San Mateo City Council
October 16, 2023

FLOOD HAZARDS
Flooding occurs when there is too much water in inland areas to be held in local water detention areas, be carried away by drains or creeks, or soak into the soil. When this happens, water can build up and wash into normally dry areas, causing significant harm to buildings, people, and habitats. Floods can be caused by heavy rainfall or long periods of moderate rainfall, or clogged drains during periods of little rainfall. In rare instances, a break in a dam, levee, water pipe, or water tank can also cause flooding.

FEMA maps areas at risk of inundation from a 100-year flood, which has a 1 percent chance of occurring in any year, and a 500-year flood, where the risk of flooding is 0.2 percent annually, as shown in Figure S-5.

These areas are primarily located along creeks, including Laurel Creek and San Mateo Creek, and east of El Camino Real. Climate change may increase the frequency and severity of storms and expand the parts of the city that are considered prone to flooding.

Flooding can also be induced by dam failure, which is caused by structural failure or deficiency associated with intense rainfall, prolonged flooding, earthquakes, landslides, or equipment malfunction. There are two dams of significant concern to San Mateo, as shown in Figure S-6. Failure of Crystal Springs Dam and Laurel Creek Dam would inundate areas along San Mateo Creek and Laurel Creek, and the eastern sections of the city towards the San Francisco Bay. Although dam failures are very rare, they aren’t unprecedented. Each dam is required to have a comprehensive emergency action plan approved by the California Department of Water Resources, Division of Safety of Dams.

Tsunamis, caused by offshore earthquakes, can severely damage property, result in loss of lives, disrupt emergency services, and obstruct roads through intense flooding. Figure S-7 illustrates the areas that may be subject to tsunami inundation in San Mateo, which include shoreline areas along the San Francisco Bay.

As shown in Figure S-7, although much of the tsunami flooding would occur in the northeast portion of the city, the area of tsunami inundation along the southeast corner of the city originates from the Belmont Slough and would stop at the levee, where the Bay Trail is located and the lagoon starts. Earthquakes with magnitudes below 6.5 are very unlikely to trigger a tsunami. See also the Geologic and Seismic Hazards section of this element for more information on earthquake hazards.

As discussed in the Public Services and Facilities Element, San Mateo has levees that protect the city from flooding from creeks and the San Francisco Bay. Non-federal levees are along the shoreline of Seal Point Park, and over 1,300 feet of levees have been upgraded along the San Mateo and Burlingame border . The San Mateo County Flood and Sea Level Rise Resiliency District, or OneShoreline, was created in 2020 to facilitate multijurisdictional flood and sea level rise resiliency projects in San Mateo County. Earthquakes or overtopping due to major storms can cause levees to fail, flooding the shoreline areas of the city. 187
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

436 of 657

Source: CalDWR, 2022; FEMA, 2022; ESRI, 2022; PlaceWorks, 2023.

Figure S-5 Potential Flood Hazards
188
Strive San Mateo ● General Plan 2040 | Draft

437 of 657

Source: CalDWR, 2022; ESRI, 2022; PlaceWorks, 2023.

Figure S-6 Potential Flood Hazards – Dam and Levee Failure 189
Strive San Mateo ● General Plan 2040 | Draft

438 of 657

Source: CGS, 2022; ESRI, 2022; PlaceWorks, 2023.

Note: This map is included for informational purposes and is not adopted as part of this General Plan.

Figure S-7 Tsunami Hazard Zones
190
Strive San Mateo ● General Plan 2040 | Draft

439 of 657

GOALS, POLICIES, AND ACTIONS
GOAL S-3 Protect the community from unreasonable risk to life and property caused by flood hazards.

POLICY
Policy S 3.1 Development within Floodplains. Protect new development and substantial retrofits within a floodplain by requiring the lowest finish floor elevation to be above the applicable floodwater elevation or by incorporating other flood-proofing measures consistent with Federal Emergency Management Agency (FEMA) regulations, OneShoreline guidance, the City’s Floodplain Management Ordinance, and other City policy documents.

ACTIONS
Action S 3.2 Floodplain Ordinance Update. Update the Floodplain Management Ordinance, including to align with FEMA and OneShoreline recommendations and to update construction cost value information.

Action S 3.3 Flood Risk Mapping Data. Regularly update mapping data pertaining to the 100-year and 500-year floodplains, dams, and levee failure as information becomes available.

Action S 3.4 Community Rating System. Undertake efforts that increase the City’s rating under FEMA’s Community Rating System, such as expanding and improving Geographic Information System (GIS) mapping capacity, developing a flood early warning system, and creating a Flood Emergency Action Plan.

Action S 3.5 Early Flood Warning. Collaborate with OneShoreline to provide early flood warning for flood-prone areas of the city through OneShoreline’s stream monitoring station and notifi - cation system.
191
Strive San Mateo ● General Plan 2040 | Draft

440 of 657

SEA LEVEL RISE
As global temperatures increase, glaciers and other land ice near the north and south poles melt and sea levels rise. Higher temperatures also cause water to expand in oceans, further contributing to sea level rise.

Rising seas increase the risk of flooding, storm surge inundation, erosion and shoreline retreat, and wetland loss. According to OneShoreline, San Mateo County as a whole is the most vulnerable county in California to sea level rise because of its extensive coastline and Bay shoreline and the number of people, value of properties, and critical assets in sea level rise-prone areas. Along the shoreline of the city, different scenarios project that sea levels will rise between 1.1 and 2.7 feet by 2050, with levels above 2 feet likely, and by 3.4 to 10.2 feet by 2100. However, it is possible that sea levels could rise faster than these projections. Figures S-8 and S-9 display the expected sea level rise in San Mateo in 2050 (2 feet) and 2100 (7 feet) based on the Ocean Protection Council’s 2018 Updated California Sea Level Rise Guidance, featuring models from the Adapting to Rising Tides program of the San Francisco Bay Conservation and Development Commission (BCDC). These figures do not reflect the improvements currently underway for the Foster City levee system.

Rising sea levels can also cause the shoreline to flood more frequently and severely during storms or king tide events. King tides are abnormally high, predictable astronomical tides that occur about twice per year, with the highest tides occurring when the earth, moon, and sun are aligned. Because sea level rise will cause ocean levels to be higher during normal conditions, shoreline floods can reach further onto land. For example, a storm that has a one in five chance of occurring in a given year (known as a five-year storm) can create a temporary increase in sea levels of approximately two feet. The goals, policies, and actions in this section call for planning for a medium- to high-risk aversion scenario in 2100. This scenario uses a 1 in 200 chance for sea level rise projections, providing a precautionary projection that can be used for less adaptive (less able to make changes that reduce harm in response to hazards), more vulnerable developments or populations that will experience moderate to high consequences if actions are not taken to address sea level rise in these areas. Figure S-10 shows shoreline flooding on top of sea level rise in the event of a five-year storm for 2050.

Rising sea levels also threaten a significant portion of San Mateo’s housing, commercial buildings, essential infrastructure, and economic drivers, as low-lying land near the shoreline could be subject to more frequent flooding. Affected essential infrastructure includes US Highway 101, State Route (SR-) 92, and the Caltrain station and associated railroad infrastructure. Meanwhile, rising tides may increase groundwater levels, inundating contaminated soils. Given that some contaminated sites in San Mateo sit near the shoreline, rising groundwater may cause contaminated soils to leach into new, different areas.

Natural ecosystems in the bay will be disrupted by the higher tide levels and intrusion of saltwater into freshwater creek systems and the Marina Lagoon. Historically, marshlands along the shoreline have adapted to changes in sea level by building up sediment, increasing the height of the marsh to keep pace with the tide levels of the San Francisco Bay, and moving inland. However, eastern San Mateo is lined with a three-mile levee system that has very little marsh habitat, and any habitat migration is expected to be outpaced by sea level rise. Creative integration of nature-based solutions to combine natural buffers with San Mateo’s extensive existing levee system to mitigate flooding risks could be an opportunity to re-establish ecological communities and enhance natural areas, such as the creeks throughout the city and the Marina Lagoon. 192
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

441 of 657

In 2023, the City completed improvements in the North Shoreview neighborhood, which is south of Coyote Point, roughly bound by San Mateo Creek to the south, U.S. Highway 101 to the west, the Poplar Creek Golf Course to the north, and San Francisco Bay to the east. Ground elevations in the neighborhood range from below sea level to about 10 feet above sea level, so the area is susceptible to flooding from San Francisco Bay and stormwater runoff that collects behind the levees protecting the neighborhood from bay water intrusion. Figure S-11 shows a map of the neighborhood and the various structures and facilities that provide protection against these flood risks. The City upgraded the Coyote Point and Poplar Avenue pump stations and made improvements to a section of the Bayfront Levee. With the added protection, approximately 1,600 properties in North Shoreview will be removed from the 100-year flood zone once approved by FEMA. The levee improvements will add 3.9 feet above the predicted base flood elevation to account for sea level rise.

Neighboring Foster City is also in the process of constructing improvements to their levee system, which interconnects with the City of San Mateo’s system. Their improvements will provide protection from the 100-year flood and an additional 3 feet above the predicted base flood elevation to account for sea level rise.

