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17.09 Severability
A. If any part or provision of the contract documents is determined by any court to be illegal, invalid, or unenforceable, in whole or in part, the contract documents shall continue to be valid as to its other provisions and the remainder of the affected provision, unless it can be concluded from the circumstances that, in the absence of the provisions found to be null and void, the parties would not have entered into the contract documents. The parties shall use all reasonable efforts to replace any and all provisions or parts found to be null and void with provisions that are valid under the applicable law and come closest to their original intention.
17.10 Waiver
A. None of the following shall operate as a waiver of any provision of the contract documents, or of any power herein reserved by the Owner, or any right to damages herein provided: 1) inspection by the Owner or its authorized agents or representatives; 2) any order or certificate for payment, or any payment for, or acceptance of the whole or any party of the work by the Owner; 3) an extension of time; or 4) any position taken by the Owner or its authorized agents or representatives.
17.11 Warranty
A. Contractor warrants and guarantees that the materials and equipment provided shall be at least of the quality specified and new unless otherwise required or permitted by the contract documents and, if no quality is specified, then the materials and equipment shall be of commercial grade, suitable for heavy public use in facilities of similar size and complexity,, that the work performed hereunder will be free from defects, and that the work will conform to the requirements of the contract documents.
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This document is a MODIFIED version of EJCDC® C-522, Copyright © 2016 by the National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers, or is based in part on excerpts from copyrighted EJCDC documents. Those portions of the text that originated in copyrighted EJCDC documents remain subject to the copyright.
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IN WITNESS WHEREOF, Owner and Contractor have signed this Contract.
This Contract will be effective on __________________ (which is the Effective Date of the Contract).
OWNER: CONTRACTOR:
By: Brad Underwood By: Young Kang
Title: Public Works Director Title: President
Address for giving notices: Address for giving notices:
330 West 20th Avenue 783 Phillips Drive
San Mateo, CA 94403 City of Industry, CA 91748
License No.: CA License # 858483
(where applicable)
APPROVED AS TO FORM
Linh Nguyen
Assistant City Attorney
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EXHIBIT A
SCOPE OF WORK
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EXHIBIT B
INSURANCE REQUIREMENTS FOR CONSTRUCTION CONTRACTS
ARTICLE 18 - MINIMUM SCOPE AND LIMIT OF INSURANCE
18.01 Contractor shall procure and maintain for the duration of the contract, and for five (5) years thereafter, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors.
18.02 Coverage shall be at least as broad as:
A. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $5,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.
B.Automobile Liability: Insurance Services Office Form CA 0001 covering Code 1 (any auto), with limits no less than $5,000,000 per accident for bodily injury and property damage.
C.Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.
D.Builder’s Risk (Course of Construction) insurance utilizing an “All Risk” (Special Perils) coverage form, with limits equal to the completed value of the project and no coinsurance penalty provisions.
E.Surety Bonds as described below.
F.Professional Liability (if Design/Build), with limits no less than $2,000,000 per occurrence or claim, and $2,000,000 policy aggregate.
G.Contractors’ Pollution Legal Liability and/or Asbestos Legal Liability and/or Errors and Omissions (if project involves environmental hazards) with limits no less than $1,000,000 per occurrence or claim, and $2,000,000 policy aggregate.
18.03 If the contractor maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
18.04 Self-Insured Retentions. Self-insured retentions must be declared to and approved by the City. At the option of the City, either: the contractor shall cause the insurer shall to reduce or eliminate such self-insured retentions as respects the City, its officers, officials, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration, and defense expenses. The
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policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.
ARTICLE 19 - OTHER INSURANCE PROVISIONS
19.01 The insurance policies are to contain, or be endorsed to contain, the following provisions:
A.The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).
B. For any claims related to this project, the Contractor’s insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.
C. Each insurance policy required by this clause shall provide that coverage shall not be canceled, except with notice to the City.
19.02 Builder’s Risk (Course of Construction) Insurance A. Contractor may submit evidence of Builder’s Risk insurance in the form of Course of Construction coverage. Such coverage shall name the City as a loss payee as their interest may appear.
B. If the project does not involve new or major reconstruction, at the option of the City, an Installation Floater may be acceptable. For such projects, a Property Installation Floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment. The Property Installation Floater shall provide property damage coverage for any building, structure, machinery or equipment damaged, impaired, broken, or destroyed during the performance of the Work, including during transit, installation, and testing at the City’s site.
19.03 Claims Made Policies
A. If any coverage required is written on a claims-made coverage form:
1. The retroactive date must be shown, and this date must be before the execution date of the contract or the beginning of contract work.
2. Insurance must be maintained, and evidence of insurance must be provided, for at least five (5) years after completion of contract work.
3. If coverage is cancelled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective, or start of work date, the Contractor must purchase extended reporting period coverage for a minimum of five (5) years after completion of contract work.
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4. A copy of the claims reporting requirements must be submitted to the City for review.
5. If the services involve lead-based paint or asbestos identification/remediation, the Contractors Pollution Liability policy shall not contain lead-based paint or asbestos exclusions. If the services involve mold identification/remediation, the Contractors Pollution Liability policy shall not contain a mold exclusion, and the definition of Pollution shall include microbial matter, including mold.
19.04 Acceptability of Insurers
A. Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to the City.
19.05 Waiver of Subrogation
A.Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City for all work performed by the Contractor, its employees, agents and subcontractors.
19.06 Verification of Coverage
A. Contractor shall furnish the City with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL policy listing all policy endorsements to City before work begins. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’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.
19.07 Subcontractors
A. Contractor shall require and verify that all subcontractors maintain insurance meeting all requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors. For CGL coverage, subcontractors shall provide coverage with a form at least as broad as CG 20 38 04 13.
19.08 Surety Bonds.
A. Contractor shall provide the following Surety Bonds:
1. Performance Bond
2. Payment Bond
3. Maintenance Bond
B. The Payment Bond and the Performance Bond shall be in a sum equal to the contract price.
If the Performance Bond provides for a one-year warranty a separate Maintenance Bond is not necessary. If the warranty period specified in the contract is for longer than one year a Maintenance Bond equal to 10% of the contract price is required. Bonds shall be duly executed by a responsible corporate surety, authorized to issue such bonds in the State of California and secured through an authorized agent with an office in California.
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19.09 Special Risks or Circumstances.
A. City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances.
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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: 10 Section Name: CONSENT CALENDAR Account Number: 72-4674 File ID: 23-7988 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: October 16, 2023
SUBJECT:
Clean Water Program – Program Management Amendment
RECOMMENDATION:
Approve Amendment No. 9 to the agreement with CH2M Hill Engineers, Inc. to authorize scope and funding for the tenth year of program management services for the Clean Water Program; authorize payment in an amount not to exceed $7,447,151; establish a contingency amount of $1,487,000; amend the term to extend through June 30, 2026; and authorize the Public Works Director to execute this amendment and task amendments within the contingency amount in substantially the form presented.
BACKGROUND:
The Clean Water Program (CWP) is a $1 billion capital improvement program necessary to replace aging infrastructure in the wastewater treatment plant and collection system to meet regulatory requirements. On October 20, 2014, Council approved a professional services agreement with CH2M Hill Engineers, Inc. (CH2M) to provide program management for the Clean Water Program for one year with automatic extensions for five additional years, with scope and funding for subsequent years to be authorized annually by the City Council. Council authorized the scope of services for Years 2 through 9 under Amendment Nos. 1 through 8, respectively. The scope and funding for each subsequent year continues to be jointly developed and negotiated between City and CH2M staff, with annual authorization by Council. The recommended Amendment No. 9 details the scope of services and funding for Year 10 of the contract.
In accordance with the City’s municipal code and policy for procurement of services, the City selected CH2M through a Request for Proposals issued in July 2014. City staff selected CH2M based on the quality of the firm’s proposal, qualifications, and experience in similar programs; quality of key staff and program organization; understanding of unique project issues; well-defined scope and approach; capacity for innovative approaches; identification of sufficient staffing and appropriate level of effort; and client references.
Year 1 activities focused on developing the structure and team needed to deliver the CWP, performing validation studies for the WWTP, and continuing progress on current improvement projects. Year 2 activities focused on refining established project scopes, budgets, and schedules; shifting project delivery and execution; certifying and adopting the Programmatic Environmental Impact Report; and selecting the In-System Storage Program Approach. Year 3 and 4 activities focused on project implementation; completion of project-level alternative analyses; preliminary and final design; development of financing strategies; evaluation of impacts to ratepayers; public outreach; continuing environmental and permitting requirements for the projects; and evaluation of underground flow equalization system sites. Years 5 and 6 activities focused on shifting to construction phase for most of its projects; implementing financing strategies through bond financing and submission of letters of interest and applications to request State and Federal loans; continuing public outreach; continuing environmental and permitting requirements for projects; and completion of some of the projects.
Years 7, 8, and 9 activities have focused largely on construction management services for the WWTP projects and the
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CITY OF SAN MATEO
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Underground Flow Equalization System, as well as several other projects in the City’s collection system; securing two Federal WIFIA loans and one State Revolving Fund loan, saving ratepayers nearly $120 million; continued project delivery; and programmatic support.
Year 10 services will continue to focus on project delivery, shifting the final capacity improvement and flow management projects from design phase to construction phase, and project completions. It is anticipated that the Underground Flow Equalization System project will finish construction, as well as the new facilities associated with the Wastewater Treatment Plant Upgrade & Expansion project. The delivery of WWTP improvements will continue through and beyond Year 10. The scope continues to be based on a project and functional services structure designed to support the CWP. Tasks include program administration, program controls, engineering and project management, construction management and inspection, environmental and permitting support, and public outreach. The detailed scope of services is described in Attachment 1 - Exhibit A. The following projects will be in design; starting or in construction; or completing construction during Year 10:
•In Design
oWWTP Annual Major Components (various packages)
oBasin C Sewer Rehabilitation
oBasin D Sewer Rehabilitation
•Starting or In Construction
oWWTP Upgrade & Expansion (Package 3) (WIFIA & SRF Funded) oWWTP Immediate Action Projects, Package 3
oWWTP Annual Major Components (various packages)
oBasins 2 & 3 – El Camino Real Capacity Improvements (WIFIA Funded) oEast San Mateo Lift Station Improvements, Package 2
oBasin B Sewer Rehabilitation
•Scheduled for Anticipated Construction Completion
oWWTP Immediate Action Projects, Package 2
oWWTP Annual Major Components (various packages)
oBasin A Sewer Rehabilitation
oBasin E Sewer Rehabilitation
oBasins 2 & 3 – Underground Flow Equalization System Project (WIFIA Funded) oBasins 2 & 3 – Dale Avenue Pump Station Improvements (WIFIA Funded) oBasins 2 & 3 – Delaware Street Relief Sewer (WIFIA Funded) CH2M will continue to provide project and construction management for the wastewater treatment plant and construction management oversight of the collection system projects. Amendment No. 9 includes the jointly developed scope of services for Year 10 and the associated budget of $7,447,151. The level of effort and fee was negotiated based on quantity and complexity of projects and program needs anticipated for the ensuing year.
For Year 10, the requested contingency budget is $1,487,000. Majority of this contingency budget is based on estimated costs of additional project management and construction management services the City may require if there are delays to active construction projects. This contingency budget also accounts for general risks associated with program/project delivery and unanticipated scope that may arise through Year 10.
To provide continuity of the Program team, staff also recommends extending the agreement period through the anticipated completion of the Clean Water Program, which is scheduled for completion at the end of fiscal year 2025/2026 (June 30, 2026). The scope and funding for each subsequent year will continue to be jointly developed and negotiated between City and CH2M staff, with annual authorization by City Council.
BUDGET IMPACT:
On October 20, 2014, City Council approved a professional services agreement with CH2M to provide program management for the Clean Water Program. Amendments were approved for each subsequent year. The following table
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CITY OF SAN MATEO
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shows the agreement and amendment contracted values and the actuals spent per year.
Year Agreement /
Amendment
Amount Approved by Council Actuals Spent Underrun
1 Original Agreement $4,856,900 $4,856,900 $0
2 Amendment No. 1 $8,998,731 $8,998,731 $0
3 Amendment No. 2 $14,366,405 $11,270,001 $3,096,404
4 Amendment No. 3 $17,493,206 $13,722,696 $3,770,510
5 Amendment No. 4 $23,670,000 $12,180,400 $11,489,600
6 Amendment No. 5 $17,600,000 $13,641,446 $3,958,554
7 Amendment No. 6 $14,330,000 $13,198,689 $1,131,311
8 Amendment No. 7 $11,132,000 $10,828,744 $303,256
9 Amendment No. 8 $9,400,769 $9,864,064* ($463,295)**
* Value includes Year 9 Actuals as an estimate at completion of Year 9 and will be confirmed in November 2023. **Although an overrun is shown, the contingency reserve has been utilized to prevent an actual overrun in budget. Year 9 “Actuals Spent” are anticipated to exceed the Year 9 “Amount Approved by Council” ($9,400,769) due to added scope and service needs. As of August 2023, the Public Works Director executed ten task order amendments totaling $523,317 using Year 9’s $1,410,000 contingency reserve, increasing the Year 9 budget to $9,924,086. The anticipated “Actuals Spent” are forecasted to be $60,022 under this increased Year 9 budget.
The level of effort for Amendment No. 9 for Year 10 is estimated at an amount not to exceed $7,447,151, including a contingency budget of $1,487,000, to fund increased level of effort for certain tasks if determined necessary and authorized by the Public Works Director.
Program Management tasks constitute approximately $2,178,115 and will be charged to the Program Management Project (469981).
Project-specific tasks such as project management and construction inspection, estimated at approximately $5,269,036 have been included in the budgets for, and will be charged to, the individual projects to which they pertain (469988, 46s003, 46s005, 46s090, 46s091, 46s092, 46s093, 46t003, 46t009, 46t010, and 46t090).
ENVIRONMENTAL DETERMINATION:
Council approval of Amendment No. 9 to the Agreement between the City and CH2M is exempt from CEQA review because entering into a professional services agreement amendment for continued program management can be seen with certainty that there is no possibility that the amendment may have a significant effect on the environment. (CEQA Guidelines section 15061(b)(3).) In addition, the City prepared a Final Programmatic Environmental Impact Report (Final PEIR) for the Clean Water Program in accordance with the California Environmental Quality Act (CEQA) (SCH No. 2015032006). Council on June 6, 2016, certified the PEIR. In accordance with CEQA, the Final PEIR serves as the primary environmental compliance document for the implementation of the Clean Water Program. The City prepared Addenda to the Final PEIR that was approved on July 16, 2018 (Addendum 1) and April 15, 2019 (Addendum 2).
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 - Amendment No. 9
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CITY OF SAN MATEO
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STAFF CONTACT
Deryk Daquigan, Acting Deputy Director of Public Works
[email protected]
(650) 522-7287
Brad Underwood, Director of Public Works
[email protected]
(650) 522-7303
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1 AMENDMENT NO. 9 TO THE AGREEMENT
BETWEEN THE CITY OF SAN MATEO AND
CH2M HILL ENGINEERS, INC. FOR
PROGRAM MANAGEMENT SERVICES
WHEREAS, the City of San Mateo (“City”), a municipal corporation of the State of California, and CH2M HILL ENGINEERS, INC. (“CONSULTANT”), entered into an Agreement for Program Management Services (“Agreement”) on October 27, 2014; and
WHEREAS, the Clean Water Program is a $1 billion capital improvement program necessary to replace aging infrastructure in the wastewater treatment plant and collection system to meet regulatory requirements; and
WHEREAS, City Council approved a professional services agreement with CH2M in October 2014 to provide program management for the Clean Water Program with scope and funding for subsequent years to be authorized annually by the City Council; and
WHEREAS, City Council authorized the scope of services for years two through eight of the Clean Water Program under Amendment Nos. 1 through 8, respectively; and
WHEREAS, City and CONSULTANT wish to amend the Agreement to extend and amend program management services as described below.
NOW, THEREFORE, the parties agree as follows:
1. Section 1, “Scope of Project,” of the Agreement is amended to add services as described in Exhibit A to Amendment No. 9 and made a part hereof.
2. Section 3.2, “Consultant,” of the Agreement is amended, as described in Exhibit D, to replace the stated key personnel and contractually commit the noted staff to the delivery of the Clean Water Program and made a part hereof.
3. Section 5, “Duties of Consultant,” of the Agreement is amended to add services as described in Exhibit A to Amendment No. 9 and made a part hereof.
4. Section 7, “Term, Progress, and Completion,” Second Paragraph, of this Agreement is amended as follows:
It is understood and agreed that time is of the essence of this Agreement.
CONSULTANT’ agrees to perform the services within the time limits et forth in EXHIBIT B. The term of this Agreement shall commence on the effective date of the Agreement and end on June 30, 2026. The City with reasonable notice to the CONSULTANT reserves the right to commence,
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2 close, reduce, or extend the CONSULTANT’s services at any time in response to changing needs.
5. Section 8, “Payment,” of the Agreement is amended to add services as described in Exhibit A to Amendment No. 9 and made a part hereof.
6. Section 8, “Payment,” of the Agreement is amended to provide the updated cost schedule set forth in Exhibit C to Amendment No. 9 and made a part hereof.
The remaining terms of the Agreement remain in full force and effect.
CITY OF SAN MATEO CONSULTANT
______________________________ ___________________________________ Brad B Underwood Scott Jones
Interim Public Works Director Vice President
Date: ____________________ Date: ____________________
ATTEST:
______________________________
Patrice Olds, City Clerk
Date: ____________________
Approved as to Form:
_____________________________
Prasanna Rasiah, City Attorney
Date: ____________________
Attachments:
Exhibit A – CH2M HILL Year 10 Scope of Services
Exhibit B – Not Applicable
Exhibit C – Revised Rate and Cost Schedule Including Hourly Rates, Sub- Consultants, and Reimbursable Expenses
Exhibit D – Clean Water Program Year 10 Staff Commitment
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1 EXHIBIT A
CH2M Year 10 SCOPE OF SERVICES
Task 01. Program Management and Administration
Task 1 includes activities related to the general administration of the City of San Mateo (City) Clean Water Program (Program). This task will provide services to keep the Program on schedule and communicate and mitigate team or quality concerns. The CH2M Program Manager Advisor, the CH2M Construction Management Lead, the CH2M Program Controls Lead, the City Program Executive, City Program Manager, and City Engineering Delivery Leads, as part of the Program Management Team (PMT), are responsible for the day-to-day management of the Program and Program team, including work assignments, and performance monitoring. They will work together to adjudicate competing operational requirements, communicate a common plan, and enable overall Program schedule flow.
They will also facilitate Program-level decision making and accurate root-cause problem identification for early and decisive corrective actions needed to deliver the Program within budget and on schedule.
Task 01.01 Program Management
a. Program Management: Key responsibilities and activities to be performed by the Program Manager Advisor include the following:
• Provide a safe working environment, strong communications and inclusion, and forward strategic thinking and planning for successful Program implementation. Provide safety training for construction and field work to Jacobs Program staff and subcontractors. • Ensure high team performance, assign appropriate staff for delivery, and proactively track delivery, cost, scope, and schedule changes at the Program level. • Manage and retain key staff, flex to fill gaps, and maintain Program succession planning. • Support the Program’s political, Council, Commissions, and public outreach strategy and needs.
• Oversee the management, tracking, and reporting of Program monthly performance and progress, including:
o Review earned value, cost performance index (CPI), and schedule performance index (SPI).
o Establish Key milestones and track successes.
o Oversee critical path activities and all functional teams including project delivery, environment and permitting, public outreach, funding, and construction. o Review CH2M and subconsultant invoices.
• Provide timely assistance with problem solving to resolve critical issues or unforeseen events that may arise, such as: significant construction delays, large variation orders, unforeseen events that can impact scope, schedule and costs, regulatory permit non- compliance, any safety concerns, key staff losses and retention needs. • Provide Programmatic oversight, guidance, and training related to Program processes and procedures.
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2 • Support City Engineering and Delivery Leads as follows:
o Resourcing of Project Managers
o Monthly project reviews
o Process and procedure ownership
o Delivery consistency
o Periodic audit of process compliance
o Review of scopes, budgets, changes
o Review of internal and external deliverables
o Review of agreements, administrative reports (ARs), and Amendments o Review of Estimates at Completion (EAC)/Estimates to Complete (ETC) and schedule updates
o Management of Project level risk reviews/updates
• Coordinate and lead project deep dives with Project Managers at least monthly for all projects.
• Lead change management activities in close coordination with a Change Management Board. Organize and manage the weekly Change Board meetings. Support tracking and management of Change Request Forms (CRFs); coordinate with Project Managers to review and approve Level 4 CRFs; and coordinate with Project Managers to prepare Level 3 CRFs for Change Board approval.
• Provide leadership for risk management at the Program and project levels to support the mission of the Program at the lowest possible cost and per the defined schedule. Conduct significant project phase change risk reviews. Coordinate with the PMT and Project Managers to facilitate risk updates and review, monitor, and update mitigation strategies.
Hold the project managers accountable and coordinate risk updates with the Program Controls team. Bring risk concerns to the attention of the City and PMT on an as-needed basis and discuss in detail at the PMT meetings. At the project level, Project Managers are expected to update and communicate individual risks to the Program Manager Advisor. • Implement the quality management plan developed in Year 1 and updated in Years 2 through 9 of the Program. Provide quality assurance (not quality control) and work with the Program team to ensure that proper quality measures are taken to prevent additional risk to the Program and the City. Project Managers and Program staff will be accountable for quality of their own work and assurance of the work they are managing. b. Program Oversight: The Principal in Charge (PIC) will perform a site visit and client debrief once each quarter. The PIC will meet with the City Manager, Public Works Director and/or Deputy Public Works Director during these site visits to review status of the Program, CH2M performance, and other related topics.
Deliverables
1. Annual updates to Program Management Plan (PMP) as needed.
2. Annual list of program successes/achievements.
3. Succession plan and staffing recommendations as needed.
4. Phase change risk review updates for individual projects.
5. Incorporation of new project-specific risk registers into the Program risk register.
6. As-needed training materials or presentations for Program related processes and procedures.
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3 7. As-needed training materials or presentations for Project Management tools and performance monitoring.
Assumptions
1. PMA will be based in San Mateo.
2. City will provide the following roles to support this task and the Program:
a. Program Executive
b. Program Manager
c. Engineering Delivery Leads – WWTP and Collection Systems
3. Program-related meetings will be held virtually through Microsoft Teams calls. In-person meetings, if needed, will be held at the CH2M WWTP Construction Management (CM) Trailer.
4. Bi-weekly PMT coordination meetings will be held.
5. Activities related to the Regional Service Customers and Partner Agency Coordination/support will be led by City. Any Regional Service Customers and Partner Agency Coordination effort requested of CH2M team members will be handled as a change and funded from contingency.
6. Individual Project Managers will work directly with designers and contractors to develop and update project-specific risk registers.
7. Change Management Board will consist of the Program Manager Advisor, City Public Works Director, City Deputy Public Works Director (Program Executive), and City Engineering Manager (Program Manager). Depending on the Change Request Forms being reviewed at the Change Board Meeting, participants may also include the Engineering Delivery Leads and associated Project Managers/Construction Managers.
8. All requests for non-local staff to travel to the Bay Area in support of the WWTP and Collection System projects will be managed as a change and be funded through contingency.
Task 02. Program Controls
Task 2 covers activities related to financial management of the Program, including Program Controls Management, Economic Management, Document Management, and State and Federal Funding Coordination.
Task 02.01. Program Controls Management
The Program Controls team will maintain accurate and timely data to analyze and report on the status of the Program and its individual projects, revealing areas of potential risk or opportunity and highlighting recurring problems and best practices that can be adopted to address them at both the project and Program levels. The Program Controls team will continue to use the system of integrated tools and processes to support the monitoring and reporting on true progress of projects considering the work physically completed and approved by the PM/CM Team, the time taken, and the actual costs incurred to complete that work. Program Controls will coordinate between the PMT, Project Managers, Program team members, and City to get the most updated cost, schedule, and change management data.
The Program Controls responsibilities are categorized into two separate focus areas, Program-level and project-level as described below.
a. Program Controls Management: Includes the following key activities:
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4 o Manage the Program Controls function and team.
o Oversee general Program reporting.
o Oversee document and Program SharePoint site management. o Prepare semi-annual cash flow analysis.
o Coordinate with Program functional leads and Project Managers. o Ensure quality control of Program Controls deliverables. b. Project Controls (Cost, Schedule, and Reporting). Includes the following key activities:
o Use and maintain the standard program work breakdown structure (WBS) for all projects.
o Prepare project baseline budgets and schedules and perform monthly cost and schedule management/updates for Project Managers.
o Provide monthly project controls support for Project Managers and Construction Managers.
o Conduct monthly cost and schedule update meetings with Project Managers and Construction Managers.
Deliverables
1. Program cash flow analysis and memorandum: provide semi-annually.
2. Provide PDF of Primavera P6 (P6) project schedule and costs monthly for all projects.
Assumptions
1. City will provide the Program Controls team with read access to Workday to provide actual costs monthly. These costs are imported to P6. Invoices in Workday can be delayed by up to three months; therefore, project accruals will be tracked, and actual costs will be confirmed through Workday.
2. City converted from the use of EDEN to Workday for their accounting system in Fall 2022. Any training for CH2M staff or issues encountered resulting in additional or unanticipated effort associated with this transition as it relates to management of the Program will be considered out of scope and will be managed through change utilizing contingency.
3. City will prepare annual project charters in support of their fiscal year budgeting process. CH2M will not provide support of the Charter process.
4. Any special Program or Project Controls analyses, reports (such as Time Impact Analysis (TIA), other claims analysis, etc.), or other support will be managed via contingency.
5. The Program Dashboard is no longer updated or maintained.
Task 02.02. Economic Management
CH2M will perform TACT model update semi-annually with new P6 information and financial data as available and relevant to support the production of a semi-annual cash flow.
CH2M will participate in and contribute to two Year 10 Economic Summits scheduled, managed and run by the City. The PMA and SRF/WIFIA Lead will participate from CH2M in the meetings. CH2M will prepare and present a brief presentation summarizing the Program Financial status, summary of active/future projects, significant program risks that remain, program schedule status and SRF/WIFIA loan program status at each summit.
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5 Deliverables
1. Semi-annual cash flow analysis (June and December).
2. Financial reporting for inclusion with WIFIA/SRF annual and quarterly compliance reporting deliverables.
3. Economic Summit Presentation
Assumptions
1. TACT model will remain the property of CH2M and will not be provided to the City.
2. Base scope does not include any TACT modeling scenario analysis. Any TACT modeling scenario analysis requested will be managed as a change and funded through use of contingency.
3. Economic Summit meetings will be held in person in San Mateo. Duration of 2 hours or less is anticipated. City will organize, manage, and prepare meeting notes for the summit.
Task 02.03. Document Management
The Program team will use the Program SharePoint site to manage project-related documentation outside of construction management-related documents, which will be stored and managed in Procore.
This will allow the team to collaborate on documents in progress and provide a repository for project records.
The following activities will be performed under this task:
• Assist team with records storage within SharePoint.
• Maintain the term store and update as needed.
• Monitor SharePoint records for compliance with meta data requirements. • Perform periodic records storage cleanup, clean recycle bin, check for duplicate records, etc. • Prepare records management training materials and provide training, as needed.
Deliverables
1. Document management training materials for the Program team, as needed.
Assumptions
1. City will provide Document Controls support to perform the necessary City processes for document management, including coordination with the City Clerk’s Office and updates to the Terms-Store.
2. City will provide SharePoint administrative support as needed for maintaining the Program SharePoint site environment and adequate storage capacity.
3. Procore will be used for document management of construction-related records.
4. Special requests from the City regarding SharePoint storage management or other special topics will be considered changes in scope and be funded through contingency.
5. City will provide a solution to move files from Procore to SharePoint for completed projects.
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6 Task 02.04. State and Federal Funding Coordination
CH2M will provide ongoing support of the Program’s WIFIA loan efforts. Activities will include coordination with the Program Controls and Economic Management team to update cash flow projections; preparation of documentation to comply with WIFIA quarterly reporting requirements; and support City Finance team in preparation of documentation for loan disbursement requests.
CH2M will provide ongoing support of the Program’s SRF loan efforts. Activities will include preparation of documentation to comply with SRF quarterly reporting requirements including review of environmental compliance; annual reporting requirements related to Disadvantaged Business Enterprise (DBE) compliance to satisfy SRF conditions (prepared by Sundt); and preparation of documentation for loan disbursement requests.
Deliverables
1. Quarterly project status reports to WIFIA.
2. Quarterly project status reports to SRF.
Assumptions
1. City will lead coordination efforts with Federal agencies, including facilitation of meetings with City Finance Department/PFA, WIFIA and SRF organizations, and provide input on processes needed to satisfy loan requirements.
2. City Management Analyst team will lead development and review of invoicing forms and formats, CH2M to provide oversight and support.
3. Review of City-prepared payment and invoicing forms and formats ensuring that they are acceptable to Federal agencies and support of initiation of inter-PFA invoicing process is not included in the base scope but could be added through use of contingency.
4. Requests for CH2M support, such as coordination with State and Federal agencies and City Finance Department; coordination between the San Mateo-Foster City Public Financing Authority (PFA) and Federal agencies; preparation for Federal site visits or audits; check- in/coordination with the United States Environmental Protection Agency (EPA) for administration of both WIFIA loans and the SRF loan; and other support will be managed as changes utilizing contingency.
5. The City’s Contractor for the WWTP Upgrade and Expansion Project, Sundt Construction, Inc., will be responsible to prepare the annual DBE report using SRF’s standard form and guidelines.
CH2M will be responsible for coordination, review, and submission to SRF.
Task 03. Engineering and Project Management
This task will consist of project management and engineering activities to meet the goals of the Program, provide the best and most efficient solutions, and keep the Program on schedule and within budget.
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7 Task 03.01. Engineering Delivery Management
A CH2M Engineering Delivery Management role will not be provided in Year 10. The project management and delivery activities will be coordinated by the Program Manager Advisor under Task 01 Program Management.
City will provide two Engineering Delivery Leads who will oversee activities related to wastewater treatment plant and collection system projects with support from CH2M to provide a holistic perspective of how each project impacts the overall Program and to assist the Engineering Delivery Leads in driving consistency across the projects.
Task 03.02/03. Project Management
CH2M will provide Project Managers to deliver Program projects for the collection system and the WWTP if agreed with the City. Project Managers will be responsible for efficient delivery of projects by managing Consultants and Contractors, managing project scope, cost, schedule and quality, and communication with the Engineering Delivery team.
Primary Project Management Team responsibilities during the design phase of the project are detailed below:
• Scope, budget, and schedule management and reporting
o Review, manage, and monitor Consultant scope of work; monitor and track progress against scope of work; and report progress monthly.
o Review, manage, and monitor Consultant budgets; monitor and track project budgets and costs using Program tools; status project-level earned value progress and prepare EACs monthly; coordinate and facilitate value engineering reviews if needed. o Develop and coordinate project level schedule; review, manage, and monitor Consultant schedules; report status against schedule; and provide monthly progress report. o Coordinate with the Engineering Delivery team and Program Controls to report the latest project cost and schedule information.
• Risk management
o Identify, develop, and maintain project level risks, risk definitions, and assessments o Develop risk mitigation strategies
o Coordinate with Risk Manager to provide risk updates to PMT • Change management
o Provide oversight and communication of project Decision Log o Negotiate and process consultant and contractor amendment requests; preparation of Change Request Form (CRF)
o Control scope by identifying and managing changes during design o Support development of materials for and presentation of CRFs to Change Board • Procurement, task order, and contract management
o Review and negotiation of consultant proposed scope and fee o Develop procurement documents for Consultant Agreements o Prepare Administrative Reports for City Council action o Administer and manage consultant (professional services) agreements
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8 o Administer and manage task orders and purchase orders request forms/POARS associated with project needs, such as right of way acquisition, PG&E services, etc. o Prepare contract amendments and change orders
o Manage and approve Consultant invoices/payments
o Resolution of Consultant contract issues/disputes
• Team leadership and management
o Coordinate project involvement of Functional Leads and Technical Advisors as appropriate
o Coordination and oversight of consultant(s) or other third parties during all phases o Monthly reporting to Engineering Delivery Team
o Inform PMT of progress and issues
o Coordinate with other projects as needed
• Quality assurance
o Verify that Consultant implements quality control process o Confirm that Consultant has addressed review comments in subsequent deliverables o Coordinate and facilitate constructability and O&M review workshops o Coordinate input/reviews by Program Technical Advisors o Review and verify that Consultant deliverables meet scope and contract requirements o Coordinate and facilitate deep dive reviews
• Coordination and management of stakeholder engagement o Coordinate and facilitate City Staff/O&M review workshops/meetings o Coordinate and facilitate engagement with utility companies, such as PG&E, Cal Water, Comcast, AT&T, etc.
o Coordinate and facilitate engagement with City, San Mateo Planning, or other City Departments
o Coordinate and support project-related public outreach activities o Coordinate and participate in easement negotiations with property owners, if applicable o Coordinate and support public, Commission, and City Council meetings o Support content development for community meeting presentations and related materials (posters, handouts, etc.); attend community meetings • Coordination and management of communications and meetings o Coordinate and facilitate regular Consultant coordination/project status meetings o Prepare and distribute meeting notes for managed meetings o Inform project team of City and Program activities and decisions o Coordinate and facilitate responses to information requests from all parties including public
o Participate in regular Project Manager/Engineering Delivery review meetings o Respond to Program’s communication hotline comments and questions related to project
• Document and records management
o Project level document management
o Consultant deliverable management – Quality assurance, distribution, and storage o Submit project or program documents to Document Controls Lead for review and record storage
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9 • Technical Support
o Engineering support to facilitate consistency in design o Technical guidance to City on projects, activities, and planning o Review of remaining design deliverables for conformance with the Program objectives and criteria
During the construction phase of the project, the project’s CM team takes over the primary responsibilities for construction delivery and these services are detailed under Task 05.
The Project Management Team responsibilities during the construction phase of the project, primarily in a supporting role to Construction Management, are as follows:
• Internal and External Coordination
o Serve as point of contact with the Program Management Team as well as with operations staff
o Support coordination with Program and project team regarding progress and issues o Support coordination with Collection System O&M staff, Wastewater Treatment Plant O&M staff, and other City departments for existing facility shutdowns and/or tie ins. o Backup to CM to receive and file monthly labor compliance reports o Respond to Program’s communication hotline comments and questions related to project
o Inform project team of City and Program activities and decisions o Coordinate and facilitate responses to information requests from all parties including public
o Labor Compliance Contract Management and coordination for those projects requiring labor compliance related to funding requirements.
• Meetings
o Support preconstruction meeting which also represents the official project hand-off from PM to CM
o Participate in monthly project progress meetings
o Support regular project meetings including schedule updates, risk management, progress payment, Change Board, and public outreach
o Participate in regular Project Manager/Engineering Delivery review meetings • Scope, Cost, Schedule Management and Reporting
o Support review, approval, and maintenance of Schedule of Values; progress payment reviews and approvals; maintain contract financial data and summaries o Support baseline schedule review and acceptance; monthly schedule update reviews; review and approval of schedule changes and schedule recovery plans o Support monthly reporting, and SRF/WIFIA reporting, if applicable • Change Management
o Support tracking and management of all communications to assure response compliance
o Support CM to prepare and issue Field Orders (FO)/Work Change Directives (WCD); prepare and issue Requests for Proposals (RFP); review Change Order Requests for
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10 Entitlement and Merit; review and negotiate change order Pricing; review and analyze change order schedule impacts
o Support tracking and management of all Change Orders; coordinate with the Engineering Delivery team to review and approve Level 4 Change Orders; and coordinate with the Engineering Delivery team to prepare Level 3 Change Orders for Change Board approval.
• Quality Management
o Assist CM in adjudicating quality issues.
o Provide support per responsibilities defined in project RACI diagrams. • Safety Management
o Support safety culture and CM Team with monitoring Contractor’s safety program and implementation thereof
o Support review of safety incidents and reporting requirements • Dispute Resolution
o Lead review of Conformed Bid Documents before Award
o Support Construction Manager to review issues for Entitlement and Merit o Support Construction Manager to prepare responses to correspondence o Support Construction Manager to conduct resolution meetings and negotiations • Testing, Startup, and Commissioning
o Participate in startup and commissioning planning/progress meetings o Support coordination of review and acceptance of Testing, Commissioning, and Startup Plans
o Support review and monitoring of startup and commissioning schedule activities o Support coordination of training activities and schedule • Project Close-out
o Support Construction Manager in conducting Substantial and Final Completion Inspections
o Support Construction Manager in recommendation of final acceptance of work by City o Prepare and submit a project close out memo (summary of actual costs, and project highlights, challenges, and lessons learned), and presentation (when requested), to the PMT for review
o Coordinate submittal of as-built drawings to City and Hydraulic Modeling Lead for updates to City’s GIS and hydraulic model
The following projects will be managed under this task according to the scope described above and per the additional constraints/limitations noted below:
Task 03.02 Wastewater Treatment Plant Projects
a. SCADA Merger Project: Scope has not been included for this project in Year 10. b. WWTP Upgrade and Expansion Project: CH2M to provide project management for construction from October 28, 2023, through October 2024. An allowance of 40 hours has been included in the budget for as-needed process advisor support for this project. If additional technical resources are required, CH2M will seek approval from the City. c. WWTP IAP 2 Project: CH2M to provide project management for construction from October 28, 2023, through March 2024. If the project schedule becomes further delayed or there is support
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11 needed on any post-project claim activities, CH2M will seek approval for additional budget from the City.
d. WWTP IAP 3 Project: Scope has not been included for this project in Year 10 as City will provide the Project Manager.
e. WWTP Annual Major Components (AMC) Project: Scope for technical support has been included for this project in Year 10 to support City as needed. An allowance of 80 hours for as needed technical support and review requested by the City. If the allowance is exceeded, any adjustments will be handled through change orders and use of contingency.
Task 03.03 Collection System Projects
a. Basins 2 & 3 Collection System Improvements (Basins 2 & 3) – Overall Project Management:
CH2M to provide 36 hours of overall project management oversight for the ongoing suite of Basins 2 & 3 projects through October 2024. Task-specific project management activities are allocated to the respective project-level subtasks. Provision of technical support associated with the remaining active construction and design projects, if required, will be handled as a change utilizing contingency. Examples of the technical specialties would include geotechnical/ tunneling, hydraulic modeling, mechanical/process, and electrical engineering. b. Basins 2 & 3 – Dale Avenue Pump Station (DAPS) Project: CH2M to provide project management during the remaining construction period, anticipated to be completed in February 2024. Project closeout protocols and final documentation at completion is included in this effort for the DAPS project.
c. Basins 2 & 3 – Delaware Street Relief Sewer Project: CH2M to provide project management during the construction period. The overall construction project is anticipated to be completed by October 2023 with final closeout protocols and documentation completed by end of December 2023.
d. Basins 2 & 3 – Underground Flow Equalization System (UFES) Project: The City’s UFES Project Manager will continue to be responsible for the overall management of the UFES project and will be responsible to complete final closeout protocols and documentation. CH2M project management support, if requested, will be handled as a change utilizing contingency. e. Basins 2 & 3 – El Camino Real North/South: CH2M will provide project management for the El Camino Real – North and South Package from October 28, 2023, through October 2024. No technical support will be provided under the base scope; if required, CH2M will obtain City approval.
f. Basin 4 Project – Odor Control Package: Scope has not been included for this project in Year 10. g. East San Mateo Lift Station Package 2 – Los Prados and Kelly Kehoe: CH2M will provide as- needed technical support related to this project. The LOE included will be considered as an allowance, and any effort in excess of this amount will be considered a change utilizing contingency.
Deliverables
1. Procurement documents for consultant pursuits.
2. Project ETC/EAC updates monthly.
3. Reviewed consultant invoices.
4. Project schedule updates monthly.
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12 5. RACI charts for construction projects.
6. Quality Control/Assurance Review Comments for consultant deliverables.
7. Initial project risk register including mitigations and phase change risk updates.
8. Draft contract agreements, amendments, change order requests, CRFs, and administrative reports as necessary for their respective projects.
9. Review comments for design submittals.
10. Meeting notes for managed meetings.
11. Coordinating project as-builts and supporting their incorporation into City records (i.e., GIS, hydraulic model).
12. Project closeout memo.
Assumptions
1. City will provide project manager(s) and/or continue the project management responsibilities for the following projects:
a. WWTP IAP 3
b. WWTP AMCs
c. Basin 4 Odor Control
d. Annual CCTV Inspections
e. Basin A Annual Rehab
f. Basin E Annual Rehab
g. Basin B Annual Rehab
h. Basin C Annual Rehab
i. East San Mateo Lift Station Package 2 - Los Prados and Kelly Kehoe j. Basins 2 & 3 UFES Project
2. The following key responsibilities of the City Engineering Delivery Leads are not included in the CH2M scope for this task:
a. PM to Project assignment.
b. Issue and decision resolution.
c. Inform PMT of project progress/issues.
d. Ownership of public, council meetings.
e. Approval of scopes, budgets, changes.
f. Approval of internal and external deliverables.
g. Approval of agreements, ARs, amendments.
h. Monitor project EACs and schedule.
3. All staff managing projects will use Program management tools provided by the Program Controls Lead and manage projects on an earned value basis.
4. Project changes will be reported by Project Managers (CH2M and City) to the Engineering Delivery team for their respective projects.
5. Project and Program risks identified will be reported by Project Managers (CH2M and City) to the Program Risk Manager for their respective projects.
6. Ad hoc technical support or special investigations will be assumed to be out of scope and will be handled with change proposals.
7. An allowance for level of effort is included for as needed Technical Support to various Program projects including 80 hours for the AMC Projects and 40 hours for the East San Mateo Package 2
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13 project. Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
8. In order to provide a hydraulic review, Consultant design submittals will need to include a hydraulic model submittal reflecting the plans for Program model review.
9. For IAP 3 and AMC, City PM will remain as sole project manager. Any supplemental work on IAP 3 and AMC requested by City in support of City PM will be managed as a change utilizing contingency.
Task 03.04. Technical Support
CH2M technical support will not be provided in Year 10 at the Program level. An allowance for level of effort is included for Technical Support to various Program projects on an as-needed basis in the respective project budgets. There is no additional budget or allowance for Technical Support provided elsewhere in the budget for Year 10.
Task 03.05. Hydraulic Modeling
CH2M will provide hydraulic modeling support as described below in Year 10:
a. Model maintenance anticipated tasks are the following:
• As projects are completed, and as-built data (to include x-y coordinate information) will be compiled and provided by the Design Engineers for use in updating City geographical information system (by City) and City’s hydraulic model (by CH2M). This may include updating operational controls following commissioning (i.e., flows and pump controls at DAPS, UFES, and other collection projects). LOE of 40 hours has been assumed for this effort, if expended, CH2M will request an increase in allowance from contingency. b. Training: Scope has not been included for this task in Year 10. c. Development reviews: Allow up to 60 hours to perform development reviews for project applications submitted to the City’s Community Development Office. d. Flow monitoring support: Scope has not been included for this task in Year 10. e. Miscellaneous Data and Analysis: Allow up to 100 hours to perform miscellaneous data and analysis related to collection system hydraulics.
Deliverables
1. Hydraulic model updated to include as-built model data as available from Design Engineers and available budget.
2. Development review assessments in technical memorandum format.
Assumptions
1. City staff will perform the field investigations to verify system configuration and hydraulic conditions in support of development review assessments.
2. City staff will provide requested data (e.g., WWTP influent flows, precipitation, wetwell levels).
3. City staff will update the City geographical information system based on Design Engineer as built data.
4. No CH2M resources are included assisting City in managing or accessing the hydraulic model on City servers.
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14 5. The scope above excludes any activities supporting SCADA related implementation.
6. An allowance for level of effort is included for some tasks as noted above on an as-needed basis.
Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
7. Final design or as-built models to use for maintaining the City’s model will be provided by the design firms (I.e., Stantec, Schaaf and Wheeler, etc.).
Task 03.06. Odor Control Support
CH2M odor control support will not be provided in Year 10. Any odor control support related specific to a project will be covered under the Project PM Team tasks.
Task 03.07. SCADA Support
The SCADA scope of work for Years 2 through 9 was developed as a result of the SCADA workshop with City and the initial gap analysis performed by CH2M. SCADA work for Year 10 will focus on providing general as-needed support for the ongoing projects and existing facilities. SCADA tasks to be performed by CH2M will be coordinated with City’s Information Technology Department.
Specific CH2M tasks will include the following:
Continued SCADA as needed support: CH2M will provide an allowance of 128 hours technical support for SCADA, PLC, and IT related tasks to the WWTP I&C team. Deliverables None are anticipated, but items may be defined as part of the technical support activities.
Assumptions
1. City will be responsible for inviting the appropriate participants and stakeholders for all project meetings. The Consultant will provide guidance on the proposed meeting attendees prior to each meeting.
2. No hardware or software will be purchased for this project.
3. An allowance for level of effort is included for SCADA Support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
4. No scope or budget has been provided for SCADA and Network startup activities. If these services are requested or needed, CH2M will pursue a change with the City utilizing contingency.
Task 04. Procurement
CH2M procurement support will not be provided in Year 10. City will provide overall procurement management and City procurement support services to support the Program.
Task 05. Construction Management
This task provides programmatic oversight for the construction related activities of the Program as well as specific construction management services to deliver the construction phase for each project under the Program in coordination with City staff, other Program staff, and City operations and maintenance staff. CM and inspection services for the WWTP projects will be performed by CH2M; collection system
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15 projects will be managed by the third-party CM subconsultants to CH2M or City direct hired CM consultants
Task 05.01. Program Construction Management
CH2M will provide overall Program-wide construction management oversight and leadership and staff management. CH2M will update and manage the Program wide construction management plan, processes, and procedures. In addition, CH2M will manage third party CM subconsultants as an integrated part of the CM team as well as City direct hired CM consultants.
Program level CM services will include:
a. Program Construction Management: Provide Program Construction Management Lead (CML) to provide Program wide construction management leadership and management. Maintain and update the Construction Management Guidelines as necessary. Task includes participation in project level CM meetings to monitor CM performance and to support identification of potential program/project risks and to support resolution of major project issues. Prepare, implement, and administer annual contract and amendments for third-party CM services agreement (Kennedy/Jenks). Review and negotiate project level CM services scopes and fees for projects assigned to Kennedy/Jenks. Prepare responsibility matrices for CM services projects assigned to Kennedy/Jenks. Monitor the performance of the Kennedy/Jenks CM services including periodic reviews of deliverables and provide feedback as necessary. Review and approve changes in proposed staff resources as necessary. Provide change management oversight including participation in monthly change review meetings with the 3rd party CMs to review contractor proposals, review of the Change and Payment Summary (CPS), Contractor change proposal review, and CRF and Change Order review and facilitation/oversight. Provide Program level monthly construction schedule reviews for the projects where CH2M is not performing the CM services. For Year 10 this will include: IAP3, UFES, DAPS, Delaware Relief, ECR Relief, and East San Mato Lift Stations Package 2. If additional projects are added to this list, CH2M will pursue additional budget from contingency.
b. Construction Document Control and System Administration: Provide and maintain a Program wide document management system (Procore). Review and negotiate an annual Procore contract extension. Provide contract administration of this system throughout the duration of the Program and perform project setup, user administration, training, and auditing of appropriate application of Procore.
c. General Construction Administrative support: Provide general construction administration and office management for the Program. Manage and procure office supplies, PPE and other supplies as needed. Manage company fleet vehicles including leases, licensing and registration, and maintenance. Other activities include visitor management, meeting note preparation and distribution, general document management, shipping and distribution, coordination of office furniture and office equipment supply and management, coordination of IT services and maintenance, meeting room and office space coordination, and mail management and distribution.
d. Construction Management Reporting: Support the preparation, compilation and distribution of the project specific Change and Payment Summaries (CPS) for each active project.
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16 e. Labor Compliance Contract Management: This has been provided for under the WWTP and Basins 2 & 3 PM budgets (Task 3).
f. Third-party CM Services Support: Communicate and train the third party CMs regarding Program processes and tools.
g. Health and Safety Visits and Reporting: Compile and tabulate health and safety statistics for the entire Program, coordinating with each contractor/CM team as necessary. Prepare monthly summary reports in the form of a PowerPoint graphic that will be published to Program participants. Extract and compile the certified payroll hours reported through the Department of Industrial Relations (DIR) for all contractor and subcontractor hours worked. Compile all professional consulting service hours worked for incorporation into the total Program Safety Report metrics. Perform program wide quarterly HSE site visits to review and monitor contractor health and safety practices associated with active construction sites. Prepare brief summary report of these site visits summarizing positive performance as well as any corrective actions.
h. Contract Management: Provide a part-time contracts manager to provide support for all Program related Construction Contracts. Contracts Manager will assist the Program Project Managers and Construction Managers in administering the various active construction contracts. Contracts Manager will provide guidance and advise to the PMs/CMs regarding change issues, claims, and project closeout.
Deliverables
1. Updates as necessary to the Construction Management Guidelines.
2. Annual Procore Contract extension.
3. Monthly Change and Payment Summary (CPS) for each project.
4. Direct Third-Party CM contract amendments.
5. Responsibility matrix for each CM services project.
6. Monthly Health and Safety Statistics Report Graphic.
7. Health and safety statistics report, monthly.
8. Quarterly health and safety site visit reports.
Assumptions
1. The Program Manager Advisor will double-hat as the Program CM Lead. The LOE and associated budget for the CML is covered in Task 1 for the PMA.
2. Kennedy/Jenks will be maintained as one of three third-party CM subconsultants and will remain as a subconsultant to CH2M, under this Program Management contract. The remaining two third-party CM subconsultants (Townsend Management Inc and Tanner Pacific) will have direct contracts to the City.
3. Smith Emery and Signet will have direct contracts to the City for Year 10.
4. Program construction managers and inspectors will oversee third-party subconsultants to confirm proper implementation of the CM Guidelines.
5. No CH2M estimating support is provided. Estimating support will be requested from the designer of record when needed.
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17 6. For the collection system projects noted in the Item “a” scope above, an allowance of 400 hours is budgeted to provide schedule reviews for the noted projects. Project schedule reviews for any projects not listed will be managed as a change utilizing contingency.
7. An allowance of 100 hours is assumed for contract management support. Specific requests or effort exceeding this allowance will utilize contingency.
Task 05.02/03. Site Construction Management
The CH2M CM team will perform CM services for the active construction projects defined below. Work related to the WWTP projects will be performed solely by CH2M staff (except for IAP3 and AMC projects), and that related to the collection system will be provided by third-party subconsultants.
Whether services are provided by CH2M or a subconsultant, the following general activities will be provided, at a minimum for each project during the construction phase:
• Weekly progress meetings and associated meeting reports • Perform review of Contractor baseline and monthly schedule updates • Actual vs. planned progress schedule management
• Review and respond to Time Impact Analysis (TIA)
• Coordination with Contractor, Program Manager, City, O&M and Design Engineer • Review of Contractor’s performance for contract compliance • Review Contractor submittals for compliance with contract documents and coordinate with Design Engineer for review and response
• Review Contractor Request for Information (RFI) and coordinate with Design Engineer or City PM/O&M for resolution and response
• Review Contractor monthly invoices and recommend payment requests. • Provide Contractor with acceptability or deficiencies in work and required actions for contract compliance.
• Review and coordinate system outage requests with Contractor and City O&M staff • Maintain project documents files and utilize document management in Procore Construction Management System
• Inspect and observe Contractor’s work.
• Maintain daily inspection reports.
• Review of material and equipment delivery
• Coordinate material testing and specialty inspections • Review of Contractor’s compliance with health and safety standards • Review contractor submitted site safety or property damage incidents and follow up with the Contractor as needed related to these submissions.
• Monthly monitoring of Contractor’s record/as-built documents in coordination with the Design Engineer as appropriate
• Review and evaluate potential change orders and coordinate with the Design Engineer for their detailed review of cost estimates/quotations.
• Coordinate weekly or as-needed meetings to review status and/or negotiate change requests submitted by the Contractor.
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18 • Recommend course of action for contract change order requests o Participate in and present at Change Board meetings in support of change requests. o Prepare CRF forms.
• Prepare Contract Change Orders for City/Contractor signature and processing. • Maintain the CPS log for the project.
o Present log updates to the City during Change Board meetings monthly or as requested. • Inspection and evaluation of site conditions.
• Review, gather, and evaluate information for resolution of potential claims. • Site inspection to determine if facilities are complete and in compliance with contract documents.
