate or appropriate the necessary funds in the budget to reimburse local governments for all costs of complying with the mandate, including those in prior years; o to reimburse local governments when the state mandates that local government assume a greater percentage of the financial responsibility for a program or service previously shared with the state; and
o to begin repaying amounts owed to local governments for mandate costs incurred prior to FY 2004-05.

Proposition 1A does not apply to mandates affecting local schools or mandates related to employee relations and collective bargaining.

Local Revenue Protection
Proposition 1A protects local property tax, sales tax and VLF revenues by prohibiting the Legislature from taking any action that would:
o Reduce the local Bradley Burns Uniform Sales & Use T ax rate or alter its method of allocation.
o Decrease VLF revenue from the 0.65% rate without providing replacement funding to cities and counties.
o Shift property taxes from cities, counties or special districts to the schools or any other non- 2217 Is le Royale Lane • Davis , CA • 95616-6616
Phone: 530.758.3952 • Fax: 530.758.3952
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Proposition 1A Facts – 2 – Updated December 2007

local government function except under certain circumstances.

Sales and Use Tax Rate and Allocation Method . Generally, revenue from the 1% Bradley Burns Local Sales and Use T ax is allocated to the city in which the sale occurs, or, if in an unincorporated area, the county. Proposition 1A prohibits the Legislature from reducing the local sales tax rate, or changing the method of allocation of local sales tax revenues. Proposition 1A permits the Legislature to change the method of allocation in order to comply with federal law or an inter-state compact.

Local Transactions and Use Tax Authority. Proposition 1A prohibits the state from restricting the authority of a local government to impose a transactions and use tax pursuant to Revenue and T axation code Section 7251 or altering the method of allocation of these tax revenues.

Local Sales Tax Reduction Under the Proposition 57 Triple Flip . In March 2004, the voters of California approved Pr oposition 57, the California Ec onomic Recovery Bond Act.

Legislative provisions implementing Proposition 57 provide for a swapping of ¼ cent to be used by the state to repay the bonds effective July 1, 2004. The so called “triple flip” consists of 1) reducing the Bradley Burns Local Sales and Use Tax Rate by ¼% and ¼% to the state’s sales tax rate to fund fiscal recovery bond repayment, 2) repayment to cities and counties with additional local property tax previously allocated to local schools, and 3) repayment to local schools with state general fund.

Proposition 1A prohibits the Legislature from extending this reduction in local authority to impose the full Bradley Burns Sales and use tax rate beyond the period necessary to repay the Proposition 57 bonds.

In addition, it constitutionally protects the reimbursement to cities and counties under the triple flip .

V ehicle License Fee. Proposition 1A requires the Legislature to provide replacement revenue to cities and counties if it reduces the VLF rate below 0.65%. California Constitution Article XI Section 15 requires that VLF revenue be allocated to cities and counties. The state may charge for administrative costs (DMV , Controller) and the Legislature retains the power to change state law allocating the VLF among cities and counties.

Property Tax. Proposition 1A prohibits the Legislature from reducing the share of property tax revenues going to the cities, county and special districts in any county, and shifting those shares to the schools or any other non-local government function. However, the Legislature may alter the allocation of property taxes among cities, counties and special districts within a county with 2/3 approval in each house.

Under specific conditions, the Legislature may suspend the property tax revenue protection provisions of Proposition 1A. Beginning in FY2008-09, the Legislature may “borrow” not more than 8% of total property tax revenues (currently about $2 Billion) if:

1. the Governor issues a proclamation of “severe fiscal hardship;”

2. the Legislature enacts an urgency statute suspending Proposition 1A property tax protection with 2/3 vote of each house; and

3. the Legislature enacts a law providing for full repayment of the “borrowed funds” plus interest within three years.

The Legislature may not
enact such a suspension more than twice in any ten year period and may only do so if:

1. the $1.22 billion FY 2003-04 VLF Backf ill Gap Loan (Revenue and T axation Code Sec. 10754.11) has been repaid;
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Proposition 1A Facts – 3 – Updated December 2007

2. any previous borrowing under this provision has been repaid. mc 355 of 406
Proposition 1A Facts – 4 – Updated December 2007

Frequently Asked Questions

1. What’s the basic protection for the property tax in Proposition 1A? Proposition 1A prevents the Legislature from reducing the combined property tax shares of cities, special districts, and the county, and shifting those shares to the schools or any other non-local government function. If, for example, on November 3, 2004, the property tax shares of cities, special districts, and the county of the hypothetical “California County” equaled 6 0% of property taxes collected in that county, the Legislature cannot pass a law that reduces the percentage below 60% except to respond to a significant state fiscal problem.

2. Can the Legislature continue to reallocate property taxes on the local level? Since the passage of Proposition 13, the Legislature has had the pow er to reallocate property taxes among local governments. The most significant use of this authority has been to allocate city, county and special district shares of the property tax to schools through ERAF and reduce state general fund support for schools. Proposition 1A w ould prevent future reductions of non-school property tax shares, but the State may transfer property taxes among the cities, county, and special districts in a county w ith a declaration by the Governor of “sever fiscal hardship” and a 2/3 vote of each house of the State Legislature.

3. Can the state reallocate property taxes in order to fund a state mandate? No. The amendments to Section 6 of Article XIII B of the state constitution state specifically: "Ad valorem property tax revenues shall not be used to reimburse a local government for the costs of a new program or higher level of services."

4. Does Proposition 1A allow the State to respond to a significant state fiscal problem? Yes. Beginning in the 2008-2009 fiscal year, the Governor may issue a proclamation that declares that there is a “severe state fiscal hardship” that requires the State to temporarily suspend Proposition 1A’s basic protection for the property tax. Next, the Legislature must first adopt a statute w ith a 2/3 vote that contains a suspension of the basic protection for that fiscal year only. Then it must adopt a separate statute that requires the State to repay cities, counties, and special di stricts the total amount of property tax loss caused by the suspension. The Legislature may not enact such a suspension more than twice in any ten year period and may only do so if the FY 2003-04 VLF Backf ill Gap Loan ($1.22 billion) and any previous borrow ing under this provision has been repaid. The reduction may not exceed 8 percent of the total amount of property tax allocated among local agencies in the previous fiscal year. Currently this percentage is the equivalent of roughly $1.3 billion.

5. When will local agencies be repaid if property tax is taken during a suspension period? No later than the end of the third fiscal year follow ing the fiscal year to w hich the reduction applies. If the reduction applies in the 2010-11 fiscal year, then repayment must occur no later than June 30 of 2014. Repayment w ill be for the “total amount of revenue losses” including interest.

6. Can the Legislature suspend the Proposition 1A protection each time there is a “severe state fiscal hardship?”
No. Suspension of the protection may only occur tw ice in a ten year period; and only if the VLF Gap Loan amount has been repaid; and if only any prior suspension of property tax has been repaid w ith interest.

7. Why was the redevelopment property tax increment not explicitly protected in the final version of Proposition 1A submitted to the voters?
Key legislators and legislative staff argued that the redevelopment property tax increment is already protected by Article 16, Section 16 of the state constitution. Language in the ballot arguments for Proposition 1A states that the redevelopment increment is already protected by the state constitution.

8. What’s the basic protection for the sales and use tax in Proposition 1A? 356 of 406
Proposition 1A Facts – 5 – Updated December 2007

Proposition 1A prohibits the State from reducing the sales and use tax rate or changing the method in w hich sales and use tax revenues are distributed. The measure prevents the state from restricting city or county authority to impose optional transactions and use taxes as provided in state law as of November 3, 2004.

9. What about the current suspension of one-quarter cent of the sales tax occurring as a result of the passage of Proposition 57? Does Proposition 1A require the suspension to end when the fiscal recover y bonds are repaid?
Yes. Proposition 1A prevents the State from extending the period during w hich the one-quarter cent is suspended; from failing to pay the property tax backfill during the period of suspension; and from failing to restore the full sales tax r ate w hen the bonds are repaid.

10. Can the State take any action that affects the sales and use tax? Yes. The Legislature can change how sales tax is distributed if the change is required by federal law or to participate in an interstate agreement, for example, one that addresses payment of sales tax for Internet purchases. In addition, the Legislature has the authority to authorize tw o or more local agencies w ithin a county to exchange property tax and sales tax.

11. What is the basic protection for the VLF in Proposition 1A? Proposition 1A guarantees VLF revenue to cities and counties based upon a rate of 0.65%. The Legislature decides how much of the revenue funds realignment programs and how much funds general purpose local government programs. If the Legislature low ers the rate below 0.65%, it must enact a law that provides for an allocation of replacement funds to cities and counties equal to the difference betw een the revenues received from 0.65% rate and the low er rate.

12. Does Proposition 1A strengthen the requirement to reimburse cities, counties and special districts for the costs of state-mandated programs and ser vices? Yes. Prior to the passage of Proposition 1A, the Constitution required the State to reimburse local governments for state-mandated programs, but the Legislature sometimes “suspended” mandates, rather than reimbursing local governments.

Moreover, the Legislature has transferred additional responsibility for a state program or service to local governments but has not reimbursed local governments for the additional program costs. Under Proposition 1A, beginning in 2005-06, in each fiscal year’s budget, the Legislature must either appropriate sufficient funds to reimburse local governments for their costs of complying w ith a mandate, including those in prior years, or suspend the operation of the mandate for that fiscal year.

13. Does the “fund or suspend” requirement apply to all mandates? No. There are tw o exceptions. The first is for employee and employee organization related mandates. The second is for costs incurred prior to the 2004-05 fiscal year that have not been paid prior to the 2005-06 fiscal year. These costs may be paid over a period beginning in 2005-06.

14. What happens when the State transfers additional responsibility for a program or a ser vice that the local government already had some responsibility for? Proposition 1A defines “mandate” to include a transfer of additional responsibility for a state program or service.

mc
357 of 406
Citywide Sources of Funding
Fund
2020-21
Actuals
2021-22
Adjusted
2022-23
Proposed
2023-24
Projected
General Funds
General 127,690,777$ 128,562,658$ 140,903,673$ 139,508,927$ Measure S Tracking 5,739,176 6,262,000 7,160,000 7,200,000 Downtown Services - 2,461,800 2,357,567 2,362,966 Recreation Services 1,037,571 2,117,387 3,571,224 3,571,224 Golf 3,129,139 2,564,000 3,240,250 3,240,250 General Funds Total 137,596,663$ 141,967,845$ 157,232,714$ 155,883,367$ Special Revenue Funds
Police Grants and Safety 295,337$ 518,650$ 549,373$ 569,194$ Solid Waste 4,381,470 3,667,950 3,427,160 3,432,160 HOME 14,050 10,000 15,000 15,000 Community Development Block Grant 985,696 767,246 740,000 704,000 Advance Planning 1,363,595 1,330,600 2,075,603 1,842,000 Construction Services 6,714,879 8,896,600 8,799,100 8,820,100 Gas Tax 2,321,798 2,628,215 3,016,154 3,120,949 Downtown Parking and Security 2,033,966 - - - City Housing 24,343 62,000 84,000 34,000 Low and Moderate Income Housing Asset 350,427 80,000 278,000 287,000 Parks and Recreation Revenue 4,452,665 3,427,000 2,423,054 9,127,560 Traffic Impact Fee 536,864 1,250,000 2,532,000 4,532,000 Commercial Linkage Fee 1,902,802 60,000 5,109,000 2,125,000 Road Maintenance and Rehabilitation Account 1,912,691 2,046,788 2,363,876 2,434,342 Permanent Local Housing Allocation - 531,409 1,031,409 500,000 Landfill Bonds ** 603,199 615,000 654,000 655,000 Special Revenue Funds Total 27,893,782$ 25,891,458$ 33,097,729$ 38,198,305$ Debt Service Funds
General Obligation Bonds 2,445,884$ 2,055,950$ 2,138,250$ 2,148,050$ 2% Hotel Tax *** 218,851 200,000 538,750 567,000 Debt Service Funds Total 2,664,735$ 2,255,950$ 2,677,000$ 2,715,050$ Capital Program Funds
Capital Improvement Program 9,815,039$ 7,987,244$ 10,251,914$ 12,341,101$ Capital Program Funds Total 9,815,039$ 7,987,244$ 10,251,914$ 12,341,101$ Enterprise Fund
Sewer 74,623,966$ 70,933,703$ 85,460,700$ 87,914,900$ Enterprise Fund Total 74,623,966$ 70,933,703$ 85,460,700$ 87,914,900$ Internal Service Funds*
Vehicle and Equipment Replacement 1,662,419$ 1,746,837$ 1,997,522$ 1,977,522$ Fleet and Building Maintenance 5,166,534 5,184,155 5,522,149 5,742,735 Benefits 36,913,654 40,235,057 42,478,685 44,802,199 Dental 817,481 839,285 762,000 785,000 Workers' Compensation 4,502,274 4,407,379 3,891,000 4,110,000 Comprehensive Liability 1,444,231 1,620,000 2,265,000 2,810,000 Internal Service Funds Total 50,506,593$ 54,032,713$ 56,916,356$ 60,227,456$ Total Citywide Sources of Funding 252,629,425$ 249,187,525$ 289,252,057$ 297,606,723$ * For Internal Service Funds, only investment income is included in the Total Citywide Sources of Funding. **Landfill bond has been defeased and therefore has been regrouped into new category starting in fiscal year 2022-23. *** Fund has been regrouped in fiscal year 2022-23 to better reflect the funds' main activities.

Citywide Sources of Funding
358 of 406
City Operating Budget
Fund
2020-21
Actuals
2021-22
Adjusted
2022-23
Proposed
2023-24
Projected
General Funds
General 115,456,652$ 122,355,414$ 131,835,506$ 136,190,298$ Measure S Tracking 1,554,107 1,755,494 2,038,666 2,159,905 Downtown Services - 4,555,795 4,705,583 4,837,394 Recreation Services 6,602,247 8,271,616 9,407,276 9,549,002 Golf 3,103,875 3,199,117 3,259,445 3,296,701 General Funds Total 126,716,881$ 140,137,436$ 151,246,476$ 156,033,300$ Special Revenue Funds
Police Grants and Safety 353,937$ 580,649$ 819,085$ 576,466$ Solid Waste 1,695,066 2,320,713 2,685,571 2,670,400 HOME - 10,000 10,000 10,000 Community Development Block Grant 769,645 1,019,880 257,384 246,699 Advance Planning 939,440 2,152,515 1,777,974 1,424,323 Construction Services 7,605,204 10,091,590 11,797,589 12,191,089 Downtown Parking and Security 3,815,295 - - - City Housing 46,976 198,500 198,500 198,500 Low and Moderate Income Housing Asset 91,408 145,044 146,793 147,576 Parks and Recreation Revenue - 16,866 16,390 16,882 Commercial Linkage Fee 41,682 5,141 4,936 5,084 Permanent Local Housing Allocation 14,682 863,654 500,000 500,000 Landfill Bonds ** 69,856.47 95,964.00 96,857.96 97,327.71 Special Revenue Funds Total 15,443,191$ 17,500,516$ 18,311,080$ 18,084,347$ Debt Service Funds
Street and Flood Control Projects Bond 2,708,942$ 2,663,647$ 2,692,749$ 2,691,764$ General Obligation Bonds 2,097,809 2,079,765 2,098,428 2,107,913 2% Hotel Tax *** 566,881 688,086 856,166 889,391 Debt Service Funds Total 5,373,632$ 5,431,498$ 5,647,343$ 5,689,068$ Enterprise Fund
Sewer 40,969,244$ 41,370,129$ 41,668,207$ 42,315,959$ Enterprise Fund Total 40,969,244$ 41,370,129$ 41,668,207$ 42,315,959$ Total City Operating Budget 188,502,947$ 204,439,579$ 216,873,106$ 222,122,674$ Internal Service Funds*
Vehicle and Equipment Replacement 1,524,913$ 10,073,789$ 8,020,177$ 2,772,670$ Fleet and Building Maintenance 4,539,001 5,433,085 5,742,975 5,875,685 Benefits 37,198,022 39,932,422 42,233,889 44,563,602 Dental 695,967 684,814 770,000 808,000 Workers' Compensation 4,908,414 4,756,480 4,273,937 4,439,748 Comprehensive Liability 2,708,982 2,738,697 2,789,361 3,068,561 Internal Service Funds Total 51,575,299$ 63,619,287$ 63,830,339$ 61,528,266$ * Informational figures only. Not included in totals since they are already included in departmental budgets. **Landfill bond has been defeased and therefore has been regrouped into new category starting in fiscal year 2022-23. *** Fund has been regrouped in fiscal year 2022-23 to better reflect the funds' main activities.