The City of San Mateo will continue working with regional, State, and federal partners to proactively address the potential impacts of sea level rise. The City regularly participates in data gathering and mapping, collab- orates with OneShoreline, manages a new assessment district in North Shoreview to fund necessary flood protection improvements, and completes infrastructure projects to provide flood protection. The City is also engaged through the BayCAN collaborative, a Bay Area-wide collaborative network of local govern - ments and organizations focused on responding effectively and equitably to the impacts of climate change. 193
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

442 of 657

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-8 2050 Sea Level Rise
Note: This map
does not reflect
the improvements
currently underway
for the Foster City
levee system.
194
Strive San Mateo ● General Plan 2040 | Draft

443 of 657

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-9 2100 Sea Level Rise
Note: This map
does not reflect
the improvements
currently underway
for the Foster City
levee system.
195
Strive San Mateo ● General Plan 2040 | Draft

444 of 657

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-10 2050 Sea Level Rise Plus 100-Year Storm
Note: This map
does not reflect
the improvements
currently underway
for the Foster City
levee system.
196
Strive San Mateo ● General Plan 2040 | Draft

445 of 657

GOALS, POLICIES, AND ACTIONS
GOAL S-4 Develop regionally coordinated sea level rise adaptation measures and programs.

POLICIES
Policy S 4.1 Sea Level Rise Planning. Integrate sea level rise planning into all relevant City processes, including General Plan amendments, Specific Plans, zoning ordinance updates, capital proj- ects, and review and approval of new development and substantial retrofits.

Policy S 4.2 Sea Level Rise and Groundwater Rise Protection. Ensure that new development, substan- tial retrofits, critical facilities, City-owned buildings, and existing and future flood control infrastructure are planned and designed to accommodate climate change hazards, including increases in flooding, sea level rise, and rising groundwater, based on the best available science.

Policy S 4.3 Natural Infrastructure. Consider the use of nature-based solutions and natural infrastruc - ture in sea level rise adaptation strategies.

Figure S-11 North Shoreview Flood Protection Improvements Note: This map is included for informational purposes and is not adopted as part of this General Plan. 197
Strive San Mateo ● General Plan 2040 | Draft

446 of 657

Policy S 4.4 OneShoreline Coordination. Coordinate with OneShoreline to develop and implement co- ordinated approaches to sea level rise with other San Mateo County jurisdictions.

ACTIONS
Action S 4.5 Climate Change Adaptation Plan. Assess sea level rise projections, consistent with One - Shoreline recommendations, identify the extent of areas vulnerable to sea level rise in the city, and develop a Climate Change Adaptation Plan that sets a comprehensive strategy and includes planning and design standards for climate risk protection. Use this plan to evaluate development applications to ensure projects are protected from sea level rise hazards over the life of the project and to assess public infrastructure needs for adequate protection.

Action S 4.6 Sea Level Rise Monitoring. Review and use the best-available sea level rise science and projections and regularly identify natural resources, development, infrastructure, and communities that are vulnerable to sea level rise impacts, including impacts from rising groundwater. Use this information to continue to develop or adjust planning and adaptation strategies.

Action S 4.7 Rising Groundwater Coordination. Coordinate with OneShoreline, local jurisdictions, and regional and State agencies to study and enforce requirements related to rising groundwa- ter levels caused by sea level rise.

Action S 4.8 Natural Infrastructure. Use or restore natural features and ecosystem processes where feasible and appropriate as a preferred approach to the placement of hard shoreline protec- tion when implementing sea level rise adaptation strategies.

Action S 4.9 Sea Level Overlay Zone. Study the feasibility of establishing a sea level rise overlay zone that would allow for the creation of adaptation policies, rules, or construction codes unique to this area, and consistent with OneShoreline guidance, to require properties be made resilient to sea level rise.

Action S 4.10 Sea Level Rise Funding. Study options for establishing dedicated General Fund dollars to support efforts to address sea level rise, including sufficiently supporting OneShoreline.

Action S 4.11 New Development. Explore creation of a new fee for new development along the bay shoreline to fund sea level rise protection measures and adaptation strategies. 198
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

447 of 657

WILDFIRE HAZARDS
Wildfires are a regular feature of the landscape in much of California and can be sparked by lightning, malfunctioning equipment, vehicle crashes, or other causes. High winds, such as the Diablo Winds, can cause fires to spread rapidly and erratically, increasing the difficulty of containment and possibility of burning into developed areas. In addition to direct fire impacts on people and property, wildfires remove stabilizing vegetation from hillsides, increasing the likelihood of future landslides. When wildfires burn at very high temperatures, soils can become hydrophobic, preventing the ground from absorbing stormwater and causing flooding downslope. Residents can also be harmed by smoke from wildfires in the region or across northern California. Particulate matter from smoke can cause respiratory illnesses, especially for those who spend a lot of time outdoors during smoky conditions.

The California Department of Forestry and Fire Protection (CAL FIRE) designates lands into responsibility areas based on who is financially responsible for fire-protection services. Local Responsibility Areas (LRAs) include areas where City fire departments or local fire protection districts are charged with fire protection.

State Responsibility Areas (SRAs) include unincorporated areas and State lands where the State has financial responsibility for wildfire protection. San Mateo is within an LRA, and the San Mateo Consolidated Fire Department provides fire prevention and protection services for the area. There are no locations in San Mateo that currently lack access to fire-protection services. 199
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

448 of 657

Within the responsibility areas, CAL FIRE designates (with City approval) lands as Moderate, High, or Very High Fire Hazard Severity Zones. As shown in Figure S-12, Very High Fire Hazard Severity Zones are in western San Mateo between the City Limits and SR-92, as well as near Yale Drive and St. Johns Cemetery. Current mapping does not yet designate Moderate or High Fire Hazard Severity Zones in the City Limits. Users should consult the most recent available mapping from CAL FIRE’s Fire and Resource Assessment Program (FRAP).
1 Future updates to this Safety Element will include new fire mapping data as it becomes available.

Wildfires may start in wildland areas, natural areas in the unincorporated county, but they can easily spread to developed areas in the city between urban development and wildlands. This area is called the Wildland- Urban Interface (WUI), as shown in Figure S-13. The WUI is made up of two distinct zones. The interface zone contains dense housing or other structures next to vegetation but has little wildland vegetation that can burn in a wildfire. The wildland zones have higher concentrations of wildland vegetation with fewer structures and may have limited access and/or steeper terrain that makes controlling wildfires more difficult.

As shown in Figure S-13, the wildland zones are in and near Laurelwood Park and in open space areas near the Peninsula Golf & Country Club. The interface zones border the park and open space areas and include residential neighborhoods, roadways, and other infrastructure throughout west and southwestern parts of San Mateo.

Within the Very High Fire Hazard Severity Zones and WUI zones, there are existing homes, businesses, and public land uses, as well as associated infrastructure like major roadways (e.g., SR-92 and Interstate 280), electrical transmission infrastructure, water and wastewater distribution systems, and communication facilities. Much of this development occurred prior to wildfire hazard mapping; the policies and actions in this element limit future residential development in Very High Fire Hazard Severity Zones and aim to protect existing buildings and infrastructure. Meanwhile, State law requires that homeowners in the WUI zones create and maintain defensible space around homes and other structures, keep roofs clear of flammable material, and use spark arresters on chimneys. Figure S-14 shows the land use designations within Very High Fire Hazard Severity Zones for the Strive San Mateo General Plan 2040.

Although no fires have burned in close proximity to San Mateo since CAL FIRE has kept records (1878), several fires have burned in the unincorporated areas of San Mateo County. Recently, the 2020 CZU Lightning Complex Fire burned over 86,000 acres in southern San Mateo County. In 2022, a wildfire burned in the Emerald Hills area of Redwood City, to the south of San Mateo, which could have burned into the city under different conditions. Areas that have previously burned, regardless of their location within or outside of a Fire Hazard Severity Zone, are likely to burn again. Due to climate change, fire activity is projected to increase where development expands in the WUI zones and in areas of high winds. 1 Available at https://frap.fire.ca.gov.
200
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

449 of 657

Source: CalFire, 2022; ESRI, 2022; PlaceWorks, 2023.

Note: This map is a draft and will be updated once CalFire publishes the new Wild Hazard Zones.

Figure S-12 Wildfire Hazard Zones
201
Strive San Mateo ● General Plan 2040 | Draft

450 of 657

Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.

Figure S-13 Wildland-Urban Interface
202
Strive San Mateo ● General Plan 2040 | Draft

451 of 657

Source: City of San Mateo, 2022; ESRI, 2022; PlaceWorks, 2023.

Note: This map is a draft and will be updated once CalFire publishes the new Wild Hazard Zones. *This map is draft and will be updated once Cal Fire publishes the new Wildfire Hazard Zones.

Figure S-14 Land Uses in Very High Fire Hazard Severity Zones 203
Strive San Mateo ● General Plan 2040 | Draft

452 of 657

GOALS, POLICIES, AND ACTIONS
GOAL S-5 Maintain adequate fire and life safety protection from wildland fires.

POLICIES
Policy S 5.1 Very High Fire Hazard Severity Zones. Avoid new residential development in Very High Fire Hazard Severity Zones, as shown on Figure S-14, or the most current data available from CAL FIRE. Redevelopment or reconstruction of existing structures is allowed. Coordinate with San Mateo Consolidated Fire Department (SMC Fire) to ensure new construction of buildings or infrastructure within a Fire Hazard Severity Zone or Wildland-Urban Interface (WUI), as shown on Figures S-12 and S-13 or the most current data available from CAL FIRE, are in full compliance with applicable State and local regulations and meet the Very High Fire Hazard Severity Zone Fire Safe Regulations for road ingress and egress, fire equipment access, and adequate water supply.

Policy S 5.2 Reconstruction of Development. Require reconstruction projects or significant retrofits in a Fire Hazard Severity Zone and the Wildland-Urban Interface, as shown on Figures S-12 and S-13 or the most current data available from CAL FIRE, to be consistent with the California Building Standards Code, California Fire Code, and Very High Fire Hazard Severity Zone Fire Safe Regulations.

Policy S 5.3 Wildland Fire Protection. Require all development in and adjacent to designated Fire Hazard Severity Zone and Wildland-Urban Interface to prepare a fire protection plan for review and approval by SMC Fire prior to issuance of building permits and to provide access and defensible space in accordance with California codes and local ordinances.