• Coordinate with Design Engineer for site inspections to determine if facilities are complete and in compliance with the contract documents
• Develop punch lists in collaboration with the City O&M staff and the Design Engineer • Recommend retention release to Contractor if appropriate • Preparation of partial and substantial completion certificate • Verification of all O&M Manual submittals and facilitation of transmittal of all manuals to City O&M staff
• Coordination of final submittal and obtain/review complete record drawings from Contractor • Prepare and submit final construction report
• Review of Contractor’s relevant submittals for compliance with City SCADA Standards • Coordinate with City O&M staff for review of Contractor’s O&M, training, and SCADA-related submittals prior to providing Approval. Prepare and distribute any comments provided by the City O&M staff to the Contractor at their request
• Coordinate with the City O&M staff and the Contractor on MOP, detailed field startup, and SCADA workshop activities; assist the City O&M staff with gathering and distributing any information requested by the Contractor to support these activities • Participate in and lead meetings related to Plant Startup activities • Review of Design Change Notices and Design Clarifications prepared by the Design Engineer for compliance with the existing Contract Documents, City Standards, and discussions held in support of their development; Assist the Design Engineer with coordinating City O&M/PM review of these documents
• Assist the City with coordination of Construction-related installations by third-party agencies (i.e. Wave) as requested or in collaboration with the PM • Coordinate with the City’s third-party Building Inspector, Building Department submittal reviewer(s), and City Building Department representatives as needed in support of the Construction activities
• Witness startup activities (i.e. SCADA I/O checks) on behalf of City O&M staff • Coordinate with the Design Engineer’s RE and Startup staff in support of their activities on site Task 05.02 Wastewater Treatment Plant
CH2M will provide the above-described CM services for the following projects. a. WWTP Upgrade and Expansion Project: Period of performance to be October 28, 2023, to November 1, 2024. The LOE for the startup and commissioning phase which will occur during
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19 this above period of performance will be commensurate with the roles and responsibilities matrix (refer to Attachment 1 to this SOW) developed in concert with the City. In addition, the LOE is also commensurate with the CMAR contractor completing the main WWTP U/E startup and commissioning by the end of June 2024. If the timing of the startup and commissioning extends beyond this date, additional LOE will be requested from contingency. b. WWTP IAP 2 Project: Period of performance to be October 28, 2023, to February 29, 2024. If the timing of the startup and commissioning extends beyond this date, additional LOE will be requested from contingency.
Task 05.03 Collection System
CH2M or our direct subconsultants will provide the above-described CM services for the following collection system projects. Note, the CM services for projects not listed below will be performed by one of the two on-call City direct hired consultants.
a. Basins 2 & 3 – DAPS Project: Kennedy/Jenks will provide the CM services under contract to CH2M. LOE based on period of services from October 28, 2023, to February 29, 2024. b. Basins 2 & 3 – UFES Project: Kennedy/Jenks will provide the CM services under contract to CH2M. LOE based on period of services from October 28, 2023, through February 29, 2024.
Deliverables
1. Monthly Change and Payment Summary (CPS).
2. Meeting minutes for construction progress meetings.
3. Change order tracking and documentation.
4. Progress payment review and recommendations.
5. Daily inspection reports.
6. Review of contractor’s proposed post-bid changes to the design and advising on their justification, viability, and achievable cost reductions and impact on the schedule, and negotiating changes or extra work on behalf of City.
7. Close-out documentation.
8. Shutdown Outage Requests.
9. Coordination with the Project Manager to prepare and submit a project close-out memo (summary of actual costs, and project highlights, challenges, and lessons learned), and presentation (when requested), to the PMT for review.
Assumptions
1. CH2M will not be responsible for overall site safety for construction projects under the Clean Water Program.
2. Upon City approval, CH2M will augment the third-party subconsultants in event they are unable to provide timely resources. A change proposal will be submitted for approval in this event.
3. Townsend Management Inc. will perform CM services for the El Camino Real North/South Sewer Relief Project and Basin Rehab projects under a direct consultant agreement to City.
4. Tanner Pacific will perform CM services for the Basin Rehab, IAP 3 and AMC projects under a direct contract to City.
5. Jacobs will coordinate with City to assign future Collection System projects CM services.
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20 6. No scope or budget is included for CM services related to the AMC projects, the IAP3 Effluent Pump Station Rehab project or other collection system related projects. Either Tanner Pacific or Townsend Management will be contracted to provide CM services for any remaining collection system related projects.
7. Document control setup hours assumes that the scope of this activity is limited to seven new project setups in Year 10.
8. Construction Management reporting scope assumes that CPS reports will be compiled and sent to Program Controls directly from the PMs/CMs as needed.
9. WWTP schedule reviews exclude the AMC projects. If schedule review for AMC projects is desired, this will be managed via change utilizing contingency.
10. CM and inspection hours associated with IAP 2 applies for the period from October 28, 2023, through March 31, 2024, and the effort is for monitoring typical construction activities. This LOE excludes any effort that may be necessary to support claim-related analysis or adjudication which will be managed via change utilizing contingency if requested. We understand Swinerton has been contracted to provide TIA analysis and support related to IAP 2.
Task 05.04 Material Testing and Special Inspections
Material testing and special inspections will be provided by Signet and Smith Emery under direct contracts to City. CH2M has included no scope or budget for material testing or special inspections for Year 10.
Task 06. Environmental and Permitting
CH2M will provide oversight of project permitting, and continue to provide CEQA support, and site compliance support for the Program.
Task 06.01. Environmental and Permitting Lead
CH2M will provide a lead to oversee environmental documentation, permitting activities, and agency coordination related to the Clean Water Program. In this role, the Environmental Functional Lead will perform the following tasks:
• Coordinate directly with project management, construction management, and various subcontractors to discuss and resolve environmental compliance issues for the program. • Provide technical support and oversight of permit conditions and updates (e.g., Construction General Permit SWPPPs).
• Oversee monthly periodic and routine site inspections of project sites to ensure proper Best Management Practice (BMP)s are maintained and implemented as required. • Coordinate environmental monitoring and surveys for the program, including biological and cultural.
• Oversee and review the draft and final All Permits Issued (API) packages. • Coordinate budget and scope management with Program Controls and Program Management for the Environmental and Permitting task.
• Quarterly review and progress reporting to meet the SRF environmental compliance reporting requirements for the WWTP Upgrade and Expansion Project.
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21 Task 06.02. Permitting Tracking
CH2M will provide a Permitting Tracking Lead and maintain a permit tracking tool to offer the following benefits to the Program:
• Rapid and visible access to the status of all permits. • Consistency and integration of project and Program level permitting strategies. • Support and streamlining of Project Manager responsibilities. • Program related reference permitting documents, standard approaches, templates, and contacts.
• Instant access to all permitting documents by project.
The Permit Tracking Lead will work with individual Project Managers and their consultants to confirm and track the required permits, associated permit requirements, and timelines for renewal. The permit tracking lead will coordinate with the Project Controls Manager on permitting schedules from the consultant teams so critical path items can be flagged for the Program Management Team. All permits will be tracked in the Permit Tracking Tool on the Portal.
CH2M will also provide an API (All Permits Issued) Development Lead to prepare and issue an API document for all Program projects. This document will provide access to permits by City staff, Program staff, or regulators when visiting construction sites. It is expected that all construction activities will be completed under the permit requirements.
The environmental and permitting function team will provide construction permit support to assist with coordination between the designer/consultant and construction contractors, on behalf of City. This includes coordination between the contractor(s) and City to determine which City permits are required and which are exempt from City permitting for the various Program projects.
The following activities will be provided under this task:
• Direct coordination with Project Managers and Engineering Delivery Leads to obtain permits and coordinate project scope and schedule information for APIs. • Compilation of draft and final APIs
• Review of construction permits for the program (e.g., SWPPPs, Hazardous Materials Management Plans, soil, and water quality reports).
• Provide technical support for existing and developing regulatory permits, including permit application completion and consult and subcontractor coordination and review of permit conditions (e.g., SWPPPs).
• Coordinate with Project Managers and Engineering Delivery Leads to update the Permit Tracking Tool (PTL) monthly
Deliverables
1. Update Permit Tracking Tool monthly.
2. Construction permit review and comments.
3. APIs for construction projects under the Clean Water Program.
Assumptions
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22 1. Project Managers will keep the Permit Tracking Lead up to date on permitting progress, will hold consultants accountable on the permitting schedule, and will raise any concerns with the Program team.
2. All permits will be obtained by project-specific consultants. The consultant will serve as the agency point of contact with communications requiring approval of the Program.
3. City will manage any regular reporting requirements by permitting agencies. The Program team will provide information and assistance related to Program permitting.
4. An allowance for level of effort is included for Construction Permit Support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from City to continue to provide as-needed support for this task.
Task 06.03. CEQA
CH2M will provide CEQA support up to 12 hours to support review and development of categorical exemptions, Site-Specific Environmental Checklists (SSEC), or other CEQA documentation for projects before entering construction phase.
Deliverables
1. CEQA review comments for the API process documentation.
2. Development of Site-Specific Environmental Checklists for project APIs.
Assumptions
1. City will provide legal support for CEQA decisions and documentation as well as coordination between various City departments on the level of documentation and requirements of the CEQA process.
2. An allowance for level of effort is included for CEQA Support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from City to continue to provide as-needed support for this task.
Task 06.04. Agency Coordination
CH2M agency coordination support will not be provided in Year 10. City will provide overall agency coordination to support the Program.
Task 06.05. Sustainability Support
CH2M sustainability support will not be provided in Year 10.
Task 06.06. Site Support
Task 06.06.01. Air Quality Support
CH2M air quality support will not be provided in Year 10. City will provide overall air quality support to the Program.
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CH2M will provide support on an as-needed basis to City’s compliance staff for all Clean Water Program projects related to site permit items as well as the following as budget allows:
• Stormwater Pollution Prevention Plans (SWPPP): CH2M Compliance Site Inspection lead(s) will be available to supplement the City’s SWPPP compliance team. Monthly site inspections will take place to ensure that BMPs are properly maintained and implemented on active construction sites.
• Waste management (HAZMAT): CH2M will provide on-call HAZMAT technical experts as needed to support contractor decisions regarding hazardous materials disposal. • Nesting bird monitoring and surveys (Migratory Bird Treaty Act [MBTA]): CH2M Biologist will be available to provide monitoring and inspection services on an as-needed basis. • Air Quality Technical Support: CH2M Air Quality Specialist will be available to support the review of any applicable permit applications and assist with technical advisory on an as-needed basis.
Deliverables
1. Site survey and monitoring reports, to be defined on as needed basis.
2. Updates to existing permits and applications, to be defined on as needed basis.
Assumptions
1. City will provide direction on any specific hazardous waste generator issues or compliance. City will be listed as the owner/generator on all Hazardous Waste manifests or compliance forms.
2. City will provide oversight for the construction SWPPP as is done for other construction projects within City.
3. The Construction Manager at Risk (CMAR) will control all activities related to construction dewatering at the Detroit Drive parcel and CH2M will support City and Program as needed with technical expertise and oversight. Neither CH2M or the Program will be directly responsible for SWPPP, dewatering permitting, or compliance reports.
4. An allowance for level of effort is included for Compliance Site Inspection support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
5. Cultural monitoring support is not included in the base scope and budget. If needed, CH2M will seek approval from the City to provide as-needed support.
6. Air quality technical support is not included in this base scope and budget. Should air quality support be required, CH2M will seek approval from the City for a scope and budget adjustment.
7. Should additional biomonitoring above and beyond nesting bird surveys, this will be managed as a change utilizing contingency.
Task 07. Public Outreach
Task 07.01. Public Outreach
CH2M will provide support to City’s overall management of the Clean Water Program public outreach program and provide information related to the Program and projects to support outreach activities.
CH2M will also provide outreach support at the project level for project managers, construction
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24 managers, and design consultants/contractors and continue to fine-tune and maximize efficiencies in public outreach processes.
Public outreach activities will include:
a. Program-Level Support:
o Manage, maintain, and develop the Program website content quarterly, including project status updates and GIS related updates.
o Develop quarterly newsletter covering multiple projects for inclusion on website. o Monitor and record CWP hotline emails and phone calls b. WWTP Project-Specific Support:
o Coordinate and develop CEQA-related and other legally required notifications for project.
o Develop and coordinate signage, door hangers, postcards, and other material for construction projects.
o Develop quarterly content for CWP newsletter.
o Maintain the public-facing website quarterly and provide adequate staffing to manage and develop content.
o Prepare WWTP U/E ribbon cutting event plan.
o Provide planning, management, and implementation of the WWTP U/E ribbon cutting event.
c. Collection System Project-Specific Support:
o Coordinate and develop CEQA-related and other legally required notifications for projects.
o Develop and coordinate signage, door hangers, postcards, and other material for construction projects.
o Maintain mailing list for ECR project.
o Maintain and implement project specific outreach matrix for ECR project. o Develop quarterly content for CWP newsletter
o Maintain the public-facing website quarterly and provide adequate staffing to manage and develop content.
o Closeout of tasks associated with outreach for UFES upon project completion Deliverables
1. Quarterly website updates and content.
2. ECR project specific outreach matrix.
3. Content for signage, doorhangers and post cards.
4. WWTP Ribbon Cutting event plan.
Assumptions
1. City will provide the following roles to support this task and the Program:
a. Public Outreach Lead
2. Support for community meetings or celebrations will be addressed by contingency with exception of the WWTP U/E ribbon cutting event. Third party support/services including any expenses associated with these community meetings, celebrations and the WWTP U/E ribbon cutting event will be managed through the use of contingency.
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25 3. WWTP related outreach assumes coverage for the following projects: WWTP U/E.
4. Collection outreach scope assumes coverage for the following projects: UFES, DAPS, ECR, Basin E, Basin B, Basin C, Basin D, and Los Prado-Kelly kehoe LS. If additional outreach is required for other projects, they will be addressed through use of contingency.
Contingency
CH2M can provide additional services under this scope of work through a contingency budget. Activities under contingency may include, but are not limited to:
• Additional outreach expenses and staffing.
• General project management beyond that budgeted and/or identified in the amendment. • Program controls related special requests or reporting above that defined in scope of work. • Participation or leadership of economic summits.
• Technical expertise or support resources for Project Managers. • Additional hydraulic modeling support.
• Additional CEQA support, permit acquisition, and compliance site inspection for other City projects.
• Preparation of scope of works, RFPs or Task Order Amendments and related negotiations for future third party CM services for City direct hired consultants. • Additional construction management or inspection resources. • Cost estimating support for the construction phase services. • Additional SCADA support.
• Additional third-party construction management or materials testing requirements. • Bond and funding planning.
• Public Outreach Support for community meetings and celebration/ribbon cutting events. • SCADA system startup support for UFES and WWTP projects. This may include the following:
o SCADA support services during construction for active projects. o Review of submittals, respond to RFIs, and coordinate SCADA support for the various active projects, as well as technical and on-site support for the network monitoring contract.
o Update of SCADA Master Plan and existing standards based on the SCADA Merger Project.
• Miscellaneous flow monitoring data and analysis requests.
Contingency activities will be identified as needed and scope and fee will be developed and agreed upon by both CH2M and City. Budget will be allocated from the contingency task.
Deliverables
1. Deliverables shall be defined for each contingency scope activity agreed.
Assumptions
1. Use of the contingency budget will be prioritized by the Program Executive and the Program Manager Advisor.
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26 Attachments to SOW:
Attachment A: WWTP Upgrade and Expansion Startup and Commissioning Roles and Responsibility Matrix.
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Attachmant A to the Scope of Work
WWTP Upgrade and Expansion Project
Startup and Commissioning - Roles and Responsibilities
OWNER OWNER'S REP CONTRACTOR ENGINEER
Witness, Review Support Lead Witness, Review
T
raining of Personnel Witness Support Lead
(Equipment)
Lead
(Process)
Witness As-desired Support Lead Witness
SCADA Witness As-desired Support Lead Witness
Witness Support Lead Review
Witness Support Lead Review
Witness As-Desired Support Lead Review
Lead
(case-by-case)
Support Lead Review
Witness As-Desired Support Lead Review
Witness As-Desired Witness
(Installation
Inspection)
Lead Review
Witness Support Lead Review
Support Witness Lead Support
Witness As-Desired Witness Lead Witness
Support Witness Lead Support
Support Support Lead Witness
Support Witness Lead Support
Support Witness Lead Review
Witness/Support Witness Lead Review
Facility Start-Up Plan Support Review Lead
(Startup Schedule)
Lead
(Process Startup Plan)
Lead
(Operations Only)
Support Support
(Maintenance)
Lead
(Operations)
Lead
(Operations Only)
Support Lead SupportPerformance Demonstration Testing - 168-Hours (40 61 21 3.6.G)
Clean Water FDT – Performance 48-Hour Test (40
61 21 3.5.F)
Process Start-up/Performance Demonstration Test
Loop Tuning (40 61 21 3.6.B)
Outstanding PLC or SCADA Testing Not Completed
During Clean Water
(40 61 21 3.6.C., D.)
Power Cycle Test (40 61 21 3.6.E)
Process Seeding and Start-Up
Operation of signals in the field
Instrumentation Installation Inspection
(40 61 21 3.3.F.1)
Pre-Commissioning Functional Testing
(40 61 21 3.4)
SCADA Control Strategy Testing
Commissioning Clean Water Functional
Demonstration Test (FDT)
(40 61 21 3.5.A-D)
Loop Tuning
Pre-Demonstration Period
Functional Test
(40 61 21 3.2) - Equipment
Equipment/System Start-up and Testing
(01 75 00 1.3.B.1.c.1.a.)
Manufacturer's Certificate of Installation and
Operation
Pre-Commissioning Site Acceptance Test (SAT)
(40 61 21 3.3)
Operation of the SCADA control system
ACTIVITY
R
ESPONSIBILTY
Testing a nd Training Phase
Source Testing
Source/Factory Testing
Last Update: December 2022
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WWTP Upgrade and Expansion Project
Startup and Commissioning - Roles and Responsibilities
OWNER OWNER'S REP CONTRACTOR ENGINEER ACTIVITY
RESPONSIBILTY
Witness No Action Lead Witness
Witness No Action Lead Witness
Lead No Action Support Witness /Review
Lead No Action Support Witness /Review
Lead No Action Support Witness /Review
Lead No Action Support Witness /Review
Lead No Action Support Witness /Review
Support No Action Lead Witness /Review
Lead No Action Support Witness /Review
Lead Support Support Support
Legend:
1 Existing chemicals.
Review: As necessary to accept task, work, product, or result.
No Action: Limited or no involvement.
Lead: Primarily responsible for organization, coordination, and execution of task, work, product, or result.
Support: Assist the lead with organization, coordination, and execution of task, work, product, or result. ["Support" in this matrix implies support FROM Engineer and/or Owner's Rep TO Owner.] Witness: Observe and document completion of task, work, product, or result.
Sodium Hydroxide
Ferric Chloride
1 Citric Acid
All oils, greases, and lubricants for rotating or
moving machinery
Offloading Chemicals
Permit to Operate
Chemical and Lubrication Matrix (First Fill)
Microsand
Bioactiflo Polymer
Sodium Hypochlorite
1 Sodium Bisulfite 1
Last Update: December 2022
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EXHIBIT C
Rate ‐ Multiplier Plus Expense Payment Structure
CH2M HILL Engineers, Inc.
Rate Fee Basis:
As of November 1, 2023
1. Hourly charge basis is for CH2M HILL Engineers, Inc. (CONSULTANT) staff and will consist of the following:
• Direct Wages: actual hourly salary for each individual • Fringe Benefits: 40.7% of direct wages
• Overhead: 137.2% of direct wages
• Profit: 10%
2. The CONSULTANT direct hourly wage rates and unit rates are effective through October 31, 2024.
These hourly and unit rates may be negotiated by the CONSULTANT and the City of San Mateo (City), provided CONSULTANT submits written notice to City of CONSULTANT’s request to revise the hourly and unit rates thirty (30) calendar days prior to requested changes. Both parties will use as a benchmark for negotiations the percent change for the previous twelve (12) months of the “Employment Cost Index (ECI), for total compensation for private industry workers, for the San Francisco‐Oakland‐San Jose, CA CSA Census region and metropolitan area (not seasonally adjusted)” as published by the U.S. Department of Labor, Bureau of Labor Statistics. A negative index will result in rates remaining the same and maximum increases should not exceed 3% per person except in cases where an employee has received a promotion and associated raise. These exceptions will be evaluated on a case‐by‐case basis.
Direct Program Expenses:
a. Reimbursable expenses for all non‐local staff (except those on Long‐Term Assignments). Staff that are assigned to San Francisco, Oakland, or San Jose offices are considered local. • Personal use vehicles for Program business and visits to sites at IRS reimbursement rate/mile. • Program and project delivery equipment rental/lease at actual cost, as needed. • Reproduction “Outside” Program Office Services at cost, as needed. (Note: CH2M may lease up to seven Program “pool” vehicles at the WWTP Construction site to be available to all CH2M Program staff. The number of leased vehicles and type may change from year to year based on CIP and construction needs and will be address in each annual scope submission by CONSULTANT.)
b. Reimbursable expenses for remote staff assigned via Long‐Term Assignments to the Program. • Travel meals and hotel at 70% of Federal GSA per diem rate/day (updated annually) as published on the USGSA website. Receipts will not be required. • Rental car, airline tickets, and other miscellaneous travel costs to and from home city at actual cost. Receipts for all costs over $25 will be maintained and submitted with invoices.
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c. Specialty software as required (cost is for new software beyond any software or internal modeling tools already provided in the Scope of Services – i.e., Portal software products, TACT, Voyage, etc.) once approved by City Program Manager.
d. Sub‐consultant charges at cost plus 5%.
e. Other Direct Program Related Costs at cost.
f. PMA housing allowance (based on 50% of Federal GSA rates – updated annually and rounded to the nearest $1,000).
Other:
a. Budget changes, rate increases, and any allocation of contingency dollars to be approved by City Program Manager.
b. Software portal services will include both hourly and monthly charges. City Program Manager to review and approve monthly charges.
Notes:
See attached Cost Schedule for November 2023 – October 2024.
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Exhibit C - Cost Schedule - City of San Mateo
Program Management Services for Clean Water Program - Year 10 CH2M HILL
Labor Hours
CH2M HILL Direct
Wages
CH2M HILL Fringe
Benefits (.407)
CH2M HILL
Overhead (1.372)
CH2M HILL Profit
(.10)
CH2M HILL Labor
Cost Subconsultant Cost
Markup on all
Subconsultant
Costs
Total Cost Funding Source
Task 01. Program Management and Administration
Task 01 - Program Manager Advisor 1,800 220,064$ 89,566$ 301,928$ 61,156$ 672,714$ --- --- 672,714$ Program Task 01 - Principal In Charge 20 3,000$ 1,221$ 4,116$ 834$ 9,171$ --- --- 9,171$ Program Expenses
CH2M HILL Expenses --- --- --- --- --- --- --- --- 27,580$ Program PMA Housing Allowance --- --- --- --- --- --- --- --- 48,000$ Program Subcontractors
None --- --- --- --- --- --- -$ -$ -$ Task 01. Subtotal 1,820 $ 223,064 $ 90,787 $ 306,044 $ 61,990 $ 681,885 $ - $ - $ 757,465 Task 02. Program Controls
Task 02 - Program Controls Lead 1,424 140,779$ 57,297$ 193,149$ 39,123$ 430,349$ --- --- 430,349$ Program Task 02 - Program/Project Controls Specialists 192 15,256$ 6,209$ 20,932$ 4,240$ 46,637$ --- --- 46,637$ Program Task 02 - Economic Management 132 13,050$ 5,311$ 17,905$ 3,627$ 39,893$ --- --- 39,893$ Program Task 02 - Document Management 460 17,717$ 7,211$ 24,308$ 4,924$ 54,160$ --- --- 54,160$ Program Task 02 - State and Federal Funding Coordination 96 7,263$ 2,956$ 9,964$ 2,018$ 22,201$ --- --- 22,201$ Project Expenses
None --- --- --- --- --- --- --- --- -$
Subcontractors
None --- --- --- --- --- --- -$ -$ -$ Task 02. Subtotal 2,304 $ 194,066 $ 78,985 $ 266,258 $ 53,931 $ 593,240 $ - $ - $ 593,240 Task 03. Engineering and Project Management
Task 03 - Project Management - WWTP 960 74,345$ 30,258$ 102,001$ 20,660$ 227,264$ --- --- 227,264$ Project Task 03 - Project Management - Collection Systems 660 65,471$ 26,647$ 89,826$ 18,194$ 200,138$ --- --- 200,138$ Project Task 03 - Hydraulic Modeling 200 16,406$ 6,677$ 22,508$ 4,559$ 50,150$ --- --- 50,150$ Program Task 03 - SCADA Support 128 13,812$ 5,621$ 18,950$ 3,838$ 42,222$ --- --- 42,222$ Program Expenses
None --- --- --- --- --- --- --- --- -$
Subcontractors
None --- --- --- --- --- --- -$ -$ -$ Project Task 03. Subtotal 1,948 $ 170,033 $ 69,203 $ 233,285 $ 47,252 $ 519,774 $ - $ - $ 519,774 Task 04. Procurement Support - not used
Task 05. Construction Management
Task 05 - Program Construction Management 1,352 79,588$ 32,393$ 109,195$ 22,118$ 243,294$ --- --- 243,294$ Program Task 05 - Site Construction Management 19,724 1,310,957$ 533,560$ 1,798,633$ 364,315$ 4,007,465$ --- --- 4,007,465$ Project Expenses
Construction Management Expenses --- --- --- --- --- --- --- --- 157,967$ Program Procore --- --- --- --- --- --- --- --- 207,593$ Program Subcontractors
3rd Party CM - Kennedy/Jenks --- --- --- --- --- --- 623,554$ 31,178$ 654,731$ Project Task 05. Subtotal 21,076 $ 1,390,546 $ 565,952 $ 1,907,829 $ 386,433 $ 4,250,759 $ 623,554 $ 31,178 $ 5,271,050 Task 06. Environmental and Permitting
Task 06 - Environmental and Permitting Lead 288 11,777$ 4,793$ 16,158$ 3,273$ 36,000$ --- --- 36,000$ Program Task 06 - Construction Permit Support 84 3,327$ 1,354$ 4,564$ 924$ 10,169$ --- --- 10,169$ Program Task 06 - API Development Lead 144 4,768$ 1,940$ 6,541$ 1,325$ 14,574$ --- --- 14,574$ Program Task 06 - CEQA Lead 12 1,312$ 534$ 1,800$ 365$ 4,010$ --- --- 4,010$ Program Task 06 - Compliance Site Support 120 7,959$ 3,239$ 10,920$ 2,212$ 24,331$ --- --- 24,331$ Project Expenses
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Exhibit C - Cost Schedule - City of San Mateo
Program Management Services for Clean Water Program - Year 10 CH2M HILL
Labor Hours
CH2M HILL Direct
Wages
CH2M HILL Fringe
Benefits (.407)
CH2M HILL
Overhead (1.372)
CH2M HILL Profit
(.10)
CH2M HILL Labor
Cost Subconsultant Cost
Markup on all
Subconsultant
Costs
Total Cost Funding Source
None --- --- --- --- --- --- --- --- -$
Subcontractors
None --- --- --- --- --- --- -$ -$ -$ Task 06. Subtotal 648 $ 29,142 $ 11,861 $ 39,983 $ 8,099 $ 89,085 $ - $ - $ 89,085 Task 07. Public Outreach
Task 07 - General Public Outreach Support 476 27,358$ 11,135$ 37,535$ 7,603$ 83,631$ --- --- 83,631$ Program Task 07 - WWTP Public Outreach Support 40 2,314$ 942$ 3,175$ 643$ 7,073$ --- --- 7,073$ Project Task 07 - Collection Systems Public Outreach Support 792 41,164$ 16,754$ 56,476$ 11,439$ 125,833$ --- --- 125,833$ Project Expenses
None --- --- --- --- --- --- --- --- -$
Subcontractors
None --- --- --- --- --- --- --- --- -$
Task 07. Subtotal 1,308 $ 70,835 $ 28,830 $ 97,186 $ 19,685 $ 216,537 $ - $ - $ 216,537 Subtotals 29,104 2,077,686$ 845,618$ 2,850,586$ 577,389$ 6,351,280$ 623,554$ 31,178$ 7,447,151$ Contingency 1,487,000$ Program/Projects Total with Contingency 8,934,151$
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Exhibit D
Clean Water Program Year 10 Staff Commitment
Per Section 3.2 of the October 2014 agreement between the City of San Mateo and CH2M, CH2M is replacing the stated key personnel and contractually committing the following staff to the delivery of the Clean Water Program. If any of these staff leave the firm or are in a situation where they can no longer serve the Program, the City of San Mateo will participate in selecting and approving a replacement with equal or greater qualifications.
Program Management and Administration
• Dan DeSemple
• Scott Jones
Program Controls
• Ignacio Yanez
• Tim McDonough
Engineering and Project
Management
• Leswin D'Cunha
• Makarand Pendse
• Tyler Kirkendall
• Dan O'Leary
• Dhumal Aturaliye
Construction Management
• Jennifer Clarke
• Barbara Hollo de Andrade
• Kyle Gostkowski
• Rexel Boter
• Ross Touli
• Chad Owens
• Daniel Ryan
• Chad Owens
• Pat Duck
• Richmond Apande
Environmental and Permitting
• Andrea Lengerich
Public Outreach
• Jill Dunphy
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CITY OF SAN MATEO
9 2
2 7
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 11 Section Name: CONSENT CALENDAR Account Number: 82-4683 File ID: 23-8001 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: October 16, 2023
SUBJECT:
Utility Truck Purchases – Purchase Contracts
RECOMMENDATION:
Adopt a Resolution to approve an alternative purchasing procedure to award two (2) contracts to Mission Valley Ford Truck Sales, Inc. for the purchase of two (2) new 2023 Ford F350 utility trucks in a total amount not to exceed $158,999.19; to award a contract to Salinas Valley Ford Truck Sales, Inc. for the purchase of two (2) new 2023 Ford F350 utility trucks in a total amount not to exceed $155,781.69; establish a contingency reserve of $15,000.00 for each supplier; and authorize the Public Works Director to execute the purchase contract in substantially the form presented and issue change orders within the contingency amounts.
BACKGROUND:
The Public Works Field Maintenance Division utilizes various specialty utility trucks to perform essential services.
Replacement of these utility trucks is imperative to provide dependable and swift service to the community. These new 2023 Ford F350 utility trucks replace existing trucks that are between 14-15 years old and at the end of their useful life based on years in service, mileage, condition, lack of replacement parts, and cost of maintenance.
The City utilizes a cooperative purchasing process to procure its service vehicles because it ensures a competitive price.
However, the City has attempted to purchase these replacements utility trucks over the past few years and has encountered serious setbacks due to a lack of available inventory via the cooperative purchasing process, manufacturer delays, increased prices by the manufacturer after orders have been submitted for build, and canceling orders all together with no alternatives for the City but to continue to wait. National Auto Fleet Group, which is a selected vendor in a cooperative purchasing process, facilitated the process with Ford when ordering banks opened in December of 2022 but only allowed the City to reserve three (3) for purchase, which Council approved the purchase of on January 3, 2023. On September 20, 2023, Public Works Fleet Services was advised the manufacturer only allocated one (1) of the three (3) for production. The City would have to submit a new request for 2024 F350 utility trucks with no guarantee the manufacturer would deliver.
In response, Public Works staff located new F350 utility trucks at various commercial dealerships that will meet the needs of the operation, responsibilities of Field Maintenance, and in time for wet weather preparations. These F350 utility trucks are built and available now. In addition, the quotes received for these F350 utility trucks from Mission Valley Ford Truck Sales, Inc. and Salinas Valley Ford Truck Sales, Inc. are less than recent quotes from National Auto Fleet Group and as follows:
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QUOTE SUPPLIER VEHICLE AMOUNT
Quote #1 Mission Valley Ford 2023 Ford F350 4x4 $87,720.92 Quote #2 Mission Valley Ford 2023 Ford F350 4x2 $71,278.27 Quote #3 Salinas Valley Ford 2023 Ford F350 4x4 $69,572.50 Quote #4 Salinas Valley Ford 2023 Ford F350 4x2 $86,209.19 Quote #5 National Auto Fleet Group 2024 F350 4x4 $113,133.99 Quote #6 National Auto Fleet Group 2024 F350 4x4 $112,955.08 Based on the above, staff recommends the purchase of the two (2) new 2023 Ford F350 utility trucks from Mission Valley Ford Truck Sales, Inc. in the total amount of $158,999.19 and the two (2) new 2023 Ford F350 utility trucks from Salinas Valley Ford Truck Sales, Inc. for a total amount of $155,781.69. As part of the Green Fleet Initiative, staff continually researches green fleet options through the procurement process to replace vehicles with alternative fueled vehicles when available. The Ford F350 utility trucks are on a ten-year replacement schedule and none of the major manufacturers of these heavy-duty trucks have an electric option available.
San Mateo Municipal Code Section 3.60.070(h)(3) authorizes the City Council to approve an alternative purchasing procedure when it finds doing so is in the best interest of the City. In this case, staff recommends the purchase of these four (4) 2023 Ford F350 utility trucks from Mission Valley Ford Truck Sales, Inc. and Salinas Valley Ford Truck Sales, Inc. because the City is unable to procure the needed new F350 utility trucks through National Auto Fleet Group, the new utility trucks are needed for the upcoming wet weather season, and the quotes received from both vendors are lower than those received through the cooperative purchasing process with National Auto Fleet Group.
BUDGET IMPACT:
Sufficient funding for the four (4) replacement trucks, L35, L63, L12, and L56, is available in the Vehicle and Equipment Replacement Fund.
ENVIRONMENTAL DETERMINATION:
This purchase 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
Att 2 – Purchase Contract (Mission Valley Ford - L35)
Att 3 – Purchase Contract (Mission Valley Ford - L63)
Att 4 – Purchase Contract (Salinas Valley Ford - L12 and L56)
STAFF CONTACT
Marie Silva, Facilities and Fleet Services Manager
[email protected]
6505227328
Brad Underwood, Director of Public Works
[email protected]
(650) 522-7303
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RESOLUTION NO. ____ (2023)
APPROVING AN ALTERNATIVE PURCHASING PROCEDURE TO AWARD TWO (2) PURCHASE CONTRACTS TO MISSION VALLEY FORD TRUCK SALES, INC. FOR THE PURCHASE OF TWO (2) NEW 2023 FORD F350 UTILITY TRUCKS IN THE AMOUNT OF $158,999.19 AND TO AWARD A PURCHASE CONTRACT TO SALINAS VALLEY FORD TRUCK SALES, INC. FOR THE PURCHASE OF TWO (2) NEW 2023 FORD F350 UTILITY TRUCKS IN THE AMOUNT OF $155,781.69
WHEREAS, the City Council is being asked to approve the purchase of four (4) new 2023 Ford F350 utility trucks in a total amount of $314,780.88; and
WHEREAS, the City attempted to purchase the needed utility trucks through a cooperative purchasing process with Sourcewell, and its selected vendor, National Auto Fleet Group; and WHEREAS, the City’s orders for the purchase of utility trucks were subsequently cancelled in September 2023; and
WHEREAS, the manufacturer has not made the needed utility trucks available for government purchasing through National Auto Fleet Group; and
WHEREAS, City staff has located four (4) new utility trucks from commercial dealerships available for purchase which will satisfy the City’s needs; and
WHEREAS, the City has received quotes for the purchase of two (2) new 2023 Ford F350 utility trucks from Mission Valley Ford Truck Sales, Inc. and two (2) new 2023 Ford F350 utility trucks from Salinas Valley Ford Truck Sales, Inc. that are less than quotes received from National Auto Fleet Group; and WHEREAS, San Mateo Municipal Code Section 3.60.030 generally requires competitive bidding for contacts of $100,000 or more; and
WHEREAS, San Mateo Municipal Code Section 3.60.070(h)(3) authorizes the City Council to approve an alternative purchasing procedure when it is in the best interest of the City; and WHEREAS, based on these circumstances, staff recommends approval of purchase contracts with Mission Valley Ford Truck Sales, Inc. and Salinas Valley Ford Truck Sales, Inc. because it is in the best interest of the City for the reasons set forth in this resolution.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES that:
1. The purchase of four (4) new 2023 Ford F350 utility trucks 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 to the environment. (CEQA Guidelines Section 15378(b)(5).)
2. In accordance with Municipal Code Section 3.60.070(h)(3), the purchase of two (2) new 2023 Ford F350 utility trucks from Mission Valley Ford Truck Sales, Inc. and two (2) new 2023 Ford F350 utility trucks from Salinas Valley Ford Truck Sales, Inc. based on competitive quotes is in the City’s best interest for these reasons:
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6 a. The Ford F350 utility truck is the standard for most municipal agencies and these replacement trucks are needed for the upcoming wet weather season; and b. The City is unable to procure the needed new F350 utility trucks through a competitive purchasing process with Sourcewell and its selected vendor National Auto Fleet Group; and
The quotes received from Mission Valley Ford Truck Sales, Inc. and Salinas Valley Ford Truck Sales, Inc. were less than those received from National Auto Fleet Group.
3. The purchase of two (2) new 2023 Ford F350 utility trucks from Mission Valley Ford Truck Sales, Inc. in an amount not to exceed $158,999.19 is approved.
4. The purchase of two (2) new 2023 Ford F350 utility trucks from Salinas Valley Ford Truck Sales, Inc. in an amount not to exceed $155,781.69 is approved.
5. The Public Works Director is authorized to execute the purchase contracts in substantially the form presented on behalf of the City and issue change orders within the contingency amounts.
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7 PURCHASE CONTRACT
FOR ONE (1) NEW 2023 FORD F350 UTILITY TRUCK
FROM MISSION VALLEY FORD TRUCK SALES, INC.
This Purchase Contract (“Contract”), 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 MISSION VALLEY FORD TRUCK SALES, INC., a CORPORATION (“VENDOR”).
RECITALS:
A. CITY desires to purchase certain one (1) new 2023 Ford F350 Utility truck hereinafter described.
B. CITY desires to engage VENDOR to provide these one (1) new 2023 Ford F350 Utility truck by reason of its qualifications and experience and VENDOR has offered to provide the required goods on the terms and in the manner set forth herein.
NOW, THEREFORE, IT IS AGREED as follows:
SECTION 1 - PURCHASE
The goods to be purchased from VENDOR under this Contract are described in Exhibit A to this Agreement, which is attached and incorporated by reference.
SECTION 2 - PRICE AND TAXES
All prices, for an amount not to exceed $71,278.27 shall be as stated in this Contract and are firm and not subject to escalation. This purchase is subject to all California sales tax. Municipalities are exempt from federal excise and transportation taxes. Prices shall exclude these taxes.
SECTION 3 - PAYMENT
Unless otherwise agreed in writing, payment terms shall be net thirty (30) days from date of receipt of invoice or acceptance of goods, whichever occurs last. Invoices must cite the purchase order number to prevent delay in payment. All invoices must be mailed to City of San Mateo, Attn: Accounts Payable, 330 West 20th Avenue, San Mateo, CA 94403.
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7 SECTION 4 - DELIVERY AND PERFORMANCE
Time is of the essence in the performance of this Contract. If delivery of goods cannot be made at the specified time, VENDOR shall promptly notify the CITY of the earliest possible date for delivery.
Notwithstanding such notice, if VENDOR for any reason fails to deliver goods within the time specified or to the CITY’s satisfaction the CITY may terminate this Contract or any part thereof without liability except for goods previously provided and accepted. The CITY’s receipt or acceptance of all or part of a non-conforming delivery shall not constitute a waiver of any claim, right or remedy the CITY has under this Contract or applicable law.
SECTION 5 - SHIPMENT AND INSPECTION
VENDOR assumes full responsibility for all transportation, transportation scheduling, packing, handling, insurance, and other services associated with delivery of all products. No charges for transportation containers, packing, etc., will be allowed the vendor unless so specified in this Contract.
All shipments shall be F.O. B. 1961 Pacific Blvd. San Mateo. Transportation charges shall be shown as a separate item on the invoice.
The CITY may revise shipping instructions as to any goods not as yet shipped. The CITY shall have the right to inspect any or all of the goods at VENDOR’s place of business or upon receipt by the CITY. By reason of its failure to inspect the goods, the CITY shall not be deemed to have accepted any defective goods or goods which do not conform to the specifications provided or to have waived any of the CITY’s rights or remedies arising by virtue of such defects or non-conformance. VENDOR shall be responsible for payment of shipping for the return of any defective goods. Shipping documents and invoices must cite the Purchase Order number.
SECTION 6 - WARRANTIES
In addition to any other expressed or implied warranties and unless otherwise agreed in writing, VENDOR warrants that all products delivered hereunder will be new, suitable for use as described, of the grade and quality specified, free from all defects in design, material and workmanship; in conformity with all samples, drawings, descriptions and specifications furnished; in compliance with all applicable federal, state and local laws and regulations, and free of any liens and encumbrances. These warranties shall not be deemed to exclude VENDOR’s standard warranties or other rights or warranties which the CITY may have or obtain.
SECTION 7 - INDEMNITY
VENDOR 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 VENDOR’s performance of this Contract, except for those claims arising out of CITY’s sole negligence or willful misconduct. VENDOR agrees to defend CITY, its elected and appointed officials, employees, and agents against any such claims.
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7 SECTION 8 - TERMINATION
This Contract may be terminated by mutual consent of both parties or by the CITY at its discretion. The CITY may cancel an order for goods at any time with written notice to VENDOR, stating the extent and effective date of termination. Upon receipt of this written notice, VENDOR shall stop performance under this Contract as directed by the CITY. If the Contract is terminated, VENDOR shall be paid in accordance with the terms of the Contract for goods delivered and accepted.
SECTION 9 - REMEDIES
In the event of VENDOR’s breach of this Contract, City may take any or all of the following actions, without prejudice to any other rights or remedies available to the City by law: (a) require Vendor to repair or replace such goods, and upon VENDOR’s failure or refusal to do so, repair or replace the same at VENDOR’s expense; (b) reject any shipment or delivery containing defective or nonconforming goods and return for credit or replacement at VENDOR’s option, said return to be made at VENDOR’s cost and risk; (c) cancel any outstanding deliveries and treat such breach by VENDOR as VENDOR’s repudiation of this contract. In the event of the CITY’s breach hereunder, VENDOR’s exclusive remedy shall be VENDOR’s recovery of the goods or the purchase price payable for goods shipped prior to such breach.
SECTION 10 - COMPLIANCE WITH LAW
VENDOR warrants that it will comply with all federal, state, and local laws, ordinances, rules and regulations applicable to its performance under this Contract. VENDOR shall obtain and maintain throughout the life of the Contract all permits or licenses required in connection with the manufacture, sale, and shipment of the products ordered under this Contract.
SECTION 11 - ASSIGNMENT
VENDOR shall not delegate or subcontract any duties and services or assign any rights or claims under this Contract without the CITY’s prior written consent.
SECTION 12 - ARTWORK, DESIGNS, PATENTS, COPYRIGHTS AND TRADEMARKS VENDOR hereby agrees that the sale, use or incorporation into manufactured products of all machines, software, hardware, materials and other devices furnished under this Contract are free and clear of infringement of any valid patent, copyright, or trademark. VENDOR shall hold the CITY harmless from any and all costs and expenses, including attorney fees, liability, and loss of any kind growing out of claims, suits or actions alleging such infringement, and VENDOR agrees to defend such claims, suits or actions.
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7 SECTION 13 - GOVERNING LAW
This Purchase Order and the contract between the parties evidenced hereby or attached thereto shall be deemed to be made in the State of California and shall in all respects be construed and governed by the laws of that state.
SECTION 14 - VENUE
In the event of litigation, venue will be in the County of San Mateo.
SECTION 15 - WAIVER
The waiver of any term, condition or provision hereof shall not be construed to be a waiver of any other such term, condition or provision, nor shall such waiver be deemed a waiver of a subsequent breach of the same term, condition or provision.
SECTION 16 - COSTS AND ATTORNEY FEES
Attorney fees in an amount not exceeding $85 per hour per attorney, and 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 Contract. 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 provision 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 Contract.
SECTION 17 - MEDIATION
Should any dispute arise out of this Contract, 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 California State Board of Mediation and Conciliation, or other agreed-upon service. The mediator shall be selected by a "blindfolded" process.
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 18 - NOTICES
All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:
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7 To CITY: Marie Silva
City of San Mateo
1961 Pacific Blvd.
San Mateo, CA. 94403
To VENDOR: Mission Valley Ford Truck Sales, Inc.
Attn: Jeff Speno, President
780 East Brokaw Road, San Jose, CA.
95112
SECTION 19 - AGREEMENT CONTAINS ALL UNDERSTANDINGS; AMENDMENT This document represents the entire and integrated agreement between CITY and VENDOR 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 VENDOR. [SIGNATURE PAGE FOLLOWS]
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7 IN WITNESS WHEREOF, CITY OF SAN MATEO and MISSION VALLEY FORD TRUCK SALES, INC. have executed this Agreement the day and year first above written.
CITY OF SAN MATEO VENDOR
Alex Khojikian
City Manager
Date Jeff Speno
President, Mission Valley Ford
Truck Sales, Inc.
Date
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7 Exhibit A
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8 PURCHASE CONTRACT
FOR ONE (1) NEW 2023 FORD F350 UTILITY TRUCK
FROM MISSION VALLEY FORD TRUCK SALES, INC.
This Purchase Contract (“Contract”), 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 MISSION VALLEY FORD TRUCK SALES, INC., a CORPORATION (“VENDOR”).
RECITALS:
A. CITY desires to purchase certain one (1) new 2023 Ford F350 Utility truck hereinafter described.
B. CITY desires to engage VENDOR to provide these one (1) new 2023 Ford F350 Utility truck by reason of its qualifications and experience and VENDOR has offered to provide the required goods on the terms and in the manner set forth herein.
NOW, THEREFORE, IT IS AGREED as follows:
SECTION 1 - PURCHASE
The goods to be purchased from VENDOR under this Contract are described in Exhibit A to this Agreement, which is attached and incorporated by reference.
SECTION 2 - PRICE AND TAXES
All prices, for an amount not to exceed $87,720.92, shall be as stated in this Contract and are firm and not subject to escalation. This purchase is subject to all California sales tax.
Municipalities are exempt from federal excise and transportation taxes. Prices shall exclude these taxes.
SECTION 3 - PAYMENT
Unless otherwise agreed in writing, payment terms shall be net thirty (30) days from date of receipt of invoice or acceptance of goods, whichever occurs last. Invoices must cite the purchase order number to prevent delay in payment. All invoices must be mailed to City of San Mateo, Attn: Accounts Payable, 330 West 20th Avenue, San Mateo, CA 94403.
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8 SECTION 4 - DELIVERY AND PERFORMANCE
Time is of the essence in the performance of this Contract. If delivery of goods cannot be made at the specified time, VENDOR shall promptly notify the CITY of the earliest possible date for delivery.
Notwithstanding such notice, if VENDOR for any reason fails to deliver goods within the time specified or to the CITY’s satisfaction the CITY may terminate this Contract or any part thereof without liability except for goods previously provided and accepted. The CITY’s receipt or acceptance of all or part of a non-conforming delivery shall not constitute a waiver of any claim, right or remedy the CITY has under this Contract or applicable law.
SECTION 5 - SHIPMENT AND INSPECTION
VENDOR assumes full responsibility for all transportation, transportation scheduling, packing, handling, insurance, and other services associated with delivery of all products. No charges for transportation containers, packing, etc., will be allowed the vendor unless so specified in this Contract.
All shipments shall be F.O. B. 1961 Pacific Blvd. San Mateo. Transportation charges shall be shown as a separate item on the invoice.
The CITY may revise shipping instructions as to any goods not as yet shipped. The CITY shall have the right to inspect any or all of the goods at VENDOR’s place of business or upon receipt by the CITY. By reason of its failure to inspect the goods, the CITY shall not be deemed to have accepted any defective goods or goods which do not conform to the specifications provided or to have waived any of the CITY’s rights or remedies arising by virtue of such defects or non-conformance. VENDOR shall be responsible for payment of shipping for the return of any defective goods. Shipping documents and invoices must cite the Purchase Order number.
SECTION 6 - WARRANTIES
In addition to any other expressed or implied warranties and unless otherwise agreed in writing, VENDOR warrants that all products delivered hereunder will be new, suitable for use as described, of the grade and quality specified, free from all defects in design, material and workmanship; in conformity with all samples, drawings, descriptions and specifications furnished; in compliance with all applicable federal, state and local laws and regulations, and free of any liens and encumbrances. These warranties shall not be deemed to exclude VENDOR’s standard warranties or other rights or warranties which the CITY may have or obtain.
SECTION 7 - INDEMNITY
VENDOR 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 VENDOR’s performance of this Contract, except for those claims arising out of CITY’s sole negligence or willful misconduct. VENDOR agrees to defend CITY, its elected and appointed officials, employees, and agents against any such claims.
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8 SECTION 8 - TERMINATION
This Contract may be terminated by mutual consent of both parties or by the CITY at its discretion. The CITY may cancel an order for goods at any time with written notice to VENDOR, stating the extent and effective date of termination. Upon receipt of this written notice, VENDOR shall stop performance under this Contract as directed by the CITY. If the Contract is terminated, VENDOR shall be paid in accordance with the terms of the Contract for goods delivered and accepted.
SECTION 9 - REMEDIES
In the event of VENDOR’s breach of this Contract, City may take any or all of the following actions, without prejudice to any other rights or remedies available to the City by law: (a) require Vendor to repair or replace such goods, and upon VENDOR’s failure or refusal to do so, repair or replace the same at VENDOR’s expense; (b) reject any shipment or delivery containing defective or nonconforming goods and return for credit or replacement at VENDOR’s option, said return to be made at VENDOR’s cost and risk; (c) cancel any outstanding deliveries and treat such breach by VENDOR as VENDOR’s repudiation of this contract. In the event of the CITY’s breach hereunder, VENDOR’s exclusive remedy shall be VENDOR’s recovery of the goods or the purchase price payable for goods shipped prior to such breach.
SECTION 10 - COMPLIANCE WITH LAW
VENDOR warrants that it will comply with all federal, state, and local laws, ordinances, rules and regulations applicable to its performance under this Contract. VENDOR shall obtain and maintain throughout the life of the Contract all permits or licenses required in connection with the manufacture, sale, and shipment of the products ordered under this Contract.
SECTION 11 - ASSIGNMENT
VENDOR shall not delegate or subcontract any duties and services or assign any rights or claims under this Contract without the CITY’s prior written consent.
SECTION 12 - ARTWORK, DESIGNS, PATENTS, COPYRIGHTS AND TRADEMARKS VENDOR hereby agrees that the sale, use or incorporation into manufactured products of all machines, software, hardware, materials and other devices furnished under this Contract are free and clear of infringement of any valid patent, copyright, or trademark. VENDOR shall hold the CITY harmless from any and all costs and expenses, including attorney fees, liability, and loss of any kind growing out of claims, suits or actions alleging such infringement, and VENDOR agrees to defend such claims, suits or actions.
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8 SECTION 13 - GOVERNING LAW
This Purchase Order and the contract between the parties evidenced hereby or attached thereto shall be deemed to be made in the State of California and shall in all respects be construed and governed by the laws of that state.
SECTION 14 - VENUE
In the event of litigation, venue will be in the County of San Mateo.
SECTION 15 - WAIVER
The waiver of any term, condition or provision hereof shall not be construed to be a waiver of any other such term, condition or provision, nor shall such waiver be deemed a waiver of a subsequent breach of the same term, condition or provision.
SECTION 16 - COSTS AND ATTORNEY FEES
Attorney fees in an amount not exceeding $85 per hour per attorney, and 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 Contract. 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 provision 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 Contract.
SECTION 17 - MEDIATION
Should any dispute arise out of this Contract, 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 California State Board of Mediation and Conciliation, or other agreed-upon service. The mediator shall be selected by a "blindfolded" process.
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 18 - NOTICES
All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:
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8 To CITY: Marie Silva
City of San Mateo
1961 Pacific Blvd.
San Mateo, CA. 94403
To VENDOR: Mission Valley Ford Truck Sales
Attn: Jeff Speno, President
780 East Brokaw Road, San Jose, CA.
95112
SECTION 19 - AGREEMENT CONTAINS ALL UNDERSTANDINGS; AMENDMENT This document represents the entire and integrated agreement between CITY and VENDOR 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 VENDOR. [SIGNATURE PAGE FOLLOWS]
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8 IN WITNESS WHEREOF, CITY OF SAN MATEO and Mission Valley Ford Truck Sales, Inc. have executed this Agreement the day and year first above written.
CITY OF SAN MATEO VENDOR
Alex Khojikian
City Manager
Date Jeff Speno
President, Mission Valley Ford
Truck Sales, Inc.
Date
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PURCHASE CONTRACT
FOR TWO (2) NEW 2023 FORD F350 UTILITY TRUCKS
FROM SALINAS VALLEY FORD TRUCK SALES, INC.
This Purchase Contract (“Contract”), 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 SALINAS VALLEY FORD TRUCK SALES, INC., a CORPORATION (“VENDOR”).
RECITALS:
A. CITY desires to purchase certain two (2) new 2023 Ford F350 Utility trucks hereinafter described.
B. CITY desires to engage VENDOR to provide these two (2) new 2023 Ford F350 Utility trucks by reason of its qualifications and experience and VENDOR has offered to provide the required goods on the terms and in the manner set forth herein.