City Operating Budget by Fund
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GENERAL FUND
2022-23
Proposed
2023-24
Projected
Revenues
Property Tax 80,264,428$ 77,600,719$
Sales Tax - Local 1% 22,449,500 23,267,800
Sales Tax - 1/4% Measure S 7,000,000 7,200,000 Property Transfer Tax 11,100,000 11,100,000
Transient Occupancy Tax 3,232,500 3,400,000 Business License Tax 6,179,303 6,302,889
Franchises 3,156,064 3,193,385
Golf Fees 3,174,250 3,174,250
Recreation Service Charges 3,567,724 3,567,724 Permits, Fees, and Fines 4,632,500 4,632,500 Intergovernmental 2,717,958 2,482,275
Interest and Miscellaneous 3,406,284 3,473,063 Transfers In - In Lieu Charges 4,552,203 4,688,761 Transfers In - Rent from Sewer Fund 1,800,000 1,800,000 Transfers In - Construction Services 485,372 499,933 Transfers In - Gas Tax 1,747,500 1,747,500
Use of unassigned fund balance
Total Revenues $159,465,586 $158,130,799
Expenditures
City Attorney 1,407,118$ 1,237,165$
City Clerk 1,073,678 868,008
City Council 390,664 399,052
City Manager 2,600,813 2,602,927
Community Development 2,008,992 2,074,556
Finance 4,094,010 4,208,939
Human Resources 2,293,754 2,342,303
Information Technology 4,606,846 4,785,779
Library 8,638,667 8,889,485
Parks and Recreation 21,290,921 21,679,447
Police 55,486,299 57,736,182
Public Works 11,012,865 11,283,056
Non-Departmental 3,495,989 3,998,614
Transfers Out 12,906,749 7,213,764
San Mateo Consolidated Fire Department
Contribution and Fire Legacy Costs 32,845,860 33,927,786 Total Expenditures 164,153,225$ 163,247,063$
Revenues Over / (Under) Expenditures ($4,687,639) ($5,116,264) 360 of 406
Police Grants & Safety Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance 314$ 256$ 345$ 75$ Revenues
Interest Earnings $ 1 $ 3 $ 5 $ 6 Asset Seizure 18 21 - - State Grants 277 412 544 563 Total Revenues 296$ 436$ 549$ 569$ Expenditures
Personnel 280$ 255$ 544$ 563$ Operating 72 3 275 13 Capital Outlay 3 90 - - Total Expenditures 354$ 347$ 819$ 576$ Transfer In -$ -$ -$ -$ Ending Fund Balance 256$ 345$ 75$ 68$ Values are shown in thousands.

The purpose of the Police Grants and Safety Fund is to receive and track all Police Department grant revenue, asset forfeiture revenue, and corresponding expenditures in accordance with prescribed regulations. Revenues for this fund are comprised of state and federal asset forfeiture funds, and grants from mainly sources such as the Citizens' Option for Public Safety Program's Supplemental Law Enforcement Services Funds (COPS/SLESF); the State Office of Traffic Safety (OTS) Grant; and the State Department of Justice Tobacco Grant Program.

State and federal asset forfeiture funds are assets that have been confiscated by the state or federal government, which are typically the proceeds or instruments of crime. Receiving and tracking asset forfeiture funds in the Police Grants and Safety Fund began in 2018-19. Prior to 2018-19, asset forfeiture funds were deposited into the Capital Improvement Projects Fund. Moving these funds into the Police Grants and Safety Fund allows for greater visibility to available resources and more efficient reporting on how these funds are being utilized.

The COPS/SLESF grant was established in 1996. Compliant cities are allocated a proportionate share of COPS funds by the State for the exclusive purpose of funding supplemental front line law enforcement services. Under the standard grant program allocation, the City of San Mateo is eligible to receive a minimum grant amount of $100,000 each year, with additional proportionate shares based on population estimates determined by the California Department of Finance. Funds for this program cannot supplant existing funding and are to be used for personnel and/or equipment. In the 2022-23 budget, proceeds from this grant will cover the cost of two partial traffic officer positions. While the COPS program is intended to be ongoing and permanent, there is no guarantee that continued funding will be available. However, the two-year forecast assumes this fund will remain operating as usual.

Recognizing the need to improve overall traffic and transportation safety, Congress passed the National Highway Safety Act, which provides for federal traffic safety funds to states.The California Office of Traffic Safety (OTS) was created to administer the funds and provide grants to both the San Mateo Police Department and regionally to San Mateo County for the purpose of reducing traffic deaths, injuries ,and economic losses. Each year, eligible agencies compete for available funds by submitting proposals to address traffic safety problems. OTS does not have sufficient funds for all submissions, and reviews proposals against several criteria, including the potential traffic safety impact, collision statistics, seriousness of identified problems, and performance on previous grants.

San Mateo has been a recipient of this grant annually since 1996. In the 2022-23 budget, proceeds from this grant will provide additional resources to combat impaired driving; enforce traffic laws; and conduct sobriety/driver license checkpoints, DUI saturation patrols, and targeted pedestrian/bicycle safety enforcement operations to help achieve the overarching goal of reducing injury traffic collisions.

The 2022-23 budget also reflects expenditures planned as a result of a grant awarded from the California Department of Justice for the Proposition 56 Tobacco Grant Program. This grant will fund a Police Officer position dedicated to reducing and preventing the use of tobacco products among youth, teens and the community at large through education, outreach and enforcement activities. The total grant award is $710,114 and will be expended over the course of three years.

The two-year financial plan being presented represents the best estimate of grant revenues and the spending plan as of the update of the budget. Each aspect will be monitored and adjustments may be made as necessary to keep the fund's balance positive.
361 of 406
Solid Waste
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 7,832$ 10,465$ 10,899$ 10,891$ 10,902$ 10,913$ 10,904$ Revenues
Interest Earnings 10$ 15$ 155$ 160$ 163$ 166$ 169$ Service Charges 2,364 2,261 2,610 2,610 2,647 2,684 2,722 Other Revenues 2,007 1,099 662 662 675 689 703 Total Revenues 4,381$ 3,375$ 3,427$ 3,432$ 3,485$ 3,538$ 3,594$ Expenditures
Personnel 1,242$ 1,252$ 1,824$ 1,901$ 1,939$ 1,997$ 2,057$ Operating 388 905 844 752 767 782 798 Capital Outlay 65 33 18 18 18 18 19 Total Expenditures 1,695$ 2,190$ 2,686$ 2,670$ 2,724$ 2,798$ 2,874$ Transfer Out 54$ 750$ 750$ 750$ 750$ 750$ 750$ Ending Fund Balance 10,465$ 10,899$ 10,891$ 10,902$ 10,913$ 10,904$ 10,874$ Values are shown in thousands.

The Solid Waste Fund accounts for garbage collection surcharge revenues, which are restricted by City ordinance to be used for street cleaning and waste management. The street cleaning aspect of this fund consists of keeping 204 curb miles of streets swept, as well as cleaning and maintaining City-owned parking lots. The waste management aspect of this fund involves the coordination and oversight of a range of programs and activities that provide the community with solid waste and recycling services.

Included in the service charges is $750,000 per year that the fund receives through the garbage collection provider for capital improvements related to the trash load reduction requirements of the Municipal Regional Plan issued by the Regional Quality Control Board. The five-year plan shows the transfer out of these funds to the Capital Improvement Projects Fund for trash capture device projects to meet the trash reduction requirements.

Fund balance has accumulated in this fund as expenditures have been lower than expected over the past several years. Going forward, services for street cleaning and waste management will continue to be evaluated to ensure that the level of support being provided is sufficient. Service charges will continue to be evaluated and adjusted as necessary to ensure alignment with expected expenditures and appropriate reserve levels.
362 of 406
HOME Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance 928$ 942$ 1,042$ 1,047$ Revenues
Loan Payments $ 14 $ 100 $ 15 $ 15 Total Revenues 14$ 100$ 15$ 15$ Expenditures
Operating -$ -$ 10$ 10$ Total Expenditures -$ -$ 10$ 10$ Transfer Out -$ -$ -$ -$ Ending Fund Balance 942$ 1,042$ 1,047$ 1,052$ Values are shown in thousands.

The HOME Investment Partnership (HOME) Program is a federal grant used to assist rental and homeownership housing opportunities for households up to 60- 80% of the median income. The City received an annual HOME grant from 1994 to 2016. The fund now includes program income from loan repayments from loans funded with HOME monies in the past.

The program income from prior HOME loans will continue to be collected, and potential projects will be identified as the fund balance reaches an appropriate level. Resources accumulated fund HOME-eligible uses, such as new construction of housing, acquisition and rehabilitation of existing buildings, and down payment assistance. $650,000 has been committed to finance the construction of a new affordable housing project in Downtown San Mateo. Funds are expected to be drawn in fall 2022.
363 of 406
CDBG Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance 375$ 394$ 789$ 1,161$ Revenues
Intergovernmental Contributions $ 959 $ 770 $ 732 $ 696 Loan Payments 27 39 8 8 Total Revenues 986$ 809$ 740$ 704$ Expenditures
Personnel 26$ 26$ 24$ 23$ Operating 743 229 233 224 Total Expenditures 770$ 255$ 257$ 247$ Transfer Out 197$ 160$ 110$ 110$ Ending Fund Balance 394$ 789$ 1,161$ 1,509$ Values are shown in thousands.

The Community Development Block Grant (CDBG) Program is a federal grant from the Departmentof Housing and Urban Development (HUD) that provides flexible funding for community development projects and programs to assist lower income neighborhoods and households up to 80% of the median income. San Mateo has participated in this program since 1977. The fund consists of draws against the grant letter of credit, as well as program income from loan repayments from loans funded with CDBG in the past. The letter of credit consists of prior year unexpended funds in addition to the annual grant.

These funds are held by HUD and drawn down on a reimbursement basis to the City.

In FY 2020-21, the City received $1,260,683 additional grant funds to specifically address COVID related impacts to the community. Once eligible expenditures are identified, funds will be drawn to provide emergency rental assistance, and economic assistance to small business child care providers.

For the next two years, CDBG funds will be used for Community Funding grants to local social service agencies who serve lower income residents, facility repairs for local service agencies, minor home repairs to lower income homeowners, pedestrian and bike improvements in North Shoreview and North Central neighborhoods, and program administration.
364 of 406
Advance Planning
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance $ 4,864 $ 5,213 $ 4,540 $ 4,837 $ 5,255 $ 5,681 $ 6,116 Revenues
Interest Earnings $ 6 $ 31 $ 89 $ 92 $ 94 $ 96 $ 98 General Plan Maintenance Fee 1,358 1,000 1,700 1,700 1,734 1,769 1,804 State Grants - - 287 50 51 52 53 Total Revenues 1,364$ 1,031$ 2,076$ 1,842$ 1,879$ 1,917$ 1,955$ Expenditures
Personnel 532$ 576$ 581$ 599$ 611$ 623$ 636$ Operating 408 1,128 1,197 825 842 859 876 Total Expenditures 939$ 1,704$ 1,778$ 1,424$ 1,453$ 1,482$ 1,512$ Transfer Out 75$ -$ -$ -$ -$ -$ -$ Ending Fund Balance 5,213$ 4,540$ 4,837$ 5,255$ 5,681$ 6,116$ 6,560$ Values are shown in thousands.

The Advance Planning Fund accounts for the General Plan maintenance fee collected through building permits and expenditures for activities related to preparing long-term plans and policy documents for the physical and economic development of the City, including the General Planupdate. These plans and policies are used for the evaluation of development projects and determining priorities for public improvements.

Prior to 2021-2022, the Community Development Department increased the General Plan maintenance fee to account for the costs associated with several long-range planning efforts the City needs to complete. Although revenue is down in 2021-2022, the maintenance fee is expected to bring in additional revenue in future years given the volume and size of the projects in the development pipeline.

It is anticipated that operating expenditures will be higher in 2021-22 and 2022-23 largely due to the General Pan Update and other department intiatives. In future budget years, Advance Planning staff will be monitoring passage and implementation of new State legislation, the next iteration of the Sustainable Communities Strategy (Plan Bay Area) by the Association of Bay Area Governments and Metropolitan Transportation Commission, completing near-term Zoning Code Amendments, preparing and adopting the General Plan Update, creating objective design standards for residential development, and implementing general planning, zoning, and policy recommendations as directed by the City Council. In future cycles, the implementation of the General Plan Update and revision of the City’s various specific plans and zoning code will be funded by the Advance Planning Fund. 365 of 406
Construction Services
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance $ 43,113 $ 41,364 $ 38,728 $ 31,204 $ 20,387 $ 13,325 $ 8,770 Revenues
Interest Earnings $ 49 $ 300 $ 458 $ 479 $ 479 $ 479 $ 479 Plan Check Fees 2,255 3,883 3,156 3,156 3,219 3,284 3,349 Permit Fees 4,027 4,754 4,660 4,660 4,753 4,848 4,945 Other Fees 384 294 525 525 536 546 557 Total Revenues 6,715$ 9,231$ 8,799$ 8,820$ 8,987$ 9,157$ 9,331$ Expenditures
Personnel 5,958$ 6,859$ 8,746$ 9,108$ 9,290$ 9,475$ 9,665$ Operating 1,560 2,324 3,012 3,044 3,105 3,167 3,230 Capital Outlay 87 38 39 39 39 39 39 Total Expenditures 7,605$ 9,221$ 11,798$ 12,191$ 12,434$ 12,682$ 12,935$ Transfer Out 859$ 2,645$ 4,525$ 7,446$ 3,615$ 1,030$ 1,046$ Ending Fund Balance 41,364$ 38,728$ 31,204$ 20,387$ 13,325$ 8,770$ 4,120$ Values are shown in thousands.

The Construction Services Fund accounts for building permit revenues and expenditures for activities related to the review ofprivate development projects to achieve high quality and long-term economic growth in the City. Building Division staff members also ensure that newconstruction meets established standards for health and safety, accessibility, energy efficiency, and provide public education to enhance the safety of existing buildings and better awareness of building codes.