Policy S 5.4 Hillside Vegetation Stability. Stabilize, and as feasible re-vegetate, burned slopes following a wildfire event to reduce landslide and debris flow risk.

Policy S 5.5 Fire Risk Mapping. Coordinate with SMC Fire to consistently update any mapping data showing fire extent in San Mateo using CAL FIRE data and local wildland fire risk maps indi- cating the locations and extents of Fire Hazard Severity Zones, Local Responsibility Areas, and the Wildland-Urban Interface. Use this mapping data to inform decisions about existing risk and future land uses throughout the city and share these maps widely on the City’s website, published handouts and flyers, and at in-person and virtual education events.

Policy S 5.6 Firefighting Infrastructure. Coordinate with SMC Fire to ensure adequate firefighting in - frastructure, including road and building clearance for firefighting vehicles, and clear and legible street signage throughout the community.

Policy S 5.7 Peakload Water Supply. Ensure that the California Water Service Company and the Estero Municipal Improvement District provide and maintain a water supply and distribution system that provides an adequate static pressure to deliver the minimum fire hydrant flow to all areas of the city, except where a lesser flow is acceptable, as determined by SMC Fire. 204
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

453 of 657

Policy S 5.8 Facilities Planning. Place all new public facilities or relocate existing public facilities outside of identified fire hazard risk areas as feasible. Appropriately retrofit public facilities to miti - gate fire risk.

Policy S 5.9 Land Use Management for Fire Risks. Maintain all City-owned public lands and work with private landowners to reduce fuel loads, establish appropriately placed fire breaks/defensi- ble space, require long-term maintenance of fire hazard reduction projects, and educate all property owners in the city on proper landscape maintenance and firescaping standards to reduce the risk of fire hazards.

Policy S 5.10 Wildland Fire Vulnerability. Consider all improvements at Sugarloaf Mountain and Laurel- wood Park in the context of the area’s high fire risk and include wildfire mitigation compo - nents in projects when feasible.

Policy S 5.11 Fire-Safe Roads. Coordinate with SMC Fire to evaluate new development or significant retrofits that have access on roadways that do not meet fire-safe road and vegetation stan- dards within the Wildfire-Urban Interface and/or Very High Fire Hazard Severity Zone and ensure that road standards and vegetation management occurs and is maintained.

Policy S 5.12 Secondary Access. Explore secondary means of ingress and egress in areas with evacuation constraints, as shown in Figure S-2, Evacuation-Constrained Areas, for existing subdivisions or developments of 30 units or more within a Very High Fire Hazard Severity Zone.

Policy S 5.13 Emergency Access. Require that roads, driveways, and other clearances around structures are located and designed to ensure emergency access.

Policy S 5.14 Emergency Services. Work with SMC Fire to provide fire prevention, protection, and emer- gency preparedness services that adequately protect residents, employees, visitors, and structures from fire and fire-related emergencies.

ACTIONS
Action S 5.15 Tree Maintenance. Collaborate with SMC Fire to maintain City-owned trees in a manner that does not contribute to fire danger, in accordance with current best management practices (BMPs).

Action S 5.16 Fire-Safe Education. Work with SMC Fire and seek funding to develop a fire-safe education program that provides information and awareness to community members about defensive space, fire-resistant landscaping and construction, evacuation preparation, and other wild- fire education topics.

Action S 5.17 Fire Hazard History. Include a historical record of any significant fire events that have oc - curred in San Mateo or the surrounding area in all updates to the City’s Safety Element.

Action S 5.18 Vegetation Management on City-Owned Land. Coordinate with SMC Fire to continue conducting and providing long-term maintenance of vegetation management projects in City-owned parks and open spaces to prevent wildfire ignition and spread. 205
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

454 of 657

Action S 5.19 Reevaluation of Development Standards. Reevaluate development standards for wildfire risk areas following major wildfire events and apply updated standards as needed to main- tain high levels of wildfire protection.

Action S 5.20 Vegetation Management. Coordinate with the SMC Fire and the FIRE SAFE San Mateo County to obtain funding for and conduct vegetation and fuel modification or management.

HAZARDOUS MATERIALS
Much of the economic success of the Bay Area is based on research and manufacturing, the byproducts of which include substances that may be harmful to people and the surrounding environment. Hazardous waste ranges from familiar substances, such as waste oil and cleaning solvents, to highly toxic industrial compounds, and include toxic metals, gases, flammable and explosive liquids and solids, corrosive materials, radioactive materials, and infectious biological waste. They can be released through human error, malfunc- tioning or broken equipment, or as an indirect consequence of other emergencies (e.g., if an earthquake damages a hazardous material storage tank). Hazardous materials can also be released accidentally during transportation, as a consequence of vehicle accidents.

Most of the waste generators in San Mateo are small-quantity generators – small businesses and households that generate less than 12 tons per year . Numerous industrial and commercial operations, both past and present, have manufactured, handled, stored, and disposed of hazardous materials. Hazardous material sites include manufacturing operations, facilities with leaking underground storage tanks (LUSTs), and generators of hazardous waste. In the twenty-first century, life science buildings are replacing industrial businesses as users of hazardous materials and producers of hazardous waste.

The San Mateo County Hazardous Waste Management Plan, implemented by San Mateo County Environ- mental Health Service, the designated Certified Unified Program Agency for the county, has designated 15 areas in San Mateo that are zoned for either commercial or industrial uses as suitable for waste treatment, recycling, storage, and transfer facilities. The sites designated for these facilities are in manufacturing districts adjacent to the Union Pacific rail corridor . Sites designated for storage and transfer facilities are in service commercial and transit-oriented development zoning districts adjacent to the rail corridor, west of US Highway 101 on Amphlett Boulevard, and in Coyote Point Park.

Hazardous materials are primarily transported within San Mateo via trucks carrying a variety of materials, including gasoline, other petroleum products, and other chemicals known to cause fire and life safety problems. There is a significant potential for accidental release of wastes in transit due to the presence of US Highway 101 running through the eastern portion of the city. The transport of hazardous materials is regulated by the California Department of Transportation and California Highway Patrol on State and Interstate highways in California. Local agencies have the authority to restrict the use of local roads for waste transport, as well as the time of transit, if not unduly restrictive to commerce.

Generally, selection of transportation routes should minimize the time and distance that hazardous waste is in transit, avoid residential neighborhoods and sensitive receptors, avoid periods and areas of traffic congestion, minimize use of local roads, and provide for adequate emergency response services. 206
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

455 of 657

GOALS, POLICIES, AND ACTIONS
GOAL S-6 Protect the community’s health, safety, and welfare relating to the use, storage, transport, and disposal of hazardous materials.

POLICIES
Policy S 6.1 County Cooperation. Cooperate with the County of San Mateo and San Mateo Consoli - dated Fire Department in the regulation and transportation of hazardous materials in San Mateo. Share hazardous materials management enforcement with San Mateo County and San Mateo Consolidated Fire Department.

Policy S 6.2 County Hazardous Waste Management Plan. Adopt the San Mateo County Hazardous Waste Management Plan by reference into the Safety Element. Make amendments, as nec- essary, to suit local needs and issues.

Policy S 6.3 Transportation Routes. Restrict the transportation of hazardous materials and waste to designated truck routes and limit such transportation to non-commute hours.

Policy S 6.4 Hazardous Waste Management Facilities Location. Regulate the location and operation of new hazardous waste management facilities.

Policy S 6.5 Design of Hazardous Waste Management Facilities. Require the following features and mitigation measures in the design of proposed hazardous waste management facilities, in - cluding life sciences buildings, to minimize potential health, safety, and aesthetic impacts on surrounding properties and occupants:
• For sites in areas subject to flooding or inundation as shown on Figures S-5 and S-6, require facilities to have a surface elevation at least 1.5 f eet above the maximum flood water level for areas containing hazardous substances or to be flood-proofed in some other manner suitable to the City.
• Require facilities to provide for full on-site containment of maximum permitted quantities of hazardous substances, including protection of storm drain or sanitary sewer inlets from accidental entry of hazardous materials.
• Require facilities to provide separate storage and/or treatment of potentially reactive substances, including separate spill containment vessels. Require that storage of hazardous gases provides adequate filtration and neutralization devices to prohibit accidental release of toxic substances.
• Require that all storage and treatment occur within an enclosed structure. • Require new facilities be sited as far away as possible within the project site from sensitive communities, such as homes, schools, playgrounds, sports fields, childcare centers, senior centers, and long-term healthcare facilities.
207
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

456 of 657

Policy S 6.6 Risk Assessment. Require applications for hazardous waste management facilities to pre - pare a risk assessment to determine site suitability. Establish risk criteria such as distance from public facilities, residential, or immobile population and recreation areas; impacts from natural hazards (seismic, geologic, flood, and fire hazards); impacts on wetlands, endangered species, air quality, and emergency response capabilities; and proximity to major transport routes.

Policy S 6.7 Contaminated Sites. Require the cleanup of contaminated sites, including those indicated on the Hazardous Waste and Substances Sites List (Cortese List) published by the Depart - ment of Toxic Substances Control and/or other agencies, such as the San Mateo County Health Department and the Regional Water Quality Control Board, in conjunction with sub- stantial site development or redevelopment, where feasible.

Policy S 6.8 Cost Recovery. Require San Mateo County businesses that generate hazardous waste or applicants for hazardous waste management facilities to pay necessary costs for implemen- tation of Hazardous Waste Management Plans and for application costs, and to pay for costs associated with emergency response services in the event of a hazardous material release, to the extent permitted by law.