NOW, THEREFORE, IT IS AGREED as follows:
SECTION 1 - PURCHASE
The goods to be purchased from VENDOR under this Contract are described in Exhibit A to this Agreement, which is attached and incorporated by reference.
SECTION 2 - PRICE AND TAXES
All prices, for an amount not to exceed $155,781.69 shall be as stated in this Contract and are firm and not subject to escalation. This purchase is subject to all California sales tax.
Municipalities are exempt from federal excise and transportation taxes. Prices shall exclude these taxes.
SECTION 3 - PAYMENT
Unless otherwise agreed in writing, payment terms shall be net thirty (30) days from date of receipt of invoice or acceptance of goods, whichever occurs last. Invoices must cite the purchase order number to prevent delay in payment. All invoices must be mailed to City of San Mateo, Attn: Accounts Payable, 330 West 20th Avenue, San Mateo, CA 94403.
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SECTION 4 - DELIVERY AND PERFORMANCE
Time is of the essence in the performance of this Contract. If delivery of goods cannot be made at the specified time, VENDOR shall promptly notify the CITY of the earliest possible date for delivery.
Notwithstanding such notice, if VENDOR for any reason fails to deliver goods within the time specified or to the CITY’s satisfaction the CITY may terminate this Contract or any part thereof without liability except for goods previously provided and accepted. The CITY’s receipt or acceptance of all or part of a non-conforming delivery shall not constitute a waiver of any claim, right or remedy the CITY has under this Contract or applicable law.
SECTION 5 - SHIPMENT AND INSPECTION
VENDOR assumes full responsibility for all transportation, transportation scheduling, packing, handling, insurance, and other services associated with delivery of all products. No charges for transportation containers, packing, etc., will be allowed the vendor unless so specified in this Contract.
All shipments shall be F.O. B. 1961 Pacific Blvd. San Mateo. Transportation charges shall be shown as a separate item on the invoice.
The CITY may revise shipping instructions as to any goods not as yet shipped. The CITY shall have the right to inspect any or all of the goods at VENDOR’s place of business or upon receipt by the CITY. By reason of its failure to inspect the goods, the CITY shall not be deemed to have accepted any defective goods or goods which do not conform to the specifications provided or to have waived any of the CITY’s rights or remedies arising by virtue of such defects or non-conformance. VENDOR shall be responsible for payment of shipping for the return of any defective goods. Shipping documents and invoices must cite the Purchase Order number.
SECTION 6 - WARRANTIES
In addition to any other expressed or implied warranties and unless otherwise agreed in writing, VENDOR warrants that all products delivered hereunder will be new, suitable for use as described, of the grade and quality specified, free from all defects in design, material and workmanship; in conformity with all samples, drawings, descriptions and specifications furnished; in compliance with all applicable federal, state and local laws and regulations, and free of any liens and encumbrances. These warranties shall not be deemed to exclude VENDOR’s standard warranties or other rights or warranties which the CITY may have or obtain.
SECTION 7 - INDEMNITY
VENDOR 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 VENDOR’s performance of this Contract, except for those claims arising out of CITY’s sole negligence or willful misconduct. VENDOR agrees to defend CITY, its elected and appointed officials, employees, and agents against any such claims.
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SECTION 8 - TERMINATION
This Contract may be terminated by mutual consent of both parties or by the CITY at its discretion. The CITY may cancel an order for goods at any time with written notice to VENDOR, stating the extent and effective date of termination. Upon receipt of this written notice, VENDOR shall stop performance under this Contract as directed by the CITY. If the Contract is terminated, VENDOR shall be paid in accordance with the terms of the Contract for goods delivered and accepted.
SECTION 9 - REMEDIES
In the event of VENDOR’s breach of this Contract, City may take any or all of the following actions, without prejudice to any other rights or remedies available to the City by law: (a) require Vendor to repair or replace such goods, and upon VENDOR’s failure or refusal to do so, repair or replace the same at VENDOR’s expense; (b) reject any shipment or delivery containing defective or nonconforming goods and return for credit or replacement at VENDOR’s option, said return to be made at VENDOR’s cost and risk; (c) cancel any outstanding deliveries and treat such breach by VENDOR as VENDOR’s repudiation of this contract. In the event of the CITY’s breach hereunder, VENDOR’s exclusive remedy shall be VENDOR’s recovery of the goods or the purchase price payable for goods shipped prior to such breach.
SECTION 10 - COMPLIANCE WITH LAW
VENDOR warrants that it will comply with all federal, state, and local laws, ordinances, rules and regulations applicable to its performance under this Contract. VENDOR shall obtain and maintain throughout the life of the Contract all permits or licenses required in connection with the manufacture, sale, and shipment of the products ordered under this Contract.
SECTION 11 - ASSIGNMENT
VENDOR shall not delegate or subcontract any duties and services or assign any rights or claims under this Contract without the CITY’s prior written consent.
SECTION 12 - ARTWORK, DESIGNS, PATENTS, COPYRIGHTS AND TRADEMARKS VENDOR hereby agrees that the sale, use or incorporation into manufactured products of all machines, software, hardware, materials and other devices furnished under this Contract are free and clear of infringement of any valid patent, copyright, or trademark. VENDOR shall hold the CITY harmless from any and all costs and expenses, including attorney fees, liability, and loss of any kind growing out of claims, suits or actions alleging such infringement, and VENDOR agrees to defend such claims, suits or actions.
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SECTION 13 - GOVERNING LAW
This Purchase Order and the contract between the parties evidenced hereby or attached thereto shall be deemed to be made in the State of California and shall in all respects be construed and governed by the laws of that state.
SECTION 14 - VENUE
In the event of litigation, venue will be in the County of San Mateo.
SECTION 15 - WAIVER
The waiver of any term, condition or provision hereof shall not be construed to be a waiver of any other such term, condition or provision, nor shall such waiver be deemed a waiver of a subsequent breach of the same term, condition or provision.
SECTION 16 - COSTS AND ATTORNEY FEES
Attorney fees in an amount not exceeding $85 per hour per attorney, and 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 Contract. 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 provision 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 Contract.
SECTION 17 - MEDIATION
Should any dispute arise out of this Contract, 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 California State Board of Mediation and Conciliation, or other agreed-upon service. The mediator shall be selected by a "blindfolded" process.
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 18 - NOTICES
All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:
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To CITY: Marie Silva
City of San Mateo
1961 Pacific Blvd.
San Mateo, CA. 94403
To VENDOR: Salinas Valley Ford Truck Sales, Inc.
Attn: Alfonso Ramos, Finance Manager
780 East Brokaw Road, San Jose, CA.
95112
SECTION 19 - AGREEMENT CONTAINS ALL UNDERSTANDINGS; AMENDMENT This document represents the entire and integrated agreement between CITY and VENDOR 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 VENDOR. [SIGNATURE PAGE FOLLOWS]
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IN WITNESS WHEREOF, CITY OF SAN MATEO and SALINAS VALLEY FORD TRUCK SALES, INC. have executed this Agreement the day and year first above written.
CITY OF SAN MATEO VENDOR
Brad B. Underwood
Interim Public Works Director
Date Salinas Valley Ford Truck Sales, Inc.
<Insert Name>
<Insert Title>
Date
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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: PUBLIC HEARING Account Number: 10-4679 File ID: 23-7992 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: October 16, 2023
SUBJECT:
Community Flood and Storm Protection Fee Public Hearing and Potential Mail Balloting RECOMMENDATION:
Conduct a public hearing, and if there is a determination that a majority protest does not exist, adopt a Resolution directing Staff to conduct a ballot proceeding for the proposed Community Flood and Storm Protection Fee, a property- related fee conforming to Article XIII D, Section 6 of the California Constitution.
BACKGROUND:
The City of San Mateo operates and maintains a stormwater system, which provides vital services to safeguard neighborhoods from flooding and protects local waterways from pollution. The system consists of complex infrastructure including surface drains, underground pipes and conduits, pump stations, creeks and channels, and the Marina Lagoon.
The City’s stormwater system requires long-overdue improvements to address flood control limitations and aging infrastructure. Unlike the sanitary sewer system, the stormwater system does not have a dedicated funding source and relies on the General Fund. In 2019, the Public Works Department began working with SCI Consulting Group (SCI) on a financial analysis of the City’s stormwater activities to understand the funding needs and options for revenue generation.
Staff presented an overview of stormwater activities to the Sustainability and Infrastructure Commission (SIC) in December 2020 and continued to work with SCI on the funding analysis. At the February 2021 SIC meeting, staff presented a draft Stormwater Funding Analysis Report. Along with feedback from the SIC, the Stormwater Funding Analysis Report was presented to the City Council on May 17, 2021. Council directed staff to proceed with the next steps towards implementing a potential stormwater fee.
On June 5, 2023, public opinion survey results were presented to City Council. After hearing the survey results, Council directed the completion of a Fee Report with SCI. The purpose of the Fee Report was to establish the costs for stormwater capital improvements, Marina Lagoon dredging, regulatory requirements through the Municipal Regional Permit (MRP) and operation/maintenance. The total costs were used as the basis to calculate the appropriate fee designated to each parcel type so that costs and revenues balance. The overall benefit that a parcel receives from the programs as well as the amount of impervious surface were considered within the Fee Report.
At the recommendation of staff, Council took several actions on July 17, 2023, to initiate a Proposition 218 proceeding to establish a new property-related fee to provide additional funding for the stormwater program. These actions were:
1. Approval of the Fee Report by SCI, which recommended a fee structure based on a $96 annual fee for an average single-family home; and
2. Adoption of Resolution No. 81 (2023) formally initiating the Proposition 218 process by approving the Fee Report, setting a public hearing for October 16, 2023, and directing mailing of a notice to all affected property owners
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about the hearing and their right to protest the proposed fee; and
3. Adoption of Resolution No. 81 (2023) establishing procedures for conducting a Proposition 218 ballot proceeding.
Notices regarding the proposed fee and tonight’s public hearing were mailed over 45 days in advance to approximately 26,714 property owners. Please note due to property owners owning multiple properties, the total number of affected parcels is 28,994. The notice (included as Attachment 2) informed property owners of the subject of the hearing and their right to protest.
Next Steps:
Article XIII D, Section 6(a)of the California Constitution requires a public hearing to be conducted as well as a protest process. Any property owner affected by the proposed Storm Drainage Fee may submit a written protest before or during the public hearing. All written protests must be received prior to the close of the public hearing. If protests are received from property owners representing a majority of the affected parcels, the Storm Drain Fee cannot be established. A total of 28,994 parcels are affected by this proposed fee, so a majority would be formed by written protests timely received from owners of 14,498 parcels. Pursuant to Article XIII D, Section 6(c) of the California Constitution, if a majority protest does not exist, the City may initiate a ballot proceeding to be submitted to all property owners subject to the proposed fee.
Assuming a majority protest does not exist, and the Council adopts a resolution to direct ballot proceedings, the next step would be to print and mail the ballots to all affected property owners for consideration of the proposed Storm Drainage Fees. This process usually takes approximately two weeks, so ballots would be arriving in mailboxes in early November.
Ballots are due back to the office of the tabulator by 5:00 p.m. on December 18, 2023 (postmarks will not be accepted).
Ballots will not be opened until the tabulation process commences at 9:00 a.m. on December 19, 2023, in the Tabulator’s Office.. Once the tabulation is complete, the results will be brought before the Council for certification. A simple majority of returned ballots is necessary for the measure to pass. If the measure passes, the Council may at that time take action to impose the fees beginning July 1, 2024. Property owners should expect to see these fees levied on their tax bills in Fall 2024.
BUDGET IMPACT:
If the proposed rates are approved, the annual stormwater fee revenues will be approximately $4,000,000 in the first year.
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
Att 2 - Notice of Public Hearing - Stormwater Fee
Att 3 – Public Comment
STAFF CONTACT
Jimmy Vo, Senior Engineer
[email protected]
(650) 522-7319
Matt Fabry, Deputy Director
[email protected]
(650) 522 7309
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CITY OF SAN MATEO
RESOLUTION NO. ____-2023
FINDING THAT A MAJORITY PROTEST DOES NOT EXIST AND DIRECTING A PROPERTY OWNER BALLOT
PROCEEDING FOR THE PROPOSED COMMUNITY FLOOD AND STORM PROTECTION FEE, A PROPERTY- RELATED FEE CONFORMING TO ARTICLE XIII D, SECTION 6 OF THE CALIFORNIA CONSTITUTION WHEREAS, on July 17, 2023, the City Council of the City of San Mateo adopted Resolution 81 (2023) initiating proceedings to obtain approval of the proposed new Stormwater Fee (“Fee”), which is a property related fee conforming to Article XIII D, Section 6 of the California Constitution; approving the Fee Report for the Stormwater Fee (“Fee Report,” dated July 2023); and setting a public hearing before the City Council on October 16, 2023 in the City Council Chambers at 330 West 20 th Avenue, San Mateo CA 94403 at 7:00 pm to consider all property owner protests to the proposed fee; and WHEREAS, on July 17, 2023, the City Council of the City of San Mateo adopted Resolution 81(2023) adopting ballot procedures applicable to the proposed fee pursuant to Article XIIID, Section 6(c) of the California Constitution; and
WHEREAS, pursuant to the provisions of Article XIII D of the California Constitution, the City has provided 45-day written mailed notice to each record owner of parcels of real property subject to the Stormwater Fee of a public hearing, which was held at a regular meeting of the City Council on October 16, 2023 at 7:00 pm in the City Council Chambers on the issue of whether the proposed property related fee may be imposed as proposed in the Fee Report for Fiscal Year 2024-25; and WHEREAS, the mailed notice of the public hearing contained the following information: (a) the total amount of fee proposed to be levied for fiscal year 2024-25; (b) the fee chargeable to each owner’s parcel; (c) the reason for the Fee; (d) the basis upon which the amount of the proposed Fee was calculated; (e) the date, time and place of the public hearing as specified in this resolution; and (f) a summary of the effect of a majority protest.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Mateo as follows:
1.Tabulation of the Written Protests. The tabulation of written protests by the City Clerk is complete. A total of _______ written protests were submitted representing _____% of the 28,994 identified parcels subject to the Fee. Therefore, the City Council hereby finds that a majority protest does not exist as defined in Section 6(a)(2) of Article XIII D of the California Constitution and Sections 53755(b) of the California Government Code with respect to the proposed Stormwater Fee.
2.Voter Approval for the Stormwater Fee. Pursuant to the provisions of Article XIII D, Section 6(c) of the California Constitution, the City of San Mateo shall conduct a ballot proceeding to obtain property owner approval of the Stormwater Fee consistent with the procedures described in Resolution No. 81 (2023).
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CITY OF SAN MATEO
PUBLIC WORKS DEPARTMENT
330 W. 20th Avenue
San Mateo, CA 94403
www.cityofsanmateo.org
(650) 522-7300
July 31, 2023
Dear Property Owner:
This letter is to inform you about the City’s proposed Community Flood and Storm Protection Fee (“Stormwater Fee”) that would help pay for critical flood protection services and stormwater infrastructure. The City is asking property owners whether they approve of establishing a dedicated and reliable funding source to support upgrading aging infrastructure, provid ing enhanced flood protection services, implement ing improved maintenance, and cleaning stormwater to protect our creeks and the San Francisco Bay.
Flood protection is essential to ensure the safety and well -being of residents and property in San Mateo. A robust stormwater system – with the capacity to reliably and safely move stormwater away from developed areas and into downstream waterways or storage facilities – is necessary to protect the entire community.
The City currently relies on its General Fund to pay for flood protection and stormwater infrastructure. This is the same fund that helps pay for public safety, repairing roads, and improving parks. Unlike with sanitary sewer or trash/recyclables for which property owners pay dedicated fees for collecting and managing those waste streams, there is no secure, dedicated funding for the City to safely manage stormwater runoff. Given the numerous demands on the General Fund, there is insufficient existing funding to improve the City’s aging and often undersized infrastructure to properly manage stormwater and reduce the risk of flooding.
Much of the City’s stormwater system is over 50 years old and beyond its useful life, increasing the likelihood of critical infrastructure failures. Every year, the City spends $3.2 million just to maintain basic operations.
However, this level of funding is not enough for upgrading and improving infrastructure, with an additional $5.8 million needed annually to expand the stormwater system’s capacity to provide better flood protection for residents and property owners, including for dredging the Marina Lagoon, a critical flood control structure for the City.
The proposed Community Flood and Storm Protection Fee amount would vary depending on what type of property you own, with details included in the pages that follow. Most single -family residential parcels will be asked to pay about $8 per month, or $96 per y ear. Multi-family residential, commercial, and other types of parcels will be asked to pay their fair share as well.
I encourage you to read the important information in this packet and get involved in the process. On October 16, 2023, the City Council w ill conduct a public hearing, at which time the City Council will consider all written protests against the proposed fee . If there is a determination that a majority protest does not exist, the City Council will then consider initiating the property-owner balloting process for the fee. Additional information, including details on past and upcoming community meetings related to the Community Flood and Storm Protection Fee, can be found on the City’s website at www.cityofsanmateo.org/stormwater .
If you have any questions, feel free to contact us at (650) 522-7300 or [email protected].
Sincerely,
Matt Fabry, Acting Public Works Director
City of San Mateo Public Works Department
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2 Notice of Public Hearing
Stormwater Fee
PUBLIC HEARING
Notice is hereby given that the City Council will hold a public hearing to consider proposing a Community Flood and Storm Protection Fee (“Stormwater Fee”) for community flood and storm protection services to properties within the City of San Mateo.
The Public Hearing has been scheduled for:
A meeting beginning at 7:00 p.m. on October 16, 2023 in the City Council Chambers located at 330 W 20th Avenue, San Mateo, California 94403. Information on how to observe the meeting and offer public comment electronically or telephonically will be included in the meeting agenda.
At this public hearing, the City Council will determine whether a majority protests exists against the proposed Stormwater Fee and hear all persons interested in the matter . If a majority protest does not exist, the City Council will then consider whether to proceed with the balloting for the proposed Stormwater Fee. All interested parties are invited to participate in the meeting electronically or by teleconference. The public hearing will be held in accordance with Article XIII D of the California Constitution (Proposition 218).
Any owner or tenant of a parcel of real property subject to the proposed Stormwater Fee may object to the proposed fee by filing with the City Clerk, at or before the time of the hearing, a written protest . To be counted, a protest must be submitted in writing, clearly state opposition to the proposed fee , identify the property by address or assessor’s parcel number, identify the property owner or tenant, and include the original signature of the property owner or tenant. Only one written protest per parcel will be counted.
The mailing address for a written protest is as follows: Stormwater Fee Protest, c/o City Clerk, 330 W 20 th Avenue, San
Mateo, California 94403. The property owner may also be heard on the matter by providing testimony during the public hearing; however, oral comments during the hearing will not qualify as a protest unless accompanied by a written protest.
Protests which are mailed to the City Clerk must arrive prior to 4:30 pm on October 16, 202 3 to be counted. Protests submitted via e-mail, facsimile, or other electronic means will not be counted.
If the City Clerk does not receive written protests from a majority of the parcels subject to the proposed Stormwater Fee before the close of the public testimony portion of the public hearing, the City Council may authorize a mail ballot proceeding on the question of whether to approve the fee. No more than one written protest per parcel will be counted in calculating the number of protests. If authorized by the City Council, ballots will be mailed to all property owners whose parcels are subject to the fee.
The Stormwater Program would be managed by the City of San Mateo , and the proposed Stormwater Fee would be collected and used strictly for the stormwater services as summarized below.
OVERVIEW OF PROPOSED STORMWATER FEE
Reason for the Proposed Stormwater Fee.
The lack of a dedicated, secure funding source for the stormwater system has resulted in aging, over -capacity infrastructure assets due to deferred capital improvement projects that are essential for reliable flood protection. Moreover, current funding does not generate enough revenue to pay for the necessary operations, maintenance, and regulatory requirements required to prevent flooding, proactively service the system, and en suring that stormwater flowing to l ocal creeks, Marina Lagoon, and San Francisco Bay is clean.
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3 In 2023, the City prepared a comprehensive Stormwater Fee Report to determine the amount of revenue needed by a new fee to fund improvements to the Stormwater program. As shown in the table below, this resulted in a rate of $8.00 per month for a typical single-family home.
PROPOSED STORMWATER FEE RATES AND METHOD OF COLLECTION
If approved, this fee will be collected on the annual secured property tax bill . The new fee for a single- family home on a medium-sized parcel between 0.11 and 0.17 acres, which is the most common fee, is proposed to be $ 8.00 per month.
The City Council must review the rates each year to determine whether a Consumer Price Index adjust ment is justified, and the maximum amount of the fee that can be charged will increase by the percentage increase in the Consumer Price Index, All Urban Consumers (“CPI-U”) for San Francisco-Oakland-Hayward, during the twelve month period ending with the preceding month of December published by the U.S. Department of Labor, Bureau of Labor Statistics. The fee amount actually charged will not increase automatically; any increase must be approved by Resolution by the City Council. The entire schedule of proposed annual fee rates is shown in the table below.
Schedule of Proposed Stormwater Fee Rates
Residential *
Small Under 0.11 ac 5.55$ per parcel
Medium 0.11 to 0.17 ac 8.00$ per parcel
Large 0.18 to 0.23 ac 9.92$ per parcel
Extra Large Over 0.23 ac 11.08$ per parcel
Condominium - 1 Level 5.35$ per parcel
Condominium - 2+ Levels 2.71$ per parcel
Non-Residential **
Commercial / Industrial 100.50$ per acre
Office / Apartment / Institutional 81.82$ per acre Institutional w/ Field 71.24$ per acre
Park 5.53$ per acre
Vacant (developed) 5.53$ per acre
Open Space / Agricultural
* Single-Family Residential category also includes du- tri- and four-plex units Land Use Category
not charged
Proposed Monthly Fee
FY 2024-25
** Non-SFR parcels size is calculated to a hundredth of an acre
DESCRIPTION OF PROPOSED STORMWATER PROGRAM NEEDS
Capital Improvement Projects
Capital improvement projects have been deferred due to lack of funding resulting in aging infrastructure that is beyond the end of its design life. High priority capital improvement needs include drainage channel and drainage area rehabilitation throughout the City, Citywide storm drain condition assessment and Master Plan update, and a life- cycle approach to variable Marina Lagoon projects including dredging of the channel, a feature critical to the City’s flood control system.
Operations and Maintenance
Effective operations and maintenance are critical to the City’s stormwater system. Regular operations and maintenance tasks include storm -day preparations, periodic video inspections, timely storm system repairs, Marina Lagoon pump system maintenance, as well as ensuring green infrastructure facilities such as trash capture devices are working properly.
All of these tasks are necessary to maximize the useful life of essential infrastructure and minimize the risk of flooding during storms. The City has identified additional operations and maintenance needs necessary to protect the City from
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Safe, Clean, and Healthy Water
The City’s stormwater system must comply with strict State and Federal clean water standards to ensure that water discharged from the system is safe, clean and healthy in order to protect our local creeks , Marina Lagoon, and San Francisco Bay . Trash, oil, and other pollutants accumulate on our streets and sidewalks on a daily basis. Without appropriate controls, these pollutants would be swept into our creeks, Marina Lagoon, and the San Francisco Bay. Street sweeping and other actions keep our waterways clean by removing these pollutants from the water before they are released into the creeks. The City has a strong compliance program, but the current financial analysis indicates that additional funds are required to continue to address escalating regulatory requirements to meet heightened water quality standards.
Summary
The total amount to be collected by the proposed Stormwater Fee in Fiscal Year 20 24-25 is about $4.0 million. This proposed fee will greatly help to address the annual st ructural financial shortfall of the operations and maintenance and water quality requirements of the stormwater system and allow the City to address its most pressing and overdue capital improvement needs. Under the current proposal, the City’s current funding of the Stormwater System by the General Fund would continue and revenues from the proposed Stormwater Fee would provide funding for necessary additional operations and maintenance needs, and Capital Improvement needs including Marina Lagoon projects critical to the proper functioning of the City’s flood control system. A summary table showing a financial projection for fee revenues and possible expenditures based on known variables is shown below. Revenue and expenditure scenarios based on known project variables specific to Marina Lagoon is detailed further in the City’s Stormwater Fee Report.
Needs Summary and Financial Scenarios
in thousands
Scenario 1 Scenario 1 Scenario 1
Baseline Costs 3,197$ -$ -$ -$ Additional Needs 663 663 663 663 Subtotal Operating Costs 3,860$ 663$ 663$ 663$ Marina Lagoon Dredging 2,016 2,016 1,512 1,008 Capital Improvement Program*
Tier 1: High Priority Projects 1,622 1,353 1,622 1,622 Tier 2: First Lagoon Dredging 436 - 235 436 Tier 3: Medium- and High-Priorty Projects 1,070 - - 303 TOTAL REVENUE Requirement 9,004$ 4,032$ 4,032$ 4,032$ g
* CIP is amortized over 30 years Funded from other sources Deferred Funding g
Partially Deferred Funding
Estimated FY 24 Needs
ADMINISTRATION OF STORMWATER FEE
How the Fee Is Calculated. The proposed Stormwater Fee is based on the quantity of rain water runoff produced by each parcel or category of parcel. This runoff is based upon the proportional impervious area (e.g. roof tops and pavements) on each category of parcel. A copy of the full Stormwater Fee Study can be found on the City’s website at www.cityofsanmateo.org/stormwater.
Scenario 1
Scenario 2
Scenario 3
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5 Properties Subject to the Fee. All properties are subject to the fee except for undisturbed open space, agricultural land, and other undeveloped parcels that do not include measurable impervious area.
Annual Inflation Adjustment. In order to offset the effects of inflation on labor and material costs, the maximum rate that can be charged for the proposed fee is subject to an annual increase based on the change in the Consumer Price Index but will be limited to a maximum of 3% in any single year. Any change in the CPI in excess of 3% shall be cumulatively reserved as the “Unused CPI” and shall be used to increase the maximum authorized rate in years in which the CPI is less than 3%. The maximum authorized rate is equal to the maximum rate in the first fiscal year the Fee was approved adjusted annually by the lower of either 3% or the change in the CPI plus any Unused CPI as described above.
Accountability and Oversight Provision. The proposed Community Flood & Storm Protection Fee revenues will be collected and deposited into a separate account that can only be used for specified storm protection projects, capital improvements, maintenance, operations, and regulatory activities. The proposed Community Flood and Storm Protection Fee is a property -related utility fee as defined in Proposition 218, similar to water, sewer, and garbage utility fees.
Proposition 218 ensures that costs are apportioned to each property in a fair and equitable manner. The funds generated from the proposed fees cannot be used for general City purposes – they can only be used for stormwater services – and the revenues cannot exceed the cost of providing stormwater services.
COMMUNITY MEETINGS
The City Council will hold a public hearing on October 16, 2023 and has held several past public meetings on the proposed Storm Water fee. To review past meeting materials visit www.cityofsanmateo.org/stormwater:
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From:
Sent: Sunday, September 10, 2023 7:44 PM
To: City Council (San Mateo) <[email protected]> Subject: IS THE FLOOD PREVENTION TAX WORTH IT?
I hope you can take the emotion out of this issue and look at it objectively.
It’s all about efficient use of our tax dollars to deal with flood damage with an understanding of the costs/benefits, probability/risks. The city does not even know how many properties were flood damaged, the costs and location of the highest costs in the 2022/23 flood. There was no survey done or possible financial modeling.
Yes, we have had flooding several times in the past 50 years. There is no data on the damage, but I don’t remember anything like 2022/23, so a 50 or 100 year cycle likely still applies.
There are 29,000 residential and business properties in San Mateo. Most flood damage was east of the railroad tracks and “heavily located near lagoon, channel and creek inlets and several interior locations” the city says. Based on observation and conversations, let’s guesstimate that around 500-1000 properties were damaged which would mean 96-98% of San Mateo were not affected. Of those, maybe 90-95% had less than $2K in damages.
Is it really necessary to provide an additional $4M/year plus inflation INDEFINITELY for a relatively small number of properties, most likely with relatively low damage costs for a flood event that may not happen for another 50 or 100 years? The city says it needs a LOT more money than the $4M/year to provide assurance that little future flooding will occur and that “storms of unanticipated intensity could still overwhelm the system” Instead, let’s spend a LOT less and put aside a community relief fund to be distributed if a major flood happens sooner and just enough for critical preventative maintenance (The city council has already recently authorized $3M to be spent on flood prevention infrastructure, fixing lagoon pumps and other things)
Respectfully,
Gary Isoardi
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John Weingand
From:
Sent:
To:
Theresa Loftin
Tuesday, August 8, 2023 8:21 AM
Jimmy H. Vo
Matt FabryCc:
Subject: FW: Community Flood and Storm Protection Fee Protest Good morning ‐
From: Jason Wolfson
Sent: Monday, August 7, 2023 5:12 PM
To: Public Works <[email protected]>
Subject: Community Flood and Storm Protection Fee Protest To whom it may concern:
I just received the proposal for a monthly fee for flood and storm protection and am quite frustrated. We bought our home in 2021, pay over $20k a year in property taxes, including an increase in sewer taxes, and now are being asked to pay more?
I am formally protesting this fee, and would like to see a breakdown of how taxes are currently being used. While I love Sunnybrae, I already am frustrated with how little San Mateo does to keep the streets, foliage, and shopping centers look up to date and beautiful.
Happy to speak with someone further on this matter.
Best,
Jason Wolfson
1 224 of 657
John Weingand
From:
Sent:
To:
Patrice Olds
Monday, October 2, 2023 10:39 AM
Jimmy H. Vo
Subject: FW: B St Autumn Festival Community Event
From: Laurie Strange <[email protected]>
Sent: Sunday, October 1, 2023 8:25 PM
To: Alex Khojikian <[email protected]>
Cc: Patrice Olds <[email protected]>
Subject: FW: B St Autumn Festival Community Event
From: Doris Nishimoto
Sent: Sunday, October 1, 2023 8:41 AM
To: City Mgr <[email protected]>; Amourence Lee <[email protected]>; Lisa Diaz Nash <[email protected]>; Rob Newsom <[email protected]>; Richard Hedges <[email protected]>; Adam Loraine <[email protected]>; Noel Nish Cc: David Canepa <[email protected]>; [email protected] Subject: B St Autumn Festival Community Event
Hi City Manager and City Council,
On Saturday, City of San Mateo had the Autumn Festival on B St.
There was a table of 2 women disseminating information about 2 community issues:
1. Seniors and the problems they face
2. Vote YES for supplemental tax to prevent flooding by getting money to apply for a matching grant for infrastructure.
Both women told me that protests is the only way to affect change in this community.
I responded that my way is to write directly to the City if I can contribute any ideas; whether the City Council accepts these ideas is up to them.
They seemed to think that "democracy" meant a show of force in numbers. 1 225 of 657
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John Weingand
From:
Sent:
To:
Public Works
Friday, August 11, 2023 4:37 PM
Matt Fabry; Brad Underwood
Jimmy H. VoCc:
Subject: FW: Community Flood and Storm Protection Fee
‐‐‐‐‐Original Message‐‐‐‐‐
From: Henry Riggs
Sent: Friday, August 11, 2023 4:11 PM
To: Public Works <[email protected]>
Cc: City Council (San Mateo) <[email protected]> Subject: Community Flood and Storm Protecꢀon Fee
Maꢁhew Fabry
Acꢀng Public Works Director
Re: Stormwater Fee, leꢁer of July 31
Mr Fabry
I firmly object to the proposed added fee on properꢀes for stormwater system expenses. My community, North Central, has only recently agreed to a property tax levy for the bay flood levies that were just completed to protect our neighborhood ‐ which in fact has never flooded since I arrived in 1997, including in 1998 and in 2023.
Property owners pay dearly in real estate taxes ‐ an “entry level” 1.5M property pays over 15,000 annually towards county and city services, dramaꢀcally more than when I bought such a property, far more than inflaꢀon. Many of us feel there is no shortage of income, only an excess of spending outside of hard infrastructure.
While the city has repeatedly over‐promised in golden pensions for the full range of municipal employees, we residents are asked for ever increasing payments, with emphasis on property owners, as if housing were not already prohibiꢀvely expensive.
If your department needs more money for basic services, I suggest the city should never have deferred storm system maintenance. Council may need to rein in social programs, must rein in pension promises, and must get the city's house in order before further penalizing your residents.
Respecꢂully,
Henry Riggs
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John Weingand
From:
Sent:
To:
Public Works
Friday, August 11, 2023 7:54 AM
Jimmy H. Vo
Subject: FW: Community Flood and Storm Protection Fee
From: cristina roces
Sent: Thursday, August 10, 2023 8:51 PM
To: Public Works <[email protected]>
Subject: Community Flood and Storm Protection Fee
Hello,
I received correspondence regarding the above-referenced subject matter on collecting a fee for flood and storm protection. I am opposed to this fee, and so is my husband.
Does this email suffice as a written protest, or do I need to do something different before October 16?
We would be more in favor of affected areas or homes pay the proposed fee. I have a home formerly in a flood zone and had to pay for flood insurance for years. I didn't rely on the community to pay my flood insurance. If our home is an affected flood area, I'd be happy to pay this fee.
In conclusion I think only homeowners in affected areas should pay the fee and we feel it should not be all of San Mateo residents expected to pay the fee.
Thank you,
Cristina
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John Weingand
From:
Sent:
To:
Theresa Loftin
Friday, October 13, 2023 11:38 AM
Jimmy H. Vo
Cc: Matt Fabry
Subject: FW: storm water drainage system
FYI
From: Elena Angeli
Sent: Friday, October 13, 2023 11:26 AM
To: Public Works <[email protected]>
Subject: storm water drainage system
Dear Public Works,
We know you have a big job in our city.
We are in receipt of the second mailing regarding storm water systems and upgrades. I support the measure to update this necessary system, but I want to point out the obvious flaw in recent city requests:
I live in North Central; we were highly impacted by the "bike lane project." I realize the decisions and moneys were appropriated years before the project went into action, but I have a hard time over‐looking how poorly the city council handled the matter; how railroaded we felt by the project: it was going to happen no matter what we said or how outdated the plan had become. And the cost of it came in the form of money, stress, and daily impact for parking anywhere near our own homes.
We support city updating—otherwise we would crumble—but if millions of dollars can be funneled to support a bike lane project that was mishandled, and mis‐placed (E. Poplar Ave was NOT the correct street to do it!,) we have to question all financial requests from the city in the same light.
I believe the neighborhood of North Central paid dearly in parking, stress, and frustration with the bike lane.
Maybe those houses on the hillside that have dug and shifted earth for their homes should handle the burden of financing the storm system more than my neighborhood? The bike lane—which my window overlooks—is BARELY used. BARELY: and not entirely necessary. But storm water systems are necessary for all. I don't feel our neighborhood should have to handle this financial burden when we are already strapped with dealing with the loss of parking as a result of the unused and unnecessary "bike laMe." While my comments are not likely to change anything at this point of your project, I think it is important to voice my opinion so City can be more mindful of who is shouldering the burdens of projects‐‐ necessary or vain.
Good luck with your measure.
Elena Angeli
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John Weingand
From:
Sent:
To:
Theresa Loftin
Monday, August 7, 2023 9:34 AM
Jimmy H. Vo
Cc: Matt Fabry
Subject: FW: Stormwater
Forwarding for a response.
From: Martin Thomas
Sent: Saturday, August 5, 2023 1:37 PM
To: Public Works <[email protected]>
Subject: Stormwater
Hello,
What is the best way to speak or vote against the propose stormwater fee? There are for more important things and real issues that need to be addressed in my humble opinion.
Is the only option to come to the community meeting or is there a way to vote against it online? Thanks,
Marty
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John Weingand
From:
Sent:
To:
Theresa Loftin
Monday, August 7, 2023 8:51 AM
Jimmy H. Vo
Cc: Matt Fabry
Subject: Proposed Stormwater Fees
Forwarding for a response.
From: Dorothy Miller
Sent: Sunday, August 6, 2023 11:50 AM
To: Public Works <[email protected]>
Subject: Proposed Stormwater Fees
To Whom It Concerns:
I’ve received your notice regarding the proposed stormwater fee rates and would like to know if these fees are in addition to those, I’m already paying under the So Bayfront Levee Assmt. Residents in particular areas of San Mateo were requested to pay for improvements to protect properties against flooding several years ago. We voted and approved this improvement but now, it seems, you are asking us to double pay. At the time this issue came up it was pointed out that all of San Mateo would benefit this improvement at our expense. The city obviously needs to prepare for flood and rising seas, but I feel I’ve been doing that and another tax on top of what I’ve been paying is unfair.
Dorothy Miller
San Mateo, CA
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John Weingand
From:
Sent:
To:
Theresa Loftin
Monday, August 7, 2023 8:49 AM
Jimmy H. Vo
Cc: Matt Fabry
Subject: Community Flood and Storm Protection Fee
From: Kathleen Maher
Sent: Sunday, August 6, 2023 12:02 PM
To: Public Works <[email protected]>
Subject: Community Flood and Storm Protection Fee
To Whom it May Concern,
Being in the middle of the inflation we are in now, with the cost of just getting to work and extra work to keep up with all the increases of bills we are all experiencing, you want to charge me more fees?????? Amazing how government seems to always have a bottomless check book!
ABSOLUTELY NOT. You folks have a lot of guts.
Kathleen Maher
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Public Hearing,
Majority Protest Determination
&
Resolution Introduction
October 16, 2023
1 Proposition 218 New Stormwater Fee
Fiscal Years 2024-25
Presented By: Public Works – Jimmy Vo, Senior Engineer
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City Council to review protests against the proposed
stormwater fee and determine if a majority protest
exists.
If a majority protest does not exist, Council shall
decide whether to authorize mailing of ballot
materials to all property owners for the proposed
stormwater fee.
2 Purpose
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3 Background
Scope and Need
• When it rains, the entire community
relies upon the stormwater system
• Much of the stormwater system is 50+
years old and overdue for improvements
to address flood control capacity
limitations and replace aging
infrastructure
• Scope of stormwater management has
expanded significantly since the early
1990s due to environmental regulation
• There is currently no dedicated funding
source for City’s stormwater system
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4 Background
Initial Effort
• In 2019, Public Works began work with SCI
Consulting Group (SCI) on a financial analysis of
the City’s stormwater activities.
• Staff presented draft Stormwater Funding
Analysis Report to Sustainability and
Infrastructure Commission (SIC) in February 2021
• City Council finalized the Stormwater Funding
Analysis Report in May 2021 and directed to
move forward with next steps on implementing
a potential stormwater fee
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5 Background
Current Efforts
• Stormwater Fee Report published in July 2023, updating the May 2021 Stormwater Funding Analysis Report
• Following the July 17, 2023 City Council meeting, Public Works mailed a Notice of Public Hearing for the proposed stormwater fee to all property owners
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Public Opinion Surveys
• Surveys mailed out in 2021 and
2023 to test messaging and the
willingness to invest
• 5,000 surveys mailed out
• Greater than 50% support for an
average fee of $8/month
6 Background
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7 Proposed Stormwater Fee
Summary
• $8/month fee for an average
SFH would generate $4M
• Existing funding of $3.2M (various non-
dedicated City sources) for baseline
Operations & Maintenance
• Additional $5.8M required for fully-
funded stormwater program
• Future adjustments limited to the
lesser of annual change in CPI or
maximum of 3%, subject to council
approval
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Community Meetings
• NYE storm response & system discussions in June & July • General Plan Town Halls – 5 meetings in August &
September
Print Materials
• Informational items sent with surveys
• Reference in citywide General Plan mailer
• Recology bill insert
• Two additional mailings to property owners
(June & October)
Digital Materials
• Social media postings, eNewsletters
• Google advertising
• Nextdoor advertising
• Meta advertising 8
Public Outreach
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9 Schedule and Next Steps
October 16 City Council Meeting: Public Hearing, Majority Protest Determination, and Resolution Introduction
November 1 Mail ballots to property owners
December 17 Deadline for Ballots
January 2024 City Council Meeting: Presentation of ballot results Fall 2024 If approved, new stormwater fee would become effective Fall 2024
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City Council to review protests against the proposed
stormwater fee and determine if a majority protest
exists.
If a majority protest does not exist, Council shall
decide whether to authorize mailing of ballot
materials to all property owners for the proposed
stormwater fee.
10 City Council Decision Points
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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: 13 Section Name: OLD BUSINESS Account Number: 25-3112 File ID: 23-7900 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: October 16, 2023
SUBJECT:
Draft General Plan 2040 – Circulation; Public Services and Facilities; and Safety Elements RECOMMENDATION:
Receive an informational overview of the Draft General Plan 2040, take public comments and provide direction on Circulation Element, Public Services and Facilities Element, and Safety Element.
BACKGROUND:
The City’s General Plan Update kicked off in Fall 2018 and began with a series of visioning workshops and community meetings. From April 2019 through October 2023, the General Plan team held a series of meetings and events to establish the General Plan study areas; create the range of alternatives; confirm the draft alternatives; and receive feedback and direction on the preferred land use and circulation scenarios as well as on goals and policies from the community and, ultimately, the City Council. More information about the background information, technical reports, and outreach process, including meeting materials and recordings, is available at www.StriveSanMateo.org.
To date, the Strive San Mateo General Plan Update has focused on crafting a shared community vision for what San Mateo can be in the year 2040, selecting the preferred land use and circulation scenarios that will guide the General Plan’s Land Use and Circulation Elements, establishing the goals and policies for all of the elements in the General Plan, and compiling all of these efforts into the Draft General Plan 2040 (Attachment 1). Draft General Plan 2040 was published on July 17, 2023, which started the next phase of community outreach and engagement. Public meetings, workshops, and pop-up events, as well as an online commenting tool, will be happening through October 2023. Draft General Plan 2040, plus numerous supporting resources and tools, are available at www.strivesanmateo.org/draft-general-plan.
Draft General Plan 2040 Process
The Draft General Plan was started with a foundation based on the existing General Plan, but has been updated to reflect the community’s current policy priorities, address the key issues the City is facing today, and improve organization and clarity. To reach this milestone, the City of San Mateo has hosted 80+ events, a combination of workshops, staff presentations, and pop-up events, five online activities, 12 General Plan Subcommittee (GPS) meetings, six Planning Commission meetings, and 12 meetings with the City Council from 2018 through 2022.
These events and meetings shaped the development of Draft General Plan 2040 at every step of the project. Draft General Plan 2040 is a culmination of community, General Plan Subcommittee, and Planning Commission feedback and ultimately City Council direction. In addition, the Strive San Mateo General Plan 2040 website included online activities and shared information about upcoming meetings and draft documents throughout the process.
Draft General Plan 2040 Overview
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Draft General Plan 2040 is made up of a Vision Statement and Guiding Principles, text describing key issues of community interest, and goals and policies that outline how the City will address those issues, as well as accompanying maps and diagrams. Draft General Plan 2040 addresses all the topics required by State law and has tailored the organization to reflect the local context. It also includes other topics that are not required by State law, but that community members have identified as being fundamental to the quality of life in the city. Once adopted, the optional elements have the same legal status as the mandatory elements. No single element or subject supersedes any other, and all elements must be internally consistent; policies and actions must complement one another across topic areas without conflicting. The elements in the Draft General Plan 2040 include: Land Use; Circulation; Housing (adopted separately); Community Design and Historic Resources; Conservation, Open Space, and Recreation; Public Services and Facilities; Safety; and Noise.
Each element, or chapter, of Draft General Plan 2040 also includes a concise set of background narratives that summarizes current conditions in the city related to the topics in the element. The background information provides context about the issues the City plans to address, explaining why there is policy direction so that the policies and actions can focus on how the City can achieve a desired outcome. The narratives also provide information on other regulations and/or agencies that influence the decisionmaking process. Together, these items paint a picture of the community’s future.
The elements in Draft General Plan 2040 address a specific set of topics and include a set of goals, polices and actions that provide a blueprint for how the City will address these issues. These goals, policies, and actions provide guidance to the City on how to direct change and manage resources over the next 20 years.
Draft General Plan 2040 also embodies three key themes: Sustainability, Environmental Justice, and Community Engagement. Because these themes are interrelated with all the other elements, they are woven throughout Draft General Plan 2040 rather than being in a stand-alone element. Policies and actions in each element that relate to each of these themes are marked with a corresponding icon.
Community Outreach on Draft General Plan 2040
The community outreach and engagement effort for this phase of the General Plan Udpate began on July 17, 2023 with the publication of Draft General Plan 2040. The City has been collecting feedback on Draft General Plan 2040 through a series of workshops, meetings, events, and online commenting tools over the past two and a half months. A more detailed report on the community outreach and engagement activities that happened during this phase of the General Plan Update effort will be presented to Council at the October 30, 2023 special meeting.
As of October 9, 2023, over 236 comments were submitted via the online tool, 52 written comments were submitted via email on the Draft General Plan and 24 written comments were received on the Draft EIR. In addition, over 380 members of the public attended the five district town hall meetings, with many verbal and written comments received at each event. Verbal feedback on the General Plan has also been received by staff at various other pop-up events and activities that have occurred over the past three months. Based on the virtual community workshop, online tool, written comments, town hall meetings and other engagement activities, the emerging community feedback themes on the Draft General Plan, specific to the three elements being reviewed at this meeting, are as follows:
Circulation Element
•Reduce traffic congestion.
•Reduce residential speed limits.
•Improve pedestrian and bicycle safety and expand infrastructure to support these travel modes. •Ensure new bike lanes do not affect existing parking.
•Coordinate with transit providers to ensure efficient and more frequent transit service. •Ensure sufficient parking as the city grows.
•Do not classify 5 th Ave from S. Delaware to S. Amphlett and 9th Ave from S. Delaware to S. Amphlett as arterials.
Public Services and Facilities Element
•More specifically address the topic of seniors and the aging population. •Ensure sufficient infrastructure and public services as the city grows.
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•Both support and concern for building electrification; concern about the costs associated with these upgrades and requests for more community outreach and input.
•Need to regularly maintain the lagoon.
•Maintain stormwater infrastructure to prevent flooding. •Ensure access to fresh food and grocery stores especially as local retail is at risk of converting to other uses.
Safety Element
•Ensure there is sufficient flood protection infrastructure. •Plan for sea level rise.
•Build climate change resilient public facilities.
General Plan Subcommittee Feedback on Draft General Plan 2040 The GPS met on August 29, 2023, to review and provide feedback on Draft General Plan 2040. At this meeting, the GPS accepted public comments, asked clarifying questions and provided a range of comments and feedback on all of the topics covered in the seven elements. Attachment 2 includes a summary of the GPS comments and feedback. Some of the overarching themes that emerged from the GPS’s discussions and comments included:
•Make it clear how the General Plan will affect the community, perhaps by summarizing the outcomes in an Executive Summary at the start of each element.
•Add actions to enhance placemaking in San Mateo to ensure the charm and identify of the city is maintained as the city grows.
•Support local businesses and highlight the positive impacts local business has on the community. •Add policies and actions to support seniors and aging and policies and actions to support seniors as a growing proportion of the population.
•Outside of the General Plan, examine fees and policies that could be an obstacle to housing production and update City policies that may impede housing development.
Planning Commission Feedback on Draft General Plan 2040 The Planning Commission held a public meeting on September 26, 2023, to review and provide input on the Draft General Plan. At this meeting, the Commission accepted public comments, asked clarifying questions, and provided a range of comments and feedback on all of the topics covered in the seven elements. With regards to the three elements being reviewed at this meeting, the Commission had the following comments and feedback:
Circulation Element
•Prioritize implementation of the Capital Improvement Plan (CIP) projects that align with the State Climate Action Plan for Transportation Infrastructure and other climate goals. •Establish a realistic, but ambitious timeframe to fully complete all infrastructure projects outlined in the CIP. •Add mention of paratransit systems.
•Explore incentives for projects that voluntarily provide parking within ½ mile of transit.
Public Services and Facilities Element
•Expand access to public restrooms.
•Provide for the equitable distribution of public services and facilities throughout the city.
Safety Element
•Support for OneShoreline sea level rise overlay zone mapping. •Prioritize establishing microgrids in equity priority communities.
For the Planning Commission recommendations that align with GPS and community input, as well as past Council direction, staff has added them to the recommended revisions in Attachments 4-6. For the other recommendations, staff would look to Council for direction before including them as revisions to the General Plan.
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DISCUSSION:
Staff is seeking direction from the Council on what updates and revisions should be made to Draft General Plan 2040 before the final version is published. Based on the community input received, along with feedback from the GPS and Planning Commission, staff developed a list of recommended revisions for each Element. Does the Council support these recommended revisions? Are there any other changes or updates that should be made to the Draft General Plan? Circulation Element
This Element sets the policy framework for attaining a future multimodal transportation system that meets the community’s needs, is sustainable, advances environmental justice, and improves the community’s welfare. This element promotes a circulation system that serves the land use plan in the Land Use Element and is designed for all users and all modes of transportation, welcomes innovation, and addresses the challenges of roadway improvements and parking.
This element includes goals, policies, and actions focused on improving and expanding the multimodal transportation network, promoting transportation demand management to reduce greenhouse gas emissions and vehicle trips, expanding and improving the safety of the pedestrian, bicycle and micromobility network, making transit a viable transportation option for the community, maintaining a roadway network that operates efficiently as the city continues to grow, providing for efficient parking and curbside management, and utilizing emerging transportation technologies to expand transportation options.
Based on the community input received, along with input from the GPS and Planning Commission, staff prepared a list of recommended revisions for Council consideration (Attachment 3). Highlights of these recommendations include adding language to signal improving transportation safety is a cornerstone principle of this Element, adding an action to update Figure C-3 Street Classifications to reflect the outcomes of the Complete Street Plan, improving the clarity and intent of various policy and action texts, and incorporating recommendations from SamTrans.
Public Services and Facilities Element
The Public Services and Facilities Element is not one of the required elements for a General Plan. However, the City understands the importance of public services and facilities, and this Element provides the policy framework to maintain and enhance community safety services, water supply, wastewater, flood control, energy infrastructure, solid waste reduction and public facilities such as City Hall, the libraires, and community centers. This element also supports school services, the provision of child care, access to health care and social services and supporting senior citizens and the aging population.
Based on the community input received, along with input from the GPS and Planning Commission, staff prepared a list of recommended revisions for Council consideration (Attachment 4). Highlights of these recommendations include updating the stormwater policies to improve connections to flood prevention and enhanced water quality, adding a policy to continue maintenance of the Marina Lagoon to improve flood control infrastructure, improving and expanding child care policies, and adding a new goal and policies and actions to support seniors and aging adults.
Safety Element
The Safety Element establishes the policy framework to reduce exposure to potential natural and human-caused hazards that could affect the City of San Mateo’s residents, businesses, visitors, environment, and services. San Mateo is at risk from several natural and human-caused hazards such as geologic and seismic hazards, flooding, sea level rise, wildfires, and potential exposure to hazardous materials. Climate change is likely to make many of these hazards more damaging for people, buildings and structures, ecosystems, and other important community assets.
Based on the community input received, along with input from the GPS and Planning Commission, staff prepared a list of recommended revisions for Council consideration (Attachment 5). Highlights of these recommendations include combining the flood hazard and sea level rise adaptation policies and actions to signal the interconnections between these topics.
NEXT STEPS:
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Following the October 16, 2023, City Council Meeting, the next steps to finalize the Draft General Plan 2040 include:
•Hold the final public meeting on Draft Geneal Plan 2040 before the City Council scheduled October 30, 2023 (Land Use) to review the input from the community, GPS, Planning Commission, and provide direction on the remaining Draft General Plan 2040 Element.
•Prepare written responses to all comments received on the Draft EIR which will be compiled in the Final EIR (target to publish is January 2024).
•Document revisions to General Plan 2040 per Council direction (target to publish is January 2024). •Hold two Planning Commission hearings to provide recommendations to the City Council on General Plan 2040, CAP 2023 Technical Update, and the Final EIR (anticipated in February 2024). •Hold City Council hearings to consider adoption of General Plan 2040 and the CAP 2023 Technical Update and certification of the EIR (anticipated in March 2024).
ENVIRONMENTAL DETERMINATION:
In accordance with Public Resources Code section 21065, the City Council’s direction on Draft General Plan 2040 is not a project subject to CEQA because it can be seen with certainty that this activity will not cause a physical change in the environment. The Draft Environmental Impact Report (DEIR) for the General Plan Update was published on August 11, 2023. The DEIR 45-day public comment started on August 11, 2023 and ended on September 25, 2023. A Final EIR will be prepared and presented to the City Council for certification prior to any formal decisions on General Plan 2040.