Over the last several years, fund balance has grown significantly. Revenue in this fund is for services to be provided over time, and therefore, the significant fund balance will be needed over time to provide services for existing projects in process. While revenues in thefive-year plan are expected to remain stable in the near term, service demand is expected to remain high to fully process existing projects. This is reflected in the ending fund balance being drawn upon over the course of the five-year plan.

Beginning in 2019-20, lease payments through a transfer out have been made to the General Fund for space occupied by construction services staff in City Hall. Additionally, a number of funding commitments are made to transfer out to the Capital Improvement Projects Fund to support the digital storage of property records and electronic review of plans submittals, the traffic model update, and facilities improvements.

Beginning in 2021-22 through 2023-24, as part of the fiscal sustainability plan, and in recognition of the General Fund not charging the full administrative burden to the Construction Services Fund since the Great Recession, a total of $10 million over the three year period to the Capital Improvement Projects Fund will supplant the General Fund transfer to support priority general capital projects, such as the high voltage streetlight conversion. 366 of 406
Gas Tax
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 2,958$ 679$ (29)$ 252$ 25$ 250$ 549$ Revenues
Interest Earnings $ 1 $ 3 $ 12 $ 12 $ 12 $ 12 $ 12 State Gas Tax 1,603 1,822 1,989 2,059 2,100 2,141 2,184 Gas Tax In Lieu of Prop 42 718 874 1,015 1,050 1,071 1,093 1,115 Total Revenues 2,322$ 2,699$ 3,016$ 3,121$ 3,183$ 3,246$ 3,311$ Transfer Out 2,799$ 3,407$ 2,735$ 3,349$ 2,958$ 2,948$ 2,948$ Reallocate Fund Balance for Creation of Road
Maintenance and Rehabilitation Account Fund 1,803$ -$ -$ -$ -$ -$ -$ Ending Fund Balance 679$ (29)$ 252$ 25$ 250$ 549$ 912$ Values are shown in thousands.

The Gas Tax Fund accounts for gasoline tax revenues that are utilized for street-related operating and capital costs. The fund makes an annual transfer to the General Fund to partially offset eligible operating costs related to the City's streets and roads maintenance programs. Additionally, it makes annual contributions to the Capital Improvement Projects Fund to fund various capital improvement projects.

Fuel consumption was sharply down during the height of the COVID-19 pandemic but has largely recovered to its prior. In 2022, fuel prices have increased steeply but the price of fuel no longer has a direct effect on local streets and roads revenues because all rates are per gallon, regardless of price. Despite lower fuel consumption, scheduled gax tax rate increases have kept the revenue growing at a modest pace. The State Department of Finance (DOF) currently projects total local allocations (to cities and counties) will grow 14.8 percent in 2021-22 and 10.8 percent in 2022-23. Based on the DOF estimates, staff anticipates that gas tax revenues will reach $2.6 million in 2021-22, and further increase to $3 million for 2022-23. The five-year plan maintains the annual transfer to the General Fund, and makes contributions to the Capital Improvement Projects Fund to fund street reconstruction and rehabilitation projects. As more information becomes available on the impacts to gasoline taxrevenues, this plan will be updated accordingly.

The Road Repair and Accountability Act of 2017 established transportation taxes that are distributed to cities and counties through the Road Maintenance and Rehabilitation Account (RMRA). When funding began in 2017-18, revenues were deposited into this fund, and then transferred out to the Capital Improvement Projects Fund as eligible projects were identified. In order to create greater visibility to available resources for projects and allow for more efficientreporting on how RMRA funds are being utilized, a new fund was created to account for RMRA funds in 2020-21. This is reflected in the reallocation of the accumulated RMRA fund balance from this fund in 2020-21. 367 of 406
City Housing Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance 979$ 956$ 928$ 813$ Revenues
Housing Fees $ - $ - $ 50 $ - Interest Earnings - - 18 18 Miscellaneous 24 19 16 16 Total Revenues 24$ 19$ 84$ 34$ Expenditures
Contribution to Other Agencies 47$ 47$ 47$ 47$ Contribution to First Time Home Buyers - - 150 150 Operating - 0 2 2 Total Expenditures 47$ 47$ 199$ 199$ Ending Fund Balance 956$ 928$ 813$ 649$ Values are shown in thousands.

The City Housing Fund captures a variety of housing-related revenues, including loan repayments from the defunct federal Rental Rehabilitation Program, a pro rata share of the original homebuyer loans at the Meadow Court housing complex, fees collected for housing loan subordination requests, and the fractional Below Market Rate (BMR) program in lieu fees.

This fund can be used to assist housing-related projects when the fund balance is sufficient and appropriate projects are identified. For the next two years, funds are set aside to assist first-time homebuyers on purchasing housing units that the City has acquired in order to retain their below market rate status. Additionally, funds will be used to pay for financial assistance to Samaritan House for Safe Harbor, the county-wide homeless shelter located in South San Francisco, and the City membership fee for The Housing Endowment and Regional Trust of San Mateo County (HEART), the countywide housing trust fund. These expenditures cannot be covered by other housing funds since they are not located in the city limits of San Mateo. 368 of 406
Low and Moderate Income Housing Asset
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance 6,813$ 7,072$ 7,230$ 7,361$ Revenues
Interest Earnings $ 6 $ - $ 64 $ 73 Loan Payments 345 242 214 214 Total Revenues 350$ 242$ 278$ 287$ Expenditures
Personnel 59$ 44$ 48$ 49$ Operating 32 40 99 99 Total Expenditures 91$ 84$ 147$ 148$ Transfer Out -$ -$ -$ -$
Ending Fund Balance 7,072$ 7,230$ 7,361$ 7,501$ Values are shown in thousands.

The Low and Moderate Income Housing Asset Fund consists of loan payments, lease payments, sale of property, and any other revenue generated from loans or assets held by City as Housing Successor to the former Redevelopment Agency. State law regulates the use of these funds to support housing projects that assist households whose income ranges up to 80% of median income.

The fund also consists of administrative costs to monitor existing housing projects, manage the existing loan portfolio, and plan for new projects. $2.85 million has been committed to finance the construction of a new affordable housing project in Downtown San Mateo. 369 of 406
Parks and Recreation Revenue Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 8,242$ 12,560$ (1,517)$ 165$ 1,776$ 4,162$ 2,737$ Revenues
Interest Earnings $ 12 $ 20 $ 182 $ 187 $ 187 $ 187 $ 187 Parks and Recreation Tax and Fees 4,441 124 2,241 8,941 10,217 5,906 2,500 Total Revenues 4,453$ 144$ 2,423$ 9,128$ 10,404$ 6,093$ 2,687$ Expenditures
Operating -$ 17$ 16$ 17$ 17$ 18$ 18$ Total Expenditures -$ 17$ 16$ 17$ 17$ 18$ 18$ Transfer Out 134$ 14,204$ 725$ 7,500$ 8,000$ 7,500$ 4,000$ Ending Fund Balance 12,560$ (1,517)$ 165$ 1,776$ 4,162$ 2,737$ 1,406$ Values are shown in thousands.

The Parks and Recreation Revenue Fund accounts for parks and recreation tax, park impact fees, and park in-lieu fees. Revenues projections are based on residential building projects, and are thus dependent on development activity. Accumulated resources in this fund are utilized to fund parks and recreation related projects through a transfer to the Capital Improvement Projects Fund.

Major transfers planned for 2021-22 include improvements related to citywide play area upgrade and the Central Park Master Plan.Transfers planned beyond 2021-22 continue improvement to citywide play area upgrade, the Central Park Master Plan, recreation facilities strategicplan, and upgrades to the skate plaza.
370 of 406
Traffic Impact Fee
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 2,763$ 843$ (4,804)$ (2,494)$ 1,888$ 1,270$ 652$ Revenues
Interest Earnings $ 3 $ - $ 32 $ 32 $ 32 $ 32 $ 32 Traffic Impact Fees 534 326 2,500 4,500 500 500 500 Total Revenues 537$ 326$ 2,532$ 4,532$ 532$ 532$ 532$ Transfer Out 2,456$ 5,974$ 222$ 150$ 1,150$ 1,150$ 1,135$ Ending Fund Balance 843$ (4,804)$ (2,494)$ 1,888$ 1,270$ 652$ 49$ Values shown in thousands.

The Traffic Impact Fee Fund accounts for traffic impact fee revenues that are collected to fund various capital projects to mitigate the cumulative impacts of new development and to accomomodate future development. Currently, resources being accumulated in this fund are used mostly to cover the City's match on the Rail Corridor Grade Separation project. Additionally in the five-year plan, transfers are being made to fund the Citywide Traffic Calming project, and the US 101 and Peninsula Avenues Interchange Project. The negative fund balance being shown in the financial plan represents the current expectation that the General Fund and/or the Capital Improvement Projects Fund will need to temporarily loan funds to the Traffic Impact Fee Fund to cover the City's matching portion for grade separation and/or funding for the Railroad Avenue Wall Enhancement project. If that loan is needed, and how much is needed, will depend on future impact fee revenues collected and the timing of each project's progression. This plan will be updated accordingly as more information is available. 371 of 406
Commercial Linkage Fee
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 5,296$ 7,157$ 3,296$ 8,400$ 10,520$ 12,642$ 14,767$ Revenues
Interest Earnings $ 7 $ 10 $ 109 $ 125 $ 127 $ 130 $ 132 Commercial Linkage Fee 1,896 133 5,000 2,000 2,000 2,000 2,000 Total Revenues 1,903$ 143$ 5,109$ 2,125$ 2,127$ 2,130$ 2,132$ Expenditures
Operating 42$ 4$ 5$ 5$ 5$ 5$ 5$ Total Expenditures 42$ 4$ 5$ 5$ 5$ 5$ 5$ Transfer Out -$ 4,000$ -$ -$ -$ -$ -$ Ending Fund Balance 7,157$ 3,296$ 8,400$ 10,520$ 12,642$ 14,767$ 16,893$ Values shown in thousands.

The Commercial Linkage Fee is an assessment on new commercial developments to address the impacts of new job creation on housing availability and affordability for workers. Developers pay a fee based on square footage of new commercial space depending on type of use: office, retail, or hotel. The funds are to be used for housing programs to assist workers who make up to 120% of the area median income. Examples of housing programs can include acquisition, rehabilitation, or new construction of housing.

The fund balance is being accumulated over the period of this forecast. Potential projects will be identified as the fund balance reaches an appropriate level. Accumulated resources will be utilized to fund projects through a transfer to the Capital Improvement Projects Fund, and this plan will be updated accordingly as more information is available.
$4 million has been committed from the fund to finance the construction of a new affordable housing project in Downtown San Mateo and the fund drawdown occured in 2021-22. 372 of 406
Road Maintenance and Rehabilitation
Account
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance -$ 2,037$ 286$ 650$ 1,085$ 1,494$ 1,977$ Reallocated Balance From Gas Tax Fund 1,803$ -$ -$ -$ -$ -$ -$ Revenues
Road Maintenance and Rehabilitation $ 1,911 $ 2,134 $ 2,349 $ 2,419 $ 2,492 $ 2,567 $ 2,644 Interest Earnings 2 3 15 15 17 17 17 Total Revenues 1,913$ 2,137$ 2,364$ 2,434$ 2,509$ 2,584$ 2,661$ Transfer Out 1,679$ 3,888$ 2,000$ 2,000$ 2,100$ 2,100$ 2,100$ Ending Fund Balance 2,037$ 286$ 650$ 1,085$ 1,494$ 1,977$ 2,538$ Values are shown in thousands.

The Road Maintenance and Rehabilitation Account (RMRA) Fund was created in 2020-21. It accounts for transportation taxes established by the Road Repair and Accountability Act of 2017 (SB 1). Prior to 2020-21, RMRA revenues were deposited in the Gas Tax Fund, and then subsequently transferred to the Capital Improvement Projects Fund to fund eligible projects. Moving this revenue source into its own special revenue fund creates greater visibility to available resources for projects and will allow for more efficient reporting on how these funds are being utilized.

Accumulated resources will be utilized to fund street reconstruction and rehabilitation projects through a transfer to the Capital Improvement Projects Fund. In the five-year plan, the annual transfers average $2.0 million each year. While the five-year plan maintains the transfer to the Capital Improvement Projects Fund to fund street reconstruction and rehabilitation projects, the plan will be updated as more information becomes available on the impacts to RMRA revenues. 373 of 406

PERMANENT LOCAL HOUSING

ALLOCATION FUND
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance -$ (15)$ (15)$ 517$ Revenues
State Grants -$ 342$ 1,031$ 500$ Total Revenues -$ 342$ 1,031$ 500$ Expenditures
Operating 15$ 342$ 500$ 500$ Total Expenditures 15$ 342$ 500$ 500$ Ending Fund Balance (15)$ (15)$ 517$ 517$ Values are shown in thousands.

The Permanent Local Housing Allocation (PLHA) is a State Grant that is provided to the City, starting in Fall 2020, that will continue on an annual basis based on actual State receipts of document recording fees. These funds are flexible as long as they are used for housing-related projects and programs that assist in addressing the unmet housing needs of San Mateo.

The fund supports two programs to support housing affordability in the City. The first is an operations subsidy for client services at the affordable housing development Montara and a rapid rehousing program with case management, which will use the remainder of the annual grant. 374 of 406

LANDFILL BONDS
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected

STREET & FLOOD CONTROL

PROJECTS BOND
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected GENERAL OBLIGATION BONDS
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
Beginning Fund Balance $ 2,403 $ 2,923 $ 3,452 $ 4,009 Beginning Fund Balance $ - $ 12 $ 12 $ 12 Beginning Fund Balance $ 5,340 $ 5,688 $ 6,176 $ 6,216 Revenues Expenditures Revenues
Interest Earnings $ 3 $ 15 $ 54 $ 55 Operating $ 74 $ 29 $ 61 $ 63 Interest Earnings $ 5 $ 10 $ 97 $ 99 Garbage Collection Surcharge 600 600 600 600 Debt Service 2,635 2,633 2,632 2,629 Property Taxes 2,441 2,576 2,041 2,049 Total Revenues 603$ 615$ 654$ 655$ Total Expenditures $ 2,709 $ 2,662 $ 2,693 $ 2,692 Total Revenues 2,446$ 2,586$ 2,138$ 2,148$ Expenditures Expenditures
Personnel 25$ 24$ 27$ 27$ Transfer In $ 2,712 $ 2,662 $ 2,693 $ 2,692 Operating 65$ 65$ 57$ 59$ Operating 37 61 70 70 Debt Service 2,033 2,033 2,041 2,049 Debt Service 8 - - - Ending Fund Balance $ 3 $ 12 $ 12 $ 12 Total Expenditures 2,098$ 2,098$ 2,098$ 2,108$ Total Expenditures 70$ 86$ 97$ 97$ Ending Fund Balance 5,688$ 6,176$ 6,216$ 6,256$ Transfer Out 13$ -$ -$ -$ Ending Fund Balance 2,923$ 3,452$ 4,009$ 4,567$ Values are shown in thousands.

The City has three debt service funds: the Landfill Bonds Fund, the Street and Flood Control Projects Bond Fund, and the General Obligation Bonds Fund. The Landfill Bonds Fund accounts for debt service payments on landfill revenue bonds. Proceeds from these bonds were utilized to finance expenditures related to the final closure of the former landfill site, the construction of related park improvements, and post-closure monitoring costs. These bonds were redeemed in 2017-18 using available fund balance and a $1 million loan from the General Fund. The General Fund was paid back over a three-year period beginning 2018-19 and ending 2020-

21. Surcharge revenues collected will be adjusted in future years to reflect the reduction of the debt service obligation.