ACTION
Action S 6.9 Shared Data. Regularly coordinate with San Mateo County to collect data on businesses that store hazardous substances to share with local emergency service providers, including the Police Department and San Mateo Consolidated Fire Department, as well as the Public Works Department for the wastewater source-control program. 208
Strive San Mateo ● General Plan 2040 | Draft
Chapter 8 Safety Element

457 of 657

CHAPTER 9
Noise Element

458 of 657

459 of 657

211
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element

NOISE ELEMENT

INTRODUCTION
This Noise Element provides the policy framework for controlling, managing, and mitigating excessive noise in the city. These policies will protect land uses that are sensitive to noise, such as residences, schools, and libraries, while minimizing noise from the sources that create them.

RELEVANCE TO

GENERAL PLAN THEMES
Sustainability in this Element:
• Reducing noise levels reduces stress for humans and animals, improving the health and well-being of our community and habitats.

Environmental Justice in this Element:
• Minimizing and mitigating noise impacts will help alleviate the harmful effects of noise pollution in neighborhoods close to freeways, the rail corridor, and other high-volume roadways, which already experience disproportionate impacts from multiple pollution sources.

Community Engagement in this Element:
• Informs the San Mateo community about upcoming land use projects that would contribute to or be affected by a noisy environment. • Leverages creative outreach strategies to engage with all San Mateo residents, particularly those that live in equity priority communities, about development projects and new activities that could generate noise or mitigate existing noise nuisances.

460 of 657

212
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element

NOISE IN SAN MATEO
Sounds can bring joy to the listener, but they can also be a nuisance. Loud sounds can become unwanted noise that could be harmful to our physical, mental, and emotional health. Stress and lost sleep from noise pollution contributes to cardiovascular and metabolic diseases. While noise pollution has the potential to affect all San Mateo residents, existing noise levels are highest in neighborhoods closest to freeways and the rail corridor, compounding the negative health effects of air pollution and other pollution sources in those communities.

San Mateo’s vibrant urban environment generates noise on a daily basis. Vehicles create a rhythmic hum that is oftentimes punctuated by honks and other noises as they travel along the city’s streets and thorough- fares. Trains traveling on the Caltrain/Southern Pacific rail corridor sound their horns to warn pedestrians, motorists, and others about their impending arrival. This safety measure also creates noise pollution for those that live or work near the rail corridor . Commercial activities and open spaces, such as restaurants, storefronts, and parks help to create a lively atmosphere for social interactions and economic activities.

However, they also have the potential to generate noise nuisances, especially for entertainment uses that occur after normal business hours. Other noise sources in the community come from construction activities, aircraft flyovers, landscaping equipment, and fixed mechanical equipment, such as air conditioning units.

MEASURING ENVIRONMENTAL NOISE
Environmental noise level or intensity is measured in decibels (dB), which range from 0 dB, the threshold at which people can detect sound, to 140 dB, the threshold where it becomes painful to hear . For every increase of 10 dB, the perceived loudness of noise is doubled. For example, a motorcycle accelerating (90 dB) seems twice as loud as a power lawn mower (80 dB).

This Noise Element uses a unit of measurement called the “A-weighted” decibel scale, which is sometimes expressed as dBA. Humans do not hear all frequencies equally. As a result, this measurement takes into consideration that human hearing decreases at extremely low and high frequencies. State law requires general plans to use the Community Noise Equivalent Level (CNEL) or the Day/Night Average Sound Level (L
dn) to describe the community noise environment and its effects on the population. The City of San Mateo uses the Day/Night Average Sound Level (L dn), which represents a 24-hour average sound level, with an additional 10 dB added for nighttime noise between the hours of 10:00 p.m. and 7:00 a.m., as shown in the land use compatibility standards for noise in Table N-1.

Table N-1 is used to determine whether the existing exterior noise levels that would surround a proposed new use are acceptable or unacceptable and to identify where a proposed project may need to incorporate noise mitigation features. Roadway noise is the primary contributor to the average exterior noise levels in San Mateo. Existing and projected average exterior noise levels in San Mateo are shown in Figures N-1, N-2, and N-3.

461 of 657

213
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
Source: ESRI, 2022; ECORP , 2023; PlaceWorks, 2023.

Note: This map is included for informational purposes and is not adopted as part of this General Plan.

Figure N-1 Existing Traffic Noise Contours
0 Miles
1 462 of 657

214
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
Source: ESRI, 2022; ECORP , 2023; PlaceWorks, 2023.

Figure N-2 Future Traffic Noise Contours
0 Miles
1 463 of 657

215
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
Source: ESRI, 2022; ECORP , 2023; PlaceWorks, 2023.

Figure N-3 Rail Noise Contours
0 Miles
1 464 of 657

216
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
Table N-1 Land Use Compatibility Guidelines
Land Use Category of Proposed
New Use
Day-Night Average Exterior Noise Level, Ldn (dBA)
0 - 59 60 - 65 66 - 70 71 - 80 over 81
Noise-Sensitive Land Uses
Residential (all densities) *
Multifamily Common Open Space for
Residents

Hotels, Motels, and Other Lodging
Schools, Libraries, Hospitals, Churches,
Long-Term Care Facilities

Parks, Playgrounds, Privately Owned
Publicly Accessible Open Space

Office and Commercial
Research and Development, Industrial

Normally Acceptable. Specified land use is satisfactory based on the assumption that any buildings involved are of normal, conventional construction, without any special noise mitigation requirements.

Conditionally Acceptable. New construction or development should be undertaken only after a detailed analysis of the noise-reduction requirements is made and needed noise mitigation features have been included in the design.

Normally Unacceptable. New construction or development should not be undertaken. * See residential land use designations in the Land Use Element of this General Plan.

465 of 657

217
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element

MITIGATING NOISE IMPACTS
Excessive noise in the city can be addressed in three ways: land use planning, physical mitigation, and administrative regulation. Land use planning means considering the existing and future noise environment when reviewing proposed development and locating new uses in a way that minimizes the exposure of new community members to excessive noise. Most of San Mateo is within the “conditionally acceptable” range of between 60 dB and 70 dB (L
dn), so some form of noise mitigation will likely need to be incorporated into building and site design for any new noise-sensitive land uses listed in Table N-1.

San Mateo’s residential neighborhoods that border US Highway 101, State Route (SR-) 92, El Camino Real, and the railroad corridor are subject to sound levels exceeding 70 dB (Ldn), as shown in Figures N-1 and N-3.

The Land Use Element allows residential and other types of development in these areas, and this Noise Element provides policy guidance to mitigate noise impacts on that new development, such as through site design and construction methods.

Physical mitigation refers to reducing the noise level by controlling how buildings are built and where they are located. For instance, buildings could use sound-absorbing materials to absorb the noise, install walls or windows to reduce the noise indoors, or be located in areas away from sources that produce substantial noise, such as freeways or train tracks. Trees and other vegetation can also help to absorb, deflect, and mask unwelcome noise, while also offering shade and absorbing carbon.

The City’s Noise Control Ordinance is an example of administrative regulations. This ordinance, which is part of the Municipal Code, limits the operating hours and duration of noise sources by decibel level. For example, construction activities are restricted at night so residents can have a quiet and peaceful night of sleep.

Noise mitigation in the city requires a collaborative approach between the City of San Mateo and other agencies. The City has the power to enact the policies in this Noise Element and the regulations in the Noise Control Ordinance. However, many sources of noise pollution are outside of the City’s control. Noise generated from trains that use the Caltrain/Southern Pacific rail corridor, particularly the train horns, is regulated by safety standards set by the Federal Rail Administration. While there is noise pollution from the San Francisco International Airport (SFO), the City has limited influence on flight paths, which are determined by the Federal Aviation Administration (FAA). Additionally, freeways are under the jurisdiction of the California Department of Transportation (Caltrans). Moving forward, the City will continue to work closely with agencies such as Caltrain, Caltrans, and SFO to reduce noise impacts to all those that live, work, and play in San Mateo.

466 of 657

218
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element

GOALS, POLICIES, AND ACTIONS
GOAL N-1 Protect noise-sensitive land uses from excessive noise levels.

POLICIES
Policy N 1.1 Noise and Land Use Planning. Integrate noise considerations into land use planning deci - sions to minimize noise impacts to or from new development.

Policy N 1.2 Interior Noise Level Standard. Require submittal of an acoustical analysis and interior noise insulation for all noise-sensitive land uses listed in Table N-1 that have an exterior noise level of 60 dBA (Ldn) or above, as shown on Figure N -2. The maximum interior noise level shall not exceed 45 dBA (Ldn) in any habitable rooms, as established by the California Building Code.

Policy N 1.3 Exterior Noise Level Standard for Residential Uses. Require an acoustical analysis for new multifamily common open space for residents that have an exterior noise level of 60 dBA (Ldn) or above, as shown on Figure N-2. Incorporate necessary mitigation measures into residential project design to minimize common open space noise levels. Maximum exterior noise should not exceed 65 dBA (L
dn) for residential uses and should not exceed 65 dBA (Ldn) for public park uses.

Policy N 1.4 Exterior Noise Level Standard for Parks and Playgrounds. Require a feasibility analysis of noise-reduction measures for public parks and play areas that have an exterior noise level of 70 dBA (L
dn) or above.

Policy N 1.5 Inclusive Outreach. Notify the community when new land uses that would result in exces - sive noise levels are being considered and inform community members about how they can engage in the process. Use outreach and engagement methods that encourage broad rep - resentation and are culturally sensitive, particularly for equity priority communities.

467 of 657

219
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
GOAL N-2 Minimize unnecessary, annoying, or unhealthful noise.

POLICIES
Policy N 2.1 Noise Regulation. Regulate noise in San Mateo to prohibit noise that is annoying or injuri - ous to community members.