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – Draft General Plan 2040
Att 2 – Summary of General Plan Subcommittee Feedback on Draft General Plan 2040 Att 3 – Circulation Element – Recommended Revisions
Att 4 – Public Services and Facilities Element – Recommended Revisions Att 5 – Safety Element – Recommended Revisions
Att 6 – Public Comment
STAFF CONTACT
City of San Mateo PlaceWorks
Zachary Dahl, AICP, Deputy Director Joanna Jansen, AICP, LEED AP, Principal (650) 522-7207
[email protected]
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Strive San Mateo
General Plan 2040
Draft | July 2023
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Strive San Mateo ● General Plan 2040 | Draft
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1 Strive San Mateo ● General Plan 2040 | Draft
Table of Contents
Vision and Values 7
Vision and Values � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �7
1. Introduction 11
What is a General Plan? � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11 Who Made the General Plan? � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11 Big Ideas in Strive San Mateo’s General Plan 2040 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 15 San Mateo’s Planning Context � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 17 Economic Profile � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 20 Future Growth and Projected Trends � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 22 User’s Guide � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 23 Implementing Strive San Mateo General Plan 2040 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �33
2. Land Use Element 3 7
Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 37 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 39 General Plan Height and Intensity Standards � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 40 Balanced and Equitable Growth and Preservation � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 45 A Diverse Range of Land Uses � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 50 Focused Planning Areas � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �53 Shopping Areas in Transition � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 57 Environmental Justice � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 58 Community Engagement � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 62 Climate Change and Land Use � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 64 A Sustainable Economy � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 67 Development Review � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 70 Regional Cooperation � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 71 General Plan Maintenance � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 72
3. Circulation Element 7 5
Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 75 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 76 Multimodal Transportation Network � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 77 Transportation Infrastructure Funding � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 79 Transportation Demand Management � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 81 Pedestrian Network � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 83 Bicycles and Micromobility Network � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 85 Table of Contents
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Transit Services � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 88 Roadway Network Improvements � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 92 Parking and Curbside Management � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 96 Future Mobility and Technology � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 98
4. Housing Element Under Separate Cover
5. Community Design and Historic Resources Element 10 3 Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �103 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 104 Natural Setting and the Urban Forest � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �105 Archaeological and Paleontological Resources and Tribal Cultural Resources � � � � � � � � 108 Historic Resources � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 110 City Placemaking � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 114 Elements of Design � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 117
6. Conservation, Open Space, and Recreation Element 12 3 Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �123 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �124 Natural Resources � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �125 Access to Nature and Preservation of Open Space � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �129 Creeks and Riparian Areas � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �132 Air Quality � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 135 Parks and Recreation � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �137
7. Public Services and Facilities Element 14 9
Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 149 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 149 Community Safety � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �150 Water Supply � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �153 Wastewater And Flood-Control Infrastructure � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �156 Energy and Telecommunications Infrastructure � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 160 Public Facilities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �163 Child Care and Schools � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �165 Healthcare and Social Services � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �169 Solid Waste � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 171
8. Safety Element 17 5
Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �175 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �176 Emergency Readiness and Emergency Operations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �177 Geologic and Seismic Hazards � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �183
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3 Strive San Mateo ● General Plan 2040 | Draft
Table of Contents
Flood Hazards � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �187 Sea Level Rise � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �192 Wildfire Hazards � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �199 Hazardous Materials � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 206
9. Noise Element 2 11
Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 211 Relevance to General Plan Themes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 211 Noise in San Mateo � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �212 Measuring Environmental Noise � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �212
10. Abbreviations and Glossary 2 23
Abbreviations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 223 Terminology � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 226 Figure I-1 Strive San Mateo General Plan 2040 Study Areas � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13 Figure I-2 Regional Context � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 18 Figure I-3 Proportions of Existing Land Use in San Mateo � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 19 Figure I-4 San Mateo Planning Area � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 25 Figure I-5 Equity Priority Communities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 29 Figure I-6 Equity Priority Communities – North Central � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 31 Figure I-7 Equity Priority Communities – North Shoreview/Shoreview � � � � � � � � � � � � � � � � � � �32 Figure LU-1 Land Use Map � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 38 Figure LU-2 Floor Area Ratio and Height � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 41 Figure LU-3 Specific Plan, Master Plan, and Area Plans � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 47 Figure C-1 2040 Circulation Scenario � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 78 Figure C-2 Transit Routes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 89 Figure C-3 Street Classification � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 93 Figure COS-1 Vegetation Habitats � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �126 Figure COS-2 Open Space Lands � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �130 Figure COS-3 Waterways � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 133 Figure COS-4 Public Parks and Recreation Sites � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �138 List of Figures
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Table of Contents
Table I-1 Race and Hispanic Origin � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 20 Table I-2 State-Mandated and Strive San Mateo General Plan 2040 Elements � � � � � � � � � 23 Table LU-1 Land Use Designations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 42 Table CD-1 National Register and State Register of Historic Places in San Mateo � � � � � � � �111 Table N-1 Land Use Compatibility Guidelines � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �216 List of Tables
Figure COS-5 Public Parks and Recreation Sites Service Radius � � � � � � � � � � � � � � � � � � � � � � � �139 Figure PSF-1 Fire and Police Services � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 151 Figure PSF-2 Watershed Areas � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �154 Figure PSF-3 School Sites and Elementary School Districts � � � � � � � � � � � � � � � � � � � � � � � � � � � �166 Figure PSF-4 School Sites and High School Districts � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �167 Figure S-1 Potential Evacuation Routes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �178 Figure S-2 Evacuation-Constrained Areas � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �179 Figure S-3 Shaking Amplification During Earthquakes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 184 Figure S-4 Slope Stability and Liquefaction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �185 Figure S-5 Potential Flood Hazards � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 188 Figure S-6 Potential Flood Hazards – Dam and Levee Failure � � � � � � � � � � � � � � � � � � � � � � � � � �189 Figure S-7 Tsunami Hazard Zones � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 190 Figure S-8 2050 Sea Level Rise � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 194 Figure S-9 2100 Sea Level Rise � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �195 Figure S-10 2050 Sea Level Rise Plus 100-Year Storm � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �196 Figure S-11 North Shoreview Flood Protection Improvements � � � � � � � � � � � � � � � � � � � � � � � � � �197 Figure S-12 Wildfire Hazard Zones � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �201 Figure S-13 Wildland-Urban Interface � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 202 Figure S-14 Land Uses in Very High Fire Hazard Severity Zones � � � � � � � � � � � � � � � � � � � � � � � 203 Figure N-1 Existing Traffic Noise Contours � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �213 Figure N-2 Future Traffic Noise Contours � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �214 Figure N-3 Rail Noise Contours � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �215
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VISION AND VALUES
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Vision and Values
Diversity
We embrace
diversity and
respect the
experiences,
contributions,
and aspirations
of people of all
ages, abilities,
incomes, and
backgrounds.
We celebrate
arts and culture.
Balance
We seek to
balance
well-designed
development
and thoughtful
preservation
with a full
spectrum
of choices
for housing
and effective
transportation.
Inclusivity
We strive
to include
everyone in
community life
and decisions
for a shared,
sustainable
future.
Prosperity
We cultivate
a diverse
and thriving
economy with
different types
of homes, jobs,
recreation,
lifelong learning
opportunities,
and services
for both current
and future
generations.
Resiliency
We are leaders
in sustainability,
making San
Mateo strong
and resilient by
acting boldly
to adapt to a
changing world.
VISION AND VALUES
The Strive San Mateo General Plan 2040 Vision and Values expresses the community’s aspirations for San Mateo for the next 20 years. Developed through a community visioning process, the Vision describes the future of San Mateo as the community would like it to be in 2040 and sets the tone for the entire document.
The Values provide direction for decision making as the General Plan is implemented over time and are meant to remind local leaders and City of San Mateo staff of the community’s most important ideals. The Vision and Values informed the development of the General Plan goals, policies, and actions. All policies and actions are intended to support the implementation of the Vision and Values.
VISION
San Mateo is a vibrant, livable, diverse, and healthy community that respects the quality of its neighbor - hoods, fosters a flourishing economy, is committed to equity, and is a leader in environmental sustainability.
VALUES
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CHAPTER 1
Introduction
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Chapter 1 Introduction
INTRODUCTION
WHAT IS A GENERAL PLAN?
The Strive San Mateo General Plan 2040 is the City’s primary tool to guide physical changes in the city. It lays out the community’s vision for how San Mateo will look, feel, and change over the next 20 years. The Strive San Mateo General Plan 2040 covers many important topics, including where housing and businesses get built; how people travel around the city; and how to adapt to a changing climate, protect the natural environment, and provide parks and community services. This General Plan also expresses the City’s commitment to environmental justice, community engagement, and sustainability.
Every municipality in California is required by State law to adopt and periodically update a general plan that provides a comprehensive, long-range statement of the jurisdiction’s land use policies for the coming decades. It must respond to existing conditions on the ground today and anticipate broad, emerging trends that will shape the San Mateo of tomorrow. State law requires that general plans must address many different topics that affect our daily lives, such as housing, land use, transportation, climate change, natural resources, community health and safety, and public services and amenities.
Together with the City’s Zoning Code and other related sections of the Municipal Code, the Strive San Mateo General Plan 2040 will serve as the basis for planning and policy-related decisions made by City staff, the City Council, the Planning Commission, and other City boards and commissions. Strive San Mateo General Plan 2040 is also an important reference document for residents and those seeking to develop property in the city since it relays the City’s vision for the future of San Mateo.
WHO MADE THE GENERAL PLAN?
The process to update the 2030 General Plan kicked off in May 2018. At the outset of the project, the City Council appointed a seven-member General Plan Subcommittee (GPS) that was charged with providing feedback and encouraging community participation throughout the Strive San Mateo General Plan 2040 process. The GPS included two City Councilmembers, two Planning Commissioners, and three representa- tives from other City commissions and the San Mateo-Foster City School District.
Community engagement and feedback was the foundation for each decision point of the Strive San Mateo General Plan 2040 process. Public outreach began in fall 2018 with a series of visioning workshops and community meetings. Over the next four years, the City received input from over 4,000 people or organiza- tions. Outreach activities included:
• Hosting over 20 community meetings, workshops, and open houses virtually and across the city. • Staffing booths at 20 different community events, such as September Nights on B Street, Movies in the Park, and the Día de los Muertos event at the Martin Luther King Jr. Community Center. • Offering five online surveys and mapping activities to encourage remote participation. • Making presentations to numerous community organizations, including neighborhood groups, business associations and major property owners, and local nonprofit groups.
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Chapter 1 Introduction
• Holding pop-ups at local businesses, churches,
parent group meetings, food distribution
centers, bus stops, and various community
events.
• Holding over 30 public meetings with the City
Council, Planning Commission, and General
Plan Subcommittee.
In addition, the Strive San Mateo General Plan
2040 website included online activities and shared
information about upcoming meetings and draft
documents throughout the process. The online
activities allowed community members to provide
input without having to attend events in person,
which was especially important during the COVID-19
pandemic that limited public gatherings for much of
2020 and into 2021.
Throughout the Strive San Mateo General Plan
2040 process, the City Council emphasized inclusive
outreach to ensure engagement from non-English
speakers, renters, residents under the age of 44,
low-income households, and underrepresented
areas, including the North Shoreview, Shoreview,
and North Central neighborhoods, and areas east of US Highway 101. City staff held pop-up events and workshops in the underrepresented neighborhoods and saw an increase in participation from these targeted groups over the course of the process.
Establishing the community’s vision and values for San Mateo in 2040 was a first major step of the Strive San Mateo General Plan 2040 preparation process. Between September 2018 and April 2019, hundreds of San Mateo residents provided input on the vision and values for 2040. The City Council finalized the vision statement included as a preamble to this General Plan. The final vision and values statement will guide the implementation of this General Plan over the next 20 years.
Following the visioning phase, the City held community workshops, meetings, and online activities, to identify areas of the city that have the greatest potential to support growth and change over the next 20 years. Ten areas were identified as part of this process, as shown in Figure I-1, and they included the El Camino Real corridor, areas around the three Caltrain stations, and aging and underutilized shopping centers that have potential to transition to other uses. Although the 10 areas reflect the locations where the City anticipates most growth to occur, the Strive San Mateo General Plan 2040 will allow for continued growth outside of these areas based on existing densities, regulations, and State law. The City published an Alternatives Evaluation that analyzed land use and transportation alternatives for these 10 areas in January 2022. After receiving input from the community, General Plan Subcommittee, and Planning Commission, the City Council selected the preferred land use and transportation scenarios in spring 2022.
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H I LLSBOROU GH
BURL INGA ME
BEL MO NT
F O S T E R C I T Y
1 01
280
35 82
82 92
SunnybraeBl vd
E 28th Ave
Yal eDr
Murph y
Dr
42n d Ave
LaSel v
aSt
W 3 rd Ave
W 20th Ave
P a l m Ave
9th Ave
Pacific B l vd
SNorfolkSt
3 7th Ave
SBSt
W5th Ave
De Anza B l vd
W Pop lar Ave
S G ra n t St
RobertaDr
N ewbridge Ave
Keh oe Ave
Sh orevi ew Ave
1 6th Ave
B a rn eson Ave
B orel A ve
1 st Ave
Mapl eSt
2n d Ave
Edison St
M on te D i a b l o Ave
Ti l ton Ave
HaciendaSt
NBSt
G l e
ndoraDr
L osPrados
28th Ave
Fra n k l i n Pkwy
31 st Ave
N Am p h l ett B l vd
Ara g on B l vd
P a r
rott D r
N B a ysh ore B l vd
Bo v et R
d
Wa yneWa y
Cam p u s
Dr
7 2
3 4
5 6
8 9
10 1-N
1-C
1-S
General Plan 2040 Study Areas
Source: City of San Mateo; 2022, ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles Study Areas
Parks and Open Space
Caltrain
City Limits
Sphere of Influence
SAN FRANCISCO BAY
PENINS ULA GO L F A ND
C O UNT RY C L UB
(UNINC O RPO RA T ED)
E l Ca m i n o R ea l
E l Ca m i n o R ea l
Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure I-1 Strive San Mateo General Plan 2040 Study Areas 13 Strive San Mateo ● General Plan 2040 | Draft
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After the alternatives process, the City prepared draft goals, policies, and actions for each Strive San Mateo General Plan 2040 Element. The goals and policies are based on a combination of guidance from the existing General Plan, input from community members and decision makers throughout the process, State and local laws, and best practices in the planning profession. The community, General Plan Subcommittee, Planning Commission, and City Council reviewed the draft policies and actions in a series of public meetings in summer and fall 2022. In addition, the community provided input on the draft policies and actions through an online survey that was active for over two months.
The Strive San Mateo General Plan 2040 team incorporated City Council direction into the draft goals, policies, and actions, and prepared the Draft Strive San Mateo General Plan 2040 for community, General Plan Subcommittee, Planning Commission, and City Council review.
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BIG IDEAS IN STRIVE SAN MATEO’S
GENERAL PLAN 2040
The Strive San Mateo General Plan 2040 includes the following big ideas that will guide the next 20 years of San Mateo.
Balance Growth and Change.
Strive San Mateo General Plan 2040 sets the stage for higher density residential and mixed-use development close to transit and jobs while maintaining existing development patterns in lower density neighborhoods. Allowing a range of housing densities encourages a broad variety of housing types and sizes that fit many different needs, and building new homes near Caltrain and high frequency bus routes helps reduce vehicle miles traveled and greenhouse gas (GHG) emissions.
Enhance San Mateo’s Neighborhood Fabric and Quality of Life.
Strive San Mateo General Plan 2040 promotes context sensitive single-family design, supports neighborhood shopping areas, improves neighborhood walkability and traffic congestion, protects homes, schools, and libraries from excessive noise levels, and provides for a comprehensive network of parks and recreational facilities for all to enjoy.
Preserve Nature as the Foundation of the City.
Strive San Mateo General Plan 2040 honors San Mateo’s natural setting as an irreplaceable asset that is the physical foundation of the community by protecting open space and natural habitat, planting trees, maintaining the City’s urban forest, investing in natural infrastructure, preserving natural views and expanding access to parks and open space.
Encourage All Ways to Travel Around the City.
Strive San Mateo General Plan 2040 supports a multimodal transportation system implemented using a complete streets approach that emphasizes safety and access for walking, bicycling, transit, and driving. By prioritizing mobility options and connec- tivity for all modes, the General Plan works toward reducing congestion on local streets, vehicle miles traveled and greenhouse gas GHG emissions.
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Support the Local Economy.
Strive San Mateo General Plan 2040 focuses on ways to keep jobs and dollars in San Mateo by supporting local shops, businesses, and services. It encourages new businesses that residents need and enjoy, such as restaurants, daycares, medical clinics, gyms, pharmacies, and grocery stores, in convenient locations throughout the community.
Address Historic Preservation Holistically.
Strive San Mateo General Plan 2040 provides a comprehensive blueprint for historic preservation, starting with a citywide historic context statement and Historic Preser- vation Ordinance update, followed by updates to the historic resources inventory to identify architecturally, culturally, and historically significant buildings, structures, sites, and districts. These efforts will be based on community input and best practices from State and federal agencies, to find the right balance between preservation and other important priorities such as providing new homes.
Initiate a Comprehensive Sea Level Rise Strategy.
Strive San Mateo General Plan 2040 prioritizes development of a climate change adaptation plan that addresses all ongoing efforts, including the work of regional agencies, local jurisdictions, and private property owners, to establish a compre- hensive strategy for resiliency and adaptation against sea level rise and flooding.
Strengthen Community Outreach.
Strive San Mateo General Plan 2040 prioritizes extensive community engagement and affirms culturally sensitive outreach methods that encourage early communication and broad representation, such as offering information and materials in the predom- inant language spoken in the community and scheduling meetings at convenient times and locations for community members.
Focus on Equity and Health for all Residents.
Strive San Mateo General Plan 2040 directs City investment to public improvements that address health and infrastructure disparities in equity priority communities, including the North Central and North Shoreview neighborhoods. City investments will also support active and healthy lifestyles, reducing health disparities around the city, improving access to fresh and health foods, making parks and open space equitably accessible for all residents, and making streets safer and more beautiful.
Improve Community Safety Planning and Awareness.
Strive San Mateo General Plan 2040 establishes clear actions to protect the community from flooding, wildfires and earthquakes by reinforcing the City’s emergency readiness and response capabilities, increasing power system resilience, maintaining a state-of-the art emergency notification system, providing community training programs, and planning ahead for disaster recovery.
PRIORITY
FLOOD
FIRE
QUAKE
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SAN MATEO’S PLANNING CONTEXT
Setting
San Mateo is in the center of the Peninsula, between the bay and foothills, as shown on Figure I-2. It has the largest population in San Mateo County. San Mateo’s vibrant and historic downtown, desirable neighbor - hoods, diversity of employment options, and high-quality public services make it a popular place to live and work. The city’s three Caltrain stations, extensive bicycle and pedestrian network, SamTrans bus service, and well-maintained local roadways make it easy to travel to destinations in the city, along the Peninsula, and beyond.
As shown on Figure I-3, residential uses account for the largest amount of land in the city. San Mateo also has a wide range of uses, including offices; commercial uses, such as shops and restaurants; and high-tech and light-industrial areas. Parks, open space, and private recreation make up most of the remaining land in the city, along with public facilities and quasi-public uses. There is only a small amount of vacant land in the city.
Major new development in San Mateo is primarily concentrated around the three Caltrain stations (in the Downtown, Hayward Park, and Hillsdale areas) and along El Camino Real. Given San Mateo’s central location on the Peninsula, the city functions as a crossroads for regional travel routes. The San Mateo-Hayward Bridge links San Mateo and other Peninsula communities to the East Bay. US Highway 101, State Route (SR-) 92, and El Camino Real (SR-82) all pass through San Mateo, and Interstate 280 passes just west of the City Limits. Traffic congestion from these regional roadways regularly spills over to local city streets.
Community Profile
At the time of the creation of the Strive San Mateo General Plan 2040, the population in San Mateo was about 102,200 people from a diverse range of racial and ethnic backgrounds, as shown in Table I-1. The working-age population cohort, those aged 20 to 64, represented the largest population segment in the city.
About half of San Mateo residents aged 25 years or older hold at least a bachelor’s degree, as compared to about a third of California residents. The relatively high level of educational achievement among city residents meant that many were qualified for technology and innovation economy job opportunities. As a result of their high educational attainment and employability in high-income, high-growth fields, many residents’ average earnings were also relatively high compared with the region and state medians.
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H I LLSBOROUGH
F OSTE R CI TY
WOODSIDE
SOU TH SAN
FRA NCISCO
BELMONT
PORT OLA
V ALLEY
SA N MA T EO
B R I SB AN E
COLMA
PACI FI CA
MILLBRAE
BURLINGA ME
H ALF
MOON
B AY
D ALY
CI TY
ATH E R TO N
B R I SB AN E
QU AR R Y
SA N BRUNO
REDWOOD CITY
SAN CAR LOS
MENL O
PAR K
REDWOOD CITY
(/1 01
380
280
84 82
35 1
82 92
35 Regional Context
Source: ESRI, 2022; PlaceWorks, 2023
0 1.5 30.75 Miles
City Limits
Sphere of Influence
SAN
FRAN CI SCO
COUNTY
MARIN COUNTY CONTRA
CO S TA
COUNTY
SANTA CLARA
COUNTY
ALAMEDA
COUNTY
S AN M ATE O
COUNTY
SANTA CRUZ
COUNTY
SAN FRANCISCO BAY
Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure I-2 Regional Context
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Figure I-3 Proportions of Existing Land Use in San Mateo 19 Strive San Mateo ● General Plan 2040 | Draft
Chapter 1 Introduction
However, there are also many members of the San Mateo community who aren’t reflected in these average statistics. Vulnerable populations in San Mateo include children, seniors living alone, families living in overcrowded households, unhoused people, low-income households and households in poverty, people with disabilities, non-English speakers, and people without a car . Strive San Mateo General Plan 2040 includes policies and actions aimed at improving the quality of life for all of the people that live in San Mateo, including vulnerable populations.
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ECONOMIC PROFILE
San Mateo’s economy has been strongly influenced by the strength of Silicon Valley technology companies and the city’s prime geographic location. Many of the major employers in San Mateo are public agencies, such as the County Medical Center, County Environmental Health Services, local public schools and college districts, County Behavioral Health, and the City of San Mateo. The largest employers in the private sector include the entertainment and electronics conglomerate Sony, Franklin Templeton Investors, and the internet services company Rakuten.
San Mateo will continue to be attractive to office and other commercial development because of its unique location between the technology industry in San Mateo and Santa Clara Counties and downtown San Francisco, proximity to San Francisco Airport, accessibility to the East Bay via the San Mateo-Hayward Bridge, and the capacity of Caltrain and regional freeways to accommodate additional growth.
Jobs-housing balance is a measure that can help inform how well the local economy provides jobs for the local labor force. An adequate balance of jobs and housing and can benefit the city’s economy, environment, and quality of life for residents. Although this topic is often described as “jobs-housing” balance, comparing the number of jobs to the number of residents is a more direct comparison of individuals, rather than comparing people to homes. While the City cannot control whether jobs within San Mateo are filled by residents, striving for a balanced jobs-to-employed residents ratio increases the opportunity for employed residents to find a job in San Mateo. When the number of employed residents is significantly higher or lower than the number of jobs in the city, it can lead to increased traffic congestion as workers commute either in or out, which in turn creates increased air pollution, noise, and GHG emissions.
Table I-1 Race and Hispanic Origin
White alone 48.6%
Black or African American alone a 1.9%
American Indian and Alaska Native alone a 0.8%
Asian alone a 25.5%
Native Hawaiian and Other Pacific Islander alone a 1.8% Two or More Races 9.2%
Hispanic or Latino b 24.1%
White alone, not Hispanic or Latino 40.9%
a Includes persons reporting only one race
b People of Hispanic or Latino origin may be of any race, so also are included in applicable race categories Source: US Census Bureau, 2021 American Community Survey (ACS), 5-year estimates. https://www.census.gov/quickfacts/ sanmateocitycalifornia
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Theoretically, an ideal jobs-to-employed residents ratio for a city like San Mateo would be 1.0, which would indicate that there is a job in the community for every employed resident. It should be noted that the ratio of jobs to employed residents indicates a numerical match, not a qualitative match in job type vs. resident skills and abilities. Even with an ideal jobs-to-employed residents ratio of 1.0, many residents will continue to commute outside of San Mateo while workers that do not reside in San Mateo will continue to commute in. Nevertheless, the Strive San Mateo General Plan 2040 is an opportunity for the City to enact policies that help to balance the amount and type of new jobs and new housing in the community and to maintain a balance between employment income levels and housing costs within the city, striving for a goal of one job for each employed resident.
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FUTURE GROWTH AND PROJECTED TRENDS
The City of San Mateo can reasonably assume the city will continue to grow, and that there will be a need to designate land for a range of uses to accommodate that growth. Strive San Mateo General Plan 2040 sets the foundation for future growth that is logical, orderly, and achieves the community’s vision of San Mateo as a place that is vibrant, livable, diverse, and healthy.
Although San Mateo is largely “built out,” California law requires cities to plan for housing to accommodate a range of households and income levels. The Association of Bay Area Governments (ABAG) – the regional planning agency for the Bay Area – assigns a State-mandated Regional Housing Needs Allocation (RHNA) to each jurisdiction. The RHNA is the number of new housing units the City needs to accommodate for every eight-year Housing Element cycle. Every jurisdiction, including San Mateo, must show how it can accommodate its RHNA in the Housing Element by designating and zoning land for new homes. Although the RHNA is not a direct requirement to build units, the State has stringent requirements on cities to ensure they are doing everything possible for housing to be built and to remove common barriers to housing construction. The legal consequences of not allowing for new housing development can be severe. Strive San Mateo General Plan 2040 will cover three Housing Element cycles: the 6th (January 2023 to January 2031), 7th (January 2031 to January 2039), and part of the 8th (January 2039 to January 2047). Although the scale of future RHNAs is unknown, the Strive San Mateo General Plan 2040 Land Use Map was designed to anticipate sufficient housing capacity for the Housing Element cycles between now and 2040.
Strive San Mateo General Plan 2040 was prepared as the City, nation, and world continued to address the COVID-19 pandemic, an unprecedented public health crisis. Research for this General Plan was completed as the Bay Area, generally, appeared to be emerging from the worst of it. The COVID-19 pandemic accelerated trends relating to the demand for office and commercial uses (e.g., gig economy, remote work, online shopping). During this time, some companies shifted towards open floor plans, shared workstations, and flexible work hours/locations. While the economic implications and future trends resulting from the pandemic may still not be fully known, it is anticipated that the demand for technology and innovation economy jobs will continue to grow through the year 2040 in San Mateo and the broader Peninsula region.
In the coming years, it is also anticipated that the sharing and electrification of vehicles will continue to increase. How people travel could also continue to change as mobile phone technologies and private transportation services expand, which may result in less need for parking in San Mateo. The COVID-19 pandemic that began in 2020 initiated a significant trend of remote work for office workers and corresponding changes in commutes and office space demand; however, there will continue to be a need for office space as employers and workers see value in face-to-face work. In addition, other types of work, such as medical treatment or research and development in a lab environment, cannot feasibly happen from home. Many people will want to live in areas that are close to their jobs and have multiple transportation options. Strive San Mateo General Plan 2040 was prepared with consideration of these projected trends.
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Chapter 1 Introduction
USER’S GUIDE
Strive San Mateo General Plan 2040 is for all members of the community and anyone interested in the future of the city. It was crafted with a constant eye toward keeping it useful, clear, and easy to understand.
The following section provides an overview of the elements; describes the planning context for San Mateo; explains what a goal, policy, and action is in the context of the General Plan; and defines major themes integrated throughout the General Plan.
Overview of the Elements
State law requires that general plans contain eight mandatory sections, or “elements.” The State provides considerable flexibility in how these elements are organized. Table I-2 shows the State-mandated elements and their counterparts in the Strive San Mateo General Plan 2040. This General Plan addresses all the topics required by State law but has tailored the organization to reflect the local context. It also includes other topics that are not required by State law, but that community members have identified as being fundamental to the quality of life in the city. Once adopted, the optional elements have the same legal status as the mandatory elements. No single element or subject supersedes any other, and all elements must be internally consistent; policies and actions must complement one another across topic areas without conflicting.
Table I-2 State-Mandated and Strive San Mateo General Plan 2040 Elements State-Mandated Element Strive San Mateo General Plan 2040 Element Land Use Land Use Element
Circulation Circulation Element
Housing Housing Element (adopted separately)
Open Space
Conservation, Open Space, and Recreation Element
Conservation
Safety Safety Element
Noise Noise Element
Environmental Justice Land Use Element
Also incorporated in other elements
Optional Elements
Public Services and Facilities Element
Community Design and Historic Resources Element
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A brief description of each General Plan element is provided below:
• The Land Use Element provides guidance for the future use and development of land, and also addresses environmental justice issues, community engagement, climate change and sustainability, regional cooperation, economic development, and development review. • The Circulation Element provides guidance to help design a sustainable and comprehensive transportation system that is safe and accessible for all users and modes of travel. • The Housing Element provides policies and programs to ensure that San Mateo can accommodate housing for all members of the community at all income levels. • The Community Design and Historic Resources Element guides the development and physical form of San Mateo from the individual neighborhood scale to the overall cityscape and includes actions to support preservation of the City’s historic resources.
• The Conservation, Open Space, and Recreation Element provides guidance for the development, management, and preservation of San Mateo’s natural, cultural, and recreational resources. • The Public Services and Facilities Element addresses public facility and infrastructure needs, such as community safety, water supply, sewer and storm drainage, energy supply, childcare and schools, healthcare and social services, and solid waste.
• The Safety Element provides guidance to help protect the community and mitigate potential impacts from natural and human-caused hazards, such as flooding, sea level rise, wildfires, seismic and geotechnical hazards, and hazardous materials. This element also covers emergency preparedness. • The Noise Element provides guidance to protect the community from excessive noise exposure.
The General Plan includes a Glossary to aid in understanding technical terminology used in the document.
Planning Boundaries
The Strive San Mateo General Plan 2040 considers land within the City Limits as well as surrounding land the City may annex in the future, known as the Sphere of Influence (SOI). Determined in conjunction with the San Mateo County Local Agency Formation Commission (LAFCO), the SOI is the area that could be provided with City services in the future and can therefore be considered as a potential future boundary of San Mateo. The City Limits boundary encompasses the land over which the City of San Mateo has jurisdictional authority. Together, the City Limits and the SOI shown in Figure I-4 comprise the Planning Area for San Mateo.
Goals, Policies, and Actions
Strive San Mateo General Plan 2040 is built around a series of goals, policies, and actions that describe what needs to be done to achieve the community’s vision for the future. Goals are end-statements; they describe what the community wants to accomplish to resolve a particular issue or problem. Policies and actions guide day-to-day decision making so that there will be continuing progress toward the attainment of goals.
Many goals will be implemented by both policies and actions.
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H I LLSBOROU GH
BURL INGA ME
BEL MO NT
F O S T E R C I T Y
1 01
280
35 82
82 92
SunnybraeBl vd
E 28th Ave
Yal eDr
42n d Ave
La S
el vaSt
W 3rd Ave
W 20th Ave
Palm
Ave
9th Ave
37th Ave
SB St
W5th Ave
De An z a B lvd
W P opl ar Ave
S G ra n t St
RobertaDr
N ewbri dge Ave
Keh oe Ave
Sh orevi ew Ave
Bo rel AveB a rn eson Ave
MapleSt
2n d Ave
Ediso
n St
M on te D i a b l o AveTi l ton Ave
HaciendaSt
Glen
dor
aDr
L os Prados
28th Ave
31 st Ave
N Amphlett
Blvd
Ara g on B l vd
Pa rrott D r
B o vet Rd
Ca m pus D r
San Mateo Planning Area
Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles Caltrain
City Limits
Sphere of Influence
SAN FRANCISCO BAY
PENINS ULA GO L F A ND
C O UNT RY C L UB
(UNINC O RPO RA T ED)
E l Ca m i n o R ea l
E l Ca m i n o R ea l
HIGHLA NDS - BA Y W O O D P A RK
(UNINC O RPO RA T ED)
Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure I-4 San Mateo Planning Area
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The goal, policy, and action terms are defined as follows. • Goal: A description of the general desired result that the City seeks to create through the implementation of the General Plan. Each goal has one or more policies and/or actions associated with the goal. • Policy: A specific statement that regulates activities in the city, guides decision making, and directs ongoing efforts as the City works to achieve a goal. General Plan policies establish standards that will be used by City staff, Planning Commission, and City Council when prioritizing initiatives and expenditures, reviewing and approving new development, and in related City decision making.
• Action: A measure, procedure, or technique intended to help reach a specified goal or implement one or more policies. The actions in the General Plan will serve as a to-do list for City staff and officials to implement the goals and policies of the General Plan.
The placement of a goal, policy, or action in a specific element does not limit its scope to only that element topic. For example, a policy in the Circulation Element can apply to topics beyond the realm of transportation. Similarly, there is not a one-to-one correspondence between policies and actions. An individual action can implement more than one policy and can contribute to achieving multiple goals across different elements.
The graphic later in this chapter explains the goals, policies, and actions numbering in the General Plan.
Equity Priority Communities
Throughout California, low-income communities and communities of color have experienced a combination of historic discrimination, negligence, and political and economic disempowerment, with the result that today, they are struggling with both a disproportionate burden of pollution and health impacts, as well as disproportionate social and economic disadvantages, such as poverty or housing instability. Environmental justice is the idea that planning and environ- mental policies should treat people of all races, cultures, and incomes fairly and equitably. Senate Bill (SB) 1000, the Planning for Healthy Communities Act, requires that General Plans address environmental justice for communities disproportionately burdened by pollution within San Mateo.
Identifying Equity Priority Communities
Figure I-5 shows the communities in San Mateo that are disproportionately burdened by environmental pollution: North Central and North Shoreview/ Shoreview. These areas are called “Equity Priority Communities” throughout this General Plan. This area was mapped using local knowledge and California Communities Environmental Health Screening Tool (CalEnviroScreen), a tool The State
Law Defines
Environmental
Justice as:
The fair treatment
of people of all
races, cultures,
and incomes with
respect to the
development,
adoption,
implementation,
and enforcement
of environmental
laws, regulations,
and policies.
(Government Code
Section
65040.12(e)(1)).
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Sustainability, Environmental Justice, and
Community Engagement
Strive San Mateo General Plan 2040 goes beyond the minimum State requirements and embodies three key themes: sustain- ability, environmental justice, and community engagement. These themes are interrelated and woven throughout Strive San Mateo General Plan 2040. Policies and actions in each element that relate to each of these themes are marked with a corresponding icon, as shown below.
The specific themes of Strive San Mateo General Plan 2040 include:
Sustainability. Sustainability means ensuring that San Mateo can meet its current needs and leave viable resources for future generations. The sustainability policies and actions aim to improve resiliency, especially to the impacts of climate change, and to protect the environment, reduce pollution, water and energy use, and enhance overall quality of life. Strive San Mateo General Plan 2040 also emphasizes sustainable modes of transportation to help lower pollution and GHG emissions, such as walking, bicycling, and taking transit.
Environmental Justice. Environmental justice policies and actions intend to reduce the unique or compounded health risks in the neighborhoods in the city that experience the highest levels of pollution and negative health outcomes, such as asthma and low birth weight babies, as well as the greatest social and economic disadvantages, such as poverty and housing instability. Strive San Mateo General Plan 2040 uses the term equity priority community for these neighborhoods and focuses on improving environmental justice and public health for the people who live in these communities by promoting meaningful community engagement and prioritizing improvements that address their needs.
Community Engagement. Providing support for increased community participation in the planning and development processes is another important theme of Strive San Mateo General Plan 2040. Residents in San Mateo may face barriers when participating in the community engagement process. Strive San Mateo General Plan 2040 aims to engage all residents and stakeholders on all matters of development, growth, and public policy in ways that are inclusive, equitable, and give everyone an opportunity to participate in the process. developed by the State Office of Environmental Health Hazard Assessment on behalf of the California Environmental Protection Agency. CalEnviroScreen measures pollution and population characteristics using 21 indicators, such as air quality, hazardous waste sites, asthma rates, and poverty. It applies a formula to each Census tract in the state to generate a score that ranks the level of cumulative impacts in each area relative to the rest of the Census tracts in the state. A Census tract with a higher score is one that experi - ences higher pollution burdens and social or health vulnerabilities than Census tracts with lower scores. In addition to using CalEnviroScreen as a tool for identifying equity priority communities, SB 1000 encourages local agencies to work with community members and stakeholders to consider the available data from other sources, including the lived experience of community members, to refine the boundaries of equity priority communities and identify additional communities, if appropriate, to support planning efforts to improve environmental justice.
Using local knowledge and CalEnviroScreen, the City identified two equity priority communities per the data available as of December 2022: North Central and North Shoreview/Shoreview. Environmental justice issues in each community are described in more detail in the pages that follow. It is important to note that the State regularly updates CalEnviroScreen, and new data sources may become available. The equity priority communities mapped in this General Plan may change as conditions change.
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Example Goals and
Policies Page
Goal Numbering: Each goal number
starts with the element acronym and is
followed by the number of the goal.
(e.g., C 1 = Circulation Element, first
goal)
Policy and Action Numbering: The
policy or action number has two
parts: first, the number of the goal it
supports, and second, the sequential
number of the policy or action in the
order underneath that goal.
(e.g., C 1.4 = Circulation Element, first
goal, fourth policy or action)
Icons: Policies and actions related to
the three themes of the General Plan
– sustainability, environmental justice,
and community engagement – are
identified using these icons. A policy
or action can respond to more than
one theme, so multiple icons may be
applied.
North Central and North Shoreview/Shoreview
There are three Census tracts that encompass the North Central Equity Priority Community: 6000, 6200, and 6300. After reviewing the CalEnviroScreen data, the City defined the boundary for the North Central Equity Priority Community based on local knowledge of the neighborhood to focus on the residential areas within the Census tract. Two Census tracts encompass the North Shoreview/Shoreview Equity Priority Community:
6100 and 7701. After reviewing the CalEnviroScreen data, the City also refined the boundary for the North Shoreview/Shoreview Equity Priority Community based on their local knowledge of the neighborhood.
Figures I-7 and I-8 show the CalEnviroScreen score by Census tract within the North Central Equity Priority Community for the 21 pollution and population indicators. As shown in Figure I-5, Census tract 6200, which encompasses most of North Central, received a score over the 75th percentile for traffic, diesel partic - ulate matter, impaired water, groundwater threats, hazardous waste, lead in housing, linguistic isolation, education, and poverty. Census tract 6000, in the northern area of the boundary, received a score over the 75th percentile for traffic, diesel particulate matter, impaired water, groundwater threats, and linguistic isolation. Census tract 6300, which covers a small portion of North Central, received a score over the 75th percentile for traffic, diesel particulate matter, impaired water, groundwater threats, and hazardous waste.
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Source: California OEHHA, 2021; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure I-5 Equity Priority Communities
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Figures I-6 and I-7 show the CalEnviroScreen score by Census tract within the North Shoreview/Shoreview equity priority community for the 21 pollution and population indicators. As shown in Figure I-6, Census tract 6100, which encompasses a large area of North Shoreview/Shoreview, received a score over the 75th percentile for traffic, impaired water, groundwater threats, lead in housing, poverty, education, and linguistic isolation. Census tract 7701, in the southern area of North Shoreview/Shoreview, received a score over the 75th percentile for traffic, impaired water, lead in housing, and unemployment.
North Central and North Shoreview/Shoreview received a high score for traffic. Both communities are near US Highway 101, one of the roadways that carries the highest amounts of traffic in San Mateo. North Central is also near El Camino Real, which is another roadway that carries a high amount of traffic. The amount of traffic and vehicles on the road directly impacts the amount of pollution in the air . Exposure to air pollution is associated with a variety of negative health outcomes, including reduced lung function, pneumonia, asthma, cardiovascular diseases, and premature death. It may also affect lung cancer rates.
North Central also received a high score for diesel particulate matter, which is a harmful type of pollutant that comes from exhaust from trucks, buses, and other motorized vehicles that use diesel engines and may travel on US Highway 101 or city streets.
Impaired waters are also a concern in North Central and in part of North Shoreview/Shoreview. A 2012 report from the State Water Resources Control Board found that the San Mateo Creek, which runs through North Central and North Shoreview/Shoreview, is an impaired water, as defined by Section 303(d) of the federal Clean Water Act. Impaired waters have contaminants that do not meet water quality standards.
Contaminated waterways can impact equity priority communities if residents come in contact with contam- inated water by interacting with the creek or during a flooding event.
Residents in North Central and North Shoreview/Shoreview may live in older homes that were built prior to the adoption of building standards that prohibited the use of lead-based paint. Lead in housing ranked high as a toxin of concern in part of North Central and in North Shoreview/Shoreview. The California Building Standards Code was created in 1978. Approximately 73 percent of the homes in San Mateo were built before 1979, which increases the chances that lead can be found in these houses. Exposure to lead can
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Chapter 1 Introduction
result in negative health impacts for children, such as slowed development and growth, learning difficulties, and hearing or speech problems.
Most of North Central and part of North Shoreview/Shoreview ranked high in linguistic isolation, which means there are individuals in these communities that mainly speak another language, which may be Spanish, Mandarin or Cantonese, Tagalog, or another language. Barriers in communication can prevent people from participating in the planning process or may limit the amount of information that is available during an emergency. Data also indicated that some North Central and North Shoreview/Shoreview residents could be living below the federal poverty level and/or did not receive education beyond high school. There may also be people in the North Shoreview/Shoreview community that are over the age of 16 and are unemployed.
Hazardous waste materials, sites, or facilities that could emit toxins into the air, water, and soil that are harmful to people are present in North Central. California’s Department of Toxic Substances Control tracks hazardous waste facilities and sites. As of January 23, 2023, the Department of Toxic Substances Control’s data management system shows there is an active case at the College Park Elementary School that could pose a threat to public health.
Figure I-6 Equity Priority Communities – North Central
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Figure I-7 Equity Priority Communities – North Shoreview/Shoreview Equity Priority Communities in Strive San Mateo
General Plan 2040
Strive San Mateo General Plan 2040 must include policies and actions that will lead to an equitable distri - bution of resources and opportunities and will reduce the impacts of environmental hazards in the equity priority communities mentioned previously, or in other equity priority communities that are identified during the life of the General Plan. State law allows cities and counties to address environmental justice either by adopting a stand-alone Environmental Justice Element or by incorporating environmental justice goals, policies, and actions into other elements. Strive San Mateo General Plan 2040 takes the approach of incorporating environmental justice goals, policies, and actions into its other elements. In addition to policies and actions that the City will implement through this General Plan and other City plans, other agencies and organizations, such as San Mateo County, nonprofits, and religious groups also provide resources and help improve outcomes in equity priority communities.
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Chapter 1 Introduction
IMPLEMENTING STRIVE SAN MATEO GENERAL
PLAN 2040
Long-range planning in San Mateo does not end with the adoption of this document. To achieve the community’s vision, decisions about development projects, capital improvements, subdivision maps, specific plans, and other plans and policies affecting land use, transportation, and the physical environment will need to be consistent with Strive San Mateo General Plan 2040.
Implementation Strategy
To complement the implementation of Strive San Mateo General Plan 2040, the City will identify a list of implementation programs to help achieve the goals, policies, and actions identified in each element.
The implementation plan will be prepared after General Plan adoption and will describe and prioritize the timing, responsible City department, cost range, and actions to implement various aspects of Strive San Mateo General Plan 2040. Some programs may already be budgeted and ongoing, while the City Council will need to identify resources during future budget cycles to implement other programs.
Relationship to the Zoning Ordinance and Other Plans
The General Plan establishes a broad vision and framework for land use in San Mateo and provides policies and actions to manage development through 2040. San Mateo’s Zoning Code implements the General Plan with specific standards that regulate land uses and how and where they can be developed. The two must be consistent. Therefore, when the General Plan is amended, the Zoning Code must be amended to retain consistency with the General Plan. Other Municipal Code sections, specific plans, and City planning documents must also be amended as needed to retain consistency with the General Plan.
Amending the Plan
Strive San Mateo General Plan 2040 provides long-range and comprehensive guidance to the City, but the process of growth and change is dynamic and often unpredictable. For these reasons, the City needs to monitor progress in achieving the major goals of the plan, periodically adjusting policy guidance as needed to advance those goals in light of contextual changes that may happen over the next 20 years. The City may need to revise portions of the General Plan to reflect land use map changes spurred by land use and development activity, changes in community values or the county’s physical or economic conditions, or refinements to improve progress towards achieving the major goals of the General Plan. While some amendments change the land use designation of a particular property, any part of the General Plan may be amended as circumstances change.
Amendments to the General Plan may be initiated by an individual, organization, or the City, depending on the nature of the proposal. The Planning Commission reviews and provides recommendations to the City Council for all proposed General Plan amendments. The City Council then takes final action on all General Plan amendment requests. All amendments require public hearings by the Planning Commission and City Council and evaluation of the potential impacts to San Mateo’s physical environment, in accordance with the California Environmental Quality Act (CEQA).
While it is appropriate to revise the General Plan as conditions change in San Mateo, the goals and major themes of the plan are expected to endure for the life of the plan.
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CHAPTER 2
Land Use Element
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Chapter 2 Land Use Element
LAND USE ELEMENT
INTRODUCTION
The Land Use Element sets the foundation for future growth, change, and preservation in San Mateo and serves as the blueprint for the development of public and private property in the city. The Element seeks to balance well-designed development and thoughtful preservation with a full spectrum of choices for housing, while also cultivating a diverse economy and supporting resiliency. It includes goals, policies, and actions that support the equitable health and well-being of all neighborhoods in San Mateo and all members of the community. It also encourages a diverse range of land uses to meet the needs of the community, including housing, parks, open space, recreation, retail, commercial services, offices, and industrial.
This element meets the State-mandated requirements for a Land Use Element. It defines categories for the location and type of public and private uses of land under the City’s jurisdiction; it recommends standards for density on land covered by the Strive San Mateo General Plan 2040; it includes a Land Use Map (Figure LU-1); and includes goals, policies, and actions to guide land use distribution throughout the city. By satisfying these requirements, the Land Use Element lays out basic guidelines and standards that act as building blocks for the General Plan’s other elements. Each element, such as Circulation or Conservation, Open Space, and Recreation, provide more specialized guidance and corresponds with a land use category of the Land Use Element. For more information about environmental justice, please also refer to Chapter 1, Introduction.
The Land Use Element addresses the following topic areas:
• Balanced and Equitable Growth and Preservation
• A Diverse Range of Land Uses
• Focused Planning Areas
» Downtown
» El Camino Real Corridor
» Hillsdale Station Area
• Shopping Areas in Transition
• Environmental Justice
» Community Health
» Equity Priority Communities
» Access to Healthy Food
• Community Engagement
• Climate Change and Land Use
• A Sustainable Economy
• Development Review
• Regional Cooperation
• General Plan Maintenance
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Figure LU-1 Land Use Map
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RELEVANCE TO GENERAL PLAN THEMES
Sustainability in this Element:
• Encourages higher density multifamily and mixed-use development in proximity to transit and jobs, and improves transit, bicycle, and pedestrian access to support a multimodal transportation network; both of which reduce car dependency and vehicle miles traveled (VMT).
• Supports infill development that provides benefits for preservation and ecological function. • Supports efforts to transition to cleaner energy sources that reduce greenhouse gas (GHG) emissions, consistent with the City’s adopted Climate Action Plan.
Environmental Justice in this Element:
• Helps address vulnerabilities in equity priority communities, such as poverty, low educational attainment, and housing instability, by supporting affordable housing and economic development.
• Prioritizes City investment in public improvements that address health and infrastructure disparities in equity priority communities.
• Increases access to fresh food by allowing and encouraging local food production, micro agriculture, edible landscapes, rooftop gardens, community gardens, and urban farms. • Supports collaboration between the City and local partners to improve healthy food access programs, such as the CalFresh Restaurant Meals Program.
Community Engagement in this Element:
• Promotes inclusive outreach methods that encourage broad representation and are culturally sensitive, such as preparing notices and other materials in the predominant language spoken in the community and scheduling meetings at convenient times for community members.
• Supports early and frequent community engagement by clearly outlining when and how members of the public can provide input for development projects under review. • Requires sponsors of new development projects to have early, frequent, and meaningful communication with community members and stakeholders.
• Encourages a recurring, statistically reliable community survey to gauge community service needs, policy preferences, and effective communication methods.
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GENERAL PLAN HEIGHT AND INTENSITY
STANDARDS
Measure Y is a ballot measure that was passed by voters in November 2020. It retained existing height and density limits on new development, originally adopted under earlier ballot measures (Measure P and Measure H), and has a sunset date of 2030. Overall, the Measure Y height limit is set at up to 55 feet and a density limit that allows up to 50 units per acre. The height limit allows for exceptions in certain locations and under certain circumstances, and State Density Bonus law allows projects to exceed both height and density limits when certain percentages of affordable units are provided. Measure Y also established FAR limits, with a maximum of up to 3.0.
General Plan Land Use Designations and
Land Use Map
The General Plan land use designations are grouped into the following categories: Residential, Mixed-Use, Commercial, Office, Parks and Open Space, Public Facilities, Quasi-Public Facilities, and Utilities.
The land use designations identify the locations in the city where specific types of land uses may occur. The designations are meant to be broad enough to give the City flexibility, but also provide clear enough direction to achieve the vision of the General Plan. Figure LU-1 shows where each land use designation is applied within San Mateo.
The General Plan provides the overall parameters of density and intensity for urban land use designations, but each project must also comply with the specific rules of the relevant zoning district in the City’s Zoning Code.
Residential densities for the land use designations are expressed in terms of dwelling units per acre (du/ac). Building heights are expressed by the number of stories. Building intensities for nonres- idential uses are expressed in terms of floor-area ratio (FAR), which is the ratio of gross building floor area to net lot area, both expressed in square feet. For example, on a site with 10,000 square feet of land area, a FAR of 1.0 will allow 10,000 gross square feet of building floor area to be built.
On the same site, a FAR of 2.0 would allow 20,000 square feet of floor area. FAR does not regulate building placement, form, or height, only the spatial relationship between building size and lot size; it represents an expectation of the overall intensity of future development. Figure LU-2 shows a visual representation of the relationship between height and FAR.
The maximum density assigned to each land use designation does not constitute entitlement, nor are property owners or developers guaranteed that an individual project, when tested against the General Plan’s policies, will be able or permitted to achieve these maximums.
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FLOOR AREA RATIO (FAR)
5-story building
covers entire lot
7-story building
covers entire lot
with smaller
upper stories
9-story building
covers three quarters
of a lot with smaller
upper stories
3-story building
covers entire lot
5-story building
covers entire lot
with smaller
upper stories
6-story building
covers half a lot
1-story building
covers entire lot
2-story building
covers half a lot
4-story building
covers quarter
of a lot
FAR 1.0
FAR 3.0
FAR 5.0
Figure LU-2 Floor Area Ratio and Height
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Chapter 2 Land Use Element
Some of the land use designations in this section include building heights and densities that exceed the limits set by Measure Y . Any components in the General Plan that are inconsistent with Measure Y will require voter approval before they can take effect. As required by law, for the duration that Measure Y is in effect, any inconsistency between the measure and other provisions of the Strive San Mateo General Plan 2040 shall default to the provisions specified in Measure Y , as stated in Policy LU 1-9.
Table LU-1 lists land use designations and their density, maximum FAR, height limit, and description.
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Designation
Density
(min/max)
(Residential
Uses)
Maximum
FAR
(Nonresi-
dential uses)
Height
Limit Description
Residential
Residential Very
Low
Up to 9 du/
ac n/a 1-3 stories
This designation allows very low-density residential dwellings, such as detached single-family homes, detached townhouses and duplexes, and accessory dwelling units.
Residential
Low I
9 to 19 du/
ac n/a 1-3 stories
This designation allows low-density residential dwellings, such as townhomes, duplexes, triplexes, fourplexes, condominiums, and apartments.
Residential
Low II
20 to 35
du/ac n/a 2-4 stories
This designation allows lower-density residential and multifamily dwellings, such as townhomes, duplexes, triplexes, fourplexes, condominiums, and apartments.
Residential
Medium I
36 to 50
du/ac n/a 3-5 stories This designation allows low medium-density multifamily dwellings, such as townhomes, condominiums, and apartments.
Residential
Medium II
51 to 99
du/ac n/a 4-6 stories
This designation allows medium-density multifamily residential dwellings, such as condominiums and apartments, near mixed-use, office, and/or commercial areas. This designation can also be found along major streets, such as El Camino Real and near residential low or residential high areas of the city.
Residential
High I
100 to 130
du/ac n/a 5-8 stories
This designation allows higher-density multifamily residential dwellings, such as condominiums and apartments, in Downtown, in proximity to Caltrain stations and along major streets, such as El Camino Real.
Residential
High II
100 to 200
du/ac n/a 6-10 stories
This designation allows high-density multifamily residential dwellings, such as condominiums and apartments, in Downtown, in proximity to Caltrain stations, and along major streets, such as El Camino Real.
Mixed-Use
Mixed-Use
Low
10 to 35
du/ac 2.0 2-4 stories
This designation allows low-density mixed-use buildings that provide a mix of commercial, office, and/or residential uses within the same site or building. It is intended to allow a mix of uses that encourages people to live, work, play, and shop in close proximity.