The Street and Flood Control Projects Bond Fund is a new fund that accounts for debt service payments on lease revenue bonds issued in 2019-20 to finance the construction and acquisition of public improvements of the City, including street and flood control improvements. As these improvements are part of the Measure S initiatives, revenues from Measure S are transferred into this fund to administer the debt services. Additionally, a benefit assessment district was created in the North Shoreview neighborhood as it relates to the flood control improvements. Assessment levies are expected to be collected beginning 2023-24, and will pay approximately 6.9% of annual debt service beginning 2024-25. The remaining debt service is funded by the Measure S.

The General Obligation Bonds Fund accounts for voter-approved property tax revenues and debt service payments on the City's general obligation bonds that were utilized to finance the construction, acquisition, and improvement of a new main library and the improvement of the City's branch libraries.

Other debt of the City is housed directly in the applicable operating and capital funds, with payments for debt service listed as a line item in the financial plans.

The City is bound by a provision in state law limiting the indebtedness for California cities to 15% of the assessed value ofall real and personal property of the city. Based on the 2021-22 total assessed value of $32.6 billion, San Mateo's legal debt limit for 2021-22 was $4.9 billion. For 2021-22, the City was only at 0.33% of its legal debt limit. This statutory limitations applies only to bonded indebtedness of the City payable from proceeds of taxes levied on a property. For San Mateo, this includes only the general obligation bonds. 375 of 406
2% Hotel Tax
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 3,854$ (572)$ 300$ (17)$ (340)$ (644)$ (923)$ Revenues
Interest Earnings $ 2 $ - $ - $ - $ - $ - $ - Transient Occupancy Tax 217 500 539 567 623 686 754 Total Revenues 219$ 500$ 539$ 567$ 623$ 686$ 754$ Expenditures
Operating 142$ 139$ 136$ 139$ 142$ 145$ 148$ Debt Service 425 457 720 750 785 820 855 Total Expenditures 567$ 596$ 856$ 889$ 927$ 965$ 1,003$ Transfer In -$ 1,018$ -$ -$ -$ -$ -$ Transfer Out 4,079$ 49$ -$ -$ -$ -$ -$ Ending Fund Balance (572)$ 300$ (17)$ (340)$ (644)$ (923)$ (1,172)$ Values are shown in thousands.

The 2% Hotel Tax Fund accounts for the Measure C voter-approved 2% hotel tax revenue, the related transfers to the Capital Improvement Program Fund, and the debt service on the variable rate bonds that were utilized to partially fund the police administration facility.

Due to COVID, hotel taxes decreased significantly in 2020-21. $4 million was transfered out to support the construction work related to the new Fire Station 25 and to the Borel Park development. As a result, the fund balance went negative at the close of 2020-21. The General Fund made a one-time $1 million transfer to bring the fund back to positve. However, as shown in the five-year plan, the fund will continue facing pressure, largely due to slow revenue recovery and increased interest rates pushing debt service up. However, due to many uncertainties from COVID and the Federal monetary policy, it is determined that General Fund support is not required at this time. The fund will be monitored closely, and theplan will be updated accordingly as more information becomes available.
376 of 406
Capital Improvement Projects
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 83,433$ 63,800$ 12,260$ 14,294$ 11,241$ 11,881$ 12,777$ Revenues
Taxes, Fees, and Charges 9,275$ 31,839$ 10,880$ 17,039$ 17,522$ 17,102$ 31,780$ Transfers from Sewer Fund 124,307 533,714 39,411 55,013 9,200 6,310 9,712 Other Sources 13,556 40,131 17,988 19,157 13,300 6,550 6,140 Total Revenues 147,138$ 605,684$ 68,279$ 91,208$ 40,022$ 29,962$ 47,632$ Expenditures
Capital Outlay 167,356$ 654,177$ 67,357$ 94,416$ 39,533$ 29,218$ 44,895$ Total Expenditures 167,356$ 654,177$ 67,357$ 94,416$ 39,533$ 29,218$ 44,895$ Other Sources 584$ (3,047)$ 1,112$ 155$ 151$ 152$ 152$ Ending Fund Balance 63,800$ 12,260$ 14,294$ 11,241$ 11,881$ 12,777$ 15,666$ Values are shown in thousands.

The Capital Improvement Program Fund is where the majority of the City's capital-related financials reside. Revenues for this fund include transfers in from other funds, including the General, Gas Tax, Sewer, Parks and Recreation Revenue, Road Maintenance and Rehabilitaion, and Traffic Impact Fee Funds, as well as from other tax and fee revenues. Projects in the Capital Improvement Program Fund are outlined in the CIP section of this budget 377 of 406
Sewer Fund
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 224,255$ 154,515$ 353,862$ 193,497$ 166,237$ 176,261$ 215,703$ Revenues
Interest Earnings $ 851 $ 950 $ 984 $ 1,012 $ 1,000 $ 1,000 $ 1,000 Operating Revenues 68,147 71,054 79,903 82,237 84,390 86,866 89,417 Bond/Loan Proceeds and Capital Contributions 5,726 391,947 4,574 4,666 4,308 23,914 - Total Revenues 74,724$ 463,951$ 85,461$ 87,915$ 89,698$ 111,781$ 90,417$ Expenses
Operating and Maintenance 24,262$ 26,444$ 27,010$ 27,576$ 28,679$ 29,826$ 31,020$ Capital Projects 105,277 224,548 202,637 73,121 28,174 13,043 12,900 Debt Service 14,925 13,612 14,434 14,478 22,820 29,469 27,835 Total Expenses 144,464$ 264,604$ 244,081$ 115,175$ 79,674$ 72,339$ 71,755$ Transfer Out -$ -$ 1,744$ -$ -$ -$ -$ Ending Fund Balance 154,515$ 353,862$ 193,497$ 166,237$ 176,261$ 215,703$ 234,365$ Values are shown in thousands.

The Sewer Fund consists of the sewer collection systems, the Wastewater Treatment Plant (WWTP), and disposal facilities serving the residents and businesses of San Mateo, Foster City, and portions of the neighboring communities of Hillsborough, Belmont, the Crystal Springs County Sanitation District, and certain unincorporated areas of the County. The sewer enterprise system currently serves approximately 30,000 customer accounts in the City and approximately 11,000 customer accounts in Foster City and the subregional customer communities utilizing the WWTP.

The fund's financial plan consists of two elements: (1) the 2022-23 proposed operating budget and forecast of future operational needs, and (2) estimated cash inflows and outflows for sewer capital improvement projects (CIP) during the forecast period. The capital expenses identified in this financial plan, as well as the corresponding bond/loan proceeds, are predominantly related to the execution of the Clean Water Program, which is discussed in detail in the Capital Improvement Program section of this document.

In 2018, the City Council adopted a five-year sewer rate structure for fiscal years 2018-19 through 2022-23 designed to provide sufficient revenues to fund ongoing operations and capital projections. The 50/50 volumetric/fixed fee structure was implemented. The new rate structure introduced a fixed monthly fee to better stabilized revenue and help address revenue reductions due to increased water conservation. A recent SewerRate Study found that the past rate increases have put the City's sewer fund in a good financial position. Additionally, the City has been successful in getting a large amount of the Clean Water Program financed with low interest rate loans.As a result, only inflationary level rate increases will be required for future years.

The financial plan will be continually monitored and this plan will be updated accordingly. 378 of 406
Vehicle and Equipment Replacement
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance $ 19,728 $ 20,041 $ 17,631 $ 12,062 $ 11,677 $ 12,173 $ 12,834 Revenues
Interest Earnings 16$ -$ 236$ 216$ 228$ 238$ 251$ Rental Charges - Vehicles 765 653 719 719 741 741 741 Rental Charges - Computers 221 173 214 214 220 220 220 Rental Charges - Radios 20 14 43 43 44 44 44 Rental Charges - Major Equipment 533 729 719 719 740 740 740 Rental Charges - Furniture 82 69 67 67 69 69 69 Other Revenues 26 8 - - - - - Total Revenues 1,662$ 1,646$ 1,998$ 1,978$ 2,042$ 2,052$ 2,065$ Expenses
Vehicle Replacement 963$ 1,384$ 4,373$ 523$ 889$ 476$ 1,266$ Computer Replacement 44 131 1,270 503 236 72 60 Radio Replacement - - 274 - 399 - - Major Equipment Replacement 93 307 2,040 1,740 376 1,233 283 Furniture Replacement 26 21 64 7 56 20 27 Other Capital Outlay 399 (264) - - - - - Contribution to San Mateo Consolidated Fire Department - - - - - - - Total Expenses 1,525$ 1,578$ 8,020$ 2,773$ 1,956$ 1,802$ 1,637$ Transfer In 410$ 410$ 704$ 410$ 410$ 410$ 410$ Transfer Out 235$ 2,888$ 250$ -$ -$ -$ -$ Ending Fund Balance 20,041$ 17,631$ 12,062$ 11,677$ 12,173$ 12,834$ 13,673$ Reserve for Major Building Component Replacements 1,640$ 2,050$ 2,460$ 2,870$ 3,280$ 3,690$ 4,100$ Remaining Fund Balance 18,401$ 15,581$ 9,602$ 8,807$ 8,893$ 9,144$ 9,573$ Values are shown in thousands.

The Vehicle and Equipment Replacement Fund accounts for charges to user departments to fund the replacement of vehicles and equipment. This includes vehicles, computers, radios, furniture, and other major equipment. Funds for future replacement are collected while vehicles and equipment are in service so that when it is time for replacement, adequate funds are available. Accumulated fund balance in this fund is estimated to be over $15 million at the end of fiscal year 2021-22. Unlike the Fleet and Building Maintenance Fund, which is entirely an operating fund and doesn't require a significant fund balance, the Vehicle and Equipment Replacement Fund should have a significant fund balance by nature. As noted, funds are collected for future replacement while vehicles and equipment are in use so that those funds are available when the replacement is needed. Because of that, funds will accumulate over time for that replacement.

This fund collects annually from the operating departments, so it is also important that the amount of available fund balanceconsiders this. To that end, a long-term spending plan is an important tool for managing this type of fund. Understanding spending needs over the short- and long-term and factoring in fund balance allows the City to set a collection amount that ensures funding is available when vehicles and equipment need to be replaced, but does not maintain such a large fund balancethat creates an unneccesary burden on the other funds, particularly the General Fund. This five-year plan captures the long-term spending plans for each of the replacement categories, and sets future collections to ensure funding for replacements is available and fund balance is set at an appropriate level.

In 2018-19, the City's fire operations were transferred to the San Mateo Consolidated Fire Department (SMC Fire). Replacement funds that had been collected for the City's fire vehicles, apparatus, and equipment were to be transferred to SMC Fire over a three-year period. The first two transfers to SMC Fire were made in 2018-19 and 2019-20. A review of the fund by each member agency determined that the final and third transfer to SMC Fire was not necessary. SMC Fire has established its own Vehicle and Equipment Replacement Fund since, and will use that fund for future fire vehicles and equipment replacement.

In 2020-21, $2,000,000 was committed as a transfer out to the Capital Projects Fund to fund the replacement of the City's enterprise resource planning (ERP) software. Additional appropriation of $872,422 was approved for this project in 2021-22, making a total of $2,872,422.

The five-year plan further captures a portion of the fund balance that is reserved for major building component replacements. Since 2017-18, the General Fund transfers $410,000 each year to this reserve. As the reserve balance reaches an appropriate level and major building replacement projects are identified, the accumulated funds will be utilized to fund the projects through a transfer to the Capital Projects Fund, and this plan will be updated accordingly. 379 of 406
Fleet and Building Maintenance
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance $ (207) $ 421 $ 519 $ 298 $ 170 $ 115 $ 138 Revenues
Charges to Dept. - Building $ 3,462 $ 3,462 $ 3,566 $ 3,709 $ 3,857 $ 4,011 $ 4,172 Charges to Dept. - Fleet 1,697 1,863 1,949 2,027 2,108 2,192 2,280 Other Revenues 8 8 8 8 8 8 8 Total Revenues 5,167$ 5,332$ 5,522$ 5,743$ 5,972$ 6,211$ 6,459$ Expenses
Personnel 1,643$ 1,753$ 1,939$ 2,004$ 2,044$ 2,085$ 2,127$ Operating 2,863 3,449 3,772 3,836 3,951 4,069 4,191 Capital Outlay 33 32 32 32 33 33 34 Total Expenses 4,539$ 5,234$ 5,743$ 5,871$ 6,027$ 6,187$ 6,351$ Transfer In -$ -$ -$ -$ -$ -$ -$ Transfer Out -$ -$ -$ -$ -$ -$ -$ Ending Fund Balance 421$ 519$ 298$ 170$ 115$ 138$ 246$ Values are shown in thousands.

The Fleet and Building Maintenance Fund accounts for charges to user departments and the expenses related to the maintenance of City vehicles and buildings. This fund is primarily operational in nature, with vehicle and equipment replacement expenses being housed in a separate internal service fund. As such, charges to user departments, over time, should be set fairly close to expected expenses, as there is not a need to keep a significant amount of fund balance in this fund. With expenses outpacing revenues in the past few years, collections were set to increase significantly (starting from 2020-21) to ensure the fund remains healthy and with an appropriate level of reserves. 380 of 406
Benefits 2020-21 Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance $ 401 $ 116 $ 416 $ 661 $ 899 $ 1,131 $ 1,355 Revenues
Internal Service Charge - Pension 21,835$ 23,779$ 26,530$ 28,414$ 29,780$ 29,768$ 30,703$ Internal Service Charge - Social Security/Medicare 3,075 3,117 3,459 3,528 3,598 3,670 3,743 Internal Service Charge - Healthcare 8,317 8,434 8,615 8,869 9,148 9,472 9,809 Internal Service Charge - Severance Trust 1,189 1,177 1,224 1,248 1,273 1,298 1,324 Internal Service Charge - Other 2,499 2,371 2,650 2,743 2,799 2,856 2,914 Total Revenues 36,914$ 38,879$ 42,479$ 44,802$ 46,599$ 47,065$ 48,493$ Expenses
Pension 21,928$ 23,975$ 26,530$ 28,414$ 29,780$ 29,768$ 30,703$ Social Security/Medicare 3,075 3,117 3,459 3,528 3,598 3,670 3,743 Healthcare 8,457 8,216 8,511 8,764 9,043 9,367 9,705 Severance Trust 1,089 1,099 1,143 1,166 1,189 1,213 1,237 Other 2,649 2,172 2,591 2,692 2,757 2,822 2,889 Total Expenses 37,198$ 38,579$ 42,234$ 44,564$ 46,367$ 46,841$ 48,277$ Ending Fund Balance 116$ 416$ 661$ 899$ 1,131$ 1,355$ 1,571$ Values are shown in thousands.