Policy N 2.2 Minimize Noise Impacts. Incorporate necessary mitigation measures into new develop - ment design to minimize short-term noise impacts. Determine whether new development has the potential to result in a significant noise impact on existing development based on the following standards. Impacts will be analyzed based on long-term operational noise in - creases at the sensitive receptor property line, or new uses that generate noise levels at the sensitive receptor property line, as follows:

Policy N 2.3 Minimize Commercial Noise. Protect land uses other than those listed as “noise sensitive” in Table N-1 from adverse impacts caused by the on-site noise generated by new develop - ments. Incorporate necessary mitigation measures into development design to minimize short-term and long-term noise impacts. Prohibit new uses that generate noise levels of 65 dBA (L
dn) or above at the property line, excluding existing ambient noise levels.

Policy N 2.4 Traffic Noise. Recognize projected increases in ambient noise levels resulting from future traffic increases, as shown on Figure N-2. Promote reduced traffic speeds and the installation of noise barriers or other methods to reduce traffic noise along highways and high-volume roadways where noise-sensitive land uses (listed in Table N-1) are adversely impacted by excessive noise levels (60 dBA [L
dn] or above).

Policy N 2.5 Railroad Noise. Support the installation of noise barriers and other mitigations along the railroad corridor where noise-sensitive land uses are adversely impacted by excessive noise levels (60 dBA [Ldn] or greater), as shown in Figure N-3.

Ldn Category of Existing Development
Per Figures N-1, N-2, and/or N-3
Noise Increase Considered “Significant” over Existing
Noise Levels
Normally Acceptable An increase of more than 5 dBA and the total Ldn exceeds the “normally acceptable” category
Conditionally Acceptable An increase of more than 5 dBA Unacceptable An increase of more than 5 dBA

468 of 657

220
Strive San Mateo ● General Plan 2040 | Draft
Chapter 9 Noise Element
Policy N 2.6 Railroad Vibration. Require that new residential projects (or other sensitive uses) within 200 feet of existing railroad lines conduct a ground-borne vibration and noise evaluation consistent with Federal Transit Administration-approved methodologies.

Policy N 2.7 Construction Noise and Vibration Monitoring. Require construction noise limits and vibra- tion monitoring around sensitive receptors, including through limiting construction hours and individual and cumulative noise from construction equipment. For larger development projects that demand intensive construction periods and/or use equipment that could create vibration impacts, require a vibration impact analysis, as well as monitoring and reporting of noise/vibration levels throughout construction, consistent with industry standards.

ACTIONS
Action N 2.8 Conditions of Approval for Noise Monitoring. Establish conditions of approval for larger development projects to ensure that requirements for construction noise and vibration monitoring. Include a requirement for a monitoring plan that provides information on the monitoring locations, durations and regularity, the instrumentation to be used, and appro- priate noise and vibration control measures to ensure compliance with the noise ordinance and any applicable vibration limits.

Action N 2.9 Railroad Noise Reductions. Implement projects necessary to achieve Quiet Zones in the city, such as elimination of at-grade rail crossings or other mitigation measures to decrease horn and other operational noise levels, with a focus on achieving Quiet Zones as part of any substantial expansions of the rail service.

Action N 2.10 Railroad Noise Barriers. Work with the Peninsula Corridor Joint Powers Board to promote and encourage adequate noise mitigations and barriers to be incorporated into any rail ser- vice expansion or track realignment.

469 of 657

CHAPTER 10
Abbreviations and Glossary

470 of 657

471 of 657

223
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary

ABBREVIATIONS AND GLOSSARY
This glossary explains the technical terms used in this General Plan. Definitions come from several sources, including the California Office of Planning and Research, the California Institute for Local Government, and the American Planning Association Glossary of Zoning, Development, and Planning Terms.

ABBREVIATIONS
AA-T Arts Degree for Transfer
AB Assembly Bill (State)
ABAG Association of Bay Area Governments
ADA Americans with Disabilities Act
ADU Accessory Dwelling Unit
AMI Area Median Income
AS-T Associate in Science Degree for Transfer
AV Autonomous vehicle
BAAQMD Bay Area Air Quality Management District
BART Bay Area Rapid Transit
BMR Below Market Rate
BRT Bus Rapid Transit
BUILD Better Utilizing Investments to Leverage Development CalEnviroScreen California Communities Environmental Health Screening Tool CAL FIRE California Department of Forestry and Fire Protection CalOES California Governor’s Office of Emergency Services Cal Water California Water Company
Caltrans California Department of Transportation
CAP Climate Action Plan
C/CAG City/County Association of Governments of San Mateo County CDFW California Department of Fish and Wildlife
CEQA California Environmental Quality Act
CERT Community Emergency Response Team
CNEL Community Noise Equivalent Level

472 of 657

224
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
CIP Capital Improvement Program
dB Decibel
dBA Decibel “A-Weighted”
du/ac Dwelling units per acre
EAS Emergency Alert System
EBT Electronic Benefit Transfer
EIR Environmental Impact Report
EMS Emergency Medical Service
EMID Estero Municipal Improvement District
EV Electric Vehicle
FAR Floor Area Ratio
FAST Fixing America’s Surface Transportation
FEMA Federal Emergency Management Agency
FHSZ Fire Hazard Severity Zone
FIRM Flood Insurance Rate Map
FRAP Fire and Resource Assessment Program
GHG Greenhouse Gas
GIS Geographic Information Systems
GPA General Plan Amendment
GPS General Plan Subcommittee
ITS Intelligent Transportation Systems
JPB Joint Powers Board
LAFCO Local Agency Formation Commission
Ldn Day/Night Average Sound Level
LID Low Impact Design
LOS Level of Service
LRA Local Responsibility Area
MFD Multi-Family Dwelling
MJHMP Multi-Jurisdictional Hazard Mitigation Plan
MMRP Mitigation Monitoring and Reporting Program
MTC Metropolitan Transportation Commission

473 of 657

225
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
ODS Objective Design Standards
OneShoreline San Mateo County Flood and Sea Level Rise Resiliency District PCE Peninsula Clean Energy
PG&E Pacific Gas and Electric Company
PSPS Public Safety Power Shutoff
RHNA Regional Housing Needs Allocation
SB Senate Bill (State)
SLR Sea Level Rise
SPAR Site Plan and Architectural Review
SFD Single-Family Dwelling
SFPUC San Francisco Public Utilities Commission
SF RWS San Francisco Regional Water System
SMC Fire San Mateo Consolidated Fire Department
SMCTA San Mateo County Transportation Authority
SMPD San Mateo Police Department
SOI Sphere of Influence
SR- State Route
SRA State Responsibility Area
SVS Social Vocational Services
TAC Toxic Air Contaminant
TDM Transportation Demand Management
TIA Transportation Impact Analysis
TNC Transportation Network Company
TOD Transit Oriented Development
USACE United States Army Corps of Engineers
VMT Vehicle Miles Traveled
VHFHSV Very High Fire Hazard Severity Zone
WUI Wildland-Urban Interface

474 of 657

226
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary

TERMINOLOGY
21 Elements. A multi-year, multi-phase collaboration of all 21 San Mateo County jurisdictions, along with partner agencies and stakeholder organizations.

Acreage. The land area that exists prior to any dedications for public use, health, and/or safety purposes.

Action. A measure, procedure, or technique that helps the City achieve a specific goal. An action is something concrete that can and will be completed. (see “Goal”)
Adaptation. Making changes in response to current or future conditions (such as the increased frequency and intensity of climate-related hazards), usually to reduce harm and take advantage of new opportunities.

Adaptive Management. A flexible, iterative decision making process that can be adjusted in the face of uncertainties as outcomes from management actions and other events become better understood.1 Adverse Impact. A negative consequence for the physical, social, or economic environment resulting from an action or project.

Affordability, Housing. The relation of housing costs to household income.

Affordable Housing. A for-sale housing or rental housing affordable to households whose incomes do not exceed 120 percent of the area median income (moderate- or lower-income households).

Archaeological Resource. Material evidence of past human activity found below the surface of ground or water, portions of which may be visible above the surface.

Assembly Bill (AB). A State law or bill originating from the State Assembly. The abbreviation “AB” preceeds the specific bill number .

Association of Bay Area Governments. The regional planning agency for the nine Bay Area counties, including San Mateo County, and the 101 cities and towns within these counties.

Asset. A valued feature of a community that may be harmed by climate change. Assets may include buildings, infrastructure, community services, ecosystems, and economic drivers.

Below Market Rate Unit. A below market rate unit is an affordable housing unit (see Affordable Housing definition).

Buffer. An area established between potentially conflicting land uses, which, depending on the potential impact, may use landscaping or structural barriers such as yards or roads.

Bicycle Class Facilities. A classification system for bicycle paths and roadways identified in the California Highway Design Manual.

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). 1 U.S. Department of the Interior, 2009. Adaptive Management, The U.S. Department of the Interior Technical Guide, page 5.

475 of 657

227
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
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 mile 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.

Building. A structure with substantial walls and roof designed for the shelter, enclosure, or protetion of persons, animals, chattels, or property of any kind. (see “Structure”) Building Code. Standards adopted by the State governing the construction, alteration, demolition, occupancy, or other use of buildings used for human habitation. The State regulations are substantially the same as those contained in the most recent editions of the Uniform Building Code, Uniform Housing Code, Uniform Plumbing Code, Uniform Mechanical Code, and the National Electric Code. Local governments may have stricter standards under certain circumstances.

California Environmental Quality Act. Legislation and corresponding procedural components established in 1970 by the State of California to require environmental review for projects anticipated to result in adverse impacts to the environment. (see “Environmental Impact Report”) Capital Improvement Program. A program that schedules permanent improvements, usually for a minimum of five years in the future, that fits the projected fiscal capability of the local jurisdiction. The program generally is reviewed on an annual basis for conformance to and consistency with the General Plan.