Mixed-Use
Medium I
36 to 50
du/ac 3.0 3-5 stories
This designation allows low medium-density mixed-use buildings that provide a mix of commercial, office, and/or residential uses within the same site or building. It is intended to allow a mix of uses that encourages people to live, work, play, and shop in close proximity.
Table LU-1 Land Use Designations
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Designation
Density
(min/max)
(Residential
Uses)
Maximum
FAR
(Nonresi-
dential uses)
Height
Limit Description
Mixed-Use
Medium II
51 to 99
du/ac 4.0 4-6 stories
This designation allows medium-density mixed-use buildings that provide a mix of commercial, office, and/or residential uses within the same site or building. It is intended to allow a mix of uses near other mixed-use, commercial, or residential areas, and within Downtown.
Mixed-Use
High I
100 to 130
du/ac 4.5 5-8 stories
This designation allows high-density mixed-use buildings that provide a mix of commercial, office, and/or residential uses within the same site or building. It is intended to allow a mix of uses near major streets, train stations, and shopping centers, and within Downtown.
Mixed-Use
High II
100 to 200
du/ac 5.0 6-10 stories
This designation allows high-density mixed-use buildings that provide a mix of commercial, office, and/or residential uses within the same site or building. It is intended to allow a mix of uses near major streets, train stations, and shopping centers, and within Downtown.
Commercial
Neighborhood
Commercial
9 to 19 du/
ac 1.0 1-3 stories
This designation is intended for a mix of neighborhood-serving commercial uses that include small-scale retail stores and other commercial uses that serve the immediate neighborhood, such as grocery stores and pharmacies. Typical commercial uses include supermarkets, bakeries, drugstores, restaurants, delicatessens, barber shops, hair salons, laundromats, hardware stores, dry cleaners, small offices, and other personal services. Residential may also be allowed above the ground floor .
Service
Commercial
Up to 20
du/ac 1.0 1-3 stories
This designation is intended for a wide range of service commercial and light industrial facilities. Example of uses in this land use include facilities that provide city-wide and regional services, such as auto repair services, building material yards, overnight boarding of animals, and industrial uses with light manufacturing, warehousing, and/or distribution facilities. These uses do not necessarily benefit from being in high-volume pedestrian areas, such as shopping centers or Downtown and can instead be found along South Amphlett Avenue, south of Indian Avenue and north of 2nd Avenue, in addition to other locations in the city.
Regional
Commercial
Up to 50
du/ac 1.5 1-3 stories
This designation is intended for large-scale commercial develop- ments that serve residents and visitors from the surrounding region, such as the Hillsdale Mall and Bridgepointe Shopping Center .
Examples of commercial uses in this land use include shopping centers, large-format retail, auto sales, and travel-related services, such as hotels, gas stations, and restaurants. Residential may also be allowed.
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Designation
Density
(min/max)
(Residential
Uses)
Maximum
FAR
(Nonresi-
dential uses)
Height
Limit Description
Office
Office Low 10 to 35
du/ac 1.0 1-2 stories
This designation is intended for low-density office uses, such as medical, administrative, or professional offices. Supportive uses, including personal services, restaurants, health clubs, residential, day care, and limited retail sales are permitted. Research facilities that support the development of new products and may include profes- sional uses, manufacturing, laboratories, and/or maker’s spaces in the same building or site may be permitted depending on the type and intensity of the use.
Office Medium 36 to 50
du/ac 2.0 2-4 stories
This designation is intended for medium-density office uses, such as medical, administrative, or professional offices. Supportive uses, including personal services, restaurants, health clubs, residential, day care, and limited retail sales are permitted. Research facilities that support the development of new products and may include profes- sional uses, manufacturing, laboratories, and/or maker’s spaces in the same building or site may be permitted depending on the type and intensity of the use.
Office High 51 to 130
du/ac 3.0 3-5 stories
This designation is intended for high-density office uses, such as medical, administrative, or professional offices, and for research and science facilities that support the development of new products and may include professional uses, manufacturing, laboratories, and/or maker’s spaces in the same building or site. Supportive uses including personal services, restaurants, health clubs, residential, day care, and limited retail sales are permitted.
Other Designations
Parks and Open
Space n/a n/a n/a
This designation is intended for public parks, City-owned conser- vation lands and private open space or recreation facilities. Parks and open space areas can be found throughout the city and are important to preserve because they provide community members with access to nature, encourage healthy lifestyles, and support a mixture of active and passive recreation opportunities.
Public Facilities n/a
See Zoning
District or
Specific Plans
for maximum
FAR
n/a
This designation is intended for facilities owned and/or operated by the City or other governmental agencies, such as City Hall, libraries, public school sites, San Mateo County’s Event Center, and the public parking lots in Downtown.
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Designation
Density
(min/max)
(Residential
Uses)
Maximum
FAR
(Nonresi-
dential uses)
Height
Limit Description
Quasi-Public 20 du/ac
See Zoning
District or
Specific Plans
for maximum
FAR
1-3 stories
This designation is intended for facilities owned and/or operated by quasi-public agencies and organizations, such as schools and faith-based organization facilities. Examples of these facilities include St. Matthew Catholic Church and the Nueva School. Ancillary residential uses, with a focus on affordable housing, may also be allowed when aligned with the organization’s mission or to provide employee housing.
Utilities n/a n/a n/a
This designation is intended for facilities owned and/or operated by public utilities to serve the public with electricity, gas, water, and communications. Examples of uses in this designation include electricity substations, water tank sites and the sewer treatment plant.
BALANCED AND EQUITABLE GROWTH AND
PRESERVATION
It is important to plan future development and growth in the city in a way that maximizes efficient use of available land and infrastructure; limits adverse impacts to the environment; and improves social, economic, environmental, and health equity. The General Plan itself does not mandate change, but over time, change will occur based on market forces and the decisions of property owners. Climate change will also likely influence land use changes over the next 20 years in ways that are not currently fully known, which is why sustainability is a key theme throughout the General Plan.
Over the lifetime of this General Plan, the areas that are likely to change in the city include the El Camino Real corridor, Downtown, Hayward Park Caltrain station area, Hillsdale Mall and the surrounding Hillsdale Caltrain station area, and older shopping centers and office parks. The Strive San Mateo General Plan 2040 includes policies and actions that promote transit-oriented development around the Caltrain stations; encourages residential and mixed uses along El Camino Real; prioritizes a wide range of residential, lodging, restaurant, leisure, recreational, cultural, and other commercial uses in Downtown; and supports incorporating a mix of housing, shopping, services, and jobs into older shopping centers to create vibrant neighborhoods.
The Strive San Mateo General Plan 2040 also encourages innovative urban design approaches for Downtown, inspired by Barcelona’s “superblocks,” that focus on vehicle access at the periphery and reducing cut-through vehicle traffic to create pedestrian-focused, car-light spaces downtown. The Circulation Element adds more detail about the superblock concept and pedestrian improvements.
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In addition to the General Plan, San Mateo has other plans that guide future development in specific areas of the city, including specific plans, master plans, and area plans. The City’s existing specific plans, area plans, and master plans are shown on Figure LU-3. This figure also identifies two areas – Bel Mateo and 25th Avenue – that are opportunities for future focused planning efforts. This section is focused on balancing growth through land use. Policy direction on maintaining and improving the transportation network as the city grows can be found in the Circulation Element.
GOALS, POLICIES, AND ACTIONS
GOAL LU-1 Plan carefully for balanced growth that provides ample housing that is affordable at all levels and job opportunities for all community members; maximizes efficient use of infrastructure; limits adverse impacts to the environment; and improves social, economic, environmental, and health equity.
POLICIES
Policy LU 1.1 Equitable Development. Prioritize development projects that meet social and economic needs of the economically vulnerable populations to address and reverse the underlying socioeconomic factors in the community that contribute to residential and social segre - gation in the city. Provide a range of housing types, sizes, and affordability levels in all San Mateo neighborhoods.
Policy LU 1.2 General Plan 2040 Maximum Development. The General Plan Update Environmental Impact Report (EIR) assumes the following development projections for the year 2040:
• 21,410 new dwelling units
• 4,325,000 square feet of new nonresidential floor area
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure LU-3 Specific Plan, Master Plan, and Area Plans
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When approved nonresidential development reaches half of the anticipated development, evaluate the citywide jobs-housing balance.
When approved development within City Limits and unincorporated properties within the Sphere of Influence reaches the maximum number of new residential units and net new nonresidential square feet projected in the General Plan EIR, require that environmental review conducted for any subsequent development project address growth impacts that would occur from development exceeding the General Plan EIR’s projections.
Policy LU 1.3 Optimize Development Opportunities. Encourage new development in major commercial and transit-oriented development areas, including the Downtown, Caltrain station areas, and the El Camino Real corridor, to maximize the density and intensity specified in the Land Use Plan and to efficiently use land and infrastructure resources.
Policy LU 1.4 Mixed-Use. Encourage mixed-use developments to include increased residential compo - nents to provide greater proximity between jobs and housing, promote pedestrian activity, and reduce traffic congestion and vehicle miles traveled (VMT).
Policy LU 1.5 Surplus Land. Consider redesignating City-owned land not required for public services, facilities, or infrastructure for development of affordable housing.
Policy LU 1.6 Legal Nonconforming Developments. Allow legally established nonconforming uses and buildings to be maintained, have minor expansions where appropriate, and be recon - structed if destroyed by fire or natural disaster. Encourage reconstruction and/or minor expansions to have a design that is visually compatible with surrounding development and complies with the City’s development standards.
Policy LU 1.7 Annexation. Annex urbanized areas of the unincorporated land adjacent to the City Limits where landowners petition the City to be annexed, subject to the following conditions:
• The annexation is comprehensive, rather than piecemeal; and • Landowners will pay the full cost of City services, will assume a proportionate share of existing City debts, and will contribute to the existing capital improvements of the City, which will benefit the area to be annexed.
Policy LU 1.8 New Development within the Sphere of Influence. Work with the County of San Mateo to require new developments and related infrastructure within the Sphere of Influence to be consistent with the City’s General Plan, Zoning Code requirements, and development standards.
Policy LU 1.9 Voter-Approved Growth Limits. As required by law, for the duration that Measure Y is in effect, any inconsistency between the measure and other provisions of the General Plan’s Land Use Element shall default to the provisions specified in Measure Y.
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ACTION
Action LU 1.10 Review of New Development. Track actual growth of both new housing units and net new nonresidential floor area annually and review every two to three years. Use this infor- mation to monitor nonresidential floor area and housing units in San Mateo and to adjust this General Plan, infrastructure plans, and circulation plans, as necessary, if actual growth is exceeding projections.
GOAL LU-2 Balance well-designed development with thoughtful preservation.
POLICIES
Policy LU 2.1 Development Intensity/Density. Regulate development density/intensity to recognize natural environmental constraints, such as floodplains, earthquake faults, debris flow areas and other hazards, availability of urban services, and transportation and circulation constraints.
Policy LU 2.2 Caltrain Stations and El Camino Real Minimum Densities. Require new residential devel- opment within a half mile of a Caltrain station or within one block of the El Camino Real corridor to meet the minimum density established by the applied land use designation and encourage new development to achieve maximum density.
Policy LU 2.3 Community Benefits. Develop a framework to allow density/intensity bonuses and con - cessions in exchange for the provision of community benefits, such as additional affordable housing, increased open space, public plazas or recreational facilities, subsidized retail space for small businesses, subsidized community space for nonprofits that provide community support services or childcare facilities, pedestrian and multimodal safety improvements, and/or off-site infrastructure improvements above minimum requirements.
Policy LU 2.4 Clustering. Encourage clustered development where benefits to natural ecology, habitat conservation, and/or preservation of historic resources can be achieved.
ACTION
Action LU 2.5 Community Benefits Dashboard. Create an online public portal that highlights the com - munity benefits derived from new development projects, such as payment of in-lieu fees, contribution to the childcare fund, contribution to the public art fund, and other benefits to improve and standardize communication about new development projects and their benefits.
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A DIVERSE RANGE OF LAND USES
To help keep San Mateo a great place to live, work, visit, and raise a family, it is important to plan for a diverse range of land uses that support one another . Placing housing, job centers, shopping, and eating areas close together and near transit encourages people to live, work, play, and shop without needing a car to travel between destinations. Commercial centers and an active Downtown provide a space where people can work, recreate, and build community while also supporting the city’s fiscal health.
The Strive San Mateo General Plan 2040 includes land use designations and policies that concentrate higher-density residential, mixed-use, office, and commercial uses in and around Downtown, along the El Camino Real corridor or within a half mile from a Caltrain station. It also supports locating and preserving certain commercial uses, such as convenience retail or grocery stores, adjacent to residential neighbor - hoods, which encourages walkability and increases access to healthy foods. This General Plan supports the development of office buildings and business parks that facilitate transit, pedestrian, and bicycle commutes.
It also promotes parks, open space, cultural and recreational facilities, and community gathering spaces for all members of the San Mateo community. For background information and policies about parks, open space, and recreational facilities, please refer to the Conservation, Open Space and Recreation Element.
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GOALS, POLICIES, AND ACTIONS
GOAL LU-3 Provide a wide range of land uses, including housing, parks, open space, recreation, retail, commercial services, office, and industrial to adequately meet the full spectrum of needs in the community.
POLICIES
Policy LU 3.1 Housing Diversity. Promote safe, attractive, and walkable residential neighborhoods with diverse types and sizes of homes for individuals, families, and households of all income levels.
Policy LU 3.2 Commercial Development. Encourage development that builds on the strengths and unique qualities of existing neighborhoods and provides appropriate transition in terms of intensity of use, height, bulk, and design. Require commercial development adjacent to residential areas to appropriately address circulation, traffic, truck loading, trash/recycling, noise, visual impacts, public safety, hazardous materials storage, fire safety, air pollutant emissions, and odors in a way that minimizes impacts on neighboring uses.
Policy LU 3.3 Neighborhood Commercial Preservation. Encourage the preservation of local-serving commercial retail and service uses in neighborhood shopping districts.
Policy LU 3.4 Convenience Retail. Encourage and preserve convenience stores and neighborhood retail uses adjacent to residential neighborhoods, including as part of new mixed-use develop - ment.
Policy LU 3.5 Support Service Uses. Encourage businesses that provide a variety of services, such as restaurants, daycare facilities, medical clinics, gyms, pharmacies, and grocery stores in locations that serve residential neighborhoods and commercial/office uses. Prioritize the development of these services in equity priority communities in the city.
Policy LU 3.6 Hotels. Encourage development of hotels in commercial areas and allow small hotels in mixed-use districts where they are consistent with the density of adjacent uses.
Policy LU 3.7 Visitor Economy. Collaborate with other Peninsula cities and the San Mateo County/Silicon Valley Convention and Visitors Bureau to support the continued development of the visitor economy of both the city and the region, including lodging, entertainment, recreation, retail, and local events; encourage uses that attract visitors. Incentivize through fee reduc- tion and visitor perks, sustainable modes of travel to and from the city to reduce both the use of air travel and gas-powered vehicles.
Policy LU 3.8 Workplaces. Develop office buildings and business parks to facilitate transit, pedestrian, and bicycle commutes. Provide compact development, mixed uses, and connectivity to transit to reduce vehicle miles traveled (VMT).
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Policy LU 3.9 Office Park Evolution. Support the transition of single-use office parks into mixed-use dis- tricts that include residential, retail, office, services, and/or parks and open space. Within an office site that is redeveloping as mixed-use, locate offices and commercial space closest to high-volume roadways and locate new residential uses as far as possible from high-vol- ume roadways.
Policy LU 3.10 Service Commercial. Retain service commercial and light industrial uses in San Mateo to support local businesses and to meet the needs of residents locally. Preserve properties that are zoned for service commercial uses and discourage uses that are allowed elsewhere in the city from locating in service commercial areas.
Policy LU 3.11 Community Gathering Places. Provide and maintain inviting public spaces and streets that provide space for all members of the San Mateo community to meet, gather, and enjoy.
Policy LU 3.12 Publicly Accessible Spaces. Integrate a variety of privately owned and maintained publicly accessible spaces into new development and require signage that clearly identifies these spaces as publicly accessible.
Policy LU 3.13 Cultural Facilities and Public Art. Recognize cultural facilities and public art as part of a healthy and thriving community. Use funds from the City’s art in-lieu fee to enhance exist- ing public art and cultural facilities and encourage new facilities that reflect the character and identity of the surrounding neighborhoods.
Policy LU 3.14 School Site Reuse. Encourage the school district to prioritize affordable housing and community recreation needs when a school site is planned for reuse or redevelopment, in accordance with the priorities in the Housing Element and Conservation, Open Space, and Recreation Element.
Policy LU 3.15 Residential Uses to Support Institutions. Support the development of housing at qua - si-public institutions such as schools, churches, and other facilities of an educational, religious, charitable, or philanthropic nature, consistent with the mission of these orga - nizations. Encourage the development of ancillary residential uses when aligned with the organization’s mission or to provide housing for employees.
Policy LU 3.16 Public Facilities. Encourage reuse or redevelopment of public facilities to residential and/ or recreational uses that provide a public benefit to the community, such as community gardens.
Policy LU 3.17 Peninsula Golf and Country Club. Support the retention of the existing club and recreation use. If the site is redeveloped, residential development that is compatible with adjacent uses in terms of density and intensity should be encouraged.
ACTIONS
Action LU 3.18 Permitted Uses. Re-evaluate the types of commercial uses that are permitted and that re- quire a special-use permit in all commercial districts to ensure requirements are forward looking and aligned with current economic needs and trends.
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Action LU 3.19 Major Institutions/Special Facilities. Work with relevant agencies and organizations to support the long-term viability of major institutions and special facilities that provide important recreational, educational, or medical services, such as the San Mateo County Events Center, College of San Mateo, San Mateo County Hospital, Mills Health Center, and Peninsula Golf and Country Club. Require a Specific Plan and/or Master Plan to guide reuse or redevelopment of institutions and special facilities when appropriate.
FOCUSED PLANNING AREAS
This section focuses on three specific areas around the city – Downtown, the El Camino Real Corridor, and the Hillsdale Station Area. These areas are near transit and are designated for future growth and change in this General Plan as well as in other adopted planning documents:
• The Downtown Area Plan, adopted in 2003 and revised in 2009, covers about 70 blocks traditionally known as Downtown, plus the area known as the Gateway and portions of adjacent neighborhoods.
This plan pertains to new Downtown development and focuses on preserving existing Downtown resources and enhancing its vitality and activity while also maintaining a sense of place. • The El Camino Real Master Plan , adopted in 2001, provides guidance on streetscape, design guidelines, and implementation strategies for the future of the El Camino Real corridor, from State Route (SR) 92 to the Belmont city border.
• The Hillsdale Station Area Plan , adopted in 2011, is the guiding document for the Hillsdale Station Area that sets forth the regulatory framework, goals, and policies to transform the area surrounding the Hillsdale Caltrain station into a sustainable, pedestrian-oriented transit hub.
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This General Plan includes additional policy guidance to help plan for the growth and change that is antici- pated and encouraged in these three focused planning areas. Policy guidance focused on historic resources, city image, and the design of mixed-use and commercial areas can be found in the Community Design and Historic Resources Element. The Circulation Element also includes policies focused on promoting walking and multi-modal transportation improvements in Downtown and facilitating efficient travel and pedestrian safety along the El Camino Real corridor . It also includes policy guidance for transit stations, including the Hillsdale Station.
GOALS, POLICIES, AND ACTIONS
Downtown
GOAL LU-4 Maintain downtown San Mateo as the economic, cultural, and social center of the community.
POLICIES
Policy LU 4.1 Downtown Land Uses. Allow and prioritize a wide range of residential, dining, entertain - ment, lodging, and other commercial uses downtown, at high intensities and densities, with strong multi-modal connectivity to the San Mateo Caltrain station and other transit.
Policy LU 4.2 Quality of Downtown Development. Promote quality design of all new development that recognizes the regional and historical importance of Downtown San Mateo and strength - ens its pedestrian-friendly, historic, and transit-oriented character.
Policy LU 4.3 Significant Historic Structures. Protect key landmarks, historic structures, and the historic character of Downtown, as defined in the Community Design and Historic Resources Ele - ment.
ACTIONS
Action LU 4.4 Downtown Area Plan. Update the Downtown Area Plan to support and strengthen the Downtown as a vibrant and active commercial, cultural, and community gathering district.
The updated Downtown Area Plan shall align with the General Plan, integrate recommen- dations from other concurrent City efforts, focus growth and intensity in proximity to the Caltrain station, encourage superblock concepts or approaches and allow parklets, update parking standards and parking management strategies, allow for increased housing units and density, and support high-quality, pedestrian-oriented design and architecture.
Action LU 4.5 Downtown Special Events. Sponsor and support Downtown activities and events that brings Downtown to life, attract residents and visitors, promote local businesses, create inclusive community gatherings, and provide information to residents about City initia - tives and services.
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El Camino Real Corridor
GOAL LU-5 Promote residential and mixed land uses along El Camino Real to strengthen its role as both a local and regional corridor.
POLICIES
Policy LU 5.1 Housing on El Camino Real. Encourage new residential uses along El Camino Real as part of both pure residential and mixed-use development to diversify the existing commercial character.
Policy LU 5.2 El Camino Real Landscaping. Retain the general residential and landscaped character of El Camino Real north of Tilton Avenue. Promote the visual upgrading of El Camino Real south of 9th Avenue through increased landscaping, coordination of public improvements, property maintenance, and sign control, and through conformance with the El Camino Real Master Plan or a future consolidated Corridor Plan per Action LU 5-3.
ACTION
Action LU 5.3 El Camino Real Corridor Plan. Prepare a Corridor Plan for El Camino Real that assembles existing planning documents for the corridor into a single comprehensive plan that imple- ments the El Camino Real policies in General Plan 2040.
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Hillsdale Station Area
GOAL LU-6 Promote transit-oriented development around the Hillsdale Caltrain station.
POLICIES
Policy LU 6.1 Rail Corridor Transit-Oriented Development Plan (Rail Corridor Plan). Continue to imple- ment the Rail Corridor Plan to allow, encourage, and provide guidance for the creation of world-class transit-oriented, mixed-use development (TOD) within a half-mile radius of the Hillsdale and Hayward Park Caltrain stations, while maintaining and improving the quality of life for those who already live and work in the area.
Policy LU 6.2 Hillsdale Shopping Center. Allow redevelopment of the Hillsdale Shopping Center for a mix of uses, including commercial, retail, office, hotel, and residential uses. Update the Hillsdale Station Area Plan or require preparation of a master development plan to ensure the site is developed comprehensively and provides appropriate transitions to the adjacent neighborhoods.
ACTION
Action LU 6.3 Hillsdale Station Area Plan. Update the Hillsdale Station Area Plan to foster higher-densi- ty residential, office and mixed-use, transit-oriented development that connects to neigh- borhoods to the east and west, improves bicycle and pedestrian circulation to the station, and increases park and open space areas.
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SHOPPING AREAS IN TRANSITION
Over the lifetime of this General Plan, some older shopping centers in the city are likely to change as old formats of brick-and-mortar retail evolve. The Hillsdale Mall, Bridgepointe Shopping Center, and Bel Mateo commercial area (Olympic Village) are three areas around the city that appear likely to experience meaningful transition over the next 20 years. Since these shopping areas provide neighborhood-serving uses that support nearby residences, the intent of this section is to support preservation while allowing for transition to a different mix of housing, shopping, services, and jobs. Policy guidance for other neighborhood shopping areas is contained under Goal LU-3 and policies related to the Hillsdale Mall are under Goal LU-6.
Policies focused on the design of mixed-use and commercial areas can be found in the Community Design and Historic Resources Element.
GOALS, POLICIES, AND ACTIONS
GOAL LU-7 Support the transition of shopping areas designated for new uses into vibrant districts with a range of housing, shopping, services, and jobs.
POLICY
Policy LU 7.1 Shopping Areas in Transition. Support the long-term viability of shopping centers and districts that provide neighborhood-serving uses by allowing these sites to redevelop with higher-density, mixed-use development that includes restaurants, services, other commer- cial uses, housing and open space, while preserving core neighborhood-serving uses.
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ACTIONS
Action LU 7.2 Bridgepointe Area Plan. Update and consolidate the Bridgepointe Master Plan and Mariner’s Island Specific Plan into one planning document to guide redevelopment of the Bridgepointe Shopping Center and the surrounding properties into a mixed-use neigh - borhood that maintains its regional retail component while developing a diverse range of housing types, including affordable housing; new parks and recreational facilities; com - munity gathering places; ample facilities to support transit, bicycling, and walking; and a range of businesses and services. The plan shall include safe access for pedestrians, cyclists, and transit riders from Bridgepoint to the City’s transit corridors, such as Caltrain and El Camino Real.
Action LU 7.3 Bel Mateo Area Plan. Prepare a Specific Plan or Master Plan to guide redevelopment of the Bel Mateo area into a mixed-use neighborhood with a diverse range of neighbor - hood-serving commercial uses and amenities; new market-rate and affordable housing, ample facilities to support bicycling and walking; and publicly accessible park and open space areas.
ENVIRONMENTAL JUSTICE
The Strive San Mateo General Plan 2040 includes policies and actions that will support equitable distri - bution of resources and opportunities and reduce the impacts of environmental hazards in the areas of the city that experience the highest levels of pollution and negative health outcomes, such as asthma and low birth weight babies, as well as the greatest social and economic disadvantages, such as poverty and housing instability. This General Plan uses the term equity priority community for these neighborhoods and focuses on improving environmental justice and public health for the people who live in these communities by promoting meaningful community engagement and prioritizing improvements that address their needs.
During the development of this General Plan, the City identified two equity priority communities using local knowledge and CalEnviroScreen: North Central and North Shoreview/Shoreview. Figure I-5 in Chapter 1, Introduction, shows the location of these communities and provides more context about the health and socioeconomic issues affecting residents in these neighborhoods.
This section includes policy guidance focused on improving community health and access to healthy foods, with specific policies focused on the identified equity priority communities. State law allows cities and counties to address environmental justice either by adopting a stand-alone Environmental Justice Element or by incorporating environmental justice goals, policies, and actions into other elements. This General Plan takes the approach of incorporating environmental justice goals, policies, and actions into all its elements; therefore, policies and actions focused on environmental justice can also be found throughout the Strive San Mateo General Plan 2040. Safe and sanitary housing, as required by Senate Bill (SB) 1000, is addressed in the Housing Element. Please refer to the Housing Element for housing-related programs that are focused on equity priority communities.
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In addition to policies and actions that the City will implement through the Strive San Mateo General Plan 2040 and other City plans, other agencies and organizations, such as the County of San Mateo, nonprofits, and religious groups, also provide resources and help to support equity priority communities. It is important to note that the State regularly updates CalEnviroScreen, and new data sources may become available. The equity priority communities mapped in this General Plan may change as conditions change.
GOALS, POLICIES, AND ACTIONS
GOAL LU-8 Support the equitable health and well-being of all neighborhoods in San Mateo and all members of the San Mateo community by improving conditions in equity priority communities.
Community Health
POLICY
Policy LU 8.1 Prioritizing Community Health. Continue to support the physical and mental health and well-being in equity priority communities by prioritizing public safety, resolving land use conflicts and incompatible uses that pose risks to health or safety, remediating contamina- tion, and enforcing building code standards.
ACTIONS
Action LU 8.2 Collaborations for Community Health. Develop intentional, strategic, and mutually ben- eficial relationships with organizations engaged in improving health and well-being, reduc- ing environmental health disparities, expanding access to affordable quality healthcare and mental healthcare, and mitigating negative environmental health hazards. Encourage greater emphasis on expanding or improving health services, including mental health ser- vices, in equity priority communities.
Action LU 8.3 Health Disparities. Coordinate with the San Mateo County Public Health Department to promote healthier communities through education, prevention, intervention programs, and other activities that address health disparities and inequities that exist in San Mateo.
Action LU 8.4 City Investment. Use funds collected by the park impact fee to invest in programs and public improvements that connect residents with opportunities to increase their physical activity and improve their physical and mental health, especially in equity priority commu- nities with higher risk of negative public health outcomes. Identify new funding sources for programs and public improvements, if needed.
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Equity Priority Communities
POLICIES
Policy LU 8.5 Community Preservation. Prevent displacement in equity priority communities by pro - tecting tenants, helping homeowners remain in place, and funding affordable housing.
Policy LU 8.6 Safe and Sanitary Homes. Encourage homes and neighborhoods that are free of environ- mental health hazards.
Policy LU 8.7 Access to Parks and Recreation. Provide attractive, comfortable, and safe pedestrian and cyclist access to public parks and recreational facilities in and near equity priority commu- nities.
ACTIONS
Action LU 8.8 Streetscape and Safety Improvements. Work with residents in equity priority commu - nities to identify sidewalk, lighting, landscaping, and roadway improvements needed to improve routes to parks, schools, recreation facilities, and other destinations within the community. Prioritize investments to address health disparities in equity priority commu- nities in the annual Capital Improvement Program.
Action LU 8.9 Equity Priority Community Mapping. Regularly update the map identifying equity prior- ity communities with data from CalEnviroScreen or other sources, including information from community members.
Action LU 8.10 Equity Priority Communities Plan. Prepare a plan for the equity priority communities that addresses the needs of each community, including health, safety, and improved circu- lation with community input. The plan shall seek to ensure the streets in each community are measurably safe, include ADA accessibility, and have adequate on-street parking.
Changes included in the plan shall be developed and enacted with the express purposes of improving health, safety, and welfare for the members of each community.
Action LU 8.11 City Services. Work with residents in equity priority communities to identify services that the City or other partners could provide to improve safety, sanitation, and security in these neighborhoods.
Action LU 8.12 Neighborhood Beautification. Support and promote neighborhood clean-up and beauti- fication initiatives in equity priority communities, including in partnership with neighbor- hood organizations.
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Access to Healthy Food
POLICIES
Policy LU 8.13 Locally Grown Food. Increase access to fresh food by allowing and encouraging local food production, micro agriculture, edible landscapes, rooftop gardens, community gardens, and urban farms, and by distributing information about community-supported agriculture programs that provide affordable access to fresh food.
Policy LU 8.14 Retail Food Sources. Strive to ensure that all households in San Mateo, including those in equity priority communities, have access to retail sources of affordable healthy food, including organic options, such as full-service grocery stores, specialty food markets, farm- ers markets and/or community gardens, and convenience stores with fresh food options, by working to retain existing retail sources and attract new ones.
ACTIONS
Action LU 8.15 Healthy Food Access. Support the work of San Mateo County Health and other local partners to:
• Continue and expand the ability to use the Electronic Benefit Transfer (EBT) program at farmers’ markets and other sources of healthy food.
• Implement programs to encourage markets and convenience stores to stock fresh produce and other healthy foods.
• Encourage restaurants to enlist restaurants in the CalFresh Restaurant Meals Program, which allows people at a high risk of chronic hunger to use CalFresh benefits to buy prepared meals at participating restaurants.
• Continue to provide and expand the subsidized senior lunch program at the San Mateo Senior Center and the Congregate Nutrition Program at the King Center Community Center.
Action LU 8.16 Urban Agriculture. Develop City regulations that encourage urban agriculture, communi- ty gardens, and farm stands, as appropriate.
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COMMUNITY ENGAGEMENT
Community engagement and resident participation is a high priority for San Mateo. The Strive San Mateo General Plan 2040 aims to engage all residents and stakeholders on matters of development, growth, and public policy in ways that are inclusive, equitable, and give everyone an opportunity to participate in the process. Public engagement with disadvantaged communities can help identify programming and policy changes to allow for improvements where it is needed most. However, many members of vulnerable populations and disadvantaged communities face barriers to meaningful engagement. For example, people with disabilities may have difficulty accessing a meeting location or hearing verbal dialogue. Non-En- glish speakers may have difficulty reading meeting notices or meeting materials in English. Low-income households may be more likely to work multiple jobs or do shift work that precludes attending evening meetings. It is important to understand the specific vulnerable populations and disadvantages faced by San Mateo residents to minimize the barriers to their participation. This General Plan takes the approach of incorporating community engagement goals, policies, and actions into all of its elements; therefore, policies and actions focused on community engagement can also be found throughout the General Plan.
GOALS, POLICIES, AND ACTIONS
GOAL LU-9 Include everyone in community development decisions for a shared, sustainable future.
POLICIES
Policy LU 9.1 Inclusive Outreach. Notify the community when planning and development decisions are being considered and inform community members about how they can engage in the pro- cess. Use outreach and engagement methods that encourage broad representation and are culturally sensitive, particularly for equity priority communities.
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Policy LU 9.2 Equitable Engagement. Provide support for increased community participation in the planning and development processes, particularly in areas with language barriers or a con- centration of low-income households that have been historically underrepresented and/or disproportionately impacted by traffic and municipal or industrial uses.
Policy LU 9.3 Development Projects. Communicate clearly how and at what stages members of the public can provide input on development projects under review and ensure public aware- ness of all the factors the City must consider in approving or denying a project.
Policy LU 9.4 Applicant Communications. Require that sponsors of new development projects, espe - cially those that require Planning Commission and/or City Council approval, have early, frequent, and meaningful communication with affected community members and stake - holders, including members of equity priority communities.
ACTIONS
Action LU 9.5 Community Partners. Work with community-based organizations and community part - ners to engage members of equity priority communities in planning and policy decisions.
Action LU 9.6 Community Surveys. Periodically conduct statistically reliable community surveys, rep - resentative of the demographics of the population, to gauge community service needs, policy preferences, and effective communication methods.
Action LU 9.7 Communications Strategy. Develop a communications strategy that outlines goals and tactics to engage a broad cross-section of the community. • Prepare public notices and other materials in the predominant language(s) spoken in the community and provide interpretation services at meetings as needed. • Make public notices and other important documents available in print at local libraries, community centers, or other gathering places.
• Use culturally appropriate approaches.
• When possible, schedule and locate meetings to be convenient for community members to attend.
• Use the City’s website, social media, and other communication channels to share information about how community members can participate in public meetings. • Gather data to understand the economic, gender, age, and racial diversity of the affected population before designing communication approaches aimed at reaching the affected population.
• Provide notification and outreach for development projects using clear and easy-to- understand language to ensure all stakeholders and interested community members understand and have the ability to engage in the development review process.
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CLIMATE CHANGE AND LAND USE
Climate change is driven by an increase in (GHGs in Earth’s atmosphere, trapping more heat near the surface and changing Earth’s climate in a number of ways. These changes often include increasing the frequency and severity of natural hazards, either directly (such as causing summer temperatures to reach dangerously high levels) or indirectly (such as warm temperatures and droughts leading to more dry vegetation, increasing wildfire risks).The hazardous situations created or exacerbated by climate change may result in an increased chance of personal injury or other harm, a greater risk of damage to buildings and infrastructure, and disruption of essential services, among other hardships. San Mateo, like most communities in California, is expected to experience multiple direct impacts as a result of climate change, including potential flooding, sea level rise, wildfires, drought, extreme heat, and negative effects on public health and biodiversity.
Land use decisions and regulations can decrease GHG emissions by affecting how frequently and how far people drive (the single greatest source of GHGs in San Mateo) and how much electricity or natural gas is used in buildings. Land use decisions can also reduce the exposure of people and assets to climate change hazards by locating new development outside of hazard areas and/or designing it to withstand expected future events. This element includes policies and actions aimed at significantly reducing GHG emissions by encouraging sustainable urban design, requiring transit-oriented and mixed-use development, and reducing car dependency. It also supports San Mateo’s adopted Climate Action Plan, which is the City’s comprehensive strategy to reduce GHG emissions.
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Most buildings, both residential and nonresidential, use electricity and natural gas to operate appliances and other pieces of equipment. While sources of electricity have become much cleaner over time and will continue to become cleaner due to State law and utility policies, the GHG emissions associated with using a unit of natural gas has remained constant, as natural gas is a fossil fuel and cannot become a cleaner energy source. To reduce GHG emissions, buildings can be “decarbonized,” or constructed to be mostly electric or all electric, and existing buildings can be electrified as part of retrofit activities. Advances in electric equipment, such as those used for space heating, water heating, and cooking, can also help make building electrification easier and more cost-effective.
Both this Land Use Element and the Safety Element include policies and actions to plan ahead for future climate conditions and protect San Mateo residents from climate hazards. The Public Services and Facilities Element includes policies and actions to promote energy conservation and renewable energy.
While this General Plan includes policy guidance to help reduce GHG emissions, data about existing and projected GHG emissions in San Mateo and strategies for the reduction of GHG emissions can also be found in the City’s Climate Action Plan.
GOALS, POLICIES, AND ACTIONS
GOAL LU-10 Make San Mateo strong and resilient by acting to significantly reduce greenhouse gas emissions and adapt to a changing climate.
POLICIES
Policy LU 10.1 Effects of Climate Change. Consider the effects of climate change in updating or amending the General Plan, disaster planning, City projects, infrastructure planning, future policies, and long-term strategies. Recognize potential climate change consequences, such as sea level rise, flooding, higher groundwater, less availability of drinking water, hotter tempera- tures, increased wildfire risk, and changing air quality. Prioritize protecting equity priority communities from the disproportionate burden of climate hazards, including against risks of displacement and challenges in rebuilding after major incidents.
Policy LU 10.2 Decarbonized Building Stock. Eliminate the use of fossil fuels as an energy source in all new building construction and reduce the use of fossil fuels as an energy source in the ex- isting building stock at the time of building alteration through requirements for all-electric construction.
Policy LU 10.3 Sustainable Improvements. Ensure that all improvements to existing structures are devel- oped or remodeled in a sustainable and resilient manner.
ACTIONS
Action LU 10.4 Climate Action Plan Implementation. Implement the greenhouse gas reduction strate - gies to meet the City’s Climate Action Plan emission-reduction goals.
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Action LU 10.5 Climate Action Plan Monitoring. Monitor and report progress on the implementation of the City’s Climate Action Plan on an annual basis. Regularly review new opportunities and approaches to reduce emissions consistent with the Climate Action Plan’s goals.
Action LU 10.6 Greenhouse Gas Inventory. Every five years, prepare an updated greenhouse gas emis - sions inventory consistent with the Climate Action Plan.
Action LU 10.7 Engage the Public in the Climate Action Plan. Provide public information to educate residents and businesses on the Climate Action Plan and to spark behavioral changes in individual energy and water consumption, transportation mode choices, and waste re - duction.
Action LU 10.8 Building Decarbonization. Evaluate and adopt reach codes and other policies to decar - bonize the building stock.
Action LU 10.9 Resilience of Critical Facilities and Public Infrastructure. Identify critical facilities and public infrastructure in areas vulnerable to climate change hazards, and work to site, design, and upgrade these facilities with consideration for future increases in severity that may occur over the anticipated life of the development. In cases where facilities cannot be sustainably maintained, evaluate the costs and benefits of relocation. Where facilities can be safely sited for the near term, but future impacts are likely, prepare an adaptive management plan detailing steps for maintenance, retrofitting, and/or relocation.
Action LU 10.10 Clean Fuel Infrastructure. Support efforts to build electric vehicle charging stations and clean fuel stations in San Mateo, including hydrogen and sustainably sourced biofuels, as supported by market conditions.
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A SUSTAINABLE ECONOMY
The City’s fiscal health and livability depend on maintaining a diverse community of businesses that are supported by residents, visitors, and workers. High-quality public services, reliable infrastructure, and local quality of life are critical to attracting, retaining, and growing local businesses. In addition to providing land where businesses can locate and expand, the City plays a key role in building, maintaining, and/or coordi - nating infrastructure to support businesses, including roadways, water and sewer services, solid waste disposal, and energy and telecommunications systems. The financial resources to address these needs require that the City maintain a healthy and fiscally sustainable budget. This, in turn, depends on cultivating a diverse tax base that includes a broad mix of businesses and balances the need for both housing and job-generating land uses.
The economic success of regional industry clusters, such as technology, life science, and entertainment has generated a concentration of jobs on the Peninsula. As a result, demand for housing from workers moving to the area for job opportunities has increased at a much higher rate than housing production. Limited housing production in the Bay Area region has created a housing shortage, which has in turn led to rising costs and other housing challenges, such as overcrowding and displacement.
A sustainable economy in 2040 will harness the strength of the regional job market to create quality jobs, support the growth of local businesses, and provide local housing opportunities for residents and workers at all income levels. An important component of a sustainable economy includes balancing job growth with housing development to ensure that all workers have an opportunity to live in proximity to their job. There is also a need to support local workers and the local economy by encouraging local hires, living wages, and training for workers, such as an apprenticeship program. The City currently charges a Commercial Linkage Fee for new job-generating construction like offices, hotels, medical buildings, retail, and restaurants to support the creation or preservation of affordable housing to assist lower- and moderate-wage workers who cannot afford the current housing market prices.
During the development of the Strive San Mateo General Plan 2040, the City completed a comprehensive update to the Housing Element. Please refer to the Housing Element for programs aimed at supporting households facing housing challenges, such as overcrowding and potential displacement. The Housing Element also encourages housing for all income groups.
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GOALS, POLICIES, AND ACTIONS
GOAL LU-11 Cultivate a diverse, thriving, inclusive, and green economy.
POLICIES
Policy LU 11.1 Economic Development. Prioritize the retention and expansion of existing businesses and attract new businesses that strengthen and diversify the City’s economic base.
Policy LU 11.2 Local Employment. Encourage a diverse mix of uses that provide opportunities for em - ployment of residents of all skill and education levels.
Policy LU 11.3 Local Hiring and a Living Wage. Encourage developers and contractors doing work in the city to evaluate hiring local labor from the Bay Area region and providing living wages.
Policy LU 11.4 Diverse Economic Base. Strive to maintain a reasonable similarity between potential job generation and the local job market by maintaining a diverse economic base.
Policy LU 11.5 Jobs to Housing Balance. Strive to maintain a reasonable balance between income levels, housing types, and housing costs within the city. In future area-wide planning efforts, rather than with individual projects, recognize the importance of matching housing choice and affordability with job generation in the city, through an emphasis on the jobs-housing balance.
Policy LU 11.6 Job Training Programs. Collaborate with educational services, nonprofits, labor, and busi- nesses to provide job training programs that meet the needs of businesses and industries.
Help connect local businesses with programs, organizations, or educational institutions, such as NOVAworks, College of San Mateo, the San Mateo County Community College Dis- trict, San Mateo Union High School District, and Small Business Development Centers.
Policy LU 11.7 Apprenticeship Programs. Encourage employers within San Mateo, especially building and construction companies, to evaluate hiring from or contributing to apprenticeship training programs that provide on-the-job training and are certified by the State’s Division of Ap - prenticeship Standards (DAS).
Policy LU 11.8 State-of-the-Art Telecommunications. Support the development of telecommunications policies and infrastructure, including public Wi-Fi, to meet the needs of local businesses and residents and support remote work.
ACTIONS
Action LU 11.9 Quality Local Jobs. Develop programs to retain and attract businesses that provide a living wage, offer health insurance benefits, and match the diverse range of education and skills of San Mateo residents.
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Action LU 11.10 Small Business Support. Help small businesses stay and grow by offering tools and sup - port, such as multilingual outreach, assistance accessing free educational services and financing opportunities, connecting with the Chamber of Commerce and Downtown San Mateo Association, and assistance understanding City requirements and preparing for code compliance.
Action LU 11.11 Commercial Displacement. Provide proactive support to local businesses affected by construction and redevelopment by communicating with business owners well in advance of construction and assisting in identifying potential locations for temporary relocation.
Encourage and support the retention of existing businesses in new or renovated spaces that are a part of redevelopment projects.
Action LU 11.12 First Source Hiring. Explore the feasibility of establishing a First Source Hiring Program that encourages developers and contractors to make best efforts to hire new employees, workers, and subcontractors that are based in San Mateo County, and to partner with organizations that offer job training programs, such as the San Mateo County Community College District and San Mateo Union High School District.
Action LU 11.13 Living Wage Incentives. Maintain provisions in the Affordable Housing Commercial Link- age Fee that offer fee reductions to developers who voluntarily enter into Area Standard Wage Participation Agreements with the City.
GOAL LU-12 Create financial stability for the City by maintaining its ability to pay for public improvements, core infrastructure, and essential services.
POLICIES
Policy LU 12.1 Revenue Generators. Retain and grow existing businesses and attract new businesses that can generate and diversify the City’s tax revenue and increase job opportunities to ensure the City has adequate resources for infrastructure improvements and essential City ser - vices, such as police, fire, parks, recreation, and libraries.
Policy LU 12.2 Commercial Linkage Fee. Maintain the City’s Affordable Housing Commercial Linkage Fee assessed to new nonresidential construction that recognizes the connection between increased workers in San Mateo and increased demand for housing at all levels. Use the fees collected to support the creation or preservation of affordable housing to assist the workers who will make lower or moderate wages and cannot afford the current housing market prices.
ACTION
Action LU 12.3 Fiscal Neutrality. Study the feasibility and potential impacts of adopting a Fiscal Neutrality Policy that would require new development to offset any difference between future tax revenue and the cost of City services to that development. The policy should also consider the City’s goals to provide a diverse range of housing affordable to all members of the community.
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DEVELOPMENT REVIEW
New development projects in San Mateo go through a planning review process to ensure that all applicable City standards and requirements are addressed. Most development projects require a Planning Application, which is a written request for approval of a project before a building permit application can be submitted.
Before a formal Planning Application, applicants usually meet with staff in the Community Development Department to discuss the scope of the project, application requirements, and applicable codes and policies. Most projects also require community outreach and engagement, usually in the form of mailed notification and a neighborhood meeting, prior to a Planning Application submittal to collect early input from residents. Larger projects can also include a Planning Commission study session. These early steps help to ensure success when a project’s formal Planning Application is submitted.
Once the Community Development Department receives the plans and required application materials, the project is reviewed by other City departments, like Public Works, Parks and Recreation, Police, and Fire, for completeness and compliance with applicable codes, policies, and City requirements. During this time, the City also determines the scope of the environmental review, which could include an exemption, an Initial Study/Mitigated Negative Declaration, or an Environmental Impact Report, consistent with the California Environmental Quality Act (CEQA). After being deemed complete and finishing the environmental review process, City staff prepare findings and conditions of approval for the project. Depending on the size and scope of the project, and the type of approval being sought, final approval may come from the Zoning Administrator, the Planning Commission, or the City Council.
GOALS, POLICIES, AND ACTIONS
GOAL LU-13 Maintain Development Review and Building Permit processes that are compre- hensive and efficient.
POLICIES
Policy LU 13.1 Development Review Process. Review development proposals and building permit appli- cations in an efficient and timely manner while maintaining quality standards in accordance with City codes, policies, and regulations, and in compliance with State requirements.
Policy LU 13.2 Public Education. Promote public awareness of the development review and permitting process.
Policy LU 13.3 Fee Information. Maintain an updated schedule of fees and housing development afford- ability requirements, all zoning ordinances and development standards, and annual fee or finance reports on the City’s website. In addition, maintain archives of impact fee nexus studies, cost of service studies, or equivalent reports for ease of information sharing with the public.
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REGIONAL COOPERATION
Many issues addressed in the Strive San Mateo General Plan 2040 extend beyond the city boundaries; therefore, it is important to highlight the need for collaboration between the City and other public agencies on these issues. This General Plan encourages inter-agency cooperation and engagement by the City in current and long-range plans prepared by other regional agencies, such as Plan Bay Area. The Metropolitan Transportation Commission (MTC), in partnership with the Association of Bay Area Governments (ABAG), prepared Plan Bay Area 2050, which includes strategies that connect housing, the economy, transportation, and the environment. The vision of the plan is to ensure the Bay Area is affordable, connected, diverse, healthy, and vibrant for all by the year 2050. Plan Bay Area focuses on land use and transportation invest - ments in Priority Development Areas, which are areas identified by local jurisdictions where housing and job growth will be concentrated close to public transit. San Mateo has identified five Priority Development Areas that are included in Plan Bay Area 2050.
GOALS, POLICIES, AND ACTIONS
GOAL LU-14 Collaborate and communicate with other public agencies regarding regional issues.
POLICIES
Policy LU 14.1 Interagency Cooperation. Promote and participate in cooperative planning with other public agencies and the jurisdictions within San Mateo County, such as the 21 Elements regional collaboration, regarding regional issues such as water supply, traffic congestion, rail transportation, wildfire hazards, air pollution, waste management, fire services, emer- gency medical services, and climate change.
Policy LU 14.2 Public Agency Developments. Require developments constructed by other governmental agencies to conform to the City’s General Plan, Zoning Ordinance, and other development regulations, to the extent possible.
Policy LU 14.3 Plan Bay Area. Remain engaged in current and future long-range plans prepared by Metropolitan Transportation Commission (MTC), Association of Bay Area Governments (ABAG), and other regional organizations to influence and be aware of projected growth assumptions for San Mateo and regional priorities for transportation, infrastructure, and the economy that could affect the city.
Policy LU 14.4 Priority Development Areas. Support the strategies outlined in Plan Bay Area 2050, espe- cially within City-identified Priority Development Areas.
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GENERAL PLAN MAINTENANCE
Long-range planning in San Mateo does not end with the adoption of the Strive San Mateo General Plan 2040. To achieve the community’s vision, decisions about development projects, capital improvements, specific plans, and other plans and policies affecting land use, transportation, and the physical environment will need to be consistent with this General Plan.
GOALS, POLICIES, AND ACTIONS
GOAL LU-15 Ensure that the City’s General Plan is consistent with State law, legally adequate, and up to date.
POLICIES
Policy LU 15.1 General Plan Amendments. Amendments to the General Plan shall be considered as needed. Revisions to the General Plan may be needed to ensure that elements remain consistent with each other and in compliance with State law.
Policy LU 15.2 Specific and Master Plans. All adopted plans, including transportation plans, Specific Plans, and Master Plans, shall be consistent with this General Plan.
ACTIONS
Action LU 15.3 Annual General Plan Progress Report. Submit an Annual Progress Report on the status of the General Plan implementation to the City Council and to the Office of Planning and Research by April 1 of each year, per Government Code Section 65400.
Action LU 15.4 Specific Plans and Master Plans. Review all adopted Specific Plans and Master Plans and determine if updates are needed for consistency with this General Plan or if any out-of- date plans should be retired.
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CHAPTER 3
Circulation Element
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CIRCULATION ELEMENT
INTRODUCTION
This Circulation Element provides the policy framework for attaining a future multimodal transportation system that meets the community’s needs, is sustainable, advances environmental justice, and improves the community’s welfare. This element promotes a circulation system that serves the land use plan in the Land Use Element and is designed for all users and modes of transportation, welcomes innovation, and addresses the challenges of roadway improvements and parking.
For the larger Bay Area region, the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC) coordinate transportation and land use planning through the Regional Transportation Plan/Sustainable Communities Strategy, known as Plan Bay Area 2050. Plan Bay Area 2050 guides transportation funding and policy decisions for the region.
Transportation is the movement of people and goods and plays a significant role in a community’s quality of life. A well-planned circulation system allows people and goods to get from where they are to where they want or need to go in an equitable, efficient, and timely manner . People, regardless of socioeconomic status, age, and physical ability, should be able to move around using many modes of transportation, whether that is walking, bicycling, using a mobility device, taking transit, driving, or other emerging technologies. Just as important, the circulation system plays a critical role in creating and enhancing public spaces like sidewalks, paseos, and pedestrian plazas for community interaction; providing access for goods to be transported and delivered; and managing the amount and location of parking and curbside access. With this in mind, the Circulation Element presents the priorities for developing a multimodal transportation network in the city based on a complete streets approach.
This element addresses these eight transportation priorities:
• Multimodal Transportation Network
• Transportation Demand Management
• Pedestrian Network
• Bicycles and Micromobility Network
• Transit Services
• Roadway Network Improvements
• Parking and Curbside Management
• Future Mobility and Technology
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RELEVANCE TO
GENERAL PLAN THEMES
Sustainability in this Element:
• Increases the safety, convenience, and appeal of walking, bicycling, and transit use to reduce reliance on gas-powered vehicles, one of the City’s primary sources of greenhouse gas (GHG) emissions.
• Requires new development to include specific, measurable strategies to reduce motor vehicle trips.
• Establishes new parking management practices to support both economic growth and environmental sustainability.
• Encourages urban spaces that promote walking and multi-modal transportation improvements, through methods such as requiring sidewalks as part of new development or through the implementation of a “superblock” or similar concept in the downtown that focuses on creating car-light realms.
Environmental Justice in this Element:
• Reduces single-occupant vehicle trips to reduce air pollution that causes acute and chronic illnesses in equity priority communities. • Prioritizes new transportation amenities in equity priority communities based on community input and data analysis.
• Recommends safety improvements near transit stops and supports collaboration with transit agencies to improve transit services for residents who cannot drive or do not have access to a car.
Community Engagement in this Element:
• Ensures that the City will involve the community early in the process so that future improvements in neighborhoods reflect community input. • Engages seniors, students, transit users, community organizations, and residents of equity priority communities to provide input on solutions for different users.