The Benefits Fund accounts for the collection of funds from operating departments to cover the cost of employee benefits. The expenses covered by this fund include pension, social security/medicare, retiree healthcare, the City's payment for medical premiums for active employees, funding for the severance trust (to pay for the cashout of unused vacation to employees who retire or otherwise leave the City), as well as a few other benefit costs, such as life insurance and long-term disability insurance. In some cases, the cost of providing these benefits is known and collections can be set accordingly. For example, the normal cost of pensions is set as a percentage of pay, so collections can be set based on that percentage of pay. In other cases, such as for the funding of the severance trust, the cost is an estimate based on historical actuals, but will fluctuate annually based on different factors. Thus, to accommodate the fluctuation of expenses like those related to the severance trust, the fund should maintain some level of fund balance. To that end, collections for the various components of this fund have been set to collect costs to fund the programs adequately while maintaining a level of fund balance that allows for the year-over-year fluctuations without requiring a transfer from the General Fund.

The largest expense category in this fund is related to pension expenses. As discussed in detail in the Budget Overview section of the budget document, pension expenses are expected to increase significantly over the next five to seven years as the result of a number of factors. These increases will continue to put pressure on the operating funds, as a larger and larger percentage of the budget will be required to cover pension cost increases.

After the transfer of the City's fire operations to SMC Fire in 2018-19, with the exception of the Bureau of Fire Protection and Life Safety (Bureau), what remains as the City's responsibility is the former fire department employees' unfunded pension liability and retiree health benefits, as those costs are attributable to years of service to the City. These legacy costs are transferred from the General Fund and administered through this fund. Bureau activities are designed to be fullcost recovery, so with the transition to SMC Fire, legacy pension costs for former Bureau personnel are the responsibility of SMC Fire.

Fund balance declined significantly in 2020-21, in part due to the record-high year in Unemployment Insurance benefits. Federal legislation provided extended benefits until September 2021, and there should be a decline in unemployement expenses in the second quarter of 2021-22 as the City re-employs staff or the benefit period expires. While the five-year forecast has the fund building back up its fund balance gradually, actual expenses will be analyzed over time and annual collections will be adjusted accordingly. 381 of 406
Dental
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 670$ 791$ 900$ 892$ 869$ 831$ 776$ Revenues
Internal Service Charges 817$ 794$ 762$ 785$ 809$ 833$ 858$ Total Revenues 817$ 794$ 762$ 785$ 809$ 833$ 858$ Expenses
Insurance Premiums 696$ 685$ 770$ 808$ 847$ 888$ 931$ Total Expenses 696$ 685$ 770$ 808$ 847$ 888$ 931$ Ending Fund Balance 791$ 900$ 892$ 869$ 831$ 776$ 703$ Values are shown in thousands.

The Dental Self-Insurance Fund accounts for the City's self-insurance activities related to the dental plan the City provides its employees. Collections for this fund are made by charging departments a flat amount for each employee. Expenses in this fund consist almost entirely of the premiums the City pays on behalf of its employees for dental coverage. As actual expenses are analyzed over time, annual collections amounts will be adjusted accordingly. 382 of 406
Workers' Compensation Insurance
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 223$ (183)$ 2,918$ 1,035$ 706$ 784$ 1,023$ Revenues
Interest Earnings 18$ 32$ 268$ 306$ 306$ 306$ 306$ Internal Service Charges 4,485 4,371 3,623 3,804 3,994 4,194 4,404 Total Revenues 4,502$ 4,403$ 3,891$ 4,110$ 4,300$ 4,500$ 4,710$ Expenses
Personnel 408$ 413$ 404$ 413$ 421$ 429$ 438$ Operating 756 945 946 972 1,001 1,031 1,062 Claims 3,145 2,000 2,600 2,600 2,600 2,600 2,600 Acturial Adjustment 599 (2,057) 324 455 200 200 200 Total Expenses 4,908$ 1,301$ 4,274$ 4,440$ 4,222$ 4,261$ 4,300$ Transfer Out -$ -$ 1,500$ -$ -$ -$ -$ Ending Fund Balance (183)$ 2,918$ 1,035$ 706$ 784$ 1,023$ 1,433$ Values are shown in thousands.

The Workers' Compensation Insurance Fund accounts for all workers' compensation self-insurance activities. This includes the cost of claims, insurance, legal and other professional services, and program administration. The total cost of claims constitutes the largest expense in this fund. Workers' compensation expenses can fluctuate significantly year-over-year based on the total cost of claims, which includes any adjustments to the total liability of the fund due to actuarially- determined changes in experience. Over the past 10 years, total expenses (excluding acturial accounting adjustment) have beenas high as $4.3 million and as low as $1.6 million.

Funding for the Workers' Compensation Insurance Fund comes from collections from all of the operations across all funds that include personnel. Departments are charged a percentage of pay for each employee, and the amount of the charge depends on the type of employee. Positions that historically have higher workers' compensation experience, such as police employees, are charged a higher rate than positions with historically lower experience. Collections from departments are set in an effort to ensure adequate funding for this program, including having funds set aside in reserve to cover years where claims expenses were unusually high.

In 2019-20, the fund received a $3.5 million transfer from the General Fund to prevent the fund from going further to a negative balance. However, based on the latest actuarial study, the City's workers' compensation liabilities for 2021-22 were adjusted down by $2 million. As such, the fund will only need to keep $2 million from the General Fund transfer. The excess $1.5 million will be transferred out to the Comprehensive Liability Fund.

With the transfer of the City's fire operations to San Mateo Consolidated Fire Department (SMC Fire), with the exception of formerFire personnel that served in the Bureau of Fire Protection and Life Safety (Bureau), as it is a cost recovery program, claims that were incurred while thefire employees were City employees will remain in this fund and as the City's responsiblility. While SMC Fire has paid the City for the present value of former Bureau legacy workers' compensation, which reflects open claims and claims that have been closed since SMC Fire commencement of operations, as updated actuarial studiesare performed in subsequent fiscal years, the City will prepare an annual analysis to 1) compare actuarial assumptions to the current actuarial study, including the discount rate or cost of healthcare, 2) evaluate new claims if the City is assigned proportional responsiblity. The City will then compare the amount of legacy costs paid by SMC Fire (from its Bureau) to the City with the update workers' compensation liability and resume collecting additional costs as appropriate. 383 of 406
Comprehensive Liability
2020-21
Actuals
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
Beginning Fund Balance 1,853$ 589$ (708)$ 1,748$ 1,469$ 1,327$ 1,356$ Revenues
Investment/Interest Earnings 44$ 10$ 10$ 28$ 32$ 32$ 32$ Interfund Charges 1,400 1,610 2,236 2,761 3,434 4,273 5,322 Total Revenues 1,444$ 1,620$ 2,246$ 2,789$ 3,466$ 4,305$ 5,354$ Expenses
Personnel 116$ 133$ 140$ 143$ 146$ 149$ 152$ Insurance Premiums 1,221 1,339 1,771 2,037 2,546 3,183 3,979 Claims 745 923 250 250 258 266 274 Attorney's Fees 346 300 430 430 443 456 470 Other Costs 281 221 199 209 215 222 228 Total Expenses 2,709$ 2,917$ 2,789$ 3,069$ 3,608$ 4,275$ 5,103$ Transfer In -$ -$ 3,000$ -$ -$ -$ -$ Ending Fund Balance 589$ (708)$ 1,748$ 1,469$ 1,327$ 1,356$ 1,607$ Values are shown in thousands.

The Comprehensive Liability Insurance Fund accounts for the City's general liability program. Expenses in this fund primarily consist of insurance premiums, the cost of claims, legal and other professional services, and program administration.

As anticipated, the budget for the general liability program reflects increasingly higher costs. The City's insurance premium was $0.6 million in 2017-18 and is projected to be at $1.7 millon for 2022-23. The California public entity insurance marketplace has been changing dramatically in recent years, and public agencies throughout the state are seeing a significant increase in plaintiff demands and high dollarliability claims.

Areas of particular concern include wildfire, dangerous conditions, road design, intersections, sidewalks, and public safety services. Insurance premiums are anticipated to increase considerably.

In addition to high insurance costs, the last two years have turned out to be some of the unusually high claims years, causing the fund's balance to be negative in short term. To address this, the baseline collections amount has been set to increase in the five-year forecast and $3 million will be transferred from other funds ($1.5 million from the Workers' Compensation Fund and $1.5 million from the Sewer Fund) to help to return the fund to a positive fund balance. Activities in this fund will continually be monitored closely and this plan will be updated accordingly.
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Amount Source
A Last Year's Limit 234,724,213$ 2021-22 Limit
B Adjustment Factors

1. Population 0.9910 CA Dept. of Finance

2. Inflation 1.0755 CA Dept. of Finance

1.0658 B1*B2
Total Adjustment % 0.0658 B1*B2-1
C Annual Adjustment 15,449,665$ A*B
D This Year's Limit 250,173,878$ A+C
E Tax Proceeds Subject to the Limit
Property Tax 80,923,903$ 2022-23 Budget
Sales Tax 29,057,000$ 2022-23 Budget
Property Transfer Tax 11,100,000$ 2022-23 Budget Other Tax 10,000,553$ 2022-23 Budget
Interest Allocation 4,999,000$ 2022-23 Budget Total 136,080,456$
Amount Under / (Over) Limit 114,093,422$ D-E
City of San Mateo Appropriations Limit for Fiscal
Year 2022-23
385 of 406

FULL TIME EQUIVALENT (FTE) PERSONNEL
2022-23

PROPOSED
BUDGET
2023-24

PROJECTED
BUDGET

CITY ATTORNEY
City Attorney 1.00 1.00
Assistant City Attorney 3.00 3.00
Executive Secretary to City Attorney 1.00 1.00

CITY CLERK
City Clerk 1.00 1.00
Assistant to the City Clerk 1.00 1.00
Deputy City Clerk 1.00 1.00
Management Analyst I/II 1.00 1.00

CITY COUNCIL
CITY COUNCIL MEMBER 5.00 5.00

CITY MANAGER
City Manager 1.00 1.00
Assistant City Manager 1.00 1.00
Communications Manager 1.00 1.00
Economic Development Manager 1.00 1.00
Executive Secretary to City Manager 1.00 1.00 Management Analyst I/II 1.00 1.00
Sustainability Analyst 1.00 1.00

COMMUNITY DEVELOPMENT
Community Development Director 1.00 1.00
Administrative Assistant 4.00 4.00
Administrative Technician 2.00 2.00
Associate Planner 6.00 6.00
Building Inspector I/II 7.00 7.00
Building Official 1.00 1.00
Business Manager 1.00 1.00
Code Enforcement Manager 1.00 1.00
Code Enforcement Officer I/II 4.00 4.00
Deputy Community Development Director 1.00 1.00 Development Review Technician 5.00 5.00
Housing and Neighborhood Services Manager 1.00 1.00 Housing Specialist I/II 1.00 1.00
Inspection Supervisor 1.00 1.00
Managing Arborist 1.00 1.00
Office Assistant I/II 2.00 2.00
Permit Center Supervisor 1.00 1.00
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Plan Check Supervisor 1.00 1.00
Plan Checker Engineer 5.00 5.00
Planning Manager 1.00 1.00
Principal Planner 1.00 1.00
Senior Business Systems Analyst 1.00 1.00
Senior Development Review Technician 1.00 1.00 Senior Management Analyst 1.00 1.00
Senior Planner 1.00 1.00

FINANCE
Finance Director 1.00 1.00
Accountant I/II 2.00 2.00
Accounting Assistant I/II 6.00 6.00
Accounting Manager 1.00 1.00
Budget Analyst 1.00 1.00
Deputy Finance Director 1.00 1.00
Payroll Supervisor 1.00 1.00
Payroll Technician I/II 1.00 1.00
Senior Accountant 2.00 2.00
Senior Management Analyst 1.00 1.00

HUMAN RESOURCES
Human Resources Director 1.00 1.00
Human Resources Technician 4.00 4.00
Senior Human Resources Analyst 5.00 5.00
Senior Human Resources Analyst Risk Manager 1.00 1.00

INFORMATION TECHNOLOGY
Information Technology Director 1.00 1.00
Consulting and Applications Manager 1.00 1.00 Customer Service Manager 1.00 1.00
GIS Coordinator 1.00 1.00
GIS Technician I/II 1.00 1.00
IS Support Technician I/II 2.00 2.00
Network Analyst 1.00 1.00
Senior IS Support Technician 1.00 1.00
Systems Analyst I/II 3.00 3.00
Systems and Network Manager 1.00 1.00
Web Specialist 1.00 1.00

LIBRARY
City Librarian 1.00 1.00
Community Services Coordinator 0.50 0.50
Deputy City Librarian 1.00 1.00
Executive Assistant 1.00 1.00
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Librarian II 8.63 8.63
Library Assistant II 8.75 8.75
Library Technology Specialist 1.00 1.00
Literacy Program Coordinator 1.00 1.00
Literacy Specialist 0.63 0.63
Senior Accounting Assistant 1.00 1.00
Senior Library Assistant 3.00 3.00
Senior Management Analyst 1.00 1.00
Supervising Librarian 3.00 3.00
Surpervising Library Assistant 1.00 1.00

PARKS AND RECREATION
Parks and Recreation Director 1.00 1.00
Administrative Assistant 1.00 1.00
Administrative Technician 1.00 1.00
Business Manager 1.00 1.00
Community Services Coordinator 4.00 4.00
Community Services Manager 1.00 1.00
Community Services Section Manager 2.00 2.00 Community Services Supervisor 9.00 9.00
Custodian 1.00 1.00
Deputy Parks and Recreation Director 1.00 1.00 Executive Assistant 1.00 1.00
Golf Course Maintenance Supervisor 1.00 1.00 Golf Equipment Maintenance Specialist 1.00 1.00 Golf Services Manager 1.00 1.00
Irrigation Specialist 2.00 2.00
Landscape Laborer 3.00 3.00
Landscape Maintenance Worker I/II 15.00 15.00
Lead Teacher 4.00 4.00
Managing Arborist 1.00 1.00
Park and Landscape Maintenance Supervisor 1.00 1.00 Park and Landscape Manager 1.00 1.00
Program Assistant I/II 1.00 1.00
Project Manager I/II 1.00 1.00
Senior Accounting Assistant 1.00 1.00
Senior Park Landscape Maintenance Worker 3.00 3.00 Senior Park Ranger 1.00 1.00
Senior Program Assistant 3.00 3.00
Tree Maintenance Specialist 1.00 1.00
POLICE
Chief of Police 1.00 1.00
Administrative Assistant 2.00 2.00
Administrative Technician 1.00 1.00
Business Manager 1.00 1.00
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Community Service Officer I/II 4.00 4.00
Communications & Public Relations Analyst 1.00 1.00 Dispatch Services Supervisor 2.00 2.00
Dispatcher I/II 14.00 14.00
Executive Assistant 1.00 1.00
Facilities Coordinator 1.00 1.00
Management Analyst I/II 2.00 2.00
Police Captain 2.00 2.00
Police Digital Forensic Specialist 1.00 1.00 Police Evidence Analyst 1.00 1.00
Police Lieutenant 6.00 6.00
Police Officer 89.00 89.00
Police Records Specialist I/II 5.00 5.00
Police Records Supervisor 2.00 2.00
Police Sergeant 17.00 17.00
Police Technical Services Administrator 1.00 1.00 Senior Business Systems Analyst 1.00 1.00
Senior Community Service Officer 1.00 1.00
Senior Police Records Specialist 2.00 2.00
Vehicle Abatement Officer 2.00 2.00