Carbon Neutral. Reducing greenhouse gas (GHG) emissions to zero, either by entirely eliminating all GHG emissions or by balancing out all remaining GHG emissions through carbon removal practices so that the “net” emissions are zero.

City. City with a capital “C” generally refers to the City of San Mateo government or administration. City with a lower case “c” may mean any city or may refer to the geographical area.

City Limits. The legal boundaries of the geographical area subject to the jurisdiction of the City of San Mateo’s government. For example, development applications for properties located within the City Limits must be reviewed by the City.

Clean Air Refuge. A building with efficient air filtration and improved air quality that is opened to community members during poor air quality days.

Climate Change. Long-term shifts in temperatures and weather patterns that have come to define the Earth’s local, regional and global climates . In the context of this plan, this term refers to changes brought on by human activities, also known as anthropogenic climate change.

476 of 657

228
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Compatible. Capable of existing together without conflict or ill effects.

Complete Street. A transportation facility that is planned, designed, constructed, operated, and maintained to provide comfortable and convenient mobility, and improve accessibility and connectivity to essential community destinations for all users and abilities, regardless of whether they are travelling as pedestrians, bicyclists, wheelchair users, public transportation riders, or drivers. Complete streets are especially attuned to the needs of people walking, using assistive mobility devices, rolling, biking, and riding transit.

Complete Streets Act. A law that requires all road construction and improvement projects to evaluate how the right-of-way serves all who use it, including pedestrians, bicyclists, and transit users.

Conservation. The management and use of natural resources in a sustainable manner . Conservation results in land and water areas that are protected and managed for durability to sustain functional ecosystems, both intact and restored, and the diversity of life they support.

Conserve. To manage natural resources sustainably.

Critical Facility. A facility whose continued functioning is necessary to maintain public health and safety following a disaster, and where damage or failure could pose hazards to life and property well beyond their immediate vicinity.

Cultural Resource. A historic, archaeological, tribal, or paleontological resource or human remains. Cultural resources include tribal cultural resources, as defined in California Public Resources Code Section 21074, regardless of whether a tribe is federally recognized.

Decibel (dB). A unit used to express the relative intensity of a sound as it is heard by the human ear . The lowest volume a normal ear can detect under laboratory conditions is 0 decibel, the threshold of human hearing. Since the decibel scale is logarithmic, 10 decibels are 10 times more intense and 20 decibels are 100 times more intense than 1 decibel.

Decibel, A-weighted (dBA). The “A-weighted” scale for measuring sound in decibels, which weighs or reduces the effects of low and high frequencies to simulate human hearing. Every increase of 10 dBA doubles the perceived loudness, even though the noise is actually 10 times more intense.

Dedication. Giving private land for public use, and the acceptance of land for such use by the governmental agency having jurisdiction over the public function for which it will be used. Dedications for roads, parks, school sites, or other public uses are often required by a city or county as conditions for approval of a development. (see “In-Lieu Fee”)
Density. The number of permanent residential dwelling units per acre of land (du/acre). Densities specified in this General Plan are expressed in dwelling units per net acreage, excluding land area that may be devoted to public right-of-way, including roadways..

Development Review. The comprehensive evaluation of a development and its impact on neighboring properties, the environment, and the community as a whole, from the standpoint of site and landscape design, architecture, materials, lighting, and signs, in accordance with a set of adopted criteria and standards.

477 of 657

229
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Development. The physical expansion and/or construction of non-farm land uses. Development activities include subdivision of land; construction of a single-family dwelling on an existing lot; construction or alteration of structures, roads, utilities, and other facilities; grading; deposit of refuse, debris, or fill materials; and clearing of natural vegetative cover (with the exception of agricultural activities). Routine repair and maintenance activities are not considered development.

Development Fees. Direct charges or dedications collected on a one-time basis for a service provided or as a condition of approval being granted by the local government. The purpose of the fee or exaction must directly relate to the need created by the development. In addition, its amount must be proportional to the cost of the service or improvement. Fees can be broken down into two major classes: (1) service charges, such as permit fees covering the cost of processing development plans, connection, or standby fees for installing utilities, or application fees for reviewing and considering development proposals; and (2) “impact” fees levied on new development to cover the cost of infrastructure or facilities necessitated by development. (See “Impact Fee”)
Disability, persons with. A physical impairment or mental disorder, which is expected to be of a long, continued, or indefinite duration and is of such a nature that the person’s ability to live independently could be hindered unless improved by more suitable housing conditions.

Duplex. A free-standing house divided into two separate living units or residences, usually having separate entrances; or two single-family detached dwelling units on a single lot.

Dwelling Unit. The place of customary abode of a person or household, which is either considered to be real property under State law or cannot be easily moved.

Ecosystem. An interacting system formed by a biotic community and its physical environment.

Electric Vehicle. A zero-emission vehicle that uses electricity stored in a battery to power one or more electric motors and can be plugged in at home, work, fleet, or public charging stations.

Environmental Impact Report. A study required pursuant to the California Environmental Quality Act that assesses all the environmental characteristics of an area, determines what effects or impacts will result if the area is altered or disturbed by a proposed action, and identifies alternatives or other measures to avoid or reduce those impacts. (see “California Environmental Quality Act”) Equity. The state in which each individual or group is allocated or has access to the resources needed to reach an equal or fair outcome.

Equity Priority Community. A low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. This is the term the City of San Mateo uses in place of “disadvantaged communities,” as named in Senate Bill (SB) 1000. SB 1000 defines disadvantaged communities per Heath and Safety Code Section 39711, specifying CalEnviroScreen as the primary screening method for identifying these communities.

Erosion. The process by which soil and rock are detached and moved by running water, wind, ice, and gravity.

Evacuation Route. A roadway designated in the General Plan as a potential recommended route to travel when evacuating from a hazardous condition.

478 of 657

230
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Evacuation-Constrained Parcels. Parcels located on a single-access road that do not have at least two ingress/egress routes.

Exposure. The presence of people, infrastructure, natural systems, and economic, cultural, and social resources in areas that are subject to harm.

Farmers’ Market. A mobile or non-mobile market: (1) operated by a local government agency, one or more certified producers, or a nonprofit organization; (2) certified by and operating in a location approved by the County Agricultural Commissioner; and (3) where farmers sell directly to consumers agricultural products or processed products made from agricultural products that the farmers grow themselves.

Fault. A fracture in the earth’s crust that forms a boundary between rock masses that have shifted.

Fire Hazard Severity Zone. An area of significant fire hazard based on fuels, terrain, weather, and other relevant hazards.

Flood, 100-Year. In any given year, a flood that has a 1 percent likelihood (a 1 in 100 chance) of occurring, and is recognized as a standard for acceptable risk.

Flood, 500-Year. In any given year, a flood that has a 0.2 percent likelihood (a 1 in 500 chance) of occurring.

Floodplain. The relatively level land area on either side of the banks of a stream regularly subject to flooding.

Floor Area Ratio. The size of a building in square feet (gross floor area) divided by gross land area, expressed as a decimal number . For example, a 60,000-square-foot building on a 120,000-square-foot parcel would have a floor area ratio of 0.50. The FAR is used in calculating the building intensity of development.

Garden, Community. A shared, semi-public space where people in the surrounding neighborhood share the work and harvest of maintaining a plot of fuits, vegetables, or other plants. Community gardens provide residents with an opportunity to grow fresh produce, flowers, or other plants on land that they do not own. Community gardens can also serve an educational function, especially when operated by community organizations or educational instituions..

Gateway. A unique transition point in topography, architecture, or land use that serves as an entrance to the city or specific neighborhoods within the city.

General Plan. A collection of City policies regarding its long-term development, in the form of maps and accompanying text. The General Plan is a legal document required of each local agency by the State of California Government Code Section 65301 and adopted by the City Council.

Geographic Information Systems. A combination of approaches, programs, methodologies, and technol- ogies to map, gather, store, manipulate, analyze, present, and interpret spatial information and data.

Goal. A description of the general desired result sought by the City. Each goal has one or more policies and/ or actions associated with the goal. (see “Policy” and “Action”) Greenhouse Gas. A gas that allows sunlight to pass through but reflect heat radiated from the earth’s surface, trapping heat in the lower atmosphere. Common greenhouse gases (GHGs) include water vapor, carbon dioxide (CO
2), methane (CH4), and nitrous oxide (N 2O). They may be emitted by natural or human processes.

479 of 657

231
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Groundwater. Water that exists beneath the earth’s surface, typically found between saturated soils and rock, and is used to supply wells and springs.

Habitat. The physical location or type of environment in which an organism or biological population lives or occurs.

Hazard. An event or physical condition that has the potential to cause fatalities, injuries, property damage, infrastructure damage, agricultural losses, damage to the environment, interruption of business, or other types of harm or loss.

Hazard Mitigation. Sustained action taken to reduce or eliminate the long-term risk to human life and property through actions that reduce hazard, exposure, and vulnerability.

Hazardous Material, Hazardous Waste. A substance or waste that, because of its physical, chemical, or other characteristics, may pose a risk of endangering human health or safety or of degrading the environment.

This does not include household hazardous waste, universal waste, or electronic waste, as they do not contain the quantity, concentration, and/or types of products significant enough to pose a substantial risk to human health and safety or to the environment.

Historic Resource. A historic resource is a building, structure, site, or district that has one or more of the following characteristics:
• Listed in or determined to be on or individually eligible for listing in the National Register of Historic Places and/or California Register of Historical Resources. • Identified as a Downtown Historic District or Glazenwood Historic District contributor building as designated in the 1989 Historic Building Survey Report. • Determined to be eligible through documentation contained in a historic resources report.

Horizon Year. The year through which the General Plan is intended to be effective, or 2040.

Household. All persons occupying one dwelling unit.

Human Scale. Buildings, structures, streetscape, and other urban design elements that are of a size and propotion that relates to the size of a human to create a comfortable and inviting experience.