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MULTIMODAL TRANSPORTATION NETWORK
In transportation planning, “modes” refer to different ways of getting around: walking, bicycling, riding transit, and driving. A “multimodal” transportation network accommodates many different modes of transportation, while embracing complete streets principles. A complete street includes safety improve- ments that benefit all users (i.e., drivers, pedestrians, and bicyclists) and incorporates green infrastructure elements to improve stormwater quality. By increasing travel options that don’t rely solely on driving, GHG emissions and congestion from the transportation system can be reduced. Figure C-1 represents possible options for the 2040 Circulation Network; while the identified pedestrian, bicycle, and transit improve- ments may change over the lifespan of the Strive San Mateo General Plan 2040, the goal will be to complete travel gaps and maintain and improve the transportation network as the city grows.
Achievement of a multimodal transportation network requires both big-picture policy direction and focused policies and actions for infrastructure improvements. The policies and actions in this section provide a high-level approach to attain a multimodal network, with subsequent sections focused on the program- matic infrastructure policies, including those focused on biking, pedestrians, and transit use, to support such a network. In addition to this Circulation Element, the Land Use Element includes Action LU 5.3 to implement multi-modal improvements along El Camino Real.
Recognizing the importance of improving the safety of the multimodal transportation network, this element also includes a Vision Zero policy. Vision Zero is based on the five elements of a Safe Systems Approach advanced by the Federal Highway Administration to eliminate traffic fatalities and serious injuries on the roadways: safe road users, safe vehicles, safe speeds, safe roads, and post-crash care.
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Preferred Circula on Scenario
Source: ESRI, 2022; PlaceWorks, 2022
SAN FRANCISCO BAY
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35 280
82 92
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82 El Camino Real
El Camino Real
HILLSBOROUGH
BURLINGAME
BELMONT
FOSTER CITY
S u nnybra e B lv d
E 2 8 th
Ave
Y a le D r
4 2 n d A v e
L a S
e l v a St
W 3 r d A v e
W 2 0 t h A v e
P a l m
A v e
9th Ave
37th Ave
S B S t
W 5 t h A ve
D e A n z a B l v d
W P o p l a r Av e
S Grant St
Rob e rt a Dr
N e w b ri d g e A v e
Ke h o e A ve
S ho r e v i e w A v e
B o r e l A v eBarneson Ave
M a p l e S t
2nd Ave
E d iso
n S t
Monte Diablo Ave Tilton Ave
H a c ie n d a S t
Glen
d or
a D r
L o s P r a d o s
28th Ave
31st Ave
N A m p h l e t t B l v d
Aragon Blvd
P ar r o t t D r
B o v e t Rd
Ca m p u s Dr
Broadway
Burlingame
San
Mateo
Hayward Park
Hillsdale
Belmont
Figure C-1 2040 Circulation Scenario (Specific improvements may change) Crossing Improvements
! Current Caltrain At-Grade Crossings
! Proposed Pedestrian Crossing Improvements
Proposed Peninsula Interchange Project
Line Improvements
Sphere of In/f_luence
City Limits
2012 Proposed Pedestrian Priority Network
Transit Improvements
Existing Pedestrian Mall
(Street Closure)
El Camino Real Bikeway, Public Realm &
BRT Improvements
Existing Bikeways
Existing Shared Bike and Ped Path
Pedestrian Improvements, Diverted Traffic
Proposed Bikeways
Proposed Shared Bike and Ped Path
Missing Sidewalks
Caltrain Station
Sphere of Influence
City Limits
Caltrain Station
Caltrain
00 .5 10.25 Miles
Source ESRI, 2022; PlaceWorks, 2022.
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TRANSPORTATION INFRASTRUCTURE FUNDING
San Mateo uses a variety of federal, State, regional, and local sources of funding for transportation infrastructure. While these funding sources fluctuate over time, they have proven to be reasonably reliable.
Different sources can be used for different types of projects, and many sources are restricted to specific uses. For example:
• Federal sources, like the Better Utilizing Investments to Leverage Development (BUILD) Transportation Discretionary Grants and the Fixing America’s Surface Transportation (FAST) Act, can be used for roadway improvements, bridges, trails, and bicycle facilities. • Funding from the California High Speed Rail Authority and the San Mateo County Transportation Authority (SMCTA) was used for Caltrain grade separation projects. • Measure S, a local quarter-cent sales tax, can be used to fund pavement maintenance.
Individual transportation plans, such as the Bicycle Master Plan and the Pedestrian Master Plan, include detailed sections on costs and potential funding sources for the specific types of projects described.
GOALS, POLICIES, AND ACTIONS
GOAL C-1 Design and implement a multimodal transportation system that prioritizes walking, bicycling, and transit, and is sustainable, safe, and accessible for all users; connects the community using all modes of transportation; and reduces vehicle miles traveled (VMT) per capita.
POLICIES
Policy C 1.1 Sustainable Transportation. Reduce greenhouse gas (GHG) emissions from transportation by increasing mode share options for sustainable travel modes, such as walking, bicycling, and public transit.
Policy C 1.2 Complete Streets. Apply complete streets design standards to future projects in the public right-of-way and on private property. Complete streets are streets designed to facilitate safe, comfortable, and efficient travel for all users regardless of age or ability or whether they are walking, bicycling, taking transit, or driving, and should include landscaping and shade trees as well as green streets stormwater infrastructure to reduce runoff and pollu - tion.
Policy C 1.3 Vision Zero. Use a safe systems approach for transportation planning, street design, oper - ations, emergency response, and maintenance that proactively identifies opportunities to improve safety where conflicts between users exist to eliminate traffic fatalities and serious injuries in our roadways.
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Policy C 1.4 Prioritize Pedestrian and Bicycle Mobility Needs. Prioritize local pedestrian and bicycle projects that enhance mobility, connectivity, and safety when designing roadway and inter- section improvements.
Policy C 1.5 El Camino Real. Facilitate efficient travel and pedestrian safety along El Camino Real.
Policy C 1.6 Transit-Oriented Development. Increase access to transit and sustainable transportation options by encouraging high-density, mixed-use transit-oriented development near the City’s Caltrain stations and transit corridors.
Policy C 1.7 Equitable Multimodal Network. Prioritize new amenities, programs, and multimodal proj- ects, developed based on community input and data analysis, in San Mateo’s equity priority communities.
Policy C 1.8 New Development Fair Share. Require new developments to pay a transportation impact fee to mitigate cumulative transportation impacts.
Policy C 1.9 Dedication of Right-of-Way for Transportation Improvements. Require dedication of needed right-of-way for transportation improvements identified in adopted City plans, in - cluding pedestrian facilities, bikeways, and trails.
Policy C 1.10 Inclusive Outreach. Involve the community in the City’s efforts to design and implement a multimodal transportation system that is sustainable, safe, and accessible for all users. Use outreach and engagement methods that encourage broad representation and are culturally sensitive, particularly for equity priority communities.
ACTIONS
Action C 1.11 Complete Streets Plan. Complete and implement the Complete Streets Plan to improve the City’s circulation network to accommodate the needs of street users of all ages and abilities.
Action C 1.12 Vision Zero Plan. Complete and regularly update a plan that uses a safe systems approach to work towards Vision Zero and identifies specific citywide changes to policies, practices, funding, and other action items that will reduce speeding, collisions, and collision severity.
Action C 1.13 El Camino Real Improvements. Collaborate with Caltrans, SamTrans, and other partners to support accommodating higher-capacity and frequency travel along El Camino Real, Bus Rapid Transit, and other modes of alternative transportation.
Action C 1.14 Transit-Oriented Development Pedestrian Access Plan. Coordinate with interagency part- ners and community stakeholders to seek funding opportunities to design, construct, and build the priority projects identified in the Transit-Oriented Development Pedestrian Access Plan.
Action C 1.15 Safe Routes for Seniors. Develop a “safe routes for seniors” program to promote active transportation connections for seniors in collaboration with seniors’ organizations. Prior - itize improvements for seniors in equity priority communities.
Action C 1.16 Residential Speed Limits. Evaluate opportunities to reduce speed limits on residential streets to 20 miles per hour.
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Action C 1.17 Data-Driven Approach to Project Design and Prioritization. Inform the prioritization of improvement projects through the consistent collection and analysis of modal activity data that reveals where the highest concentration of pedestrian, bicycle, and transit trips occur, and study routes and places people would like to access but are currently unable to because of limitations in pedestrian, bicycle, and transit infrastructure.
Action C 1.18 Safety Education. Pursue safety education to increase awareness for all street users.
Action C 1.19 Transportation Funding. Regularly update adopted City master plans to secure reliable funding for transportation infrastructure projects identified in these plans.
Action C 1.20 Transportation Fees. Adopt and maintain fees and fiscal policies to fund circulation im - provements and programs equitably and achieve operational goals.
Action C 1.21 Performance and Monitoring. Monitor the City’s mode split progress on reducing VMT and reducing GHG emissions from VMT, as data is available.
TRANSPORTATION DEMAND MANAGEMENT
Transportation Demand Management (TDM) is an approach that promotes the use of modes other than driving alone, using a multimodal transportation network that provides safe and accessible options for travelers. TDM programs help the City achieve its sustainability and environmental justice goals by reducing the amount of GHG emissions from vehicle trips. These programs have successfully expanded access to other transportation modes and reduced car trips in specific plan areas near the Hillsdale and Hayward Park Caltrain stations and from recent development projects. Examples of TDM strategies include providing free or subsidized transit passes for employees or residents, offering carshare discounts, offering on-site bicycle parking and repair stations, shuttle services, and other bicycle and pedestrian amenities.
San Mateo will continue to require and
expand the use of TDM strategies by
developing a citywide TDM ordinance,
working to secure funding for new TDM
programs, and educating residents,
developers, employers, and employees
about transportation options and
incentive programs. The citywide
ordinance will establish trip-reduction
requirements to be met by development,
include measures to consider for reaching
these goals, and consider options if
projects fall short of the trip-reduction
requirements. Through implementation
of this ordinance, the City can shift trips
from single-occupancy vehicle to multiple
modes, using the multimodal circulation
network envisioned in this element.
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GOALS, POLICIES, AND ACTIONS
GOAL C-2 Use transportation demand management (TDM) to reduce the number and length of single-occupancy vehicle trips through policy, zoning strategies, and targeted programs and incentives.
POLICY
Policy C 2.1 TDM Requirements. Require new or existing developments that meet specific size, capaci- ty, and/or context conditions to implement TDM strategies.
ACTIONS
Action C 2.2 Implement TDM Ordinance. Develop and implement a citywide TDM ordinance for new developments with tiered trip reduction and VMT reduction targets and monitoring that are consistent with the targets in their relevant area plans. Reduce parking requirements for projects that include TDM measures.
Action C 2.3 Education and Outreach. Pursue education for developers and employees about programs and strategies to reduce VMT, parking demand, and the resulting benefits.
Action C 2.4 Leverage TDM Partnership Opportunities. Work with regional partners to identify and fund TDM strategies that can be implemented at new and existing developments.
Action C 2.5 Facilitate TDM Services. Facilitate the provision of TDM services to employees and res - idents through development agreements, Transportation Management Associations, and coordination with regional partners.
Action C 2.6 Travel to Schools. Reduce school-related VMT and support student health by collaborating with private and public partners to increase the number of students walking or bicycling to school through expanded implementation of Safe Routes to School, including educat - ing students and the community about the benefits of walking and bicycling and making physical improvements to streets and neighborhoods that make walking and bicycling safer.
Prioritize school travel safety improvements in equity priority communities.
Action C 2.7 New Development Shuttle Services. Encourage new developments to provide shuttle ser- vices as an option to fulfill TDM requirements. Shuttles should serve activity centers, such as the College of San Mateo, Caltrain stations, downtown, the Hillsdale Shopping Center, or other areas and should accommodate the needs and schedules of all riders, including service workers.
Action C 2.8 Unbundled Parking. Encourage residential developments to unbundle the costs of provid - ing dedicated parking spaces. Encourage additional parking capacity created by unbundling to be reallocated as shared or public parking spaces.
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PEDESTRIAN NETWORK
A safe and easy-to-navigate pedestrian network with connections to transit, schools, commercial areas, and parks and recreation facilities provides a healthier and more sustainable way to travel. Figure C-1 shows a representation of San Mateo’s 2040 Circulation Network, which includes the existing and planned pedestrian network from the Pedestrian Master Plan. The future pedestrian network will include improve- ments from other adopted or future City plans, such as an updated Pedestrian Master Plan, the Transit-Ori- ented Development Pedestrian Access Plan, and the Complete Streets Plan.
Nearly every street in San Mateo has a sidewalk, with some exceptions in the single-family neighborhoods of San Mateo Park and Sugarloaf. Downtown includes a permanent pedestrian mall along B Street between 1st and 3rd Avenues, which is a pedestrian-only zone with space for outdoor dining and special events in the public right-of-way. Moving forward, the City plans to increase car-light spaces in the downtown by implementing elements of a “superblock” design that prioritizes pedestrian spaces. The City also plans for pedestrian improvements through the Safe Routes to School program, which encourages students and families to travel to school by means other than a car .
The City uses a data-driven approach to focus pedestrian safety improvements on the areas with the greatest need. For example, the Americans with Disabilities Act (ADA) citywide assessment evaluated City facilities, right-of-ways, and programs to identify and prioritize measures to remediate ADA deficiencies. A similar approach was undertaken to identify pedestrian improvements needed to support safe walking routes for seniors. The City’s Age Friendly Action Plan used public data to identify likely walking routes for older adults and whether sidewalk improvements were needed to improve these routes.
While this element establishes the big-picture pedestrian policy framework for San Mateo, the City has two completed implementation plans that identify projects and policies to create a more walkable future:
• The San Mateo Pedestrian Master Plan (PMP) includes a list of priority pedestrian infrastructure recommendations for corridors and intersections throughout the city. The PMP introduces a new Greenway Pedestrian Corridor Network, a pedestrian-friendly network of streets that are intended to improve pedestrian connections to neighborhood destinations, transit, and recreational opportunities.
Improving the pedestrian network for all abilities and ages is one of the PMP’s primary objectives. • The 2022 Transit Oriented Development (TOD) Pedestrian Access Plan provides a roadmap to enhance pedestrian safety and create comfortable walking routes to transit for all ages and abilities. The plan focuses on improving conditions for pedestrians around the city’s three Caltrain stations and along El Camino Real.
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GOALS, POLICIES, AND ACTIONS
GOAL C-3 Build and maintain a safe, connected, and equitable pedestrian network that provides access to community destinations, such as employment centers, transit, schools, shopping, and recreation.
POLICIES
Policy C 3.1 Pedestrian Network. Create and maintain a safe, walkable environment in San Mateo to in- crease the number of pedestrians. Maintain an updated recommended pedestrian network for implementation. Encourage “superblock” or similar design in certain nodes of the city, such as the downtown, that allows vehicle access at the periphery and limits cut-through vehicles to create pedestrian-focused, car-light spaces.
Policy C 3.2 Pedestrian Enhancements with New Development. Require new development projects to provide sidewalks and pedestrian ramps and to repair or replace damaged sidewalks, in addition to right-of-way improvements identified in adopted City master plans. Encourage new developments to include pedestrian-oriented design to facilitate pedestrian path of travel.
Policy C 3.3 Right-of-Way Improvements. Require new developments to construct or contribute to improvements that enhance the pedestrian experience, including human-scale lighting, streetscaping, and accessible sidewalks adjacent to the site.
ACTIONS
Action C 3.4 Implement Pedestrian Improvements. Prioritize implementation of goals, programs, and projects in the City’s adopted plans that improve the comfort, safety, and connectivity of the pedestrian network.
Action C 3.5 Pedestrian Trails and Routes Awareness. Increase awareness of existing trails and routes by working with outside agencies and developers to promote these amenities to residents.
Continue collaborating with the County on development of the trail network.
Action C 3.6 Access for Users of All Ages and Abilities. Implement the ADA Transition Plan and maintain accessible streets and sidewalks. Use ADA requirements when implementing design stan - dards.
Action C 3.7 Pedestrian Connectivity. Incorporate design for pedestrian connectivity across intersec - tions in transportation projects to improve visibility at crosswalks for pedestrians and pro - vide safe interaction with other modes. Design improvements should focus on increasing sight lines and removing conflicts at crosswalks.
Action C 3.8 Safe Routes to School. Fund and implement continuous Safe Routes to School engagement and improvements with San Mateo elementary, middle, and high schools, and provide sup- port to increase number of students walking and bicycling to school.
Action C 3.9 Downtown Pedestrian Mall. Complete design and fund improvements to fully transition B Street between 1st Street and 3rd Street into a pedestrian mall.
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BICYCLES AND MICROMOBILITY NETWORK
Biking or traveling by other micromobility devices is an efficient, healthy, and sustainable mode of travel.
Micromobility devices are small, lightweight, and typically low-speed, such as bicycles, electric-assisted or electric bicycles and scooters, hoverboards, and skateboards. Infrastructure supporting bicycling and micromobility devices complements the pedestrian network, and it is an important component of the city’s multimodal transportation system.
Bicycles and micromobility devices allow people to reach destinations that they might otherwise drive to, and are well-suited for shorter trips that comprise the majority of San Mateans’ transportation needs. They also help travelers complete their first- and last-mile transit connections, closing a travel gap that many people find too far to walk because of time constraints, safety concerns, and mobility issues. San Mateo’s existing bicycle network provides some connections to destinations within the city and to neighboring city bikeway networks. The City’s Bicycle Master Plan describes the existing and proposed bikeway network in more detail and includes programs and policies to help implement the goals outlined in the plan. In implementing the Bicycle Master Plan, the City will continue to build a safe and efficient bicycle and micromobility network.
The San Mateo bicycle network contains six classifications of existing and planned bicycle facilities as described herein. The classifications are described in order of the level of separation between bicyclists and motorists. Shared-use paths offer the most separation, while bicycle routes would require bicyclists to ride alongside motorists.
• Shared-use paths (Class I): Off-road pathways
designed for people walking, biking, and rolling
(e.g., skateboard or scooter).
• Separated bike lanes (Class IV): A designated
lane separated from vehicular traffic by a buffer
with vertical protection (e.g., flexible posts,
planters, parked vehicles, curbs).
• Buffered bike lanes (Class II): A designated
bicycle lane adjacent to vehicular traffic
separated by a striped buffer area on the
pavement.
• Standard bike lanes (Class II): A designated bicycle lane directly adjacent to vehicular traffic. • Bicycle boulevards (Class III): Bicyclists share a lane with vehicular traffic and are identified with bicycle signage and pavement markings to increase driver awareness of bicyclists and aid bicyclists with navigation; however, bicycle boulevards include traffic-calming treatments and are solely implemented on low-speed (i.e., less than 25 miles per hour) and low-volume (i.e., less than 3,000 vehicles per day) streets to ensure they are low-stress facilities. • Bicycle routes (Class III): Bicyclists share the lane with vehicular traffic and are identified with bicycle signage and pavement markings to increase driver awareness of bicyclists and aid bicyclists with navigation. The City is phasing out this type of route within the bicycle network and upgrading to other facility types.
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GOALS, POLICIES, AND ACTIONS
GOAL C-4 Build and maintain a safe, connected, and equitable bicycle and micromobility network that provides access to community destinations, such as employment centers, transit, schools, shopping, and recreation.
POLICIES
Policy C 4.1 Bicycle Network. Create and maintain a bicycle-friendly environment in San Mateo and increase the number of people who choose to bicycle.
Policy C 4.2 Bicycle Master Plan. Maintain an updated recommended bicycle network for implementa- tion in the adopted Bicycle Master Plan and related City plans.
Policy C 4.3 First- and Last-Mile Connections. Encourage and facilitate provision of bicycle parking and shared mobility options at transit centers and other community destinations to provide first- and last-mile connections.
Policy C 4.4 Bicycle-Related Technology. Explore ways to use technology to improve bicycle safety and connectivity.
Policy C 4.5 Bicycle and Shared Mobility-Related Technology. Explore ways to use technology to im - prove bicycle and shared mobility safety and connectivity.
Policy C 4.6 Bicycle Improvements. Require new developments to construct or contribute to improve - ments that enhance the cyclist experience, including bicycle lanes.
Policy C 4.7 Coordination with Other City Projects. Maximize opportunities to implement bicycle facil- ities through other City of San Mateo projects.
Policy C 4.8 Interjurisdiction Coordination. Continue to coordinate with adjacent jurisdictions and regional partners in the development of connected bicycle and pedestrian facilities and regional trails, as identified in adopted City plans.
ACTIONS
Action C 4.9 Bicycle Master Plan Implementation. Implement the Bicycle Master Plan’s recommended programs and projects to create and maintain a fully connected, safe, and logical bikeway network and coordinate with the countywide system. Update the Bicycle Master Plan and related adopted City plans to reflect future bicycle and micromobility facility needs to sup - port the City’s circulation network.
Action C 4.10 Paving Coordination. Coordinate and fund the implementation of bicycle facilities and pe - destrian improvements identified in the Bicycle and Pedestrian Master Plans with the City’s paving program.
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Action C 4.11 Connectivity Across Freeway Barriers. Conduct feasibility studies and design alternatives for overcrossings and undercrossings at US Highway 101 and State Route 92 to facilitate connectivity across major barriers.
Action C 4.12 Bay Trail. Identify State and County programs to maintain safe pedestrian and bicycle access to and extension of the San Francisco Bay Trail through coordination with neighboring juris- dictions.
Action C 4.13 Crystal Springs. Pursue safe pedestrian and bicycle access to San F rancisco Water District lands via Crystal Springs Road through coordination with the Town of Hillsborough and with State and County assistance.
Action C 4.14 Bicycle Detection Devices. Install signal modifications on existing and planned bikeways to detect bicyclists and micromobility users’ presence at intersections and facilitate their safe movement through the intersection.
Action C 4.15 Increased Bicycle Capacity on Caltrain and SamTrans. Coordinate with Caltrain and Sam - Trans to support/increase bicycle capacity on transit vehicles and to provide an adequate supply of secure covered bicycle and micromobility parking at Caltrain stations, transit cen- ters, and major bus stops.
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TRANSIT SERVICES
Public transit plays an important role in the multimodal transportation network by providing an efficient and affordable transportation option, offering equitable, economic, and community health benefits. Transit providers’ primary objectives are to increase mobility options, reduce congestion, improve the environment by reducing GHG emissions, and contribute to the region’s economic success by connecting workers, visitors, and other travelers to their destinations. Transit service is most successful in reaching these goals when there is a land use pattern focusing housing and jobs near transit, as the General Plan Land Use Map (Figure LU-1 in the Land Use Element) aims to do.
Local transit services are primarily provided by Caltrain, a commuter rail system, and SamTrans, a public bus service, Additional shuttle services are funded by various agencies and private companies that offer first- and last-mile connections from Caltrain stations. Figure C-2 shows the Caltrain stations and SamTrans bus stops and routes within San Mateo as of 2023.
Caltrain provides multiple connections to other transit operators around the Bay Area, enabling travelers to reach regional destinations. In San Mateo, Caltrain has three stations: San Mateo Station, Hayward Park Station, and Hillsdale Station, of which, the Hillsdale Station has express service (i.e., Baby Bullet). To improve commuter rail service, Caltrain adopted the Caltrain 2040 Long Range Service Vision to guide the long-range development of rail service. The Vision plans for a future with substantially expanded rail service and new regional and mega-regional connections and includes a business plan to work towards the vision. As an immediate effort to improve service, Caltrain is working on the Peninsula Corridor Electrification Project, which will provide increased service throughout the network and provide the infrastructure needed for High-Speed Rail.
There are multiple SamTrans bus routes that operate within and through the City Limits. These routes connect to Caltrain and Bay Area Rapid Transit (BART) stations, and local and regional destinations, such as the San Mateo Central Park, Downtown, Hillsdale Shopping Center, and San Francisco International Airport.
SamTrans’ long-range service plan, called ReImagine SamTrans, plans for operational improvements such as increased bus frequency and new routes and connections, including enhanced transit access on the El Camino Real corridor .
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Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure C-2 Transit Routes
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Although the City does not directly provide transit service, there are many things the City can do to make it easier, safer, and more appealing to use transit in San Mateo. The City’s Complete Streets Plan includes policy guidance and proposes improvements for pedestrian, bicycle, and micromobility connections to transit. Further, the Transit-Oriented Development Pedestrian Access Plan identifies specific improve- ments to enhance pedestrian access to the City’s current transit stations. Creating a circulation system that improves access to transit centers and stops, requiring new development projects to include transit supportive features, and working collaboratively with the transit providers to improve the system will bolster transit service in the community.
The City can also support transit providers to make improvements that would encourage ridership, such as:
• Transit priority treatments, such as signal priority, on high-frequency transit corridors. • Extended hours to provide service for shift workers.
• Free Clipper cards to youth/students.
• Bus rapid transit (BRT), on-demand transit, or microtransit services in San Mateo. • Caltrain modernization, electrification, transit experience improvements, and increased service frequency.
• Implementation of Caltrain’s business plan, including increased service to San Mateo’s three stations. • Caltrain station access improvements such as sidewalks and bikeways near each station that are designed to provide safe and convenient access to and from transit. • Regional transit integration and expansion to improve seamless access to BART, High-Speed Rail, and other regional transit systems.
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GOALS, POLICIES, AND ACTIONS
GOAL C-5 Make transit a viable transportation option for the community by supporting frequent, reliable, cost-efficient, and connected service.
POLICIES
Policy C 5.1 Transit Ridership. Support SamTrans and Caltrain in their efforts to increase transit rider - ship.
Policy C 5.2 Caltrain. Support Caltrain as a critical transit service in the city and Peninsula.
Policy C 5.3 California High-Speed Rail. Support and facilitate local and regional efforts to implement High-Speed Rail. Work to provide multimodal connections between San Mateo and planned High-Speed Rail stations.
Policy C 5.4 Safety at At-Grade Rail Crossings. Eliminate existing at-grade rail crossings to improve safety and local multimodal circulation.
Policy C 5.5 Transit Improvements. Support implementation of transit improvements by local and re - gional transit providers.
Policy C 5.6 Transit Safety. Prioritize improvements to increase safety, access, and comfort at transit centers and bus stops in equity priority communities, along commercial corridors, and in dense, mixed-use neighborhoods.
Policy C 5.7 Transit Access in New Developments. Require new development projects to incorporate design elements that facilitate or improve access to public transit.
Policy C 5.8 Transit Education. Educate the public about the benefits of transit use.
ACTIONS
Action C 5.9 Grade Separation Study. Conduct a grade separation feasibility study for all at-grade rail crossings in San Mateo. Identify funding to complete these grade-crossing improvements.
Action C 5.10 Transit Experience Improvements. Prioritize installing new transit shelters and benches or other seating and an energy-efficient street lighting program at transit stops in equity priority communities and areas that improve transit access, safety, and experience.
Action C 5.11 Shuttle Programs. Continue to support public shuttle programs connecting to Caltrain sta - tions. Work to expand public awareness and access to shuttles and expand shuttle service.
Support the implementation of publicly accessible private shuttles.
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ROADWAY NETWORK IMPROVEMENTS
A well-planned roadway network is key to supporting safe and efficient travel for all users and accomplishing the transition to a multimodal system, as described throughout this element. Different modes of transpor- tation have different infrastructure needs; by prioritizing improvements that support multiple modes, the City can meet the needs of multiple users. For example, adding bicycle lanes can make bicycling safer and more convenient, encouraging more people to bike instead of drive while also reducing traffic congestion for those who do drive. Another example is lowering vehicle speeds and installing traffic-calming measures in residential neighborhoods improves safety for all roadway users, making walking and bicycling more viable transportation options.
To identify future improvements needed to support the shift to a truly multimodal roadway network, the City will evaluate and consider adopting a Multimodal Level of Service (MLOS) standard or other transportation metric. MLOS is a rating system used to evaluate roadway operation efficiency for vehicles, pedestrians, bicyclists, transit, and other roadway users in place of Level of Service standards that consider vehicles only.
Decisions about appropriate improvements are also made based on the role of a roadway within the city’s network. The City uses roadway classifications to define the function of various street types in the transportation network, monitor performance, track multimodal use, and plan for improvements needed to accommodate changes in traffic over the life of the Strive San Mateo General Plan 2040. Roadway improve- ments may include traffic signal installation, signal timing adjustments for different modes, and upgrading traffic signals to give priority to emergency vehicles. Some funding sources for roadway maintenance and improvements can only be used for specific roadway classifications. Figure C-3 shows the roadway classifi- cations in San Mateo:
• Local Streets and Alleyways . Local streets and alleyways make up the majority of the roadway system and typically have lower speeds and vehicular traffic volumes. • Collectors. Collectors link neighborhoods together and allow travelers to reach places outside of their neighborhoods. They have higher speeds than local streets and can handle more traffic volume.
Collectors are important segments of San Mateo’s existing and proposed bikeway network. • Arterials. Arterial streets connect the regional roadway network with collectors. Most intersections along arterials are signalized, often with a coordinated and interconnected signal system. Compared to collectors, arterials have higher capacity to accommodate traffic volumes, and they provide for longer, continuous movement throughout the city.
• Freeways. Freeways are high-speed roadways without intersections that allow users to reach destinations outside of the city, either by car or transit. US Highway 101 and State Route 92 run through the city, while Interstate 280 is just west of the City Limits.
In addition to planning and building physical improvements to the roadway network, the City is also responsible for maintaining streets, bridges, bicycle paths, signage, lighting, sidewalks, and other transpor- tation facilities so that all users can travel safely and efficiently. Preventative maintenance of roadways and infrastructure keeps costs lower in the long term, and results in accessible, safe, and easy to navigate surfaces that improve conditions for motorists, bicyclists, and pedestrians.
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H I LLSBOROU GH
BURL INGA ME
BEL MO NT
F O S T E R C I T Y
1 01
280
35 82
82 92
SunnybraeBl vd
E 28th Ave
Yal eDr
42n d Ave
La S
el vaSt
W 3rd Ave
W 20th Ave
Palm
Ave
9th Ave
37th Ave
SB St
W5th Ave
De An z a B lvd
W P opl ar Ave
S G ra n t St
RobertaDr
N ewbri dge Ave
Keh oe Ave
Sh orevi ew Ave
Bo rel AveB a rn eson Ave
MapleSt
2n d Ave
Ediso
n St
M on te D i a b l o AveTi l ton Ave
HaciendaSt
Glen
dor
aDr
L os Prados
28th Ave
31 st Ave
N Amphlett
Blvd
Ara g on B l vd
Pa rrott D r
B o vet Rd
Ca m pus D r
Street Classification
Source: ESRI, 2022; CalTrans, 2022; PlaceWorks, 2023
0 0.5 10.25 Miles Local
Collector
Arterial
Freeway
Route Classification
Caltrain
City Limits
Sphere of Influence
SAN FRANCISCO BAY
Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure C-3 Street Classification
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Roadway improvements and congestion reduction in San Mateo require a collaborative approach because the roadway network is regulated by multiple entities with roles that sometimes overlap. For example, US Highway 101, State Route 92, and El Camino Real (State Route 82) are all Caltrans facilities that are not controlled by the City. At the regional level, the City/County Association of Governments of San Mateo County (C/CAG), the Congestion Management Agency for the County, is responsible for developing and updating a variety of transportation plans and programs while the San Mateo County Transportation Authority (SMCTA) is an independent agency that administers funding generated by the voter-approved countywide transportation sales tax. At the local level, the City of San Mateo Public Works Department operates, maintains, and improves City-owned infrastructure, including roadways, bicycle facilities, and pedestrian facilities.
GOALS, POLICIES, AND ACTIONS
GOAL C-6 Achieve a transportation system that prioritizes user safety, accommodates future growth, reduces VMT per capita, and maintains efficient and safe operations for all modes and all residents.
POLICIES
Policy C 6.1 Roadway Operations. Maintain acceptable roadway operations for all intersections and all modes within the city.
Policy C 6.2 Circulation Improvement Plan. Maintain a transportation network that will accommodate future growth, reduce VMT per capita, and equitably implement complete streets.
Policy C 6.3 Local Transportation Analysis. Require site-specific transportation impact analysis follow - ing the City’s adopted Transportation Impact Analysis (TIA) Policy for development projects where there may be an adverse condition or effect on the roadway system.
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Policy C 6.4 Operations Analysis for Development Projects. Require new development to determine the need for new or modified circulation improvements, operations, or alignments where developments identify operational deficiencies that were not previously identified in a transportation impact fee study. Require development applicants to prepare an analysis to determine the need for modifications, such as signalization, turn restrictions, roundabouts, etc. Require applicants to fund identified off-site improvements if warranted, as determined by the appropriate transportation analysis, and as approved by City staff.
Policy C 6.5 Neighborhood Traffic. Implement traffic-calming measures on residential streets to reduce the volume of pass-through traffic and vehicular speeds.
Policy C 6.6 Truck Routes. Maintain and update the truck route network to use roadways that are ade- quately designed for truck usage and minimize potential conflicts with other transportation modes.
Policy C 6.7 Capital Improvement Program. Prioritize improvements that increase person throughput in project prioritization to reduce VMT.
Policy C 6.8 Emergency Signal Preemption. Require new and upgraded signals to include preemption for emergency vehicles to maintain and enhance emergency response times.
ACTIONS
Action C 6.9 Network Operations Standard. Evaluate and adopt an operational metric for all roadway users that accounts for the safe, equitable, and efficient roadway access.
Action C 6.10 Prioritization and Timing of Roadway Improvements. Revise the Capital Improvement Program (CIP) prioritization system to include additional criteria, such as: potential to reduce vehicle miles traveled (VMT) per capita; proximity to high-injury locations identified in the Local Roads Safety Plan; eligibility and availability of grant or other funding source; benefit or harm to equity priority communities; and correlation with the distribution and pace of development, reflecting the degree of need for mitigation.
Action C 6.11 Congestion Management. Work with neighboring agencies and regional partners, such as the City/County Association of Governments of San Mateo County (C/CAG), to implement traffic management strategies and technologies, such as signal coordination, to manage local traffic congestion.
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PARKING AND CURBSIDE MANAGEMENT
Driving is part of a multimodal transportation network, which requires consideration of vehicle parking.
Efficient management of parking is important to support economic growth, environmental sustainability, and transportation equity. Many San Mateo residents currently drive to their destinations, which leads to demand for vehicle parking. However, parking requires valuable real estate, whether on-street, off-street, or at the curb, and making parking abundant and readily available may encourage additional vehicle trips.
As the competing demands for land increase, the City is exploring strategies that manage the curbside and leverage innovative tools and technologies that support a more sustainable and equitable parking system to more fully support the multimodal network.
On-street parking is often in high demand by motorists who prefer to park near their destination. The on-street public right-of-way has competing priorities throughout the city, necessitating decisions about how to best allocate this limited space for vehicle circulation, parking, bicycling, pedestrians, parklets, and loading. Effective curb management strategies, such as maintaining flexible curb space that can be easily used for multiple purposes, can help the City meet these future needs for this critical right-of-way.
New development projects evaluate and provide parking that is appropriate for all travel modes, and the City operates public off-street parking structures within the Downtown core. Space or structures for parking add significant cost to new development, which translates into higher rents for residents and businesses, and also encourages driving. In some cases, sharing parking resources can help to reduce both the amount of parking provided on-site as well as the cost of building. Provision of parking at levels that meet needs without inducing additional trips or hindering development is a key part of the City’s future multimodal network.
Parking, especially structured parking, is very expensive to build and is a significant factor in the cost of new development. As one strategy to reduce the cost of building needed new housing, California has explored State laws that limit local governments’ ability to require parking as part of new development. For example, in 2022, California passed Assembly Bill (AB) 2097, which prohibits minimum parking requirements for most development projects within a half-mile radius of a major transit stop. As the State continues to grapple with solutions to California’s housing crisis, it is possible that there could be additional future legislation that affects parking requirements and regulations in San Mateo.
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GOALS, POLICIES, AND ACTIONS
GOAL C-7 Use parking, enforcement, and curb management strategies to effectively administer parking supply and maximize use of public assets.
POLICIES
Policy C 7.1 Parking Management. Manage parking through appropriate pricing, enforcement, and other strategies to support economic growth and vitality, transportation equity, and envi - ronmental sustainability. Ensure that the available parking supply is used at levels that meet ongoing needs without inducing additional demand or hindering future development.
Policy C 7.2 Shared Parking. Encourage new and existing developments, especially those in mixed-use districts, to share parking between uses to maximize the existing parking supply, minimize the amount of new parking construction, and encourage “park once” behavior in commer- cial areas.
Policy C 7.3 Public Parking. Maximize opportunities to expand the availability of existing parking by supporting the use of public/shared parking at private developments, discouraging reserved parking at new developments, providing incentives for developments to include shared/ public parking, and allowing developers to fund public parking in-lieu of meeting parking demand/requirements on-site.
Policy C 7.4 Bicycle Parking. Require the provision of bicycle parking as part of new private develop - ments.
Policy C 7.5 Curbside Management. Manage the supply and use of the curb to maintain an optimal balance between mobility, storage, placemaking, and loading uses allowing for flexibility for adaptive re-use, safety improvements, and activation of curb space whenever possible.
Policy C 7.6 Loading for New Development. Require adequate loading to meet the needs of new devel- opment, including evaluation of shared use of loading zones.
ACTIONS
Action C 7.7 Parking Requirements. Evaluate options to amend minimum parking requirements, consis- tent with State and regional policy, to provide parking appropriate to the context of the de- velopment and support the multimodal transportation network, such as parking maximums or parking demand analyses.
Action C 7.8 Parking Management Strategies. Deploy enhanced parking management strategies, park- ing enforcement, and evaluate dynamic parking pricing strategies that fluctuate based on peak parking and/or district-level parking demands.
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Action C 7.9 Curbside Management Strategies. Evaluate and implement curb management strategies, such as incentivizing or discouraging certain types of trips, mode choices, and behaviors in favor of broader mobility goals.
Action C 7.10 Emerging Technology for Curbside Management. Evaluate and implement performance monitoring and evaluation systems, such as digitization of curbside assets, to dynamically manage evolving curbside demands.
Action C 7.11 Truck Loading. Evaluate and implement ways to reduce conflicts between truck loading and pedestrian, bicycle, and transit networks.
Action C 7.12 Public Bicycle Parking. Install safe, useful, and convenient short- and long-term bicycle parking facilities in the public right-of-way or near key destinations, City facilities, and transit facilities.
Action C 7.13 Mechanical Parking Lift. Adopt and maintain a code or policy that sets standards for me - chanical parking lift systems.
FUTURE MOBILITY AND TECHNOLOGY
Transportation technology is an important component in transportation network management today.
Intelligent transportation systems allow for improved emergency response times, congestion relief, and safety benefits for all users. Active network management can share real-time information with roadway users to help inform their travel patterns. Technology will continue to be important to help manage future increased demand on the City’s transportation network.
Additionally, advancement in mobility technologies and services is fueling rapid changes in travel behavior, transportation options, and land use. Future transportation technologies, such as autonomous vehicles (AVs), electric-assist bicycles and scooters, shared mobility options, micromobility devices, ride sharing, advancements in transit operations, and other transportation innovations, will greatly impact the future of mobility by:
• Expanding public transit service and connections to transit • Affecting whether and how often people drive
• Increasing or decreasing VMT
• Changing how deliveries are made and how goods travel along the transportation network.
As new transportation innovations emerge, the City will work to ensure equitable deployment and responsive transportation solutions to accommodate technology that supports the multimodal goals in this element. At a regional level, the City will continue collaborating with Caltrain and SamTrans to improve transit operations in San Mateo as new technologies come online.
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GOALS, POLICIES, AND ACTIONS
GOAL C-8 Build a values-driven regulatory, management, and partnership framework that flexibly encourages emerging transportation technologies in service of City and community goals.
POLICIES
Policy C 8.1 Emerging Technologies. Monitor, evaluate, test, and implement new technologies that expand options for safe and efficient trip making.
Policy C 8.2 Equitable Mobility Options. Ensure that the needs and perspectives of residents of equity priority communities as well as those who speak limited English, and low-income, senior, and disabled travelers are considered in the design, deployment, and management of new mobility services and technologies.
Policy C 8.3 Mobility Data. Leverage mobility data to support new policies, investments, and program- matic actions in service of City goals.
ACTIONS
Action C 8.4 Umbrella Regulations for Modern Mobility. Develop comprehensive regulations and infra- structure standards that are not exclusive to specific service providers and that support a spectrum of digital information, micromobility services, and emerging technologies, such as autonomous vehicles.
Action C 8.5 Strategic Partnerships and Pilots. Create strategic partnerships and pilots with shared mobility service providers and community organizations that increase mobility options for residents.
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Action C 8.6 Future-Ready Infrastructure. Establish public realm policies and tools that reflect San Ma- teo’s goals and priorities in the design and management of streets, curbs, sidewalks, and parking facilities to account for emerging mobility trends and changes in demand over time.
Action C 8.7 Equitable Mobility Technology. Develop an equitable mobility policy, including a data-shar- ing policy, for vendors to ensure equitable deployment of emerging mobility options with consideration of residents who may be digitally challenged.
Action C 8.8 Intelligent Transportation Systems. Evaluate and deploy Intelligent Transportation Sys - tems ( ITS) m easures to efficiently manage traffic operations and incident response, enhance transit service efficiency, and better detect and prioritize the travel and safety of people walking and biking.
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CHAPTER 5
Community Design and Historic
Resources Element
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COMMUNITY DESIGN AND HISTORIC
RESOURCES ELEMENT
INTRODUCTION
The Community Design and Historic Resources Element sets the policy framework for San Mateo’s physical form, which is shaped first by nature and then by human factors. The natural context that has shaped the community and its history includes the city’s topography, sloping from the undeveloped foothills to the San Francisco Bay, as well as the urban forest. Human factors in San Mateo’s community design includes the architecture of historic and new buildings, the public spaces where people gather, gateways or entrances to the city, street trees lining neighborhoods, and art decorating public spaces. Urban design distinguishes the characteristics of specific areas, like residential neighborhoods and shopping districts, through differences in landscaping, building size and orientation, and treatment of access, entryways, and parking. Archaeo - logical resources and cultural resources that are culturally significant to Native American tribes also serve as important connections to the city’s rich history.
This element includes goals, policies, and actions focused on improving the city’s urban tree canopy, enhancing the visual and architectural character of mixed-use and commercial areas, and encouraging the design of residential buildings that complement the neighborhood’s visual and architectural character . It also includes guidance for the preservation of historic, archaeological, and cultural resources that help maintain San Mateo’s unique identity. This element encourages new mixed-use and commercial development that respects the scale and rhythm of the surrounding buildings and provides human-scale design that cultivates pedestrian activity.
The Community Design and Historic Resources Element addresses the following:
• Natural Setting and the Urban Forest
• Archaeological and Paleontological Resources and Tribal Cultural Resources
• Historic Resources
• City Placemaking
» Sustainable Design
» Gateways
» Corridors
» Public Art
• Elements of Design
» Residential Neighborhoods
» Mixed-Use and Commercial Areas
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RELEVANCE TO
GENERAL PLAN THEMES
Sustainability in this Element:
• Encourages sustainable design features and elements into the design of new buildings.
• Supports new development that respects and responds to the natural topography of San Mateo and minimizes grading.
• Promotes the preservation of protected heritage trees and requires tree planting for new developments, which helps sequester carbon from the atmosphere. • Supports the preservation of historic resources by retaining existing buildings, which reduces the consumption of new construction materials, uses less energy, and sends less waste to landfills.
Environmental Justice in this Element:
• Adds climate-adapted trees in neighborhoods with less street tree canopy. • Explores funding sources and other forms of City support for low-income homeowners to plant and/or replace trees on their properties.
Community Engagement in this Element:
• Collaborates with Native American representatives to identify locations of importance to Native Americans, including archaeological sites, sacred sites, traditional cultural properties, and other types of tribal cultural resources. • Increases public appreciation of historic resources by supporting groups and organizations who provide neighborhood workshops, public presentations, interpretive signage, and walking tours.
• Supports community involvement in the City’s efforts to develop and maintain an attractive urban fabric that reflects San Mateo’s unique visual and architectural character.
• Encourages the use of outreach and engagement methods that include broad representation and are culturally sensitive.
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NATURAL SETTING AND THE URBAN FOREST
The natural setting of San Mateo is the foundation of its unique character and sense of place. San Mateo is set between two dominant physical features: San Francisco Bay and the ridge of hills along the western border . The city has developed between these two natural features following early transportation corridors, and the bay and western hills remain important natural views from many places in the city. Other key natural features of San Mateo include Coyote Point County Park, the Marina Lagoon, San Mateo Creek, and Laurelwood/Sugarloaf Park. The city also has a 3-mile length of shoreline along the San Francisco Bay, which includes a scenic vista point at Seal Point Park. San Mateo County’s General Plan also designates the area surrounding Interstate (I-) 280 as a scenic corridor .
The City’s urban forest—including both public and privately owned trees—is also a key part of the community’s identity and quality of life. Trees contribute to the visual character of a neighborhood and can improve the aesthetics in commercial areas. Regular spacing of trees that are similar in form and texture provides order and coherence and gives scale to the street. A canopy of branches and leaves creates a sense of enclosure and comfort and provides shade, which will be increasingly important not only for aesthetics but for reducing building energy use and the urban heat island effect in a warming climate. While some city streets, such as Aragon Boulevard between El Camino Real and Maple Street, are lined with trees, the tree canopy is sparse in other areas.
This section provides policy direction for preserving and enhancing San Mateo’s natural setting, minimizing the impact of hillside development, and protecting and improving the urban tree canopy. Goals and policies focused on access to nature and open space lands, natural resources, and parks and recreation can be found in the Conservation, Open Space, and Recreation Element. Strategies to combat climate change are further discussed in the Land Use Element and in the City’s Climate Action Plan. 105
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GOALS, POLICIES, AND ACTIONS
GOAL CD-1 Preserve and enhance San Mateo’s natural setting as an irreplaceable asset that is the physical foundation of the community.
POLICIES
Policy CD 1.1 Respect for the Landscape. Encourage new development to respect and respond to the natural topography of San Mateo.
Policy CD 1.2 Preservation of Natural Views. Preserve and enhance, to the extent feasible, publicly ac- cessible views to the undeveloped foothills and the San Francisco Bay through the design of new development.
Policy CD 1.3 Scenic Corridors. Require new development adjacent to designated scenic corridors within San Mateo County’s General Plan to protect and enhance the visual character of these corridors.
GOAL CD-2 Minimize the impact of hillside development on the natural environment and public safety.
POLICIES
Policy CD 2.1 Hillside Development Principles. Require hillside development to minimize impacts by preserving the existing topography, limiting grading or cuts and fills, clustering develop - ment, and identifying opportunities for restoration or re-wilding. Limit development on steep hillsides with a 30 percent or higher slope.
Policy CD 2.2 Minimal Impacts. Require new development to preserve natural topographic forms and to minimize adverse impacts on vegetation, water, soil stability, and wildlife resources.
GOAL CD-3 Protect heritage trees, street trees, and tree stands and maintain the health and condition of San Mateo’s urban forest.
POLICIES
Policy CD 3.1 Tree Preservation. Continue to preserve heritage and street trees throughout San Mateo, where feasible.
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Policy CD 3.2 Replacement Planting. Require appropriate replacement planting or payment of an in-lieu fee when protected trees on public or private property are removed.
Policy CD 3.3 Tree Protection During Construction. Require the protection of trees during construction activity; require that landscaping, buildings, and other improvements adjacent to trees be designed and maintained to be consistent with the continued health of the tree.
Policy CD 3.4 Public Awareness. Pursue public awareness and education programs concerning the iden- tification, care, and regulation of trees.
Policy CD 3.5 Tree Maintenance. Preserve and regularly maintain existing City-owned heritage and street trees to keep them in a safe and healthy condition.
Policy CD 3.6 New Development Street Trees. Require street tree planting where feasible as a condition of all new developments.
Policy CD 3.7 Street Tree Equity. Plant new street trees to increase the tree canopy throughout the city, especially in gateway areas and in tree-deficient neighborhoods; encourage neighborhood participation in tree planting programs.
Policy CD 3.8 Tree Stand Retention. Preserve the visual character of stands or groves of trees in the design of new or modified projects, where feasible.
ACTIONS
Action CD 3.9 Urban Tree Canopy. Identify neighborhoods with less street tree canopy and adopt pro - grams to plant climate-adapted trees within the public right-of-way, especially in equity priority communities and areas with a high heat index.
Action CD 3.10 Tree Planting Funding. Identify funding sources for tree planting programs for private, residential property on an annual basis.
Action CD 3.11 Tree Support for Low-Income Homeowners. Explore funding sources and other forms of City support for low-income homeowners to plant and/or replace trees on their property. 107
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ARCHAEOLOGICAL AND PALEONTOLOGICAL
RESOURCES AND TRIBAL CULTURAL RESOURCES
Archaeological and cultural artifacts are treasures that help to preserve the city’s complex history for future generations. The Costanoan people, commonly referred to as Ohlone people, are estimated to have been some of the earliest inhabitants in the area between 5,000 and 7,000 years ago. It is estimated that in 1770, the Ohlone of the Bay Area numbered around 10,000. Forty years later, by about 1810, much of the native population and much of the traditional culture of these people had been destroyed in the face of relentless European encroachment and its devastating impacts – disease, warfare, displacement, and the California mission system. The City acknowledges its history as indigenous land as well as the rich living tribal culture in the Bay Area and strives to protect resources that are culturally significant to present-day Native American tribes through consultation and collaborative relationship-building. Grading and construction in the modern era have eliminated most aboveground record of the region’s indigenous inhabitants, but records of these communities may remain undisturbed underground.
Paleontological resources (fossils) are the remains and/or traces of prehistoric plant and animal life exclusive of human remains or artifacts. Fossil remains, such as bones, teeth, shells, and wood are often found in the geologic deposits (rock formations) in which they were originally buried. Due to the scientific and educational value of paleontological resources, they are protected under federal and State law. This section provides policy direction for protecting archaeological, paleontological, and cultural resources. Policy direction for the protection of historic resources can be found under Goal CD-5 of this element.
GOALS, POLICIES, AND ACTIONS
GOAL CD-4 Protect archaeological and paleontological resources and resources that are culturally significant to Native American tribes and acknowledge San Mateo’s past as indigenous land. Encourage development projects to recognize historical tribal lands.
POLICIES
Policy CD 4.1 Archaeological Resource Protection. Preserve, to the maximum extent feasible, archae - ological sites with significant cultural, historical, or sociological merit for present-day resi - dents or Native American tribes.
Policy CD 4.2 Tribal Cultural Resources. Preserve areas that have identifiable and important tribal cultural resources and comply with appropriate State and federal standards to evaluate and mitigate impacts to cultural resources, including tribal, historic, archaeological, and paleontological resources.
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Policy CD 4.3 Tribal Consultation. Consult with Native American representatives, including through early coordination, to identify locations of importance to Native Americans, including archaeo - logical sites, sacred sites, traditional cultural properties, and other types of tribal cultural resources. Respect tribal concerns if a tribe has a religious prohibition against revealing information about specific practices or locations.
Policy CD 4.4 Potential Archaeological Impacts. Consistent with the California Environmental Quality Act (CEQA), prior to construction, consult the California Archaeological Inventory North - west Information Center for project-specific reviews to evaluate the potential for impact on archaeological resources and determine whether or not further study is warranted.
Policy CD 4.5 On-Site Mitigation. If development could affect a tribal cultural resource or archaeological resource, require the developer to contact an appropriate tribal representative to train construction workers on appropriate avoidance and minimization measures, requirements for confidentiality and culturally appropriate treatment, other applicable regulations, and consequences of violating State laws and regulations.
Policy CD 4.6 Paleontological Resource Protection. Prohibit the damage or destruction of paleontolog- ical resources, including prehistorically significant fossils, ruins, monuments, or objects of antiquity, that could potentially be caused by future development.
ACTIONS
Action CD 4.7 Preconstruction Investigations. Consistent with CEQA, establish specific procedures for preconstruction investigation of high- and medium-sensitivity sites identified in the 1983 Chavez investigation, unless superseded by more recent investigations, to assist property owners, developers, and the City in making decisions when archaeological resources may be affected.
Action CD 4.8 Archaeological Sensitivity Data. Update and maintain the City’s data on areas with high archaeological sensitivity.
Action CD 4.9 Paleontological Resource Mitigation Protocol. Prepare a list of protocols in accordance with Society of Vertebrate Paleontology standards that protect or mitigate impacts to paleontological resources, including requiring grading and construction projects to cease activity when a paleontological resource is discovered so it can be safely removed. 109
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HISTORIC RESOURCES
Spanish exploration of San Mateo began in the 1770s, but European settlement of this area started around 1793 when the San Mateo area became an asistencia, or outpost, for Mission Dolores. After Mexican independence from Spain in 1822, the missions were divided into large land grants. Rancho San Mateo and Rancho de las Pulgas encompassed what became San Mateo.