PUBLIC WORKS
Public Works Director 1.00 1.00
Administrative Assistant 7.00 7.00
Administrative Technician 1.00 1.00
Associate Engineer 13.00 13.00
Associate Transportation Planner 1.00 1.00
Building Maintenance Supervisor 1.00 1.00
Business Manager 1.00 1.00
Calibration Technician 1.00 1.00
Central Services Worker 1.00 1.00
Communications and Public Relations Analyst 1.00 1.00 Construction Inspector I/II 4.00 4.00
Database Specialist 1.00 1.00
Deputy Director 2.00 2.00
Downtown Coordinator 1.00 1.00
Engineering Manager 3.00 3.00
Engineering Technician I/II 6.00 6.00
Environmental Compliance Inspector 3.00 3.00 Environmental Programs Coordinator 1.00 1.00 Executive Assistant 1.00 1.00
Facilities and Fleet Services Manager 1.00 1.00 Facility Maintenance Worker 3.00 3.00
Field Maintenance Manager 1.00 1.00
Fleet Services Supervisor 1.00 1.00
Instrument Control Technician 1.00 1.00
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Laboratory Analyst I/II 3.00 3.00
Laboratory Supervisor 1.00 1.00
Laborer 1.00 1.00
Maintenance Planner 1.00 1.00
Maintenance Worker I/II 24.00 24.00
Management Analyst I/II 3.00 3.00
Principal Transportation Planner 1.00 1.00
Project Manager I/II 3.00 3.00
Public Works Maintenance Leadworker 3.00 3.00 Public Works Supervisor 2.00 2.00
Pump Station Mechanic I/II 2.00 2.00
Pump Station Mechanic III 1.00 1.00
Regulatory Compliance Manager 1.00 1.00
Senior Engineer 7.00 7.00
Senior Facility Maintenance Worker 3.00 3.00 Senior I&C Technician 1.00 1.00
Senior Management Analyst 1.00 1.00
Solid Waste and Recycling Program Coordinator 1.00 1.00 Solid Waste Technician 1.00 1.00
Traffic and Light Technician 1.00 1.00
Traffic Safety Worker 3.00 3.00
WWTP Electrical Technician 1.00 1.00
WWTP Maintenance Superintendent 1.00 1.00
WWTP Manager 1.00 1.00
WWTP Mechanic I/II 6.00 6.00
WWTP Mechanic III 2.00 2.00
WWTP Operations Superintendent 1.00 1.00
WWTP Operator In-Training/I/II 9.00 9.00
WWTP Operator III 5.00 5.00
WWTP Shift Supervisor 2.00 2.00
Waste Management Supervisor 1.00 1.00
TOTAL MERIT FTE 521.51 521.51
TOTAL PER DIEM 84.73 84.59
TOTAL FTEs 606.24 606.10
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Funded Projects
Project # Project Name
2022-23
Proposed
2023-24
Projected
2024-25
Plan
2025-26
Plan
2026-27
Plan Five-Year Total
130004 PEDESTRIAN MALL CONSTRUCTION 600,000$ -$ -$ -$ -$ 600,000$ 310330 ART IN PUBLIC PLACES 300,000 300,000 - - - 600,000 310521 MINOR HOME REPAIR 110,000 110,000 110,000 110,000 - 440,000 310600 CHILD CARE FACILITIES 2,000,000 - - - - 2,000,000 460037 EL CAMINO REAL AT HIGHWAY 92 LANDSCAPRE IMPROVEMENT 22,000 - - - - 22,000 460040 HIGH VOLTAGE STREET LIGHT CONVERSION 1,625,000 4,950,000 - - - 6,575,000 460043 KING CENTER KITCHENS REMODEL 160,000 400,000 - - - 560,000 460048 RELOCATE ELECTRICAL ROOM AT TRANSIT CENTER 50,000 - - - - 50,000 460062 TRASH CAPTURE AT POPLAR AVENUE AND MONTE DIABLO AVENUE 500,000 500,000 250,000 - - 1,250,000 461001 DOWNTOWN PARKING IMPROVEMENTS 500,000 - - - - 500,000 461008 CITYWIDE PAID PARKING EVALUATION AND IMPLEMENTATION - 66,500 155,000 - - 221,500 461214 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS 300,000 300,000 300,000 300,000 - 1,200,000 462004 CITYWIDE BRIDGE MAINTENANCE 100,000 100,000 100,000 100,000 - 400,000 462205 TRAIN QUIET ZONE 235,000 - - - - 235,000 462226 NEIGHBORHOOD TRAFFIC MANAGEMENT 250,000 250,000 250,000 250,000 250,000 1,250,000 462249 HILLSDALE CORRIDOR IMPROVEMENTS - 310,000 - - - 310,000 462250 BERMUDA DRIVE BRIDGE REPLACEMENT 782,000 5,110,000 - - - 5,892,000 462897 PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT - PUBLIC WORKS 15,000 15,000 15,000 15,000 - 60,000 463004 CITYWIDE STREET LIGHTS - 195,000 - - - 195,000 463231 CITYWIDE SIDEWALK REPAIR PROGRAM 370,000 370,000 370,000 370,000 - 1,480,000 463337 PARROTT DRIVE AND ALAMEDA DE LAS PULGAS INTERSECTION RECONSTRUCTION - - 180,000 1,700,000 - 1,880,000 463338 NORFOLK STREET AND FASHION ISLAND BOULEVARD INTERSECTION RECONSTRUCTION - 150,000 1,910,000 - - 2,060,000 463535 US 101 AND PENINSULA AVENUE INTERCHANGE PROJECT 600,000 - 1,000,000 1,000,000 1,000,000 3,600,000 465162 CITYWIDE BICYCLE PARKING 10,000 10,000 10,000 - - 30,000 465333 CITYWIDE TRAFFIC SIGNAL RETIMING - 25,000 25,000 25,000 25,000 100,000 465432 EL CAMINO REAL LEFT-TURN POCKET - TILTON AVENUE AND BALDWIN AVENUE - 45,000 - - - 45,000 466600 CITYWIDE TRAFFIC CALMING - 150,000 150,000 150,000 135,000 585,000 466601 TRAFFIC MODEL UPDATE 200,000 - - - - 200,000 466607 CITYWIDE SIGN INVENTORY AND REPLACEMENT 150,000 150,000 150,000 150,000 135,000 735,000 467008 CITYWIDE STREET REHABILITATION PACKAGE II 4,000,000 - - - - 4,000,000 467009 CITYWIDE STREET REHABILITATION PACKAGE III 900,000 4,500,000 4,500,000 4,500,000 4,500,000 18,900,000 467773 CITYWIDE STREET RECONSTRUCTION PACKAGE III 3,100,000 3,800,000 3,900,000 3,900,000 - 14,700,000 468007 COLUMBIA DRIVE AND CRYSTAL SPRINGS ROAD STORM DRAIN CHANNEL 1,500,000 1,390,000 - - - 2,890,000 469031 ADA COMPLIANCE AND TRANSITION PLANNING 50,000 - - - - 50,000 469933 ROOT FOAMING 400,000 400,000 400,000 400,000 - 1,600,000 469981 PROGRAM MANAGEMENT - SEWER PROJECTS 5,933,000 3,570,528 - - - 9,503,528 469988 EAST SAN MATEO LIFT STATION - 10,517,756 - - - 10,517,756 469997 CITYWIDE STREET REHABILITATION PROGRAM - - - - 4,300,000 4,300,000 46C001 SMALL TRASH CAPTURE DEVICES 250,000 250,000 500,000 750,000 750,000 2,500,000 46F007 CITY HALL RESTROOM IMPROVEMENTS 410,000 - - - - 410,000 46F013 CORP YARD UNDERGROUND TANK REPLACEMENT 750,000 - - - - 750,000 46F014 CITY HALL PROJECTS 150,000 1,750,000 3,100,000 500,000 500,000 6,000,000 46F015 PARK RESTROOM PHASE V (LAKESHORE/SHOREVIEW) - 250,000 - - - 250,000 46F016 PAINT MAIN LIBRARY 50,000 - - - - 50,000 46F017 OFFICES - ACOUSTIC ATTENUATION - LIBRARY 425,000 - - - - 425,000 46F018 PANIC BUTTONS @ ATRIUM COUNTERS & INTERNAL OFFICES - 180,000 - - - 180,000 46F019 SHOREVIEW PICKLEBALL COURTS 380,000 - - - - 380,000 46F020 WASHINGTON PARK BASKETBALL COURT RESURFACING 300,000 - - - - 300,000 46F021 OFFICES - ACOUSTIC ATTENUATION - CITY HALL - 16,000 - - - 16,000 46F022 TRANSACTION COUNTER SECURITY IMPROVEMENTS - - 80,000 - - 80,000 46F023 SHOREVIEW BASKETBALL COURT - RESURFACE - 300,000 - - - 300,000 46F024 GATEWAY PARK PEDESTRIAN BRIDGE REFURBISHMENT 560,000 - - - - 560,000 46F025 PARKING FACILITY STRUCTURAL REPAIRS - 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 46F026 NEW CENTRAL PARK PARKING GARAGE - - - - 18,000,000 18,000,000 46M001 RAILROAD CROSSING IMPROVEMENTS 846,125 - - - - 846,125 46R001 HILLSDALE BOULEVARD AND ALAMEDA DE LAS PULGAS SIGNAL 430,000 400,000 - - - 830,000 46R004 TRAFFIC SIGNAL VIDEO DETECTION REPLACEMENT 100,000 100,000 - - - 200,000 46R009 GRAMMERCY DRIVE RETAINING WALL 75,000 2,350,000 - - - 2,425,000 46R010 25TH AVENUE UNDERGROUNDING - PHASE II 130,000 683,500 3,027,000 - - 3,840,500 46S005 BASIN 4 COLLECTION SYSTEM IMPROVEMENTS 6,500,000 18,125,000 - - - 24,625,000 46S090 CLEAN WATER PROGRAM (CWP) SEWER FLOW MONITORING AND REPORTING 100,000 90,000 90,000 85,545 125,000 490,545 46S091 CLEAN WATER PROGRAM (CWP) ANNUAL CITYWIDE SANITARY SEWER REHABILITATION 11,700,000 8,100,000 3,000,000 5,824,477 5,116,731 33,741,208 46S093 CLEAN WATER PROGRAM (CWP) CLOSED CIRCUIT TELEVISION (CCTV) INSPECTION PROGRAM 600,000 500,000 468,330 - 900,000 2,468,330 46T003 WWTP AND FLOW MANAGEMENT UPGRADE AND EXPANSION 14,100,000 11,210,000 4,216,315 - 3,570,216 33,096,531 46T090 CLEAN WATER PROGRAM (CWP) WWTP ANNUAL MAJOR COMPONENTS - 2,500,000 1,025,114 - - 3,525,114 511000 RADIO DISPATCH CONSOLES 444,000 - - - - 444,000 512000 EXTERNAL RADIO INFRASTRUCTURE - 642,000 - - - 642,000 513000 POLICE RADIOS - HAND HELD & MOBILE - - 662,000 - - 662,000 610008 TREE PLANTING - PARKS DIVISION 400,000 400,000 200,000 200,000 200,000 1,400,000 610017 CITYWIDE PARK PLAY AREA UPGRADE 566,848 3,000,000 2,000,000 2,000,000 2,000,000 9,566,848 610023 SPORTS FIELDS CONVERSION - SYNTHETIC TURF - 500,000 1,000,000 500,000 - 2,000,000 610027 CENTRAL PARK - 2,000,000 3,000,000 3,000,000 2,000,000 10,000,000 610036 RECREATION FACILITIES STRATEGIC PLAN - 2,000,000 2,000,000 2,000,000 - 6,000,000 610038 SKATE PLAZA UPDATES 400,000 - - - - 400,000 665100 MARINA LIBRARY STRUCTURAL IMPROVEMENTS 3,500,000 - - - - 3,500,000 Total Recommended Project Budgets 67,928,973$ 94,031,284$ 39,143,759$ 28,830,022$ 44,506,947$ 274,440,985$ Funded Projects
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Capital Improvement Program Plan Summary
Description
2021-22
Estimated
2022-23
Proposed
2023-24
Projected
2024-25
Plan
2025-26
Plan
2026-27
Plan
Five-Year
Total
Beginning Fund Balance 63,799,683$ 12,259,659$ 12,971,600$ 9,168,701$ 10,197,948$ 11,481,873$ Revenue
GENERAL FUND 4,295,000$ 9,750,000$ 7,250,000$ 4,250,000$ 4,250,000$ 4,250,000$ 29,750,000$ 2% HOTEL TAX FUND TRANSFER IN 49,143 - - - - - - GAS TAX FUND TRANSFER IN 1,659,294 987,000 1,601,000 1,210,000 1,200,000 1,200,000 6,198,000 MEASURE A 2,311,000 2,391,885 2,475,601 2,562,247 2,651,926 2,744,743 12,826,402 MEASURE S TRACKING FUND TRANSFER IN 2,453,539 3,054,000 1,862,000 1,050,000 1,050,000 1,450,000 8,466,000 MEASURE W 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 PARKING IN-LIEU FEE 200,000 350,000 300,000 300,000 300,000 18,000,000 19,250,000 PARKS AND RECREATION REVENUE FUND TRANSFER IN 14,203,544 725,000 7,500,000 8,000,000 7,500,000 4,000,000 27,725,000 ROAD MAINTENANCE AND REHABILITATION FUND TRANSFER IN 3,887,568 2,000,000 2,000,000 2,100,000 2,100,000 2,100,000 10,300,000 SEWER FUND TRANSFER IN 533,714,255 39,411,000 55,013,284 9,199,759 6,310,022 9,711,947 119,646,012 TRAFFIC IMPACT FEE FUND TRANSFER IN 5,973,798 222,000 150,000 1,150,000 1,150,000 1,135,000 3,807,000 TREE REPLACEMENT FEE 150,000 150,000 150,000 150,000 150,000 150,000 750,000 OTHER SOURCES 35,786,663 7,487,973 10,771,500 9,050,000 2,300,000 1,890,000 31,499,473 Total Revenue 605,683,803$ 67,528,858$ 90,073,385$ 40,022,006$ 29,961,948$ 47,631,690$ 275,217,887$ Recommended Project Budgets
GENERAL FUND 14,137,324$ 8,977,000$ 9,766,500$ 3,232,000$ 2,335,000$ 2,000,000$ 26,310,500$ 2% HOTEL TAX FUND PROJECTS 49,143 - - - - - - GAS TAX FUND PROJECTS 1,659,294 987,000 1,601,000 1,210,000 1,200,000 1,200,000 6,198,000 MEASURE A 5,977,015 3,515,000 2,817,000 2,542,000 3,275,000 1,460,000 13,609,000 MEASURE S TRACKING FUND PROJECTS 2,453,539 3,054,000 1,862,000 1,050,000 1,050,000 1,450,000 8,466,000 MEASURE W 1,001,500 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 PARKING IN-LIEU FEE 5,000,000 - 1,000,000 1,000,000 1,000,000 19,000,000 22,000,000 PARKS AND RECREATION REVENUE FUND PROJECTS 14,203,544 725,000 7,500,000 8,000,000 7,500,000 4,000,000 27,725,000 ROAD MAINTENANCE AND REHABILITATION FUND PROJECTS 3,887,568 2,000,000 2,000,000 2,100,000 2,100,000 2,100,000 10,300,000 SEWER FUND PROJECTS 533,714,255 39,411,000 55,013,284 9,199,759 6,310,022 9,711,947 119,646,012 TRAFFIC IMPACT FEE FUND PROJECTS 5,973,798 222,000 150,000 1,150,000 1,150,000 1,135,000 3,807,000 TREE REPLACEMENT FEE 336,570 200,000 200,000 100,000 100,000 100,000 700,000 OTHER SOURCES 65,783,271 7,837,973 11,121,500 8,560,000 1,810,000 1,350,000 30,679,473 Total Recommended Project Budgets 654,176,819$ 67,928,973$ 94,031,284$ 39,143,759$ 28,830,022$ 44,506,947$ 274,440,985$ Other Sources * (3,047,008)$ 1,112,056$ 155,000$ 151,000$ 152,000$ 152,000$ 1,722,056$ Ending Fund Balance 12,259,659$ 12,971,600$ 9,168,701$ 10,197,948$ 11,481,873$ 14,758,616$ * South Bayfront Levee and South Trunk Impact Fee
Capital Improvement Program Plan Summary
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CITY OF SAN MATEO
3 3
6 0

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 18 Section Name: NEW BUSINESS Account Number: . File ID: 22-6148 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: June 06, 2022
SUBJECT:
2020 Climate Action Plan – Annual Progress Report
RECOMMENDATION:

Receive an update on the implementation of the 2020 Climate Action Plan.