Impact, Climate. The effects (especially the negative effects) of a hazard or other condition associated with climate change.

Impact Fee. A fee imposed on a proposed development project by a jurisdiction to address impacts to city services or infrastructure, based on the number of units, square footage, or acreage. The fee is often used to offset costs of schools, roads, police and fire services, housing, and parks. (See “Development Fee”) Implementation. Actions, procedures, programs, or techniques that carry out a plan.

Infill Development. Development that occurs on vacant or underutilized land within areas that are already largely developed.

In-Lieu Fee. A fee that may be required of an owner or developer as a substitute for a dedication of land or an asset for public use, such as public art, replacement of trees, or parking spaces, usually calculated in dollars per lot, and referred to as in-lieu fees or in-lieu contributions. (see “Dedication”)

480 of 657

232
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
King Tides. Abnormally high, predictable astronomical tides that occur about twice per year, with the highest tides occurring when the Earth, Moon, and Sun are aligned.

Land Use. The occupation or use of an area of land for any human activity or purpose.

Land Use Designation. One particular land use category, from a range of land use classifications, assigned to a parcel as established by the General Plan Land Use Element.

Landslide. Movement of soil and/or rock down a slope, which typically occurs during an earthquake or following heavy rainfall.

Liquefaction. The transformation of loose, wet soil from a solid to a liquid state, often as a result of ground shaking during an earthquake.

Local Agency Formation Commission. A five- or seven-member commission within each county that reviews and evaluates all proposals for formation of special districts, incorporation of cities, annexation to special districts or cities, consolidation of districts, and merger of districts with cities. Each county’s LAFCO is empowered to approve, disapprove, or conditionally approve such proposals.

Maximum Development. Development of land to its full potential, or theoretical capacity, as permitted under current or proposed planning or zoning designations.

Micro Agriculture. The practice of growing and processing fresh food in an urban area.

Micromobility. Transportation via small, lightweight vehicles, typically electric assisted, operated by the driver, such as electric scooters and bicycles. Vehicles typically do not exceed 15 miles per hour and are often available for rent for short-range travel within a defined area.

Mitigation. A protective measure or modification of a project to avoid, reduce, minimize, or eliminate a negative impact. There are various types of mitigation, including environmental impact mitigation, hazard mitigation, greenhouse gas emissions mitigation, and more.

Mixed-Use. Any mix of land uses, including mixing residences with commercial, offices with retail, or visitor accommodation with offices and retail. As distinguished from a single-use land use designation or zone, mixed use refers to an authorized variety of uses for buildings and structures in a particular area. When the mix of uses is within one building, its called vertical mixed-use. A type of mixed-use development where uses are behind or next to each other but in different buildings on the same development site is called horizontal mixed use.

Multimodal Level of Service. A scale that measures the performance of vehicle, bicycle, pedestrian, and transit facilities.

Municipality. An incorporated city or town.

Neighborhood. Relatively large residential areas that have some common characteristics, such as a common history, neighborhood association, or common physical characteristics (e.g., architectural style), a common meeting place, intangible characteristics (e.g., a psychological sense of cohesion), or clear physical boundaries (e.g., waterways or major roads).

Noise Contour. A line connecting points of equal noise level as measured on the same scale.

481 of 657

233
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Noise-Sensitive Use. A location where people reside or where the presence of unwanted sound could adversely affect the use of land, such as residences, schools, and hospitals.

Non-Conforming Use. A use that was legally allowed when brought into existence, but no longer permitted by current regulation. “Non-conforming use” is a generic term and includes: (1) non-conforming structures (because their size, type of construction, location on land, or proximity to other structures is no longer permitted); (2) non-conforming use of a conforming building; (3) non-conforming use of a non-conforming building; and (4) non-conforming use of land. Any use lawfully existing on any piece of property that is inconsistent with a new or amended General Plan, and that in turn is a violation of a Zoning Ordinance amendment subsequently adopted in conformance with the General Plan, will be a non-conforming use.

Typically, non-conforming uses are considered “grandfathered in” and permitted to continue, subject to certain restrictions on discontinuance or rehabilitation.

Nonessential Idling. Unnecessary operation of a gas-powered vehicle while it is stationary when none of the following circumstances are met: the vehicle is stuck in traffic; idling is necessary to inspect or service the vehicle; the vehicle is transferring power via a power-takeoff device; the vehicle can’t move due to adverse weather conditions or mechanical failure; the vehicle is a bus with passengers on board. See California Code of Regulations, Title 13, Section 2485, for a full definition.

Overlay. A land use or zoning designation that modifies the basic underlying designation or designations in some specific manner .

Parcel. An area of land that is a legally created lot.

Park. Tract of land set aside for public use, aesthetic enjoyment, recreation, or the conservation of natural resources.

Regional Park: Regional Parks are of a relatively expansive size and their unique natural and cultural attractions draw visitors from the entire region. These parks usually have many uses and require a higher level of management when compared to smaller parks such as city parks, neighborhood parks, recreation centers, and pocket parks, which have fewer activities and primarily serve local residents.

Community Park: Community parks serve the needs of a rangle of people, from several neighborhoods to the entire city. They typically contain a wide variety of facilities for active and passive recreation, and organized sports. They also provide amenities typical of neighborhood parks for use by the surrounding residents. Parks containing fewer elements but that contain facilities that serve the entire city may be considered to be community parks.

Neighborhood Park: Neighborhood Parks provide for the daily recreation needs of nearby residents, with primarily passive and informal recreation facilities. Neighborhood parks often include play areas, picnic areas, open turf areas or green space, basketball courts, and tennis courts. The neighborhood parks also may contain play fields.

Mini Parks: Mini parks are small parks, generally less than one acre in size, that accommodate the daily recreation needs of nearby residents. They typically include children’s play areas, sitting areas, and limited green space, but are not large enough to contain play fields.

482 of 657

234
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Policy. A specific statement that guides decision making as the City works to achieve a goal. Policies represent statements of City regulation and set the standards used by decision makers when considering proposed development and actions. A policy is ongoing and requires no further action (see “Goal”).

Reach Code. A local municipal code that exceeds the State Building Code requirements. A reach code must be at least as stringent as the State Code, cost-effective, approved by the California Energy Commission, and updated and re-approved with each State Energy Code update.

Reconstruction. Redevelopment of a building or structure, after being damaged or destroyed in a disaster, to its original state.

Resilience. The capacity of any entity—an individual, community, organization, or natural system—to prepare for disruptions, recover from shocks and stresses, and adapt and grow from a disruptive experience.

Community resilience is the ability of communities to withstand, recover, and learn from past disasters to strengthen future response and recovery efforts.

Rewilding. Returning land to its natural state to regenerate natural areas. In contrast to restoration, rewilding focuses on returning ecosystems to their former states as close as possible while allowing for plant, animal, and other ecosystem subsitutions to account for changing future conditions.

Riparian. A habitat and vegetation zone that is associated with the banks and floodplains of a river, stream, or lake. Riparian trees and shrubs are typically phreatophytes, plants whose root systems are in constant contact with groundwater .

Risk. The potential for damage or loss created by the interaction of hazards with assets such as buildings, infrastructure, or natural and cultural resources.

Roadway Classifications. Roadway classifications define the function of various street types in the transpor- tation network. The City of San Mateo classifies its roadways using the Caltrans Functional Classification System.

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 residents 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.

Safe Routes to School. Pedestrian and bicycling routes that provide children with safe access to and from schools.

483 of 657

235
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Scenic Roadways; Scenic Trails. Land that is visible from, adjacent to, and outside a roadway right-of-way, and is made up primarily of scenic and natural features. Topography, vegetation, viewing distance, and/or jurisdictional lines determine the scenic corridor boundaries.

Sea Level Rise. The worldwide average rise in mean sea level, which may be due to a number of different causes, such as the thermal expansion of sea water and the addition of water to the oceans from the melting of glaciers, ice caps, and ice sheets, including as a result of climate change.

Seniors. People 65 years of age or older.

Sensitive Habitat. Land containing unique, representative, threatened, and/or endangered plant and animal communities, or ecosystems.

Sensitive Receptor. A use that is highly sensitive to impacts from other uses, including homes, schools, playgrounds, sports fields, childcare centers, senior centers, hospitals, and long-term healthcare facilities.

Sensitivity. The level to which a species, natural system, community, or government would be affected by changing climate conditions.

Severe Ground Shaking. Intense ground movement resulting from the transmission of seismic waves during an earthquake.

Specific Plan. Under Article 8 of the Government Code (Section 65450 et seq.), a legal tool for detailed design and implementation of a defined portion of the area covered by a General Plan. A Specific Plan may include all or a part of detailed regulations, conditions, programs, and/or proposed legislation that may be necessary or convenient for the systematic implementation of any General Plan element(s).

Sphere of Influence. The probable physical boundaries and service area of a municipality or special district, as determined by the Local Agency Formation Commission of the county.

Stormwater. Water that comes from a rain event.

Structure. Anything constructed or erected on and permanently attached to the ground, except fences six feet or less in height (see “Building”).

Sustainability. Meeting the needs of the present without compromising the ability of future generations to meet their own needs in three key realms, or pillars: economic viability, environmental protection, and social equity.

Toxic Air Contaminant. An air pollutant that may cause or contribute to an increase in serious illness, or that may pose a present or potential hazard to human health, according to California Health and Safety Code Section 39655.

Traffic Calming. Measures designed to reduce motor vehicle speeds and to encourage pedestrian and bicycle use, including narrow streets with fewer lanes, tight turning radii, sidewalk bulbouts, parking bays, textured paving at intersections, and parkways between sidewalks and streets.

Transit-Oriented Development. The clustering of homes and jobs at higher densities within a half mile of a rail station or bus service with 15 minute headways or less.