By the end of the Mexican-American War in 1848, California had become a territory of the United States and obtained statehood two years later . The small village of San Mateo began to develop at the juncture of several stagecoach lines, established in the late 1840s and 1850s, and the San Francisco and San Jose Railroad, which began servicing the community in 1864. San Mateo became a popular destination for tourists visiting Crystal Springs Canyon and for wealthy San Franciscan families, who constructed lavish mansions.
The commercial downtown developed around the intersection of the railroad station and B Street, and schools, utilities, and other public services were established to support the growing population. In 1894, an overwhelming majority of residents voted to incorporate the town of San Mateo.
From the late nineteenth century through the 1930s, numerous residential neighborhoods were established throughout San Mateo, particularly as former estates were sold and subdivided. These include subdivisions in the Central neighborhood in the late nineteenth century, and the San Mateo Park, San Mateo Heights, and Hayward’s Addition subdivisions in the early 1900s. Residential development intensified following the 1906 earthquake and fires, with new development concentrated in the Hayward Park, East San Mateo, and North Central neighborhoods. Other notable developments included the Glazenwood neighborhood in the 1920s and the Baywood and Aragon neighborhoods in the 1930s.
As San Mateo’s population evolved, it expanded from a town to an established community in the early twentieth century. Large numbers of Irish immigrants arrived in the 1860s and were followed by the first Chinese and Japanese immigrants the following decade. Chinese residents initially formed a small Chinatown at B Street and Second Avenue and later at Claremont Street and First Avenue around 1900. 110
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Chinese residents continued to live in small clusters in the downtown area well into the 1940s. Japanese immigrants who arrived in San Mateo found employment as domestic workers and at the local salt plant; they also opened small businesses in the burgeoning downtown and became successful gardeners as part of the Peninsula’s flower industry. By the turn of the twentieth century, they made up the largest Japanese community in the county. Following World War II, development increased significantly in San Mateo. Signif- icant postwar development included the construction of the Hillsdale shopping center and large-scale residential tract developments west of El Camino Real.
This history is represented in the almost 200 historic resources and two historic districts as identified in the 1989 Historic Building Survey. Approximately 37 of these structures are individually eligible for the National Register of Historic Places. They range from historic buildings in the downtown to single-family homes from the late nineteenth century. In addition, there are six historic resources listed on the National Register of Historic Places and six historic resources on the State Register of Historic Places, as shown in Table CD-1.
State and federal laws and programs help to protect historic and archaeological resources, including the California Historical Building Code, which preserves California’s architectural heritage by ensuring historic buildings are maintained and rehabilitated in accordance with historically sensitive construction techniques.
In addition, the Mills Act, enacted in 1976, provides a property tax incentive to owners of qualified, owner-occupied, historical properties to maintain and preserve the historic property in accordance with the Secretary of the Interior’s Standards for the Treatment of Historic Properties.
This section provides policy direction for the preservation of historic resources. Goals and policies focused on protecting archaeological and resources that are culturally significant to Native American tribes can be found under Goal CD-4 of this element.
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Chapter 5 Community Design and Historic Resources Element Table CD-1 National Register and State Register of Historic Places in San Mateo Historic Resource Name Location National
Register
State
Register
Year of
Construction
Ernest Coxhead House 37 East Santa Inez Avenue X X 1891 Vollers House 353 North Claremont
Street X 1891
Hotel St. Matthew 215-229 Second Avenue X X Early 1900
Eugene De Sabla J. Jr.
Teahouse and Tea Garden 70 De Sabla Road X X 1907
National Bank of San
Mateo 164 South B Street X X 1924
US Post Main Office – San
Mateo 210 South Ellsworth Street X X 1935
Baywood Elementary
School 600 Alameda de las Pulgas X 1939
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GOALS, POLICIES, AND ACTIONS
GOAL CD-5 Preserve historic and culturally important resources to maintain San Mateo’s special identity and continuity with the past.
POLICIES
Policy CD 5.1 Historic Preservation. Identify and preserve historic resources, including individual prop - erties, districts, and sites to maintain San Mateo’s sense of place and special identity, and to enrich our understanding of the city’s history and continuity with the past.
Policy CD 5.2 Historic Resources Preservation. Actively identify and preserve concentrations of historic resources, which convey the flavor of local historical periods, are culturally significant, or provide an atmosphere of exceptional architectural interest or integrity, when they meet national, State, or local criteria.
Policy CD 5.3 Historic Resources Definition. Define historic resources as buildings, structures, sites, and districts that are listed in or determined to be eligible for listing in the National Register of Historic Places and/or California Register of Historical Resources, designated resources in the 1989 Historic Building Survey Report, and resources found to be eligible through documentation in a historic resources report.
Policy CD 5.4 Public Awareness. Foster public awareness and appreciation of the City’s historic resources and educate the community about how to preserve and improve these resources. Increase public appreciation by supporting groups and organizations that provide neighborhood workshops, public presentations, interpretive signage, and walking tours.
Policy CD 5.5 Historic Resources Renovation and Rehabilitation. Promote the renovation and reha - bilitation of historic resources that conforms to the Secretary of the Interior’s Standards for Rehabilitation and Guidelines for Rehabilitating Historic Structures and the California Historical Building Code and prioritize historic structures for available rehabilitation funds.
Policy CD 5.6 Historic Preservation Funding. Pursue and promote historic preservation funding sources to incentivize the protection of historic resources, such as the California Mills Act Property Tax Abatement Program, Federal and State Historic Preservation Tax Incentives Program, and State Historic Rehabilitation Tax Credit Program.
Policy CD 5.7 Demolition Alternatives. Require an applicant to submit alternatives to preserve a historic resource as part of any planning application that proposes full demolition. Implement pres- ervation methods unless health and safety requirements cannot be met or the City Council makes a finding explaining the specific reasons why the social, economic, legal, technical, or other beneficial aspects of the proposed demolition outweigh the unavoidable adverse impacts to the historic resource. If a designated historic resource cannot be preserved, require City approval before the demolition of a historic resource. 112
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ACTIONS
Action CD 5.8 Historic Resources Context Statements. Prepare a citywide historic context statement to guide future historic resource survey efforts to identify individually eligible resources and historic districts. If a neighborhood is identified as a historic district, prepare a more detailed historic context statement for that individual neighborhood.
Action CD 5.9 Historic Resources Survey. Establish and maintain an inventory of architecturally, cultural- ly, and historically significant buildings, structures, sites, and districts. Proactively maintain an up-to-date historic resources inventory by seeking funding opportunities to update the historic survey. Prepare neighborhood-specific historic context statements prior to updat- ing the historic resources survey.
Action CD 5.10 Historic Preservation Ordinance. Update the City’s Historic Preservation Ordinance to create a framework for the designation of historic resources and districts, establish review and permitting procedures for historic alterations, demolitions or relocations, be consis- tent with federal and State standards and guidelines, and align with the other goals and policies outlined in this Element.
Action CD 5.11 Preservation Incentives. Explore the option to create incentives to preserve historic and cultural resources, such as reducing parking and other prescriptive requirements, allowing adaptive reuse, or establishing a transfer of development rights program.
Action CD 5.12 Historic Resources Design Standards. Create objective design standards for alterations to historic resources and new development adjacent to historic resources within historic dis- tricts. Use the Secretary of the Interior’s Standards as the basis for these objective design standards to ensure projects have a contextual relationship with land uses and patterns; spatial organization; visual relationships; cultural and historic values; and the height, mass- ing, design, and materials of historic resources.
Action CD 5.13 Certified Local Government. Explore the feasibility of becoming a Certified Local Govern- ment (CLG) to become eligible for federal grant funds and technical assistance in support of historic resource preservation efforts.
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CITY PLACEMAKING
San Mateo’s image and unique identity is composed of distinct residential neighborhoods, major open spaces, key views and gateways, major corridors, distinct shopping areas, train stations, landscaping, and the spatial arrangement of buildings and architectural styles. Public art can be found throughout the city, from murals and mosaics to interactive sculpture to temporary installations. The city’s vibrant downtown, popular Hillsdale Shopping Center, and active dining scene also contribute to the city’s image, create a sense of place for residents, and attract visitors from outside of the city.
Sustainable Design
Since many goals and policies throughout the Strive San Mateo General Plan 2040 promote San Mateo as a sustainable city, it is important to recognize that site layout and the design of buildings are major factors in meeting the objectives of sustainable design. Sustainability starts in the early design stages of a development, and the Land Use Element includes a number of policies and actions to ensure that features like walkability, transit access, and open space are integrated into new development. High-efficiency heating and cooling equipment and appliances can reduce water use, maximize energy efficiency, and improve indoor air quality, and are called for in the Public Services and Facilities Element. Drought-tolerant landscaping and the use of pervious paving materials can also reduce water waste and runoff into the bay, as noted in the Conservation, Open Space, and Recreation Element. This Community Design and Historic Resources Element focuses on locating and orienting structures on a site to take full advantage of solar access and shading, and to preserve natural resources, such as mature vegetation.
Gateways
Gateways are the key locations where people enter and leave the city, distinct districts, and neighborhoods.
They act as a point of distinction between different areas and contribute to a sense of arrival to one place from another . Gateways into and within San Mateo include El Camino Real as it crosses the north and south borders of the city, entrances from US Highway 101 and State Route (SR-) 92, or Third Avenue at the edge of downtown. As gateways convey a sense of arrival and provide initial and lasting impressions, they should be attractive and identifiable. Gateways can express a pleasant welcome through architectural features, landscaping, and art. Signage can also help define city gateways uniformly.
Corridors
Corridors are the way residents and visitors most commonly see the city as they move through it. A well-de- signed corridor should connect to important destinations, provide a sense of orientation, be attractive, and project a positive image of the city. It should provide appropriate street width for neighborhood character, adequate lighting, accommodation for pedestrians and bicycles, and public spaces for gathering. Heights, setbacks of buildings, and the color and texture of paving materials should also be considered in corridor design.
Major corridors in the city include El Camino Real, US Highway 101, and the railroad. In addition to this element, the City’s El Camino Real Master Plan also provides direction for enhancements to El Camino Real from SR-92 to the Belmont border, which will further its role as an important community corridor that supports a vibrant mixed-use community.
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Public Art
Public art helps create an inviting atmosphere for gathering, fosters economic development, and contributes to vital public spaces. San Mateo’s Art In Public Places program recognizes that cultural and artistic resources enhance the quality of life for individuals living, working, and visiting the city. The program requires new commercial and multifamily residential projects valued over a certain amount to provide publicly visible art or pay an in-lieu art fee. Since its adoption, the program has resulted in new art installations throughout the city.
This section provides policy direction for developing and maintaining the city’s vibrant image. See the Land Use Element for guidance on different types and locations of future development; the Circulation Element for discussion of roadways, bike paths, sidewalks, and other transportation infrastructure; the Public Facilities and Services Element regarding utility undergrounding; and the Open Space, Conservation, and Recreation Element on the importance of parks and open space as integral parts of the community.
GOALS, POLICIES, AND ACTIONS
GOAL CD-6 Develop and maintain an attractive urban fabric that reflects San Mateo’s unique visual and architectural character.
POLICIES
Policy CD 6.1 Community Cohesion. Design new private development, streets, and public spaces to enhance social connection by providing human-scale street-fronting uses and community spaces, as appropriate.
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Policy CD 6.2 Gateways. Develop gateways that visually announce key entrances to San Mateo by main- taining or establishing distinctive architectural, art, or landscape features.
Policy CD 6.3 Sustainable Design. Encourage integration of sustainable design features and elements into the design of new buildings, including locating and orienting buildings to access solar exposure, preserving mature vegetation to the extent feasible, and using green building materials.
Policy CD 6.4 El Camino Real (SR-82) Corridor. Strive to make El Camino Real a destination, not just a corridor for people to pass through, by encouraging improvements to the public right-of- way and private properties along El Camino Real that will make the corridor safer and more attractive for all users. Examples of such improvements include redesigned transit stops, an improved pedestrian realm, and updated/improved building façades. Incorporate the Guiding Principles of the Grand Boulevard Initiative into future plans for the El Camino Real corridor in San Mateo.
Policy CD 6.5 US Highway 101 Frontage. Encourage upgrading of the appearance of US Highway 101 and properties adjacent to the freeway through design treatment, screening, and right-of-way landscaping.
Policy CD 6.6 Signage. Maintain signage controls that appropriately regulate the design, size, type, illu - mination, and quantity of signs visible from corridors and create consistent signage that reinforces San Mateo’s unique identity.
Policy CD 6.7 Public Open Space Design. Seek opportunities to establish public open spaces in new developments and new public buildings, and promote innovative and creative designs to create exceptional, unique, and functional spaces. Require signage that clearly delineates these spaces as publicly accessible.
Policy CD 6.8 Public Art. Continue to require public art as part of new development and ensure the art is visible and accessible to the public. Support public art as a resource that enhances the quality of life for individuals living in, working in, and visiting the city, improves the quality of the urban environment, and increases property values.
Policy CD 6.9 Inclusive Outreach. Involve the community in the City’s efforts to develop and maintain an attractive urban fabric that reflects San Mateo’s unique visual and architectural character.
Use outreach and engagement methods that include broad representation and are cultur- ally sensitive, particularly for equity priority communities. Communicate clearly how and at what stages members of the public can provide input for development projects under review.
Policy CD 6.10 Nighttime Lighting. Require nighttime lighting to be energy efficient, be designed to mini- mize light pollution and light spillage to adjacent properties, while protecting public safety.
ACTION
Action CD 6.11 Brand Identity Package. Develop a brand identity package for the City. 116
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ELEMENTS OF DESIGN
Site design and the architectural style of buildings contribute to the look and feel of a city. The orientation of buildings, the massing and scale of the building, and other design elements can improve the visual aesthetic of an area. Buildings can be oriented to take advantage of surroundings such as fronting sidewalks in commercial districts, capturing scenic views, and/or minimizing environmental impacts such as flooding, wind, shadows, etc. Massing refers to the height, width, and shape of a building. Scale is the relative size of the building overall as well as the elements that make up the façade. Building materials, lighting, landscaping, and outdoor spaces also contribute to the overall appearance and experience of a site. The design choices for buildings vary depending on the area. For example, the design elements for an active mixed-use downtown, auto-oriented shopping center, office park, or residential neighborhood will be different.
Outside of this General Plan, other City regulations and plans also influence the design and architecture of new development. The Zoning Code adds more detail on allowed uses of land and buildings, the density of development and population, the height and bulk of structures, parking provisions, open space require- ments, landscaping standards, and other design requirements. The Multifamily and Mixed-Use Objective Design Standards (ODS) provide clear and specific requirements for everything larger than a single-family home. Specific Plans guide infill development in several areas, including Bay Meadows and near the Hayward Park and Hillsdale Caltrain stations, and tend to allow greater flexibility in design than in areas not covered by Specific Plans. Throughout the city, projects that require a higher level of review must submit a Planning Application to ensure consistency with the General Plan and any applicable community or specific plans.
Streetscaping and other public landscaping also shapes the look and feel of San Mateo. The City’s Department of Public Works has detailed engineering standards that work in combination with the Municipal Code and adopted plans to establish objective design standards within the public right-of-way.
Residential Neighborhoods
Each neighborhood in San Mateo is a reminder of the unique blend of architectural styles, building materials, scale, and street patterns that were typical at the time of its development. The shape of a house, its placement on the lot, its arrangement of doors and windows, its roof style, and its architectural style all make up the character of a building and contribute to the collective appearance of the neighborhood. In every community, residential neighborhoods grow and evolve while balancing the continuity and consis - tency of existing physical characteristics through the appropriate design of new development. 117
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This section provides policy direction for the design of residential neighborhoods, and mixed-use and commercial areas. The Land Use Element includes additional goals and policies for shopping areas in transition and three focused planning areas in the city: Downtown, El Camino Real Corridor, and the Hillsdale Station Area. For additional policy direction on sustainability, see the Climate Change and Land Use section of the Land Use Element.
GOALS, POLICIES, AND ACTIONS
GOAL CD-7 Balance the growth and evolution of residential neighborhoods with the need to maintain and enhance their existing characteristics and physical qualities through the appropriate design of new development.
POLICIES
Policy CD 7.1 Low-Density Residential Development. Require new homes in the Low- and Very Low-Density residential designations, including single-family dwellings, duplexes, triplexes, four-plexes, and accessory dwelling units (ADUs) to be consistent with objective design standards as outlined in the City’s Residential Design Standards.
Policy CD 7.2 Single-Family Design. Encourage single-family additions and new dwellings that address the preservation and enhancement of neighborhood visual and architectural character through context-sensitive building scale, materials, architectural style and details, and privacy.
Policy CD 7.3 Multifamily Design. Encourage architectural design of new multifamily developments that enhances a neighborhood’s visual and architectural character by providing context-sensi - tive building and pedestrian-scale elements, high-quality materials and construction, open space, and resident amenities.
Policy CD 7.4 Multifamily Parking. Require new multifamily developments to design and site parking to avoid blank, ground-floor walls and to screen views of parking from the street.
Policy CD 7.5 Multifamily Open Space. Require that a portion of required open space for new multifam- ily projects be useable for passive or active recreation.
ACTION
Action CD 7.6 Objective Design Standards. Develop and adopt objective design standards that clearly outline the City’s design expectations for new single-family and multifamily projects. 118
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Mixed-Use and Commercial Areas
This element aims to improve the visual and architectural character, livability, and vitality of mixed-use and commercial areas in San Mateo. It supports human-scale design that cultivates pedestrian activity in commercial and mixed-use areas by providing adequate sidewalk widths; activating ground-floor street façades with windows, plantings, and awnings; using high-quality construction materials; and including human-scale details and architectural features. New mixed-use and commercial development that respect the scale and rhythm of surrounding buildings, including by providing breaks in the building face at spacings common to buildings in the area and by stepping back upper floors, feels more appealing and welcoming to visitors. Sidewalk and pedestrian mall outdoor dining and parklets, the outdoor display of goods for retail uses, and public seating areas can add visual interest and activity to commercial and mixed-use areas. 119
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GOALS, POLICIES, AND ACTIONS
GOAL CD-8 Improve the visual and architectural character, livability, and vitality of mixed-use and commercial areas.
POLICIES
Policy CD 8.1 Objective Design Standards. Provide clear, objective, and quantifiable design standards to guide new mixed-use and commercial development.
Policy CD 8.2 Human-Scale Design. Cultivate pedestrian activity in commercial and mixed-use areas by providing adequate sidewalk widths, activating ground-floor street façades with active uses, windows, plantings, and awnings, using high-quality construction materials, and in - cluding human-scale details and architectural features.
Policy CD 8.3 Respect Existing Scale and Rhythm. Encourage new mixed-use and commercial devel - opment to respect the scale and rhythm of surrounding buildings, including by providing breaks in the building face at spacings common to buildings in the area and by stepping back upper floors.
Policy CD 8.4 Commercial Parking. Encourage commercial projects to provide required parking under - ground to minimize the amount of ground-floor area dedicated to parking. When parking is at grade, it should be located towards the rear of a parcel, away from active street front- ages and public spaces.
Policy CD 8.5 Outdoor Display and Eating. Support sidewalk and pedestrian mall outdoor dining and parklets, the outdoor display of goods for retail uses, and public seating areas to add visual interest and activity to commercial and mixed-use areas.
ACTIONS
Action CD 8.6 Objective Design Standards. Develop and adopt objective design standards for new mixed-use and commercial development to provide a clear understanding of the City’s expectation for new project design, including pedestrian-friendly design.
Action CD 8.7 Commercial Development Adjacent to Residential. Develop and adopt objective design standards that define and require appropriate design transitions from commercial to resi- dential zones.
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CHAPTER 6
Conservation, Open Space, and
Recreation Element
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CONSERVATION, OPEN SPACE, AND
RECREATION ELEMENT
INTRODUCTION
The Conservation, Open Space, and Recreation Element provides the policy framework for the development, management, and preservation of San Mateo’s natural and recreational resources.
San Mateo is home to a variety of natural resources, open spaces, and parks and recreational facilities that are cherished by the San Mateo community. The city’s air quality and open spaces, creeks, and wetlands provide habitats for plants and animals, natural infrastructure that supports resilience, and access to nature that offers social, physical, and mental health benefits. The City’s system of parks and recreation programs and facilities promotes a healthy and active lifestyle and lifelong learning.
The Conservation, Open Space, and Recreation Element combines the State-mandated elements for Open Space and Conservation given the interrelatedness of the two. It contains the following topics:
• Natural Resources
• Access to Nature and Preservation of Open Space
• Creeks and Riparian Areas
• Air Quality
• Parks and Recreation
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RELEVANCE TO
GENERAL PLAN THEMES
Sustainability in this Element:
• Protects the City’s natural resources from development, including wetlands, riparian habitats, and other sensitive natural communities. • Manages public access to the City’s natural resources to balance connections to nature and disturbance to habitats.
• Affirms that all San Mateo residents should be able to breathe safe, clean air.
• Guides park and recreation management using environmentally, socially, and economically sustainable practices.
Environmental Justice in this Element:
• Prioritizes preservation, restoration, rewilding, and enhancement of natural landscapes in or near equity priority communities.
• Establishes mitigation requirements for construction activities or new developments that could be a source of toxic air contaminants (TACs). • Prioritizes rehabilitation of parks and recreation facilities in equity priority communities.
Community Engagement in this Element:
• Fosters appreciation and awareness for natural conservation opportunities through enhanced programs and public outreach.
• Cultivates opportunities for community engagement through the City’s park and recreation programs.
• Provides experiences for all community members, including children, youth, and aging adults to promote personal enrichment and lifelong learning.
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NATURAL RESOURCES
Natural resources are abundant in and around San Mateo. These diverse open spaces comprise an integrated natural network supporting the city’s livability and resiliency and are important recreational and scenic resources highly valued by the community. The City’s natural environment is part of the broader San Francisco Bay Area ecosystem. The San Francisco Bay and Delta form the largest estuary on the Pacific Coast, encompassing approximately 1,600 square miles of waterways and is the outlet for over 40 percent of California’s fresh water . The marshes and mudflats of the San Francisco Bay provide important feeding and roosting habitat for migrating waterfowl along the Pacific Flyway.
Natural features that define San Mateo’s local setting include the city’s three-mile length of shoreline and marshes along the San Francisco Bay, Coyote Point County Park, the Marina Lagoon, San Mateo Creek, and a number of smaller creeks, Sugarloaf Mountain, and hillsides to the west. These natural areas host biological communities that are home to many plant and animal habitats and serve as wildlife corridors. Riparian and wetland habitats in and around San Mateo are recognized and protected sensitive habitats under the jurisdiction of the California Department of Fish and Wildlife (CDFW) and the US Army Corps of Engineers (USACE). Figure COS-1 shows the sensitive vegetation habitats within San Mateo.
This section provides policy direction for protecting and enhancing the City’s natural resources. Goals and policies focused on preserving and enhancing San Mateo’s natural setting, minimizing the impact of hillside development, and protecting and improving the city’s urban tree canopy can be found in the Community Design and Historic Resources Element.
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H I LLSBOROU GH
BURL INGA ME
BEL MO NT
F O S T E R C I T Y
1 01
280
35 92
SunnybraeBlvd
E 28th Ave
YaleDr
42n d Ave
La S
el va St
W 3rd Ave
W 20th Ave
Palm
Ave
9th Ave
37th Ave
SB St
W5th A
ve
El Ca m i n o
Real
De An z a B lvd
W P opl ar Ave S G ra n t St
Roberta
Dr
N ewbridge Ave
Keh oe Ave
Sh orevi ew Ave
Bo rel AveB a rn eson Ave
MapleSt
2n d Ave
Edi so
n St
M on te D i a b l o AveTi l ton Ave
HaciendaSt
Glendor
aDr
L os Prados
28th Ave
31 st Ave
N Amp h
lett
Blvd
Ara g on B l vd
Pa rro
tt D r
B o vet
Rd
Ca m pus D r
Vegetation Habitats
Source: USDA, 2013; ESRI, 2022; PlaceWorks, 2022.
0 0.5 10.25 Miles
SAN FRANCISCO BAY
City Limits
Sphere of Influence
Caltrain
California Vegetation
Habitats
Annual Grassland
Barren
Blue Oak Woodland
Coastal Oak Woodland
Chamise-Redshank
Chaparral
Coastal Scrub
Eucalyptus
Lacustrine
Montane Hardwood-
Conifer
Montane Hardwood
Redwood
Saline Emergent Wetland
Urban
Valley Oak Woodland
Valley Foothill Riparian
Source: USDA, 2013; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure COS-1 Vegetation Habitats
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GOALS, POLICIES, AND ACTIONS
GOAL COS-1 Protect and enhance the City’s natural resource areas that provide plant and animal habitat and benefit human and ecological health and resilience.
POLICIES
Policy COS 1.1 Sensitive Natural Communities. Protect riparian habitat and other sensitive natural com- munities. When an opportunity arises, restore natural resources, including wetlands.
Policy COS 1.2 Interjurisdictional Coordination. Coordinate with adjacent jurisdictions and regional, State, and federal agencies to protect critical wildlife habitat, including by participating in comprehensive habitat management programs.
Policy COS 1.3 Site Evaluations. Require independent professional evaluation of sites for any public or private development within known or potential habitat of species designated by State and federal agencies as rare, threatened, or endangered.
The site evaluation shall determine the presence/absence of these special-status plant and animal species on the site. The surveys associated with the evaluation shall be conduct - ed for proper identification of the species. The evaluation shall consider the potential for significant impacts on special-status plant and animal species and shall include feasible mitigation measures to mitigate such impacts to the satisfaction of the City and appropri - ate governmental agencies (e.g., US Fish and Wildlife Service and California Department of Fish and Wildlife). The City shall require adequate mitigation measures for ensuring the protection of sensitive resources and achieving “no net loss” of sensitive habitat acreage, values, and functions.
In lieu of the site evaluation, presence of special-status plant and animal species may be assumed, and the City may require “no net loss” mitigation of sensitive habitat acreage be applied to the satisfaction of the City and appropriate governmental agencies.
Policy COS 1.4 Avoidance of Nesting Birds. Native bird nests in active use should be avoided in compliance with State and federal regulations. For new development sites where nesting birds may be present, vegetation clearing and construction should be initiated outside the bird nesting season (March 1 through August 31) or preconstruction surveys should be conducted by a qualified biologist in advance of any disturbance. If active nests are encountered, ap - propriate buffer zones should be established based on recommendations by the qualified biologist and remain in place until any young birds have successfully left the nest.
Policy COS 1.5 Surveys for Sensitive Natural Communities. Require that sites with suitable natural hab - itat, including creek corridors through urbanized areas, be surveyed for the presence or absence of sensitive natural communities prior to development approval. Such surveys should be conducted by a qualified biologist and occur prior to development-related vege- tation removal or other habitat modifications.
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Chapter 6 Conservation, Open Space, and Recreation Element Policy COS 1.6 Surveys for Regulated Waters. Require that sites with suitable natural habitat, including creek corridors through urbanized areas, be surveyed for the presence or absence of regulated waters prior to development approval. Such surveys should be conducted by a qualified wetland specialist and occur prior to development-related vegetation removal or other habitat modifications.
Policy COS 1.7 Surveys for Wildlife Movement Corridors. Require that sites with suitable natural habitat, including creek corridors through urbanized areas, be surveyed for the presence or ab - sence of important wildlife corridors prior to development approval. Such surveys should be conducted by a qualified biologist and occur prior to development-related vegetation removal or other habitat modifications.
Policy COS 1.8 Development Near Wetlands or Water. Avoid wetlands development where feasible (as defined under California Environmental Quality Act [CEQA] Guidelines, Section 15364).
Restrict or modify proposed development in areas that contain wetlands or waters to ensure the continued health and survival of special-status species and sensitive habitat areas. Development projects shall be designed to avoid impacts on sensitive resources, or to adequately mitigate impacts by providing on-site or off-site replacement at a higher ratio. Project design modification should include adequate avoidance measures, such as the use of setbacks, buffers, and water quality, drainage-control features, or other mea - sures to ensure that no net loss of wetland acreage, function, water quality protection, and habitat value occurs. This may include the use of setbacks, buffers, and water quality, drainage-control features, or other measures to maintain existing habitat and hydrologic functions of retained wetlands and waters of the US.
Policy COS 1.9 Wetland Development Mitigation. If an applicant has demonstrated that wetlands avoid- ance is not feasible, provide replacement habitat on-site through restoration and/or habitat creation to ensure no net loss of wetland acreage, function, water quality protection, and habitat value. Allow restoration of wetlands off-site only when an applicant has demon - strated that on-site restoration is not feasible. Off-site wetland mitigation should consist of the same habitat type as the wetland area that would be lost.
Policy COS 1.10 Wetland Access Design. Design public access to avoid or minimize disturbance to sen - sitive resources, including necessary setback/buffer areas, while facilitating public use, enjoyment, and appreciation of wetlands.
Policy COS 1.11 Marina Lagoon Island. Maintain Marina Lagoon Island as a bird nesting and breeding site.
Policy COS 1.12 Reduced Risk of Bird Collision. Require that taller structures be designed to minimize the potential risk of bird collisions using input from the latest bird-safe design guidelines and best management practice strategies to reduce bird strikes.
ACTION
Action COS 1.13 Environmental Review. Review the environmental documents for projects adjacent to City boundaries regarding impacts and mitigation to species and habitat.
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Chapter 6 Conservation, Open Space, and Recreation Element
ACCESS TO NATURE
AND PRESERVATION OF
OPEN SPACE
Spending time in nature is known to have positive
social, physical, and mental health benefits. Ensuring
that the City’s natural resources, including open
space areas, are accessible is critical for maintaining the quality of life in San Mateo for city residents and visitors. Preserving open space is also essential for
maintaining the uniqueness of San Mateo and the
ecological health of its environment.
Figure COS-2 illustrates the type and nature of open
space land in the City of San Mateo as defined by
State law. “Open space land” is any parcel or area of land or water that is essentially unimproved and devoted to an open-space use, as defined in this section, and that is designated on a local, regional, or State open-space plan as any of the following:
• Open Space for Natural Resources. This includes areas required for plant and animal habitat or for ecological and scientific study. In San Mateo, these open spaces include areas such as the Bay Marshes, creeks, private open spaces, and Sugarloaf Mountain. • Open Space for Outdoor Recreation. This includes parks and areas of scenic and cultural value, stream banks, trails, and other links between open spaces. In San Mateo, these open spaces include Marina Lagoon, Seal Point, Sugarloaf Mountain, designated private land reserves, and a variety of park sites. • Open Space for Public Health and Safety. This includes areas that require special management because of hazardous conditions, such as unstable soils, fire risk, fault zones, or flood. In San Mateo, these open spaces include portions of the shoreline, Sugarloaf Mountain, and San Mateo Creek. • Open Space for Tribal Resources. This includes protected tribal resources as described in Sections 5097.9 and 5097.993 of the Public Resources Code, which includes Native American historic, cultural, or sacred sites. San Mateo does not have any protected open space tribal resource areas, but it is possible that tribal resources may exist in open spaces. • Open Space for Managed Production of Resources. This includes forest and agricultural lands, water bodies important to the management of commercial fisheries, and mineral deposits. San Mateo does not have any such areas.
• Open Space for Military Support. This includes areas in support of military installations, such as areas adjacent to military installations, military training routes, and underlying restricted airspace. San Mateo does not include any open space areas for military support.
This section provides policy direction for access to nature and the preservation of open space. Goals and policies focused on access to parks, recreation, and facilities can be found under Goals COS-5 and COS-6 of this element.
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Source: ESRI, 2022; City of San Mateo Parks and Recreation, 2023; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure COS-2 Open Space Lands
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GOALS, POLICIES, AND ACTIONS
GOAL COS-2 Ensure that current and future generations will enjoy the environmental, social, health, and economic benefits derived from access to our urban forest, parks, and open spaces.
POLICIES
Policy COS 2.1 Preservation of Open Space. Preserve, protect, and enhance open space areas in San Mateo that provide health benefits and access to nature for all residents.
Policy COS 2.2 Sustainable Access. Continue to design and manage public access to the City’s natural re- sources, including open space areas, in a way that promotes public health and connection to nature while avoiding or minimizing disturbance and sustaining these resources into the future.
Policy COS 2.3 Equitable Conservation. Prioritize preservation, restoration, rewilding, and enhancement of natural landscapes in or near underserved communities for their role in improving air quality and community health.
Policy COS 2.4 Shoreline Interpretive Opportunities. Promote public awareness of the value and care of the shoreline for habitat values, water quality, and safety through on-site interpretive programs or outdoor displays that are in character with the adjacent open spaces.
Policy COS 2.5 Marina Lagoon and Shoreline Public Access. New development having frontage on Marina Lagoon shall provide and retain public access to provide a connection to the Marina Lagoon.
Policy COS 2.6 Sugarloaf Mountain Management. Improve, maintain, and manage the natural qualities and habitat of Sugarloaf Mountain and Laurelwood Park, including management of public access, study, recreation, and wildland fire hazards.
Policy COS 2.7 Sugarloaf Mountain Interpretive Opportunities. Promote public awareness of the value and care of Sugarloaf Mountain through on-site interpretive programs or displays that are in character with the open space, consistent with the adopted management plan.
ACTIONS
Action COS 2.8 Improvements to Bayfront Nature Area. Review plans for the remaining uncompleted portions of Shoreline Park, including the Bayfront Nature Area, Bay Marshes, and J. Hart Clinton Drive to ensure they reflect current environmental and programmatic needs.
Action COS 2.9 Volunteer Program. Focus volunteer resources on restoring native habitat around the city, especially in the creeks, where feasible.
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CREEKS AND RIPARIAN AREAS
San Mateo has many waterways and riparian areas that offer immense biological benefits. They provide valuable natural habitats for wildlife and fauna, are a part of the city’s hydrologic system, and serve as groundwater recharge areas and wildlife corridors. Some of the city’s prominent waterways include the Marina Lagoon (formally Seal Slough), San Mateo Creek, Polhemus Creek, and Laurel Creek. Other waterways in the city include Leslie Creek, Borel Creek, and the Marina Lagoon. Figure COS-3 shows waterways in San Mateo, including underground waterways.
While the creeks and riparian areas serve important ecological functions, they are also susceptible to stormwater runoff and pollution. The City strives to protect and improve the system of creeks so wildlife habitats can continue to thrive, current and future generations can continue to enjoy them, and the city’s hydrologic system is more resilient to flooding and sea level rise.
This section provides policy direction for protecting and enhancing creeks. Goals and policies focused on water supply and flood-control infrastructure can be found in the Public Services and Facilities Element, and policies and actions to protect against flooding and sea level rise are in the Safety Element.
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Figure COS-3 Waterways
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GOALS, POLICIES, AND ACTIONS
GOAL COS-3 Protect and improve San Mateo’s creeks as valuable habitat and components of human and environmental health.
POLICIES
Policy COS 3.1 Aesthetic and Habitat Values – Public Creeks. Preserve and enhance the aesthetic and habitat values of creeks, such as San Mateo, Laurel, and Beresford Creeks, and other City- owned channels in all activities affecting these creeks, including revegetation, rewilding, erosion control, and adequate setbacks for structures.
Policy COS 3.2 Aesthetic and Habitat Values – Private Creeks. Encourage preservation and enhance the aesthetic and habitat values of privately owned sections of all other creeks and channels, shown in Figure COS-3.
Policy COS 3.3 Groundwater Protection. Support the County of San Mateo’s efforts to protect the quality and quantity of groundwater resources in the city.
Policy COS 3.4 Groundwater Infiltration. Protect existing open spaces, natural habitat, floodplains, and wetland areas that allow for percolation and infiltration of stormwater runoff to slow and reduce the flow of runoff and improve water quality and identify areas to protect when considering new development.
Policy COS 3.5 Preservation of Beneficial Uses. Manage Marina Lagoon to balance and enhance its ben- eficial uses. Manage other water bodies to allow for limited nearby recreation, such as picnicking, hiking, boating, sightseeing, and interpretive study.
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AIR QUALITY
Clean and safe air is essential to the health of everyone in San Mateo. While San Mateo benefits from fresh air that blows in from the bay and the Pacific Ocean, air quality remains a concern due to the serious and lifelong health impacts of exposure to air pollution. “Mobile sources,” including cars and trucks along US Highway 101 and State Route (SR-) 92, are a significant source of air pollution in San Mateo. While San Mateo and its neighbors do not include much heavy industry, smaller “stationary sources,” like gas stations and dry cleaners, also emit pollutants. Finally, natural sources, such as windblown dust and wildfire smoke from other parts of the state, can have drastic effects on air quality in San Mateo.
San Mateo neighborhoods do not have equal access to safe and clean air . For example, neighborhoods along US Highway 101, and around the US Highway 101/SR-92 interchange, are exposed to significantly more diesel particulate matter than neighborhoods in the hills or along the bay. These tiny particles, emitted by diesel engines in trucks, buses, and other heavy equipment, are particularly harmful because they are breathed deep into our lungs, and are known to increase cancer risk, asthma attacks, and chronic heart and lung disease. Improving air quality and health outcomes in equity priority communities is a theme throughout this General Plan.
This section provides policy direction on improving air quality throughout San Mateo. Some of the policies support mitigation measures focused on lessening air quality impacts, as identified in the General Plan 2040 Environmental Impact Report (EIR). Those policies that also serve as mitigation for air quality impacts are detailed, specific, and quantitative to meet the requirements of State environmental law.
GOALS, POLICIES, AND ACTIONS
GOAL COS-4 Goals, policies, and actions focused on equity priority communities can be found throughout the General Plan. The Land Use Element also includes goals and policies on environmental justice under Goal LU-8. All San Mateo residents should have the ability to breathe safe, clean air.
POLICIES
Policy COS 4.1 Air Quality Thresholds. Use thresholds of significance that match or are more stringent than the air quality thresholds of significance identified in the current Bay Area Air Quality Management District (BAAQMD) Air Quality Guidelines when evaluating air quality impacts of projects.
Policy COS 4.2 Health Risk Assessment. Require new development not exempt from CEQA that includes sensitive receptors to prepare Health Risk Assessments. Identify appropriate mitigation, based on the findings of the Health Risk Assessment, to reduce health risks from major sources of toxic air pollution, such as high-volume roadways, stationary sources, permitted sources from BAAQMD, and warehousing.
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Chapter 6 Conservation, Open Space, and Recreation Element Policy COS 4.3 BAAQMD Planning for Healthy Places. Require new development to adhere to BAAQMD’s Planning for Healthy Places guidance when local conditions warrant.
Policy COS 4.4 Activ ity Near Sensitive Receptors. Comply with State regulations that prohibit nonessen- tial idling of vehicles near sensitive receptors, such as the requirements outlined in Title 13 of the California Code of Regulations (CCR).
Policy COS 4.5 Odors. When proposed development generating odors is proposed near residences or sensitive receptors, either adequate buffer distances shall be provided (based on recom - mendations and requirements of the California Air Resources Board [CARB] and BAAQMD), or filters or other equipment/solutions shall be provided to reduce the potential exposure to acceptable levels. Potential mitigation associated with this policy requirement will be coordinated with any required permit conditions from BAAQMD.
When new residential or other sensitive receptors are proposed near existing sources of odors, either adequate buffer distances shall be provided (based on recommendations and requirements of CARB and BAAQMD), or filters or other equipment/solutions shall be provided to reduce the potential exposure to acceptable levels.
Policy COS 4.6 Toxic Air Contaminants. Require that when new development that would be a source of toxic air contaminants (TACs) is proposed near residences or sensitive receptors, either ad- equate buffer distances shall be provided (based on recommendations and requirements of CARB and BAAQMD), or filters or other equipment/solutions shall be provided to reduce the potential exposure to acceptable levels.
When new residential or other sensitive receptors are proposed near existing sources of TACs, either adequate buffer distances shall be provided (based on recommendations and requirements of CARB and BAAQMD), or filters or other equipment/solutions shall be pro- vided to the source to reduce the potential exposure to acceptable levels.
Policy COS 4.7 Air Quality Construction Impacts. Require new construction and grading activities to mitigate air quality impacts generated during construction activities in compliance with BAAQMD’s regulations and guidelines on construction activity impacts.
Policy COS 4.8 Truck Facilities. Require new development, when applicable, to provide adequate truck parking loading space, and generators for refrigerated trucks to prevent idling during truck operation.
Policy COS 4.9 Air Pollution Exposure. For new development that is located within 1,000 feet from US Highway 101 and State Route 92, require installation of enhanced ventilation systems and other strategies to protect people from respiratory, heart, and other health effects associ- ated with breathing polluted air.
ACTIONS
Action COS 4.10 Air Quality Improvement. Support and partner with Bay Area Air Quality Management District (BAAQMD) in monitoring, education, permitting, enforcement, grants programs, or other efforts to improve air quality issues and health outcomes for all.
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Chapter 6 Conservation, Open Space, and Recreation Element Action COS 4.11 Clean Air Refuges. Develop and implement a plan to provide clean air refuges during times when outdoor air quality is unhealthy. Explore the feasibility of participating in State grant programs to fund retrofits of ventilation systems at public buildings to provide refuge for residents during periods of unhealthy air quality caused by excessive smoke from wildfires.
PARKS AND RECREATION
The City of San Mateo has a variety of parks and recreational facilities that provide community members with access to nature, encourages healthy lifestyles, and support a mixture of active and passive recreation opportunities. The City’s park system includes more than a dozen neighborhood parks, nine community parks, six recreation/community centers, two pools, the Shoreline regional park system, several small “mini” parks, and an estuary lagoon for boating. Within the City Limits, the County of San Mateo owns and operates the 155-acre Coyote Point Recreation Area. Combined, the San Mateo community has access to approxi- mately 795 acres of parks and open space, or 7.36 acres per every 1,000 residents. Figure COS-4 depicts the location of the parks and open spaces within San Mateo and Figure COS-5 shows a one-third-mile radius around each park and open space area. As shown in Figure COS-4, Marina Lagoon Island is a bird breeding and nesting site, which means people are not permitted on the island.
San Mateo offers many recreation facilities and programs for its members, guided by the Recreation Facilities Strategic Plan. The City’s facilities include six recreation/community centers, two pools, and the 18-hole Poplar Creek Golf Course. People of all ages participate in the City’s extensive menu of community activities, which includes youth and family aquatics, children’s summer camps, adult fitness programs, teen programs, and interactive classes for older adults and seniors. Throughout the year, the City hosts special community events to foster community engagement and provide family friendly fun for San Mateo residents.
This section provides policy direction for parks, recreational programs, and facilities in San Mateo. Goals and policies focused on access to nature and the preservation of open space can be found under Goal COS-2 of this element. Other City services and facilities are addressed in the Public Services and Facilities Element, and expectations for the integration of parks and open spaces into new development are found in the Land Use Element.
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Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure COS-4 Public Parks and Recreation Sites
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Source: ESRI, 2022; PlaceWorks, 2023.
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Figure COS-5 Public Parks and Recreation Sites Service Radius 139
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GOALS, POLICIES, AND ACTIONS
GOAL COS-5 Provide a comprehensive system of park and recreation programs and facilities based on the needs of the city’s residents to encourage healthy lifestyles and ensure access for all.
POLICIES
Policy COS 5.1 Active and Healthy Lifestyles. Maintain and expand programs that promote active and healthy lifestyles and incorporate health and wellness practices into everyday life, such as healthy eating and nutrition education programs, water safety and swim programs, walking and bicycling as a mode of healthy transportation, and youth fitness activities.
Policy COS 5.2 Creating Community. Cultivate opportunities to come together as a community, celebrate our heritage, cultures, and milestones, and have social supports available, which are key to creating a sense of community and building community resilience.
Policy COS 5.3 Creative Outlets. Provide skill development and performance opportunities within each of the major art forms with an emphasis on promoting lifelong enjoyment to nurture creative discovery.
Policy COS 5.4 Enrichment and Lifelong Learning. Provide a wide array of enriching and lifelong learning opportunities that provide mental stimulation, self-improvement, exploration, educational opportunities, and skills that can be applied at home or business.
Policy COS 5.5 Parks as Learning Environments. Enhance the role of parks as learning environments by providing interpretive opportunities to community organizations and at City-operated fa - cilities to increase public awareness of their unique cultural, historical, and environmental characteristics.
Policy COS 5.6 Child and Youth Development. Provide preschool through teenage youth with a variety of experiences that nurture individuality, spark imagination, encourage active recreation, and build the skills needed to ensure success in the next stage of development.
Policy COS 5.7 Aging Adults. Promote policies, programs, services, and public infrastructure improve - ments through either direct City provision or through collaborative partnerships with other agencies to ensure that older adults can age in place while feeling valued and supported.
Policy COS 5.8 Community-Led Activity Initiatives. Work with local community groups and San Mateo County Health to initiate walking, hiking, cycling, and other recreation clubs and activities to increase participation, safety, and social cohesion.
Policy COS 5.9 Conservation and Nature Awareness. Increase public awareness of the importance of and appreciation for conservation opportunities and the value of connecting children to nature with enhanced programs and public outreach.
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Chapter 6 Conservation, Open Space, and Recreation Element Policy COS 5.10 Community Gardens. Support community gardens on sites with quasi-public uses and on publicly owned land, such as City parks or facilities, or as part of new private development, where feasible and appropriate.
Policy COS 5.11 Central Park. Promote Central Park’s character as the City’s signature park and communi- ty gathering place.
ACTION
Action COS 5.12 Coordination with Education Providers. Coordinate with education providers, including local school districts, the College of San Mateo, and the San Mateo Public Library, to identify appropriate service targets and provide activities within those identified targets.
GOAL COS-6 Provide equitable and convenient access to parks, recreational programs, and facilities so that all residents experience the physical and mental health benefits of parks and open space.
POLICIES
Policy COS 6.1 Accessible Facilities. Continue to provide general park facilities that are free and open to the public, except for reservations of specific facilities by groups or individuals, or for facilities that traditionally charge fees (e.g., Golf Course, Marina Lagoon boat access). Ad - dress the lack of access to recreational facilities for neighborhoods east of El Camino Real, especially east of US Highway 101.
Policy COS 6.2 Recreation Fee Assistance. Continue to provide program fee assistance to qualifying families and older adults consistent with the Park and Recreation Commission-endorsed administrative policy for fee assistance.
Policy COS 6.3 Privately Owned Public Spaces. Require privately owned publicly accessible open space to be designed in a way that is welcoming for all, including public access signage and minimal physical or visual barriers, to ensure that the space is open and available to the community.
Policy COS 6.4 Equitable Access Analysis. When developing park master plans, include an equitable access analysis to identify deficiencies and potential solutions to address deficiencies found in the analysis.
ACTIONS
Action COS 6.5 Customer Service. Adopt policies and practices that create satisfied customers and devel- op life-long relationships with our users.
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Chapter 6 Conservation, Open Space, and Recreation Element Action COS 6.6 Inclusion and Accessibility. Create policies, programs, and facility designs that are age-in- tegrated, inclusive, respectful, and supportive for all members of the community. Expand cultural awareness and appreciation through culturally relevant programs and special events.
Action COS 6.7 Privately Owned Public Spaces Inventory. Develop and maintain a list of all publicly ac - cessible private open space in the city.
Action COS 6.8 Resident Input. Solicit a broad spectrum of resident input for major park improvements or park master plans. Conduct multilingual and culturally sensitive outreach to ensure all voices are included in park planning efforts and that San Mateo’s parks reflect the diversity of the community.
Action COS 6.9 Public Information. Communicate through diverse channels and in multiple languages the benefits and value park and recreation services bring in making San Mateo a more livable, economically viable, and socially responsible community.
Action COS 6.10 Technology Innovation. Identify and incorporate technology innovations as an ongoing strategy to better serve the public, e.g., virtual trail maps, digitalized park signage, virtual programming.
GOAL COS-7 Provide the appropriate mix of parks and facilities that balances the needs of active and passive facilities, allows formal and informal uses, is accessible for all residents, and meets existing and future recreation needs.
POLICIES
Policy COS 7.1 Facility Standards. Use the Park and Recreation Facility Standards to assess the adequacy of existing facilities; to design, develop, and redevelop sites; and to acquire or accept new sites.
Policy COS 7.2 Acreage Standards. Acquire or accept for dedication two acres of neighborhood and com- munity parks per 1,000 residents.
Policy COS 7.3 Walkable Parks and Amenities. Provide accessible public park or other recreational oppor- tunities that are within approximately one-third of a mile (a 15-minute walk) of residents without travel over significant barriers. Ideally, one or more of the following amenities should be available: multipurpose turf area, children’s play area with preschool and youth apparatus, seating areas, picnic areas, a multiuse court, and an opportunity for passive enjoyment of an aesthetically landscaped space.
Policy COS 7.4 Passive Recreation. Support efforts to create a passive recreation system that connects parks and nodes in the city to increase connectivity on select public rights-of-way for pe - destrians.
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Chapter 6 Conservation, Open Space, and Recreation Element Policy COS 7.5 Active-Use Facilities. Provide sufficient active-use facilities to support current needs and future trends, including, but not limited to, multiuse athletic turf areas; court games; action sports, e.g., bicycling; and a system of pedestrian and bicycle trails that will provide inter - connectivity between parks.
Policy COS 7.6 Master Planning. Continue to prepare and maintain master plans for all undeveloped parks and for those parks over two acres prior to development or major redevelopment.
Allow interim uses if such uses will not adversely impact or limit potential permanent uses.
Policy COS 7.7 Rehabilitation or Purchase of School Sites. Consider contributions towards rehabilitation or the purchase of recreational facilities on surplus school sites based on an evaluation of their value as community recreation resources.
ACTIONS
Action COS 7.8 Regional Facilities. Explore the feasibility of developing regional recreational and sports complexes with neighboring cities.
Action COS 7.9 Bay Meadows Community Park. Complete the master planning for Bay Meadows Com - munity Park to reflect its value as a city-wide asset that can address one or more identified facility deficiencies.
GOAL COS-8 Plan and develop well-designed parks and recreation facilities compatible with surrounding uses that promote accessibility, efficient use, and practical maintenance.
POLICIES
Policy COS 8.1 Rehabilitation Priorities. Prioritize parks and recreation facilities projects that rehabilitate facilities that have become or will become costly to maintain, only marginally usable, meet the highest community needs, provide significant benefits in relation to costs, or are in equity priority communities.
Policy COS 8.2 Park Preservation. Preserve existing parklands, open spaces, and the golf course for open space, habitat, and recreational use.
Policy COS 8.3 Shared Use. Encourage schools to make their facilities available for City and communi - ty-sponsored activities to the greatest extent possible and encourage school agencies to adopt reasonable user fees and operating practices that allow improved community access.
Policy COS 8.4 Optimum Cost-Effectiveness. Proactively maintain and upgrade park infrastructure to optimize its cost-effectiveness and value in meeting community recreation needs.
Policy COS 8.5 Sustainability Practices. Operate park and recreation facilities using environmentally, so- cially, and economically sustainable management and operating practices that proactively reverse the impacts of climate change or better prepare for its effects.
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Chapter 6 Conservation, Open Space, and Recreation Element Policy COS 8.6 Maintenance Standards. Maintain the park system by a set of maintenance standards that reflects community values; maintains, promotes, and optimizes positive use; reduces wildfire risk; and ensures that equipment and facilities are maintained in a safe condition.
Policy COS 8.7 Environmentally Sound Park Operations. Use native and drought-tolerant plant species, efficient irrigation systems, reclaimed water, and sustainable management practices.
Expand efforts to improve recycling opportunities in all parks and implement trash-reduc- tion measures, especially during large community events.
Policy COS 8.8 San Mateo City Parks and Recreation Foundation. Continue to support the San Mateo City Parks and Recreation Foundation efforts to expand non-city resource opportunities, such as funding and volunteers, in support of park development, improvements, and main- tenance.
ACTIONS
Action COS 8.9 Recreation Facility Infrastructure. Implement the highest-priority improvements identi- fied from the Recreation Facilities Master Plan with special focus on improvements that address safety and accessibility, geographic equity, childcare, aquatics, and multigenera - tional programming.
Action COS 8.10 Design Principles and Park Image. Establish design principles for all new or renovated parks to maximize productivity, efficiency, and community value, including adding the potential for flexible use for emergency shelters and disaster response. Develop an image plan that includes the effective use of signage, color, lighting, and plant material that meets both aesthetic and maintenance needs.
Action COS 8.11 Maximized Park Assets. Review and update the Asset Management Plan to identify the highest and best use of undeveloped parcels or underutilized areas within existing parks to ensure they are best positioned to meet current and future needs.
Action COS 8.12 Strategic Community Partnerships. Develop and maintain positive partnership relations with schools, businesses, community groups, and civic organizations for park access, maintenance, and enhancement to maximize resources, eliminate duplication of effort, and reach common goals.
Action COS 8.13 Neighborhood-Supported Projects. Increase efforts to seek neighborhood support for enhancement and beautification projects as the City’s fiscal resources become con - strained. Prioritize enhancement and beautification efforts in equity priority communi - ties.
Action COS 8.14 School Facility Access. Partner with local school districts to explore ways to expand public access to school facilities, including gymnasiums and swimming pools.