BACKGROUND:

The 2020 Climate Action Plan (CAP) includes strategies and measures to reduce greenhouse gas (GHG) emissions. The 2020 CAP contains implementation measures in the following categories: building electrification, renewable energy, energy efficiency, municipal energy efficiency, clean transportation fuels, sustainable transportation, solid waste, water and wastewater, and off-road equipment.

To track CAP implementation, staff provides annual updates to the Sustainability and Infrastructure Commission and City Council on the status of each implementation measure and key metrics. Attachment 1 to this report provides both qualitative and quantitative data to show how progress has been made on each of the CAP measures, and Attachment 2 summarizes available metrics for each CAP measure.

Some key highlights of implementation on the 2020 CAP are as follows:
Electric Vehicle Infrastructure: The City completed installation of 13 Level 2 Electric Vehicle charging ports at the Main Street Garage in Downtown San Mateo in April 2022. The project includes the installation of Powerflex equipment utilizing CALeVIP funding, greatly reducing project capital costs. CALeVIP funding was secured in 2020 with the assistance of Peninsula Clean Energy. Staff also applied for funding to install chargers at the 2nd and El Camino Garage and will potentially receive funding in the CALeVIP’s next funding allocation. Electric Leaf Blowers: The City launched the electric leaf blower rebate program in July 2021. To date, 30 rebates have been distributed, including five rebates to commercial landscapers. The City Council identified evaluating leaf blower regulations as a Council priority for fiscal year 2022-23. Staff will present policy options and best practices to the Sustainability and Infrastructure Commission for review later this year. Disposable Food Service Ware Ordinance: The City Council adopted the Disposable Food Service Ware Ordinance that will require food facilities and restaurants to use compostable products instead of plastic disposables. This ordinance goes into effect October 1, 2022. County and City staff will assist food facilities in the transition to compostable products that meet the ordinance requirements. Composting Organics: The City continues to take action in compliance with SB 1383 (Lara) “California’s Short-Lived Climate Pollutants Reduction Act” to address statewide methane gas emission reduction targets. In November 393 of 406

CITY OF SAN MATEO
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6 0
2021, the City Council adopted the “Mandatory Organic Waste Disposable Ordinance” to establish enforceable requirements for organic waste generators, haulers, and other entities subject to City authority. In December 2021, the City Council approved a Memorandum of Understanding with the South Bayside Waste Management Authority (SBWMA) for technical support in meeting SB 1383 requirements including education and outreach in multiple languages, reporting and recording, organics waste processing capacity and diversion planning, and more. Kiku Crossing: Two City-owned redevelopment sites are being transformed into a seven-story residential building, now referred to as Kiku Crossing, and a five-story parking garage. Kiku Crossing will be all-electric and include 225 affordable units. This means the building will have electric space heating, water heating, cooking, and clothes dryers. The parking garage will include a solar system to offset electricity usage and 27 electric vehicle chargers in compliance with the City’s reach code requirements.

Staff continues to implement measures in all Climate Action Plan categories. For fiscal year 2022-23 City Council identified a few specific sustainability measures to prioritize, including the development of a plan to decarbonize existing buildings, the development and adoption of reach codes for the 2022 building code cycle, and the exploration of policies to address gas leaf blower use.

BUDGET IMPACT:

There is no fiscal impact for receiving an update on the implementation of the 2020 Climate Action Plan.

ENVIRONMENTAL DETERMINATION:

This informational report is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment. (Public Resources Code Section 21065.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – CAP Progress Report – 2022
Att 2 – CAP Matrix – 2022

STAFF CONTACT
Andrea Chow, Sustainability Analyst
[email protected]
(650) 522-7007
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5 Climate Action Plan Progress Report
2022

BUILDING ELECTRIFICATION
BE 1 ALL-ELECTRIC NEW CONSTRUCTION
In 2020, the City adopted a reach code requiring residential buildings and office buildings be constructed all-electric. The reach code also requires that new residential buildings with 100% affordable units be all-electric or exceed the State Energy Code. This reach code is in effective January 1, 2021 through December 31, 2022 (the end of the triennial code cycle).

Building Electrification Reach Codes (Effective January 1, 2021 – December 31, 2022) Building Type Reach Code
New Residential Buildings (including single family
and duplex homes, multifamily buildings and
Accessory Dwelling Units)
Required to be constructed all-electric
New Nonresidential Buildings with Office use Required to be constructed all-electric New Residential Buildings with 100% affordable
units
Two compliance pathways:
1) Mixed fuel: must exceed State Energy Code
2) All-electric: 0% above State Energy Code
In 2021, the City received permit applications for the new all-electric construction of 1 single family home, 4 duplexes, 23 Accessory Dwelling Units, and 225 multifamily units (Kiku Crossing).

In 2020, the City received permit applications for 6 new all-electric Accessory Dwelling Units and 190 all-electric dwelling units (Waters Park).
The following all-electric multifamily residential projects are under construction:
oThe Downtown Affordable Housing Project (Kiku Crossing) includes the development of 225 all-electric multifamily units.
oThe Waters Park Project includes 190 all-electric dwelling units, including 28 single family units and 162 condominium units.

BE 2 ALL-ELECTRIC EXISTING BUILDINGS
Through the BayREN Home + Program, residents can receive rebates for the installation of electric equipment including, heat pump hot water heaters, heat pump dryers or induction cooktops. For 2021, BayREN distributed rebates for 30 heat pump water heaters and one induction cooktop.

RENEWABLE ENERGY
RE 1 PENINSULA CLEAN ENERGY
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5 The City of San Mateo had an average opt out rate of 0.1% for 2021, with a total of 60 opt-outs for 2021. At the close of 2021, San Mateo had a 97.2% participation rate. Peninsula Clean Energy has an ambitious plan to have a diverse power portfolio that is greenhouse gas free that will help the City reduce greenhouse gas emissions associated with electricity consumption. PCE adopted the following procurement goals:
o100% greenhouse gas free by 2021
osourced by 100% California renewable portfolio eligible renewable energy by 2025, and ocreate a minimum of 20 MWs of new local power by 2025.

RE 2 RENEWABLE ENERGY SYSTEMS FOR NEW AND EXISTING RESIDENCES Beginning in the 2019 Code Cycle, the State of California Building Code requires all residential new construction to install solar.
The City provided information to property owners about discounts for solar including the annual Bay Area Sun Shares program and Peninsula Clean Energy’s rebate for solar and battery storage.

Solar Permits for Residential Buildings
Issued*
*Note: These totals are inclusive of battery storage.

Year
# of Solar
Permits
Issued
Total
kW
Average kW
per
Installation
2021 416 3396 7.6
2020 248 1,844 7.4
2019 250 1,969 7.8
2018 166 1,056 6.4
2017 156 726 4.7
2016 221 1,046 4.8
Battery Storage Permits Issued
Year
# of Battery
Storage Permits
Issued
2021 92
2020 87
2019 42
2018 6
2017 9
RE 3 RENEWABLE ENERGY SYSTEMS FOR NEW AND EXISTING NONRESIDENTIAL BUILDINGS The City adopted a reach code requiring the installation of solar on all non-residential new construction for the 2019 Code Cycle.

Solar Permits for Nonresidential Buildings
Year
# of Solar
Permits
Issued
Total
kW
2021 3 205
2020 2 11.8
2019 1 92.4
2018 5 320.2
2017 2 28.7
2016 4 117.5
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5 ENERGY EFFICIENCY
EE 1 RESIDENTIAL ENERGY EFFICIENCY RETROFITS
The BayREN Home + program provides rebates for energy efficiency upgrades including building air sealing, insulation, duct replacement and sealing, and more. In 2020, 16 single family home upgrades were completed, and 41 individual measure rebates issued. In 2021, 21 single family home upgrades were completed, and 107 individual measure rebates issued. This amounts to 37 home upgrades and 148 individual measure rebates issued since 2020. In 2020, 44 new Energy Advisor leads were generated and in 2021 there were a total of 72 leads, amounting to 116 leads since 2020. The Energy Advisors are a resource to residents interested in making an energy upgrade or in the BayREN Home + program. The Bay Area Multifamily Building Enhancements (BAMBE) program provides rebates for saving 15% of the building’s energy usage for project measures that include heating and cooling systems, water heating systems, lighting and appliances, building sealing and insulation and more. In 2020, 7 units participated in the program and in 2021, 18 units participated in the program, amounting to 25 units since 2020.
The Home Energy Score program provides a score of home energy use on a scale of 1 to 10. It estimates home energy use, associated costs, and provides energy solutions to cost-effectively improve home efficiency. In 2020, there were 77 home energy score rebates and in 2021, there were 44 home energy score rebates in San Mateo, amounting to 121 home energy score rebates since 2020.

EE 2 NONRESIDENTIAL ENERGY EFFICIENCY RETROFITS
There are 21 certified businesses in San Mateo certified through the San Mateo County Green Business Program. Currently, there are 12 additional businesses that have registered and are in the process of certification.

EE 3 RESIDENTIAL TREE PLANTING
In addition to tree plantings in City parks, 150 trees are planted in City streets annually. Not all tree plantings are in residential areas but nonetheless help reduce the urban heat island effect and reduce cooling loads.

MUNICIPAL ENERGY EFFICENCY
ME 1 ENERGY EFFICIENCY FOR NEW BUILDINGS
The construction of Fire Station 25 is complete. Fire Station 25 includes the installation of 10 kW of solar PV that exceeds the minimum required by the City’s reach code. The San Mateo Wastewater Treatment Plant is pursuing certification for the Administration Building under LEED v4 for New Construction. The project is targeting a minimum LEED Silver certification. The project includes a 25 kW PV system on the roof of the Administration Building and installation of five electric vehicle chargers.
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5 ME 2 ENERGY EFFICIENCY AT EXISTING MUNICIPAL BUILDINGS In 2018, the City entered into a contract with PG&E for the Sustainable Solutions Turnkey (SST) program for $3.2 million worth of energy efficiency upgrades at City facilities. All project work was completed in Q1 2020.
oLighting upgrades at the following facilities: Second and El Camino Garage, Police Department Garage, Transit Center Garage, Tennis Garage, Main Street Garage, Central Garage, Joinville Ball Park, Central Park Ball Park, MLK Ball Park, and the Corp Yard. oLighting and HVAC upgrades at the following facilities: Fire Stations 21, 23, 24, 26 and 27; Police Department, Beresford Recreation Center, Senior Center, City Hall, MLK Center, Joinville Swim Center, Poplar Creek Golf, Main Library, Hillsdale Branch Library, Lakeshore Preschool and Central Park Rec Center.

Estimated Annual Energy Savings vs. Actual Energy Savings for 2021 Estimated Annual
Energy Savings
Actual Energy
Savings for 2021
Electricity 1,831,170 kWh 2,126,602 kWh
Gas 22,871 therms 27,019 therms
The City completed the City Hall Atrium restrooms and will be starting on the Staff restrooms.

All the restroom projects include the installation of water efficient plumbing fixtures and low voltage lighting with automatic timers and vacancy sensors. The City will be starting Phase IV upgrades to restrooms at three park locations with water efficient plumbing fixtures and low voltage lighting with automatic timers and vacancy sensors. The City is in the process of constructing a new accessible family changing room at the King Swim Center with efficient plumbing fixtures and low voltage lighting with automatic timers and vacancy sensors.
The City is in the process of updating one of the King Center kitchens with energy efficient appliances.

ME 3 ALL-ELECTRIC MUNICIPAL BUILDINGS
The City is part of a public/private partnership to construct a new residential building and parking garage on two City-owned parcels Downtown. The seven-story affordable housing project, known as Kiku Crossing, will be all-electric. The new five-story parking garage will also be all- electric and include the installation of 27 Level 2 electric vehicle chargers to comply with the City’s reach code requirements for EV infrastructure. A solar system will be installed on the parking garage to meet and exceed the City’s solar reach code requirement. The City is participating in a critical facilities assessment with Peninsula Clean Energy to identify facilities to install solar and battery storage that might serve as a possible resilient site in the event of grid outages. Through this process, the City provided facility data to PCE for review and assessment. The San Mateo Police Department was selected as a site with potential opportunity, 398 of 406
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5 PCE and consultant staff toured the site. PCE is working to develop contracts and equipment solicitation materials.

CLEAN TRANSPORTATION FUELS
CF 1 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE
The City completed installation of 13 Level 2 Electric Vehicle charging ports at the Main Street Garage in Downtown San Mateo in April 2022. The project includes the installation of Powerflex equipment utilizing CALeVIP funding, greatly reducing project capital costs. CALeVIP funding was secured in 2020 with the assistance of Peninsula Clean Energy. Staff also applied for funding to install chargers at the 2nd and El Camino Garage and will potentially receive funding in the CALeVIP’s next funding allocation.
There are 33 EV charging ports at City-owned facilities. Additionally, there are 113 charging ports that are publicly available in the city.
The City adopted a reach code requiring a higher percentage of electric vehicle (EV) readiness in all new construction. The City also adopted a reach code requiring the installation of Level 2 EV Charging infrastructure in nonresidential new construction.

Electric Vehicle Charging Permits Issued*
Year # of EV Charging Permits
Issued
2021 53
2020 25
2019 52
2018 41
2017 10
2016 5
*This dataset includes electric vehicle charging permits associated with both residential and commercial buildings. One permit may include the installation of more than one charging port. Electric vehicle charging ports at residences are sometimes folded into a larger project (e.g., panel upgrade and home renovation), this dataset might not capture every EV charger installed at residences.

CF 2 ELECTRIC VEHICLE EDUCATION AND OUTREACH
City staff promoted Peninsula Clean Energy’s incentives for electric vehicles. Some programs are ongoing including the PCE Used EV Rebate Program that offers rebates for San Mateo County residents for the purchase of a used EV. PCE also offers an EV rental discount for those interested in experiencing an EV.

CF 3 CLEAN CITY FLEET
The City Council prioritized evaluation of the feasibility of a Green Fleet by 2030 for the FY 2021- 22 Strategic Plan. As part of this effort, the City will be developing a transition plan in FY 2022- 23 to evaluate infrastructure requirements for electrical charging and assessing the availability of green vehicles.
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5 The City switched from fossil-based diesel to a renewable product for the existing diesel-based fleet.
City staff have participated in the City of Fremont’s Fleet Electrification Study Regional Working Group which has developed an EV Fleet “Best Practices Guide.” The City will leverage other partnerships including San Mateo County’s Facilities and Fleet Working Group to make progress on the City’s Green Fleet goals.
The City operates a fleet of 225 vehicles. Currently 57 of these vehicles are alternative fuel vehicles:

City Fleet by Fuel Type
Fuel Type # of Vehicles
Hybrid (Gas/Electric) 24
CNG 19
Electric 13
Bi-fuel (CNG/Gas) 1
The City purchased nine hybrid patrol units due to arrive in Summer 2022.

CF 4 CLEAN FUEL AND VEHICLE EMISSIONS
The California Energy Commission 1 provides data on new zero-emission vehicle sales in San Mateo County:

Sale of Light-Duty Zero-Emission Vehicles in San Mateo County Year Sale of Light-Duty ZEV Percent of Total Light-Duty Sales 2021 8,250 12.41%
2020 5,489 7.78%
2019 6,042 6.84%
2018 6,827 6.98%
2017 3,416 4.29%
2016 3,001 3.29%
Zero Emission Vehicles (ZEV) includes battery electric vehicles, plug-in hybrid electric vehicles and fuel cell electric vehicles.

Vehicles by Fuel Type in San Mateo County
Year Battery
Electric
Diesel Ethanol Fuel
Cell
Gasoline Hybrid
Gas
Plug-in
Hybrid
Natural
Gas Other Total
20202 15,820 15,743 24,032 166 608,904 35,586 7,029 390 15 710,685 20193 12,312 15,781 21,367 139 626,664 37,714 6,182 331 98 720,558 20184 10,604 16,247 16,924 132 609,866 37,383 5,779 348 126 701,794 1 California Energy Commission (2022). New ZEV Sales in California. Data last updated April 13, 2022. Retrieved April 14, 2022 from https://www.energy.ca.gov/zevstats
2 https://www.dmv.ca.gov/portal/file/motorvehiclefueltypes_county_01012020-pdf 3 https://www.dmv.ca.gov/portal/file/california-motor-vehicle-fuel-types-by-county-01012019-pdf/ 4 https://www.dmv.ca.gov/portal/file/california-motor-vehicle-fuel-types-by-county-10012018-pdf/ 400 of 406
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5 SUSTAINABLE TRANSPORTATION
ST 1 BICYCLE MODE SHARE
The City completed implementation of its first bicycle boulevard on 28th Avenue between Mason Lane and El Camino Real in Spring 2021.
The City completed Complete Streets improvements on North San Mateo Drive from Baldwin Avenue to Peninsula Avenue in Spring 2021. Bicycle mode-share improvements included new Class II and III bike facilities.
The City received funding from the Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) to design and construct the 2nd and 4th highest priority projects in the 2020 Bike Master Plan. Class II bike lanes and a bicycle boulevard on Poplar Avenue, Delaware Street, Indian Avenue, and Humboldt Street are anticipated to be constructed in Spring 2022.
The City was awarded $1.66M from the 2021 Regional ATP Cycle 5 to fund the design and construction of a Safe Routes to School corridor comprised of a new Class IV separated bike lane and bicycle boulevard on Delaware Street from 19th Avenue to Pacific Boulevard. The City received $153,000 grant funding to improve bicycle and pedestrian access to the new Hillsdale Caltrain Station. The City is in the process of procuring a consultant to assist with designing a new bike facility on 28th Avenue from Edison Street to El Camino Real that will close a gap in the bicycle network and connect bicyclists to the Caltrain station at 28th Avenue.

ST 2 PEDESTRIAN MODE SHARE
The City received $75,117 in grant funding to develop a Transit-Oriented Development Pedestrian Access Plan. The goal of the Plan is to improve pedestrian conditions within one-half mile radius to the City’s Caltrain three stations and high-quality transit stops. The City held various community outreach activities in October 2021. Final plan adoption is anticipated in Fall 2022.
The City completed Complete Streets improvements on North San Mateo Drive from Baldwin Avenue to Peninsula Avenue in Spring 2021. Pedestrian mode share improvements included new pedestrian lighting, and curb extensions at pedestrian crossings.

ST 3 MICROMOBILITY AND SHARED MOBILITY
The City updated its shared mobility permit program to allow shared mobility operators to submit applications on an on-going basis. No applications were received when the program was initially launched in 2019. The permit program continues to be available to interested parties. Staff continues to participate in a Shared Mobility Working Groups coordinated by San Mateo County and Caltrain to facilitate regional partnerships and share best practices as related to shared mobility.

ST 4 PUBLIC TRANSIT SERVICE
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5 City staff participate in Reimagine SamTrans effort to assess existing transit service and evaluate options for future mobility services.

ST 5 COMMUTER PROGRAMS
San Mateo County’s Transportation Demand Management Agency, Commute.org maintains a suite of programs aimed at reducing vehicle miles traveled. Commute.org provides carpool incentives to employers and conducts outreach campaigns about available shuttle and vanpool options.
Commute.org has maintained shuttle services in San Mateo and pivoted to providing employer resources focused on telework. The City contributes funding to Commute.org shuttles including the Campus Drive and Norfolk shuttle routes.

ST 6 TRANSPORTATION DEMAND MANAGEMENT
The City was awarded grant funding to develop a citywide Transportation Demand Management ordinance. City staff are coordinating with the Metropolitan Transportation Commission to finalize the scope of work and procure a consultant.

ST 7 TRANSIT-ORIENTED DEVELOPMENT
Transit-Oriented Development projects approved in:
o2020: Kiku Crossing, Concar Passage, and 2600 S. Delaware Street (Bay Meadows Phase II, RES 6)
o2021: 1919 O’Farrell, 2600 S. Delaware Street (Bay Meadows Phase II, MU 2 and MU 3) Transit-Oriented Development projects that are currently under construction include Kiku Crossing, 406 E. 3rd Avenue, Station Park Green development, 303 Baldwin Avenue (Trag’s Market), and 2600 S. Delaware Street (Bay Meadows Phase II, Blocks STA 1, STA 5 and RES 6). As part of the City’s General Plan update, staff are analyzing land use changes to encourage transit-oriented development.

SOLID WASTE
SW 1 COMPOSTING PROGRAM
The City continues to take action in compliance with SB 1383 (Lara) “California’s Short-Lived Climate Pollutants Reduction Act” to address statewide methane gas emission reduction targets.

In November 2021, the City Council adopted the “Mandatory Organic Waste Disposable Ordinance” in compliance to establish enforceable requirements for organic waste generators, haulers, and other entities subject to City authority. In December 2021, the City Council approved a Memorandum of Understanding with the South Bayside Waste Management Authority (SBWMA) for technical support in meeting SB 1383 requirements including education and outreach in multiple languages, reporting and recording, organics waste processing capacity and diversion planning, and more.
Currently, 223 multifamily dwellings with 5 units or more out of 739 multifamily buildings have composting service. Staff are working on a number of actions to increase composting in multifamily buildings. Recology’s Waste Zero Specialists actively contact Multi-family Dwellings, 402 of 406
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5 including HOAs that are not subscribed to compost service. In addition, they offer supportive technical assistance some of which include on-site meetings, trainings, presentations, and door- to-door deliveries of compost kitchen pails and/or recycle Buddy Bags.

Compost Diverted
Year Compost Diverted
(tons)
Total Diversion Rate
2021 18,699 47.35%
2020 18,573 47.77%
2019 19,066 46.19%
2018 18,773 46.24%
2017 19,195 46.76%
2016 18,084 45.95%
SW 2 EXPANDED RECYCLING SERVICE
Recology reported no rejected loads of organic or recycling materials due to contamination. The current levels of contamination threshold per the franchise agreement is not to exceed 8% for recycling, 10% for commercial organics and 5% for residential organics.

SW 3 WASTE AWARENESS AND SOURCE REDUCTION
The City Council adopted the “Disposable Food Service Ware Ordinance” modeled after the County of San Mateo’s ordinance. The ordinance requires food facilities distribute disposable items that are fiber-based and compostable. The ordinance will go into effect in October 2022. Team Up To Clean Up brings San Mateo residents and neighborhoods together in a joint effort to eliminate litter in our streets, storm drains, parks, and waterways. Our City program organizes monthly cleanups in areas in need of cleaning up. Our program also teams up with the County’s Annual Bay Front Cleanup initiative. In 2020, the program had 74 participants contributing 204 hours of volunteer service and in 2021 the program had 982 participants contributing 3,140 hours of volunteer service, this amounts to 1,056 participants and 3,344 hours of volunteer service since 2020.

WATER AND WASTEWATER
WW 1 WATER EFFICIENCY RETROFITS FOR EXISTING BUILDINGS
CalWater provides rebates for high-efficiency toilets and high-efficiency clothes washers for residents.
CalWater provides rebates for high-efficiency toilets and high-efficiency urinals, for commercial customers.
On November 13, 2021, Flows to Bay hosted a rain barrel rebate event at the City Corp Yard. San Mateo County residents were able to reserve and purchase discounted 50-gallon rain barrels. The City of San Mateo continues to provide matching funds for rain barrel rebates for residents.

Rain Barrel Rebates
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5 Year
Number of Rain
Barrel Rebates
Distributed
2021 12
2020 2
2019 2
2018 33
2017 11
WW 2 WATER EFFICIENT LANDSCAPING
Cal Water provides rebates for smart irrigation controllers and high-efficiency sprinkler nozzles for residential customers.
Cal Water provides rebates for smart irrigation controllers, high-efficiency sprinkler nozzles, large rotary nozzles, and spray bodies with integrated pressure and check valves for commercial customers.
In 2021, Cal Water launched a “Lawn-to-garden” (turf replacement) rebate and “Spray-to-drip” rebate programs. The program encourages residential and commercial customers to remove lawn and transform grass areas into water-wise gardens and landscapes. Drip irrigation uses 20- 50% less water than spray irrigation and delivers water directly to the root zone of plants. On November 13, 2021, the City hosted a virtual workshop on “Lawn to Garden Transformations.” The workshop reviewed how to convert your lawn to drought-tolerant landscape, plant an edible garden, and make other changes to transform your outdoor space and use less water. 40 people attended.

WW 3 WATER EFFICIENCY IN NEW CONSTRUCTION
Staff will explore reach codes for indoor and outdoor water efficiency for the next building code cycle.

OFF-ROAD EQUIPMENT
OR 1 ALTERNATIVE FUEL LAWN AND GARDEN EQUIPMENT
Staff are focusing on outreach to property owners and landscaping companies about the availability of electric landscaping equipment.
Staff launched an electric leaf blower equipment rebate in July 2021. Commercial landscapers can receive a rebate of up to 75% of the purchase price of an electric leaf blower, maximum $500 rebate. Residents can receive a rebate of up to 50% of the purchase price of an electric leaf blower, maximum $100 rebate. To date, 5 businesses and 25 residents have received rebates. Staff purchased a variety of electric equipment (backpack leaf blowers, handheld leaf blowers, chainsaws, and multi-tools) to use at City parks and during Spare the Air days. Limited battery life and charging infrastructure are still challenges and electric equipment cannot fully replace the use of gas-powered blowers at this time. Staff is in the process of identifying sweeping equipment capable of picking up debris on paths and parking lots to reduce dependency on backpack blowers. Funding for this equipment has not yet been identified. 404 of 406
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Measure
GHG Reduction by
Measure Available Metrics
2030 2050
BE 1
All-electric new
construction 4,640 7,420
Since 2020, there were permit applications for
the new all-electric construction of 29 single
family homes, 4 duplexes, 29 ADUs, and 387
multifamily units
BE 2
All-electric existing
buildings 13,950 85,960
Since 2020, 30 rebates issued for electric
equipment
RE 1
Peninsula Clean Energy
1,060 0

2.8% opt out rate for 2021; Since 2021, 100%
of electricity is greenhouse gas free
RE 2
Renewable energy
systems for new
and existing
residences 170 0
Since 2020, 664 solar permits and 179 battery
storage permits were issued for residential
buildings
RE 3
Renewable energy
systems for new
and existing
nonresidential
buildings 70 0
Since 2020, 5 solar permits (216.8 kW) were
issued for nonresidential buildings
EE 1
Residential energy
efficiency retrofits 6,030 17,860
Since 2020, 62 rebates were issued for
residential energy upgrades
EE2
Nonresidential
energy efficiency
retrofits 9,930 17,040
Currently, there are 21 certified green
businesses in San Mateo
EE 3
Residential tree
plantings <10 <10 150 trees planted on City streets annually ME 1
Energy efficiency
for new municipal
buildings supportive supportive
The San Mateo Wastewater Treatment Plant
Admin Building is pursuing LEED Silver
certification
ME 2
Energy efficiency
at existing
municipal
buildings 20 70
SST actual energy savings exceeded project
targets for 2021 (2,126,602 kWh and 27,019
therms)
ME 3
All-electric
municipal
buildings 110 210
Kiku Crossing and parking garage will be all-
electric
CF 1
Electric vehicle
charging
infrastructure 29,630 71,150
Since 2020, 77 electric vehicle charging
permits were issued at residential and
nonresidentail sites
CF 2
Electric vehicle
education and
outreach 17,050 17,120
Staff provided information regarding
incentives for electric vehicles
CF 3 Clean City fleet 170 420
The City operates a fleet of 225 vehicles, 57
(25%) of these vehicles are alternative fuel
vehicles
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CF 4
Clean fuel and vehicle
emissions 3,130 7,000
In 2021, 12.4% of light-duty vehicles sold were
zero emission vehicles in San Mateo County; In
2020, 14.3% of registered vehicles in San
Mateo County were alternative fuel
ST 1
Bicycle mode
share 240 670
City's first bicycle boulevard completed on
28th Ave and bike facilities installed on San
Mateo Drive
ST 2
Pedestrian mode
share 760 1,110
Complete Streets improvements were
completed on North San Mateo Drive from
Baldwin Ave to Peninsula Ave
ST 3
Micromobility and
shared mobility supportive supportive
No Shared Mobility Permit applications
submitted in 2021
ST 4
Public transit
services 9,130 25,110
25th Avenue grade separation and new
Hillsdale Caltrain station is complete
ST 5
Commuter
programs 130 3,420
Commute.org continued to offer shuttle
service
ST 6
Transportation
Demand
Management 2,330 8,460
City staff was awarded grant funding to
develop a citywide Transportation Demand
Management ordinance
ST 7
Transit-oriented
development 990 2,370
Since 2020, there were five transit-oriented
development projects approved
SW 1 Composting program 12,650 14,850
Since 2020, 37,272 tons of organic waste
composted
SW 2
Expanded
recycling service 5,360 8,530
No rejected loads of organic or recycling
materials due to contamination
SW 3
Waste awareness
and source reduction 1,910 5,510
City's Disposable Food Service Ware Ordinance
will go into effect October 1, 2022
WW 1
Water efficiency
retrofits for existing
buildings 100 230 Since 2020, 14 rain barrel rebates were issued WW 2
Water-efficient
landscaping <10 0
Staff held virtual workshops to encourage
water efficient landscaping
WW 3
Water efficiency in
new construction <10 10 No progress to date
OR 1
Alternative fuel
lawn and garden
equipment 200 1,140
Since program launch in 2021, 30 electric leaf
blower rebates were issued
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San Mateo City CouncilJune 6, 2022

San Mateo City Council
June 6, 2022