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Chapter 6 Conservation, Open Space, and Recreation Element GOAL COS-9 Provide stable and adequate operational and capital funding for the parks and recreation system.
POLICIES
Policy COS 9.1 Program Fees and Cost Recovery. Maintain and periodically update program fees to re - cover costs.
Policy COS 9.2 Maintenance and Operating Costs. Consider long-term maintenance and operating costs in acquisition, development, and redevelopment decisions.
Policy COS 9.3 Park Equipment and Maintenance. Phase out the use of gas-powered equipment and increase the use of more environmentally friendly fertilization options in City parks and facilities over time.
Policy COS 9.4 Parks and Facilities in Major Projects. Factor park and facility maintenance and operating costs into park master plans or major facility upgrades.
Policy COS 9.5 Development Fees. Assess appropriate fees and taxes to ensure that new development contributes proportional funding to compensate for its impacts on recreation facilities and services.
Policy COS 9.6 Cooperative Service Delivery. Use opportunities for cooperative acquisition, develop - ment, operation, and programming with private organizations or other public agencies that will provide more effective or efficient service delivery.
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CHAPTER 7
Public Services and Facilities
Element
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PUBLIC SERVICES AND FACILITIES
ELEMENT
INTRODUCTION
Public services and facilities contribute to San Mateo’s high quality of life. The City of San Mateo is committed to ensuring our community is safe and has adequate and equitable infrastructure and services. The Public Services and Facilities Element is not one of the required elements for a General Plan. However, the City understands the importance of public services and facilities, and the goals, policies, and actions in this element work to maintain and enhance these services as our community changes. This element covers the following topics:
• Community safety
• Water supply
• Wastewater and flood-control infrastructure
• Energy and telecommunications
infrastructure
• Public facilities
• Child care and schools
• Healthcare and social services
• Solid waste
RELEVANCE TO GENERAL PLAN THEMES
Sustainability in this Element:
• Manages wastewater and stormwater to protect water quality in our waterways. • Supports a resilient building stock that reduces or eliminates carbon emissions. • Maintains the quality of public services as the city grows. • Supports solid waste reduction and recycling.
• Supports plans for water management and conservation.
Environmental Justice in this Element:
• Provides for the equitable distribution of public services and facilities throughout the city so that everyone, including vulnerable residents such as children, low-income households, and seniors, can continue to thrive in San Mateo. • Supports efforts to explore creative options such as reduced permit fees, reduced impact fees, and tax incentives to provide better healthcare services in equity priority communities. • Commits to code enforcement that advances equity.
Community Engagement in this Element:
• Continues to support public facilities, such as libraries, schools, and child care centers that engage with the community and help them discover, enjoy, connect, and learn in an ever-changing world. • Ensures that the San Mateo community is informed about potential public services and facilities improvements in their neighborhood by applying outreach and engagement strategies that encourage broad representation and are culturally sensitive.
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COMMUNITY SAFETY
Community safety services, such as law enforcement, fire personnel, and Emergency Medical Service (EMS) Readiness are vital to protecting the community’s health, safety, and welfare. The San Mateo Police Department (SMPD) is a 24/7 comprehensive community policing department that provides many types of services, including responding to crime, enforcing traffic and parking regulations, and working with the city’s youth on education and community-building programs. Fire services are provided by the San Mateo Consolidated Fire Department (SMC Fire), a separate agency that serves San Mateo, Belmont, and Foster City. SMC Fire’s goals are to meet the State fire protection requirements for all land uses. There are six fire stations in San Mateo, each of which has one fire engine staffed by one Fire Captain and two Firefighters/ Engineers. Figure PSF-1 shows the police and fire stations in San Mateo.
The City works with the San Mateo County EMS to respond to medical emergency needs. The County’s EMS system is a public/private partnership between a private consulting service that offers ambulance service and paramedic first response, fire service agencies in San Mateo County, and the County Health Services Department’s EMS office.
While community safety services are invaluable to San Mateo, the City also recognizes and understands that code enforcement to address safety issues has the potential to both benefit and harm low-income households. The City believes and will work towards a future where code enforcement is used to advance equity, while still continuing to provide high-quality service to the community.
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure PSF-1 Fire and Police Services
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GOALS, POLICIES, AND ACTIONS
GOAL PSF-1 Protect the community’s health, safety, and welfare by maintaining adequate police, fire, and life safety protection.
POLICIES
Policy PSF 1.1 Effective Police and Fire Services. Maintain facilities, equipment, and personnel to pro - vide an effective police force and fire protection to serve existing and future population and employment, as identified in the Land Use Element.
Policy PSF 1.2 Police Station. Provide police station facilities to meet the facility requirements through 2040. Distribute, locate, and design police support facilities (i.e., substations) as needed to maximize effectiveness, use, accessibility for police personnel, and community interaction.
Policy PSF 1.3 Fire Stations. Coordinate with and support San Mateo Consolidated Fire Department (SMC Fire) to maintain a high level of service by modernizing fire stations, as needed. Provide new stations and improvements to existing stations and training facilities to meet equipment, staffing, and training requirements, as well as Essential Services Building Requirements.
Policy PSF 1.4 Fire Inspections. Coordinate with and support SMC Fire to maintain fire inspection staffing levels to meet existing needs and the projected 2040 population, employment and devel - opment, and inspections mandated by other governmental agencies, consistent with the City’s Building Security Code.
Policy PSF 1.5 Maintenance and Replacement. Coordinate with and support SMC Fire to provide fire apparatus replacement and maintenance programs to achieve a high state of readiness.
Policy PSF 1.6 Emergency Medical Service (EMS) Readiness. M a i n t a i n t h e h i g h e s t l e v e l o f E m e r g e n- cy Medical Service (EMS) readiness and response capabilities possible by encouraging interagency medical drills and exercises where hospital personnel work with emergency responders in the field and with Emergency Operation Centers and by encouraging citizens to become trained in basic medical triage and first aid through the Community Emergency Response Team (CERT).
Policy PSF 1.7 Equitable Code Enforcement. Continue to use code enforcement to equitably enforce the City’s property maintenance codes to ensure that all residents, specifically those living in equity priority communities, have safe and sanitary living conditions.
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WATER SUPPLY
San Mateo receives water from two primary providers: the California Water Company (Cal Water) and Estero Municipal Improvement District (EMID). Cal Water’s Mid-Peninsula District, which includes the City of San Carlos, serves the majority of San Mateo, while EMID provides services to the bayside portions of San Mateo east of Seal Slough and Foster City.
Cal Water and EMID distribute and sell water directly to consumers; however, both agencies receive their water supply from the San Francisco Regional Water System (SF RWS) operated by the San Francisco Public Utilities Commission (SFPUC). Most of San Mateo’s current water supply comes from Hetch Hetchy reservoir and the Tuolumne River watershed in the Sierras, while the remaining supply comes from the Alameda Creek and San Mateo County watersheds. Figure PSF-2 identifies the watersheds in San Mateo.
Given that drought will be a persistent challenge in California and could affect future water supply, the City will continue to require water conservation and support alternatives to the current water supply to increase the resilience of this critical resource. In addition, the City will continue to explore strategies to increase the water supply such as the SF-Peninsula Regional PureWater project that would turn wastewater from San Mateo and other areas into drinking water .
This section focuses on policy direction for water supply and flood-control infrastructure. Policy direction for protecting and enhancing the city’s waterways can be found in the Conservation, Open Space, and Recreation Element, and policies and actions to protect the community from flooding and sea level rise are in the Safety Element.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-2 Support access to a safe, sustainable, and resilient supply of water for San Mateo.
POLICIES
Policy PSF 2.1 Supplemental Water Sources. Support efforts by California Water Service, Estero Munici- pal Improvement District, and adjacent jurisdictions to develop supplemental and resilient water sources.
Policy PSF 2.2 Water Supply Planning. Coordinate with Cal Water and Estero Municipal Improvement District upon each update of their respective Urban Water Management Plans to ensure there is an adequate and sustainable water supply for current and future development.
Policy PSF 2.3 Water Conservation. Work with California Water Service, Estero Municipal Improvement District, Bay Area Water Supply Conservation Agency, and other mid-peninsula cities to support local, regional, and statewide water conservation efforts. Encourage all properties to convert to water-efficient landscaping.
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Source: City of San Mateo, 2022; USGS; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure PSF-2 Watershed Areas
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Policy PSF 2.4 Water Supply for New Development. Require applicants to provide will-serve letters from water purveyors prior to issuing building permits for new development to demonstrate that water supply is available.
Policy PSF 2.5 Water-Conserving Fixture Retrofits. Require that all residences and commercial proper - ties that apply for a building permit for alternations or renovations provide proof of wa - ter-conserving plumbing fixtures.
Policy PSF 2.6 Water Offset Requirements. Require all new development or redevelopment projects to comply with the water conservation and offset policies and requirements imposed by Cal- ifornia Water Service or Estero Municipal Improvement District, depending on the water service area in which the project is located.
Policy PSF 2.7 Water Shortage Plans. Coordinate with California Water Service and Estero Municipal Improvement District to conduct community outreach and take other steps to ensure compliance with their Water Shortage Contingency Plans during water shortages, such as a drought or supply interruption.
Policy PSF 2.8 Water Efficiency. Support increased water efficiency in all new development and existing building stock.
ACTIONS
Action PSF 2.9 Recycled Water. Continue working with California Water Service, the San Francisco Public Utilities Commission, the Bay Area Water Supply & Conservation Agency, the City of Redwood City, and Silicon Valley Clean Water to develop an advanced water purification facility that treats wastewater from the San Mateo wastewater treatment plant to tertiary treatment standards.
Action PSF 2.10 Water-Reduction Strategies. Work with California Water Service, Estero Municipal Im - provement District, Bay Area Water Supply Conservation Agency, and other mid-penin - sula cities to promote water-reduction strategies and to create an outreach program that will help inform residents and businesses of increased costs, the need for conservation efforts, and available incentives and rebates.
Action PSF 2.11 Water Purification Facility. Continue working with California Water Service, the San Francisco Public Utilities Commission, the Bay Area Water Supply & Conservation Agency, the City of Redwood City, and Silicon Valley Clean Water to develop an advanced water purification facility that treats wastewater from the San Mateo wastewater treatment plan to tertiary treatment standards.
Action PSF 2.12 Water Usage. Work with Cal Water to collect and track water use by land use type and make this information available to the community.
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WASTEWATER AND FLOOD-CONTROL
INFRASTRUCTURE
Wastewater
Wastewater is produced by using sinks, flushing the toilet, showering, and doing laundry. Commercial services, industrial facilities, and other sources also create wastewater as a part of their normal business operations.
The City of San Mateo maintains wastewater infrastructure through the Department of Public Works.
The City’s wastewater system treats wastewater to create a healthy and sanitary environment. The City’s wastewater system is made up of over 200 miles of sanitary sewer lines, more than 5,000 manholes, and dozens of sewer lift stations. A majority of the wastewater system is over 60 years old, and the City is in the process of upgrading the aging infrastructure. The Sewer System Management Plan, Integrated Wastewater Master Plan, and Clean Water Program are some of the key documents that will guide San Mateo with this effort.
This system moves the wastewater from where it is generated to the San Mateo Wastewater Treatment Plant, where the wastewater gets treated and eventually discharged into the San Francisco Bay. The wastewater treatment plant is jointly owned by the City of San Mateo, City of Foster City, and Estero Municipal Improvement District (EMID), and it serves more than 150,000 people and businesses at an average flow of 10 million gallons each day. Because of its location along the San Francisco Bay shore, upgrades to the wastewater treatment plant have been designed to anticipate and be resilient to impacts from rising sea levels.
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Flood-Control Infrastructure
The city encompasses seven major drainages,
both artificial and natural, between the Santa
Cruz Mountains and San Francisco Bay along
the eastern side of the San Francisco Peninsula.
Major watersheds include the North Shoreview
District, San Mateo Creek, East Third Avenue, 16th
Avenue Drain, 19th Avenue Drain, Laurel Creek,
and Mariners Island. The City maintains the Laurel
Creek Dam, has 80 miles of storm drain lines, and
10 pump stations that all discharge to San Francisco
Bay. The city is also protected against high tides
and wind-generated waves from San Francisco Bay
through a three-mile bayfront levee system.
The Marina Lagoon is a 1,400-acre-foot water storage facility that was created from remnants of O’Neill Slough and Seal Slough and was dredged and leveed to provide flood protection and recreational opportu- nities. The lagoon captures water flowing from the 16th Avenue Drainage Channel, 19th Avenue Drainage Channel, and Laurel Creek. The three tributaries provide a source of freshwater runoff during the winter .
Circulation and water quality in the Marina Lagoon are enhanced by allowing bay water from Belmont Slough to flow into the lagoon at the O’Neil Tide Gate.
The 2004 San Mateo Storm Drain Master Plan provides an assessment of capital improvement projects needed for flood protection. San Mateo’s flood-control infrastructure will continue to play a key role in protecting the community from both sea level rise and extreme storm events as the climate changes.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-3 Maintain sewer, storm drainage, and flood-control facilities adequate to serve existing needs, projected population, and employment growth and that provide protection from climate change risk.
POLICIES
Policy PSF 3.1 Sewer System. Provide a sewer system that safely and efficiently conveys sewage to the wastewater treatment plant. Implement the Sewer System Management Plan to ensure proper maintenance, operations, and management of all parts of the wastewater collec - tion system.
Policy PSF 3.2 Sewer Requirements for New Development. Require new multifamily and commercial developments to evaluate the main sewer lines in the project vicinity, which will be used by the new development and make any improvements necessary to convey the additional sewage flows.
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Policy PSF 3.3 Sewer Overflow Reduction. Eliminate sanitary sewer overflows, which create a public health hazard for residents and compromises the water quality of the city’s creeks, Marina Lagoon, and San Francisco Bay.
Policy PSF 3.4 Wastewater Treatment Plant. Operate, upgrade, and maintain the Wastewater Treatment Plant to ensure ongoing wastewater treatment in compliance with regulatory requirements.
Policy PSF 3.5 Interagency Coordination for Wastewater Planning. Coordinate future planning of the sewer collection and wastewater treatment plant with the other users of the systems, in - cluding the Estero Municipal Improvement District (City of Foster City), the Crystal Springs County Sanitation District, Town of Hillsborough, and City of Belmont.
Policy PSF 3.6 Stormwater System. Operate, upgrade, and maintain a stormwater drainage and flood-con- trol system that safely and efficiently conveys runoff to prevent flooding and protect life and property; minimizes pollutants discharging to creeks and San Francisco Bay; manages stormwater as a resource and not a waste; and protects against the impacts of climate change.
Policy PSF 3.7 Water Quality Standards. Manage City creeks, channels, and the Marina Lagoon to meet applicable State and federal water quality standards. Protect and restore creeks to a level acceptable for healthy marine and bird habitat.
Policy PSF 3.8 Stormwater Pollution Prevention. In accordance with requirements in the Municipal Regional Stormwater Permit, implement programs, plans, and policies to ensure pollutants are minimized in stormwater runoff.
Policy PSF 3.9 Low-Impact Development. Minimize stormwater runoff and pollution by encouraging low-impact design (LID) features, such as pervious parking surfaces, bioswales, and filter strips in new development.
Policy PSF 3.10 New Creekside Development Requirements. Require that new creekside development protect and improve setbacks, banks, and waterways adjacent to the development projects to increase flood protection and enhance riparian vegetation and water quality. Prevent erosion of creek banks.
Policy PSF 3.11 Hydrologic Impacts of Creek Alteration. Ensure that improvements to creeks and other waterways do not cause adverse hydrologic impacts, adversely affect adjacent properties, or significantly increase the volume or velocity of flow of the subject creek.
Policy PSF 3.12 Levee System. Continue to assess, maintain, and upgrade the City’s levee system. Collab - orate with the Federal Emergency Management Agency, OneShoreline, and neighboring agencies to ensure adequate flood control and sea level rise protection.
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ACTIONS
Action PSF 3.13 City Infrastructure Studies and Master Plans. Develop and coordinate studies and master plans to assess infrastructure and to develop a Capital Improvement Program for neces - sary improvements. Incorporate climate change risks, such as the impacts of droughts, increasing storm events, sea level rise, and groundwater changes in the planning process.
Action PSF 3.14 Stormwater Treatment. Continue to participate in the San Mateo Countywide Storm - water Pollution Prevention Program to ensure compliance with the National Pollutant Discharge Elimination System (NPDES) permit to prevent water pollution from point and non-point sources.
Action PSF 3.15 Green Infrastructure. Implement the City’s Green Infrastructure Plan to gradually shift from a traditional stormwater conveyance system (“gray”) to a more natural system that incorporates plants and soils to mimic watershed processes, capture and clean stormwa- ter, reduce runoff, increase infiltration, and create healthier environments (“green”).
Action PSF 3.16 Stormwater Pollution Prevention Education. Partner with other agencies and organi - zations, such as Flows to Bay, to help inform residents and businesses of ways to protect water quality and prevent stormwater pollution.
Action PSF 3.17 Stormwater Requirements for Development. In accordance with State regulatory man- dates, require applicable new and redevelopment projects to incorporate site design, source control, treatment, and hydromodification management measures to minimize stormwater runoff volumes and associated pollutants. Stormwater management via green infrastructure systems shall be prioritized.
Action PSF 3.18 Incentives for Low-Impact Development. Develop and implement incentives to encour- age applicants to include low-impact design features in new development.
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ENERGY AND TELECOMMUNICATIONS
INFRASTRUCTURE
Energy
In San Mateo, energy mostly comes from electricity and natural gas. Pacific Gas and Electric Company (PG&E) and Peninsula Clean Energy (PCE) provide electrical services. PCE purchases electricity that is produced from renewable energy sources and works with PG&E to distribute the electricity to consumers in San Mateo. PG&E is the sole provider and distributor of natural gas services.
Because electric utilities serving San Mateo offer clean electricity options, much of San Mateo’s electricity already comes from carbon-free sources. Residents and businesses in PCE’s service area, including San Mateo, are automatically enrolled in PCE’s ECOplus service, which is distributed to customers through PG&E’s existing grid infrastructure. Both PCE and PG&E are required by State law to accelerate the deployment of renewable energy to achieve a standard of at least 60 percent renewable electricity by 2030 and 100 percent electricity from carbon-free sources by the end of 2045. Increasing the amount of locally distributed energy resources from renewable sources, such as rooftop solar energy systems, will reduce the cost of electricity for residents and businesses and enhance the local economy. The City is also pursuing policies and building code changes that will require new and existing buildings to use all-electric energy sources and eliminate natural gas as an energy source. By expanding on-site electricity generation and storage, San Mateo will reduce greenhouse gas emissions and become more resilient to grid failures and power disruptions.
Additional policies and actions that connect energy use and climate change are in the Land Use Element.
Telecommunications
Telecommunications services, which include wireless internet, cell phone and wireline telephone, cable television, and satellite television, are offered by multiple service providers in the City of San Mateo. Mobile telephone service and wireless internet service is offered by multiple companies, which gives San Mateo residents and businesses a variety of options when choosing a mobile telephone and/or internet service provider .
The backbone of wireless networks consists of long-haul fiberoptic cables that connect major internet hubs over long distances. In San Mateo County, long-haul fiberoptic cables run north to south throughout the county. These networks can be expanded using small cell facilities, which are single small antennae placed on existing utility poles or streetlights along with small pole-mounted radios and other accessory equipment.
They help wireless service providers meet the growing demand for wireless services. In general, as of 2019, residential and commercial broadband service levels in San Mateo are consistent with San Francisco Bay Area averages, according to the California Broadband Mapping Program.
Utility Undergrounding
Undergrounding electrical lines and telecommunications infrastructure helps improve safety and community aesthetics with the added benefits of a more reliable utility and increased property values.
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Placing electrical lines underground reduces wildfire risks by eliminating the potential for live electrical wires to ignite fires. Utilities placed underground are also protected from wind and storm events that often disrupt service. Personal safety is also improved by removing the potential for live-wire contact injuries and reducing collision points for automobiles and people, especially those with vision or mobility disabil - ities, through the removal of utility poles. Although there are many benefits to utility undergrounding, the primary disadvantage is it is more costly to underground utilities compared to the traditional overhead configuration. The City will continue to require private developers to underground utility service connections for new development and underground existing overhead lines when justifiable. The City will also continue to work with PG&E and other utility providers to underground new and existing overhead infrastructure as opportunities arise and funding permits.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-4 Promote the development of a clean energy supply, energy-efficient technology, and telecommunications facilities that benefit all members of the community.
POLICIES
Policy PSF 4.1 Clean Energy. Support the advancement of a carbon-neutral energy supply.
Policy PSF 4.2 Energy Conservation. Support efforts to reduce per-capita energy use.
Policy PSF 4.3 Building Electrification. Require electrification for new building stock and reduce fossil fuel usage for existing building stock at the time of building alteration.
Policy PSF 4.4 Energy Resilience. Require new development projects to incorporate energy-efficiency measures, electric equipment, solar energy systems, and battery storage into their projects (Building Integrated Photo-Voltaic/BIPV) and encourage existing development to incorpo- rate solar energy systems and battery storage.
Policy PSF 4.5 Grid Resilience. Support PG&E’s efforts to improve grid resilience and capacity to meet increased electrical demand.
Policy PSF 4.6 Renewable Energy Neighborhood Microgrids. Encourage the establishment of renewable energy neighborhood microgrids to support resilience.
Policy PSF 4.7 Service Improvement and Expansion. Seek to ensure adequate energy and communica - tion systems to serve existing and future needs while minimizing impacts on existing and future residents by requiring new development to underground power lines and provide underground connections, when feasible, and prioritizing cellular coverage for all areas of the city while appropriately minimizing visual impacts of cellular facilities, antennas, and equipment shelters.
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Policy PSF 4.8 Access and Availability. Work with service providers to support access to and availability of a wide range of state-of-the-art telecommunication systems and services for house - holds, businesses, institutions, and public agencies in San Mateo.
Policy PSF 4.9 Coordinate Infrastructure Improvements. Combine, to the extent possible, upgrades and repairs to public infrastructure, such as roadways with utility needs, broadband upgrades, bicycle and pedestrian improvements, and levees.
Policy PSF 4.10 Private Utility Undergrounding. Require new private development to underground ser - vice connections onto private property.
Policy PSF 4.11 Public Wi-Fi. Provide high-speed internet access to the public at all City facilities.
ACTIONS
Action PSF 4.12 Dig Once. Establish a “dig once” policy, coordinating utility and roadway construction to avoid digging up the right-of-way multiple times, to reduce costs and impacts on the public right-of-way. The policy shall apply to infrastructure, utilities, and broadband when- ever possible.
Action PSF 4.13 Utility Network Undergrounding. Underground existing electrical and communication transmission and distribution lines in the public right-of-way as funds permit.
Action PSF 4.14 Utility Undergrounding Requirements. Amend the San Mateo Municipal Code to require new private development to underground utilities and service connections on and ad - jacent to the site and to install and maintain signs, streetlights, and street landscaping adjacent to sidewalks.
Action PSF 4.15 Renewable Energy. Increase new annual installations of solar or renewable energy sys - tems. Partner with Peninsula Clean Energy to study and implement a sustainable and re - silient system that can be used as a pilot program for locally generated power not reliant on outside power sources.
Action PSF 4.16 Solar Energy. Promote local partnerships and rebate opportunities that make solar and battery storage simpler and more affordable while ensuring that the permit process is quick and inexpensive.
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PUBLIC FACILITIES
San Mateo’s public facilities provide a range of community services that support and enrich the lives of the city’s residents. The San Mateo Public Library operates three physical libraries that have services, programs, and resources for members of all ages, such as Project Read – an adult literacy program, activities for teens, and a Job Seekers Center . It also has an eLibrary that allows users to borrow digital copies of printed material. Other public facilities include City Hall, the Corporation Yard, and the Senior Center and the Martin Luther King Jr . Community Center . The City is proud to provide these services and facilities for its residents, and it will continue to ensure that all San Mateo residents, particularly those in vulnerable communities such as youths, low-income households, and seniors have access to well-maintained facilities that serve their needs.
The San Mateo County Events Center is a public facility within the city, but it is owned and operated by the County. The Events Center covers 48 acres and includes a park, outdoor space, and 195,000 square feet of meeting space for trade events, corporate meetings, sporting events, festivals, etc.
For background information and policies about the City’s park and recreation facilities and programs, please refer to the Conservation and Open Space Element.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-5 Maintain and develop public facilities, and ensure they are equitably available to all current and future members of the community.
POLICIES
Policy PSF 5.1 Equitable Facilities. Ensure that all San Mateo residents and employees have access to well-maintained facilities that meet community service needs. Encourage the development of facilities and services for vulnerable communities, such as children, low-income house - holds, and seniors, in a variety of settings.
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Policy PSF 5.2 Joint Use. Encourage joint use and public-private partnerships where feasible.
Policy PSF 5.3 City Hall. Consider upgrading or expanding City Hall to ensure sufficient space is available and consider establishment of a downtown facility or civic campus to support City staffing and service needs through the year 2040 and beyond.
Policy PSF 5.4 Library Resources and Services. Continue to maintain a comprehensive collection of resources and services to help the community discover, enjoy, connect, and learn in an ever-changing world. Continue to offer quality library services and programs to a diverse community promoting literacy and lifelong learning. Maintain a materials budget, staffing, and service hours for the City’s library system that are adequate to meet the community needs and meet the continuing changes in information technology.
Policy PSF 5.5 Library Facilities. Maintain capital investment for essential repairs and space-enhance - ments to meet current and future needs of library patrons and community organizations.
Policy PSF 5.6 Cultural and Entertainment Facilities. Encourage the establishment of cultural and en - tertainment facilities in the downtown core and allow these types of uses to fulfill retail frontage requirements.
Policy PSF 5.7 Incentives for Public Facilities. Provide incentives to developers to encourage space for public facilities in new development.
Policy PSF 5.8 Martin Luther King Jr. Community Center. Improve and maintain the Martin Luther King Jr. Community Center as an important neighborhood-serving community and recreational facility in the North Central Equity Priority Community.
Policy PSF 5.9 Corporation Yard. Maintain corporation yard facilities with functions such as vehicle repair facilities, equipment and material storage, and administrative office space to support City operational needs.
Policy PSF 5.10 San Mateo County Events Center. Promote the physical and aesthetic improvement of the San Mateo County Events Center.
Policy PSF 5.11 Inclusive Outreach. Notify the community of potential public services and facilities improvements in their neighborhood. Use outreach and engagement methods that en - courage broad representation and are culturally sensitive, particularly for equity priority communities.
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CHILD CARE AND SCHOOLS
Although the City doesn’t have direct control over educational institutions, it can support local schools through efforts like coordinating on construction and improvements, calming traffic along student travel routes, and communicating about major projects and planned growth to help all parties adequately prepare for the future.
Within the City Limits, there are four four public school districts with 19 public elementary, middle, and high schools; the College of San Mateo; and multiple K-12 private schools. A majority of the public school students in San Mateo attend elementary and middle schools through the San Mateo-Foster City School District, and high school through the San Mateo Union High School District, as shown in Figures PSF-3 and PSF-4. Public school students in southern portions of the city adjacent to Belmont are within the Belmont- Redwood Shores Elementary School District and the Sequoia Union High School District. All four public school districts are highly ranked for their quality of education when compared to districts across the San Francisco Bay Area.
The San Mateo County Community College District (SMCCCD) operates the College of San Mateo, a community college that offers associate degrees and certificate programs. These include the Associate in Arts Degree for Transfer (AA-T) and Associate in Science Degree for Transfer (AS-T), which offer guaranteed admission to the California State University system.
Child care facilities are important components of the city’s infrastructure. However, working families have historically struggled to find child care services in San Mateo. Affordable and high-quality child care services that are equitably distributed throughout the city allow parents, grandparents, and guardians to work and contribute to the local economy. The City is committed to increasing child care facilities within its City Limits.
In 2004, the City adopted a Child Care Development Fee for new residential and commercial development to fund child care facilities. Recognizing the ongoing need to address this challenge, the City will continue to collaborate with child care providers, employers, young families, and other stakeholders and support policies to provide more child care facilities in San Mateo.
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure PSF-3 School Sites and Elementary School Districts 166
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles
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Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure PSF-4 School Sites and High School Districts
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GOALS, POLICIES, AND ACTIONS
GOAL PSF-6 Foster the healthy development and education of children of all abilities, incomes, and backgrounds.
POLICIES
Policy PSF 6.1 School Assistance. Support efforts by the school district to maintain facilities, equipment, and personnel to provide quality public education to students in San Mateo.
Policy PSF 6.2 Child Care Needs. Support the provision of child-care programs and facilities to meet the needs of children of all abilities, incomes, and backgrounds through 2040.
Policy PSF 6.3 Provision of Child Care. Encourage public and private agencies and employers to provide child-care services and facilities.
Policy PSF 6.4 Child Care Centers at Public and Quasi-Public Facilities. Encourage retention of existing child care centers and support programs at public and private school sites and other qua - si-institutional facilities because of their suitability for such uses and proximity to adjacent residential neighborhoods.
Policy PSF 6.5 Child Care Centers in Residential and Employment Areas. Encourage child care centers in residential neighborhoods where they meet City standards and at employment centers.
ACTIONS
Action PSF 6.6 School District Coordination. Maintain effective, collaborative relationships with all local school districts.
Action PSF 6.7 Child Care and New Construction. Encourage new residential and nonresidential devel- opment to include space for child care by taking the following actions:
a. Provide incentives for inclusion of space for a child care center in a new development. b. Promote child care to developers as an amenity favored by the City. c. Continue to implement the developer impact fee for funding child care facilities.
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HEALTHCARE AND SOCIAL SERVICES
Healthcare
Healthcare facilities in San Mateo, such as hospitals, clinics, and pharmacies, and social services in neighbor- hoods help to create a healthier city where residents can take care of their physical and mental health and social welfare. In San Mateo, two of the biggest healthcare providers are the San Mateo County Hospital, a public hospital operated by the San Mateo County Health Department, and Mills Health Center, a healthcare facility that is part of Sutter Health’s Mills-Peninsula Medical Center . These facilities provide community members access to a diverse range of care, including primary care, emergency services, dental care, cancer services, behavior health care, mental illness, gynecology and women’s health, and more.
Social Services
The City of San Mateo does not directly provide social services but does have partnerships with and provide finance assistance to agencies and community-based organizations to provide social services to residents who need support.
The San Mateo County Department of Human Services has offices across the San Francisco Peninsula where community members can receive assistance to participate in State and federal social welfare programs.
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Community Health Advocates, a statewide nonprofit, collaborates with the City of San Mateo to provide insurance counseling and advocacy for Medicare recipients. Social Vocational Services (SVS), another California-wide nonprofit, has a local office in the city where community members with development/ intellectual differences can participate in unique programs that are tailored to their needs. Locally based nonprofit organizations, such as Peninsula Family Services and Samaritan House San Mateo, support children, families, older adults, and community members in need with a variety of social services programs that not only enrich the individuals but also contribute to a better community.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-7 Support access for all residents to healthcare facilities, social services, and other important community health amenities.
POLICIES
Policy PSF 7.1 San Mateo County Hospital. Encourage the County to maintain County Hospital services in the city to provide access to medical care for all residents.
Policy PSF 7.2 Mills Health Center. Support the Mills Health Center remaining in San Mateo and encour- age the continued provision and expansion of high-quality medical care services.
Policy PSF 7.3 Health Centers. Support the development of healthcare centers and the County’s efforts to provide mobile clinics that are dispersed throughout the city. Avoid the concentration of health centers in any one neighborhood.
Policy PSF 7.4 Social Services. Support the provision of social services. Balance the need for social ser - vices in each neighborhood while ensuring that services are dispersed throughout the city and not concentrated in any one neighborhood.
Policy PSF 7.5 Vulnerable Populations. Support local religious institutions, nonprofit organizations, and community-based organizations in providing services and facilities for vulnerable popula - tions.
ACTIONS
Action PSF 7.6 Community Healthcare Facilities. Evaluate options to support existing and potential community healthcare facilities in equity priority communities through a variety of mech- anisms, such as reduced permit fees and reduced impact fees. (Environmental Justice) Action PSF 7.7 Incentives for Support Services. Study and, as feasible, implement economic incentives to encourage and sustain the development of support service uses, particularly in equity priority communities.
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SOLID WASTE
The City contracts with a private waste management company to provide residential and commercial solid waste collection, composting, and recycling services to San Mateo. Solid waste is transferred to the Shoreway Environmental Center in San Carlos where recyclable materials are sorted and separated. The remaining solid waste is disposed of at the Los Trancos Canyon (Ox Mountain) landfill in Half Moon Bay.
Solid waste in landfills emits methane, a powerful greenhouse gas, as it decomposes. Efforts to divert waste away from landfills helps reduce greenhouse gas emissions and raises awareness of our individual impact on the environment. Educational campaigns to repair, reduce, reuse, and recycle have helped reduce trash generation. In addition, State laws requiring many kinds of solid waste to be diverted from landfills have also significantly decreased the amount of trash that ends up in a landfill. Between 2015 and 2022, the City achieved a diversion rate of 73 percent. This means that close to three-quarters of all debris produced in the city is sent to recycling, composting, or alternative fuel centers instead of the landfill. The City aims to continue to increase this diversion rate over the life of this General Plan through ongoing active leadership to reduce trash and increase source reduction, recycling, and composting.
GOALS, POLICIES, AND ACTIONS
GOAL PSF-8 Reduce the generation of solid waste and increase the diversion of waste from landfills.
POLICIES
Policy PSF 8.1 Solid Waste Disposal. Support waste reduction and diversion programs to reduce solid waste materials in landfill areas in accordance with State requirements.
Policy PSF 8.2 Recycling. Support programs to recycle solid waste and require provisions for on-site recy- cling in new development, in compliance with State requirements.
Policy PSF 8.3 Composting. Maintain the curbside composting program and expand composting of or - ganics in accordance with State requirements.
ACTION
Action PSF 8.4 Waste Reduction. Reduce waste sent to landfills by San Mateo’s residents, businesses, and visitors, as required by State law and San Mateo Municipal Code, by mandating recycling and compost programs, setting aggressive waste-reduction goals for all development, and implementing appropriate solid waste rates to recover cost of services provided. Sup - portive actions for waste reduction are detailed in the Climate Action Plan.
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CHAPTER 8
Safety Element
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SAFETY ELEMENT
INTRODUCTION
General Plans in California must identify and address potential natural and human-caused hazards that could affect the City of San Mateo’s residents, businesses, visitors, environment, and services. The framework established by the Safety Element anticipates these hazards and prepares the community to reduce exposure to these risks. San Mateo is at risk from a number of natural and human-caused hazards.
Climate change is likely to make many of these hazards more damaging for people, buildings and structures, ecosystems, and other important community assets.
The Safety Element does not exist in a vacuum but is instead one of several plans that address public health, safety, and related topics, including the Local Hazard Mitigation Plan, the Emergency Operations Plan, and the Climate Action Plan. The Safety Element must be consistent with these other plans to minimize conflicts between documents and ensure the City has a unified strategy to address safety and hazard issues.
The City of San Mateo is committed to the preservation of life, property, and the environment during emergencies. The City implements the most recent version of the San Mateo County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP), which assesses risks from natural and human-caused hazards, including risks to people and facilities, and identifies mitigation actions to reduce or eliminate hazard risks in the county. The MJHMP for the County of San Mateo planning area, which includes the City of San Mateo, was developed in accordance with the Disaster Mitigation Act of 2000 and followed the Federal Emergency Management Agency’s (FEMA’s) 2011 Local Hazard Mitigation Plan guidance. The MJHMP incorporates a process where hazards are identified and profiled, the people and facilities at risk are identified, and mitigation actions are developed to reduce or eliminate hazard risk. The implementation of these mitigation actions, which include both short-term and long-term strategies, involve planning, policy changes, programs, projects, and other activities. The MJHMP can be found on the City of San Mateo’s website and at https:// www.smcgov.org/ceo/2021-multijurisdictional-lhmp. The current MJHMP , certified by FEMA, is incorpo- rated into this Safety Element by reference, as permitted by the California Government Code.
The focus of this element is on increasing resilience throughout the city and reducing the risk of hazards.
This element is organized around six key topics that are important to the San Mateo community. • Emergency Readiness and Emergency Operations
• Geologic and Seismic Hazards
• Flood Hazards
• Sea Level Rise
• Wildfire Hazards
• Hazardous Materials
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RELEVANCE TO
GENERAL PLAN THEMES
Sustainability in this Element:
• Ensures the maintenance of City-owned trees that will provide relief from extreme heat, reduce energy use, and sequester greenhouse gas emissions. • Encourages the use of natural systems to protect the community against sea level rise, which will provide shoreline habitat and capture greenhouse gas emissions. • Ensures the cleanup of hazardous materials contaminated sites.
Environmental Justice in this Element:
• Focuses emergency readiness activities in equity priority communities and most vulnerable areas of the city.
• Prioritizes locating critical facilities and resilient infrastructure outside of hazard- prone areas.
• Expands and increases resiliency of existing community facilities to better serve neighborhoods that are currently underserved.
• Provides emergency preparedness and public safety education for equity priority communities in formats and languages consistent with the demographics of the city.
Community Engagement in this Element:
• Informs the community about safe and effective evacuation through notifications. • Ensures inclusive outreach about potential hazards affecting neighborhoods, fire-safe education, and overall public safety.
• Supports Community Emergency Response Team (CERT) training in collaboration with San Mateo Consolidated Fire Department (SMC Fire).
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EMERGENCY READINESS AND EMERGENCY
OPERATIONS
Emergency preparedness activities in the city are conducted through SMC Fire. The SMC Fire Chief coordi- nates with the City Manager to prepare for and respond to acute events like heat emergencies, wildfires, and flooding. This department, along with the City Manager, is responsible for the operation of the City’s Emergency Operations Center, which coordinates the City’s emergency planning, training, response, and recovery efforts for emergencies such as fires, floods, earthquakes, acts of terrorism, public safety power shutoff (PSPS) events, extreme weather events, and pandemics. SMC Fire also provides the public with access to a CERT training program to help residents be prepared for disasters.
San Mateo uses the San Mateo County Alert Notification System (SMC Alert) and, other notification systems, to reach the community and distribute emergency information and instructions before, during, and after a disaster . Notifications are provided through telephone calls, text messages, email notifications, and various social media platforms. Other emergency alert systems include the national Emergency Alert Systems (EAS), the California Governor’s Office of Emergency Services (CalOES)-operated Emergency Digital Information System (EDIS). These systems are available in multiple languages.
The City participates in the California Master Mutual-Aid Agreement, which is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources are insufficient to cope with the needs of a given emergency. The State Office of Emergency Services Coastal Administrative Region (Mutual Aid Region II) serves the mutual-aid region that encompasses San Mateo County. Automatic-aid pacts with San Mateo County and surrounding cities provide additional emergency management and response services to the City of San Mateo during and after a disaster .
With advanced warning, evacuation can be effective in reducing injury and loss of life during a catastrophic event. The City of San Mateo uses a comprehensive evacuation support system implemented by San Mateo County. The system provides the community with critical evacuation updates, resources, and latest updates on active incidents. In the event of a wildfire or an emergency situation, the San Mateo Police Department and SMC Fire can issue evacuation warnings or evacuation orders for impacted areas.
Figure S-1 shows the evacuation routes throughout the city. All evacuation routes in San Mateo may be disrupted by a landslide, wildfire, or flooding event, which may block and damage the roadways or collapse bridges. In the event of widespread disruption to local evacuation routes, the remaining evacuation routes may become congested, slowing down evacuation of the community or specific neighborhoods.
An analysis of San Mateo’s roadway network and parcels, as shown in Figure S-2, was conducted as part of Strive San Mateo General Plan 2040. It identifies several evacuation-constrained residential parcels, or parcels with less than two ingress/egress routes, spread throughout the city. The majority are these parcels are in the western hillsides and east of US Highway 101, at the edge of the City Limits. Many of the evacua- tion-constrained parcels in these areas could be subject to damage from wildfires, flooding, or sea level rise.
All evacuation-constrained parcels are in a least one hazard-prone area. The lack of multiple emergency access points limits roadway access for these properties, creating difficulties if there is a need to evacuate. 177
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Source: ESRI, 2022; PlaceWorks, 2023.
Note: This map is included for informational purposes and is not adopted as part of this General Plan.
Figure S-1 Potential Evacuation Routes
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Source: ESRI, 2022; PlaceWorks, 2023.
Figure S-2 Evacuation-Constrained Areas
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GOALS, POLICIES, AND ACTIONS
GOAL S-1 Minimize potential damage to life, environment, and property through timely, well-prepared, and well-coordinated emergency preparedness, response plans, and programs.
POLICIES
Policy S 1.1 Emergency Readiness. Maintain the City’s emergency readiness and response capabilities, especially regarding hazardous materials spills, natural gas pipeline ruptures, fire hazards, wildland fire risk, earthquakes, pandemics, and flooding. Focus primarily on areas identified by the City as underserved and most vulnerable to loss of life and property due to proximity to hazardous incidences, and work to ensure funding is available to these communities as a key component of emergency readiness.
Policy S 1.2 Local Hazard Mitigation Plan. Incorporate by reference the San Mateo County Multi-juris - dictional Local Hazard Mitigation Plan, approved by the Federal Emergency Management Agency (FEMA) in 2021, along with any future updates or amendments, into this Safety Element in accordance with Government Code Section 65302.6.
Policy S 1.3 Location of Critical Facilities. Avoid locating critical facilities, such as hospitals, schools, fire, police, emergency service facilities, and other utility infrastructure, in areas subject to slope failure, wildland fire, flooding, sea level rise, and other hazards, to the extent feasible.
Policy S 1.4 Multiple Egress Points. Require new development to provide at least two points of emer - gency access (ingress and egress).
Policy S 1.5 Emergency Planning Document Coordination. Pursue integration of the City’s existing safety and emergency management documents with one another, including this Safety Ele- ment, the Local Hazard Mitigation Plan, and other related documents.
Policy S 1.6 Emergency Infrastructure and Equipment. Maintain and fund the City’s emergency oper - ations center in a full functional state of readiness. Designate a back-up Emergency Opera- tions Center with communications redundancies.
Policy S 1.7 Defensible Design. Require that new development support effective law enforcement and fire protection by promoting a safe and accessible public realm, including investing in social gathering spaces, enhancing lighting and safety in public spaces through community-led planning, and ensuring adequate property maintenance.
Policy S 1.8 Response Times. When reviewing and analyzing roadway improvements, consider how emergency response times can be maintained and improved without reducing roadway user safety.
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Policy S 1.9 Local Utility Cooperation. Work with local utility operators to coordinate any disruption in services, such as a public safety power shutoff (PSPS) event or other disruption that may be necessary to reduce hazard risks in San Mateo and/or the surrounding area, and sup - port publication of advanced notification and resources to residents in the city, particularly equity priority communities, to help them prepare.
Policy S 1.10 Disaster Recovery. Ensure that the City government continues to operate during and after hazard events and is able to provide resources and guidance to people and institutions in San Mateo for recovery and reconstruction following the end of the hazard event.
Policy S 1.11 Evacuation Education. Include information about safe and effective evacuation as part of natural disaster awareness, prevention, and community education and training efforts.
Share information about how to prepare for evacuations, potential evacuation routes and shelter locations, how to receive notifications, and other relevant topics.
Policy S 1.12 Inclusive Outreach. Notify the community of potential hazards affecting their neighbor - hood. Use outreach and engagement methods that encourage broad representation and are culturally sensitive, particularly for equity priority communities.
Policy S 1.13 Emergency Training. Conduct training for all City employees to ensure basic understanding of Disaster Service Worker responsibilities, the State Emergency Management System, Na- tional Incident Management System, and the Incident Command System.
Policy S 1.14 Multijurisdictional Cooperation. Continue the development of local preparedness plans and multijurisdictional cooperation and communication for emergency situations.
Policy S 1.15 Emergency Preparedness. Coordinate with San Mateo County, neighboring cities, and nongovernmental partners to effectively prepare for and respond to hazards and natural disasters.
ACTIONS
Action S 1.16 Evacuation Routes. Maintain adequate evacuation routes as identified by arterial streets shown in the Circulation Element, Figure C-3. Evaluate each evacuation route’s feasibility using a range of hazard criteria. Update this map on a regular basis to reflect changing con- ditions and State requirements for evacuation routes.
Action S 1.17 Regular Updates. Update the Safety Element with each Housing Element update, or every eight years, as necessary, to meet State and local requirements.
Action S 1.18 Automatic and Mutual-Aid Agreements. Participate in mutual-aid agreements with other local jurisdictions to provide coordinated regional responses, as necessary, to fire, flood, earthquake, critical incidents, and other hazard events in San Mateo and the surrounding area. Work with local jurisdictions to share resources and develop regional plans to imple - ment disaster mitigation and resilience strategies, such as government continuity, emergen- cy operations centers, and communications redundancies.
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Action S 1.19 Community Centers and Recreation Spaces. Create an inventory of existing community center facilities and recreation spaces and assess their readiness to serve as a community shelter during a disaster. Following the inventory, create a facilities improvement plan that addresses deficiencies found in each facility or recreation space to improve resilience and disaster preparedness in the city.
Action S 1.20 Rebuilding Priorities. Establish rebuilding priorities and procedures in the event of a major disaster to expedite reconstruction and enhance access to funding opportunities with spe - cial emphasis on equity priority communities that are more vulnerable to climate hazards.
Action S 1.21 Resilient Power Systems. Explore the feasibility of on-site power generation and storage at City facilities to reduce reliance on regional power infrastructure in case of a hazard-caused power outage.
Action S 1.22 Public Safety Outreach. Develop a public safety education program to increase public awareness of potential hazards, City’s emergency readiness and response program, and evacuation routes. Target public education programs to segments of the community that are most vulnerable to hazards and safety risks.
Action S 1.23 Community Training. Collaborate with SMC Fire to provide emergency preparedness train- ings to maintain and expand existing Community Emergency Response Teams (CERTs).
Action S 1.24 Emergency Infrastructure and Equipment. Establish systems to ensure that traffic lights at major intersections, communications and radio infrastructure, and other critical infrastruc- ture continues to function in the event of a localized power outage. Repair any damaged sets of infrastructure or equipment as needed to continue City operations.
Action S 1.25 Continuity of Operations. Regularly review, update, and implement the San Mateo Conti - nuity of Operations/Continuity of Government Plan.
Action S 1.26 Response Time Study. Conduct a Response Time Study to provide a data-driven under - standing of how future roadway safety improvements could impact emergency response times and use this information to adjust proposed roadway improvements as needed.
Action S 1.27 Emergency Notification System. Develop an emergency notification system (e.g., SMC Alert and Nixle) for flood-prone neighborhoods and businesses before, during, and after a climate hazard event, to assist with evacuation and other support activities. This includes coordination with the San Mateo County Flood and Sea Level Rise Resiliency District (One - Shoreline) on its early flood warning notification system.
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GEOLOGIC AND SEISMIC HAZARDS
San Mateo is in a region of high seismicity with numerous local faults. The California Geological Survey classifies faults as “active” when they have ruptured the ground surface within the last 10,000 years, while “potentially active” faults are those formed during approximately the last 2 to 3 million years. There are two major active faults that run within six miles of the city:
• San Andreas Fault
• San Gregorio Fault
Movement on any of these two faults or other fault lines in the region could cause earthquakes, fault rupture, and liquefaction. A number of earthquakes of magnitude 5.0 or more have occurred in and near San Mateo over the last 35 years. Earthquakes are caused by a sudden dislocation of the Earth’s crust or a fault rupture, which is when the Earth’s crust slides in opposite directions along the fault line. Figure S-3 shows where the most severe ground shaking would occur from an earthquake.
The Alquist-Priolo Earthquake Fault Zoning Act is a State law that limits development along active faults in areas known as Alquist-Priolo Fault Zones. The city may also be subject to tsunami hazards from earthquakes, which is discussed in more detail in the Flood Hazards section.
A secondary effect of seismic activity is liquefaction, which occurs when sandy or silty soil materials become saturated during ground shaking and liquefy. This can damage pipelines, cause roadways and airport runways to buckle, and damage or destroy building foundations. Figure S-4 shows the potential liquefaction areas in the city. Areas along the shoreline and east of US Highway 101 are most susceptible to liquefaction.
Other non-seismic geologic hazards are landslides and erosion, which can occur gradually, continuously, or suddenly, often with disastrous results. In San Mateo, landslides are often triggered by heavy rain, so the potential for landslides largely coincides with severe storms that saturate steep, loose soils. Earthquakes can also trigger landslides, and western areas of the city are highly susceptible to landslides, as shown in Figure S-4.
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28th Ave
31 st Ave
N Amphlett
Blvd
Ara g on B l vd
Pa rrott D r
B o vet Rd
Ca m pus D r
Shaking Amplification During Earthquakes
Source: California Integrated Seismic Network (CISN), 2021; ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles
SAN FRANCISCO BAY
E l Ca m i n o R ea l
E l Ca m i n o R ea l
Violent Shaking
Severe Shaking
Earthquake Shaking Scenario
Caltrain
City Limits
Sphere of Influence
Source: California Integrated Seismic Network (CISN), 2021; ESRI, 2022; PlaceWorks, 2023.
Figure S-3 Shaking Amplification During Earthquakes
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H I LLSBOROU GH
BURL INGA ME
BEL MO NT
F O S T E R C I T Y
1 01
280
35 82
82 92
SunnybraeBl vd
E 28th Ave
Yal eDr
42n d Ave
La S
el vaSt
W 3rd Ave
W 20th Ave
Palm
Ave
9th Ave
37th Ave
SB St
W5th Ave
De An z a B lvd
W P opl ar Ave
S G ra n t St
RobertaDr
N ewbri dge Ave
Keh oe Ave
Sh orevi ew Ave
Bo rel AveB a rn eson Ave
MapleSt
2n d Ave
Ediso
n St
M on te D i a b l o AveTi l ton Ave
HaciendaSt
Glen
dor
aDr
L os Prados
28th Ave
31 st Ave
N Amphlett
Blvd
Ara g on B l vd
Pa rrott D r
B o vet Rd
Ca m pus D r
Slope Stability and Liquefaction
Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023 0 0.5 10.25 Miles Moderate
High
Slope Failure Potential
Moderate
High
Liquefaction Potential
Landslide Deposits
Caltrain
Sphere of Influence
City Limits
SAN FRANCISCO BAY
E l Ca m i n o R ea l
E l Ca m i n o R ea l
E l Ca m i n o R ea l
Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.
Figure S-4 Slope Stability and Liquefaction
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GOALS, POLICIES, AND ACTIONS
GOAL S-2 Take steps to protect the community from unreasonable risk to life and property caused by seismic and geologic hazards.
POLICIES
Policy S 2.1 Geologic Hazards. Require site-specific geotechnical and engineering studies, subject to the review and approval of the delegated City Engineer and Building Official, for development proposed on sites identified in Figure S-4 as having moderate or high potential for ground failure. Permit development in areas of potential geologic hazards only where it can be demonstrated that the project will not be endangered by, nor contribute to, the hazardous condition on the site or on adjacent properties.
Policy S 2.2 Landslides and Erosion Control. Reduce landslides and erosion in existing and new develop- ment through continuing education of design professionals on mitigation strategies. Control measures shall retain natural topographic and physical features of the site, if feasible.
Policy S 2.3 Vulnerable Buildings. Encourage modifications to existing unreinforced masonry and soft story buildings, and similar unsafe building conditions to reduce the associated life safety hazards from ground shaking during earthquakes, as shown on Figure S-3. Require voluntary structural modifications to be designed in character with the existing architectural style.
Policy S 2.4 Liquefaction. Use the best-available liquefaction mapping data to avoid siting and locat - ing new public facilities and infrastructure in areas susceptible to liquefaction, as shown in Figure S-4.
ACTIONS
Action S 2.5 Seismic Shaking Mapping. Consult with a geology specialist to update the City’s geologic hazard mapping, documenting the areas within the city with moderate or high potential for liquefaction or ground failure, as shown in Figure S-4.
Action S 2.6 Incentives for Seismic Upgrades. Develop and implement a program to provide financial incentives and education to building owners to support seismic upgrades.
Action S 2.7 Seismic Stability. Review the seismic stability of the City’s assets and infrastructure, such as City Hall, recreational facilities, roadways, and bridges and identify improvements necessary to enhance each facility’s ability to withstand geologic hazards, up to and including a full replacement of the facility.
Action S 2.8 Unreinforced Masonry Buildings. Establish and maintain an inventory of unreinforced ma- sonry building in the city and work with the property owners to upgrade the buildings to meet minimum safety and building code requirements.
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Action S 2.9 Soft Story Buildings. Establish and maintain an inventory of soft story multifamily residen - tial buildings in the city. Educate residents about the vulnerability of soft story construction to severe damage and potential collapse during a significant seismic event, and work with property owners to substantially improve the seismic performance of these residential buildings to meet current structural building design standards.