484 of 657

236
Strive San Mateo ● General Plan 2040 | Draft
Chapter 10 Abbreviations and Glossary
Triplex. A free-standing house divided into three separate living units or residences, usually having separate entrances, or three single-family detached dwelling units on a single lot.

Unincorporated Area. Land that is outside of an incorporated city and falls under a County’s jurisdiction.

Development proposals in unincorporated areas need County review and approval.

Use. The purpose for which a lot or structure is or may be leased, occupied, maintained, arranged, designed, intended, constructed, erected, moved, altered, and/or enlarged in accordance with the City Zoning Code and the General Plan land use designations.

Wastewater. Water that contains other elements, such as sewage, small pathogens, organic matter, and inorganic contaminants. This term is also used to refer to water generated in industrial plants and commercial activity.

Wetland. An area that is seasonally or permanently inundated or saturated by surface water or ground - water at a frequency and duration sufficient to support a distinct ecosystem with a prevalence of vegetation typically adapted for life in saturated soil conditions, commonly known as hydrophytic vegetation. Wetlands may be coastal or inland.

Wildland-Urban Interface. An area that includes both houses and wildland vegetation, creating a signif - icant threat to human life or property from wildfires.

Zoning. Zoning implements the land use policies of the General Plan. The adopted codes of a City by ordinance or other legislative regulation that identifies districts or zones citywide. These zones specify allowable uses for real property, as well as standards for buildings constructed in these areas.

485 of 657

Strive San Mateo ● General Plan 2040 | Draft

486 of 657

StriveSanMateo.org

487 of 657

MEMORANDUM
DATESeptember 1, 2023
TOSan Mateo Planning Commission
FROMJoanna Jansen and Carey Stone, PlaceWorks
SUBJECTSummary of General Plan Subcommittee Input on Draft General Plan 2040 This memorandum summarizes the General Plan Subcommitee (GPS) input on Draft General Plan 2040 received at the August 29, 2023 GPS meeting. The summary of GPS input focuses on comments that requested changes to the Draft General Plan and other requested actions by the GPS. In addition, when the GPS requested additions related to specific goals, policies, or actions, the policy language has been pasted below for the reader’s reference.

GENERAL COMMENTS
•Some GPS members requested the addition of an executive summary at the start of each element to explain what changes could result upon implementation and how it could affect community members in their day-to-day activities. One GPS member suggested that the Big Ideas fuilfilled this function.
•Several GPS members supported the placemaking concepts in the Draft General Plan and expressed interested in actions that will help define and enhance what makes San Mateo charming and unique from other Peninsula communities. This includes adding further text, policies, and actions that support cultural events and entertainment resources.
•Add policy direction throughout the General Plan to support local businesses, including business retention, and highlight the positive impacts local businesses have on the city. •Continue to coordinate with OneShoreline when planning for flooding improvements and sea level rise adaptation.
•Examine City fees for mixed-use and residential development projects and ensure that these fees are not an obstacle to housing produciton.
•Evaluate the parameters for mixed-use development to ensure commercial development is balanced with housing development.
•GPS members expressed support for initial staff recommendations to:
oModify Study Area 3 boundary in the 25 th Avenue area to remove the church parking lot site.
oAdd policy guidance on seniors/aging, including a focused section in Public Services and Facilities Element.
oReflect applicable plans on flooding/stormwater infrastructure to align with community priorities.

488 of 657

September 1, 2023 | Page 2

LAND USE ELEMENT
•Look at the allowed density ranges for Residential Low I and Residential Low II land use designations and confirm whether the allowed uses of triplexes, fourplexes, condominiums, and apartments can feasibly be accommodated under these designations. If not, consider whether these uses should be removed from the designation descriptions.
•Some GPS members requested that housing not be allowed within 500 feet of high- volume roadways while maintaining the overall residential capacity of the Draft General Plan Land Use Map. Other GPS members feel more comfortable with housing near high volume thoroughfares given building technology and buffers that can reduce exposure to particulate matter and a vehicle fleet that is transitioning to electric. •Revisit the Draft General Plan Land Use Map to ensure that a single block does not have more than one land use designation.
•Clarify Policy LU 1.9 Voter Approved Growth Limits so that it is clearer that Measure Y stays in effect after adoption of the General Plan until voters determine whether or not to modify the height and density requirements.
•Support for new Action LU 1.10 to annually monitor housing and job growth. •Communicate more transparently that only the ten Study Areas would be exempt from Measure Y upon voter approval and that other areas of the city would still be regulated by Measure Y requirements.
•Update Action LU 8.4 City Investment as follows: “Use funds collected by the park impact fee and other additional resources 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 communities with higher risk of negative public health outcomes. Identify new funding sources for programs and public improvements, if needed.” •Add actions to support Policy LU 8.5 Community Preservation and Policy LU 8.6 Safe and Sanitary Homes.
oPolicy LU 8.5 Community Preservation. Prevent displacement in equity priority communities by protecting tenants, helping homeowners remain in place, and funding affordable housing.
oPolicy LU 8.6 Safe and Sanitary Homes. Encourage homes and neighborhoods that are free of environmental health hazards.
•Add policy direction to support accessory commercial units in residential areas at a scale that would not be disruptive to the surrounding neighborhoods. •Provide incentives for low-income homeowners to maintain their properties. •Add more specific policies or actions about future land acquisition by the City.

489 of 657

September 1, 2023 | Page 3

CIRCULATION ELEMENT
•Consider being more explicit about reducing vehicle miles traveled in Policy C

1.Sustainable Transportation: “Reduce vehicle miles traveled (VMT) and greenhouse gas (GHG) emissions from transportation by increasing mode share options for sustainable travel modes, such as walking, bicycling, and public transit. •Ensure that the City coordinates with transit providers to maintain transit service in San Mateo and plans for first/last mile connections to transit. •Consider revising Action C 1.11 Complete Streets Plan to reference the travel modes included in Goal C-1 (i.e. walking, bicycling, and transit): “Complete and implement the Complete Streets Plan to improve the City's circulation network, including pedestrian, bicycling, and transit infrastructure, to accommodate the needs of street users of all ages and abilities.
•Add a goal that would identify a timeframe the City plans to implement all planned infrastructure projects and the number of City staff that would be required to meet that goal.
•Consider adding an action that would support improving leading pedestrian intervals, automatic actuation of pedestrian signals, and identifying a policy about limiting right turns on red to improve pedestrian and bicycle safety.
•Confirm that Policy C4.4 and C 4.5 are not the same thing. Note from General Plan team:

Policy C 4.4 focuses on bicycle safety technology and Policy C 4.5 focuses on shared mobility technology.
oPolicy C 4.4 Bicycle-Related Technology. Explore ways to use technology to improve bicycle safety and connectivity.
oPolicy C 4.5 Bicycle and Shared Mobility-Related Technology. Explore ways to use technology to improve bicycle and shared mobility safety and connectivity. •Clarify Policy C 6.7 Capital Improvement Program that it does not apply to adding new traffic lanes:
oPolicy C 6.7 Capital Improvement Program. Prioritize improvements that increase person throughput, but do not add new traffic lanes, in project prioritization to reduce VMT.
•Consider adding a policy that would allow density bonuses if additional parking is provided in areas where there are parking capacity issues such as portions of North Central.

COMMUNITY DESIGN AND HISTORIC PRESERVATION ELEMENT
• Revise Policy CD 1.3 Scenic Corridors as follows:
oPolicy 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 to the extent feasible.

490 of 657

September 1, 2023 | Page 4
•Update Policy CD 5.4 Public Awareness to ensure that property owners are aware if their property is being considered for designation as a historic resource or district. oPolicy 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.
•Update Action CD 3.11 Tree Support for Low-Income Homeowners to ensure there are funding sources for low-income homeowners to pay for the replacement of trees:
oAction 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.
•Ensure the City understands all the implications of defining a historic resource as being eligible for listing on National and California registers. oPolicy 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.
•Remove Policy CD 8.3 Respect Existing Scale and Rhythm because it is too prescriptive and would fit better in the objective design standards:
oPolicy CD 8.3 Respect Existing Scale and Rhythm. Encourage new mixed-use and commercial development 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.

CONSERVATION, OPEN SPACE, PARKS AND RECREATION ELEMENT
•Add policies and/or actions to support the expansion of cultural and entertainment resources in San Mateo.
oGoal COS-9 Provide stable and adequate operational and capital funding for the parks and recreation system.

PUBLIC SERVICES AND FACILITIES ELEMENT
•Add background text and policy direction for seniors and aging, building on the Age- Friendly Action Plan.
•Add a policy to encourage local businesses to attain the Age Friendly Business certifcation.
•Add more policies to support the use of recycled water. •Add policy direction to increase public restrooms in San Mateo, especially in parks.

491 of 657

September 1, 2023 | Page 5
•Strengthen polices and actions about microgrids further. •Expand PSF 4.11 Public Wi-Fi so that it applies to other public buildings oPSF 4.11 Public Wi-Fi. Provide high-speed internet access to the public at all City facilities and parks and school facilities.

SAFETY ELEMENT
•Update Policies SAF 1.14 and SAF 1.15 and Action SAF 1.19 to refer to the County Events Center which is a designated emergency center and will be an important resource in the event of an emergency:
oPolicy SAF 1.14 Multijurisdictional Cooperation. Continue the development of local preparedness plans and multijurisdictional cooperation and communication for emergency situations.
oPolicy SAF 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.
oAction SAF 1.19 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.

NOISE ELEMENT
•The GPS did not have any comments on the Noise Element.

492 of 657

1 ATTACHMENT 4 – CIRCULATION ELEMENT – RECOMMENDED REVISIONS Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
1 Introduction Various Public
Comments
Add language to identify safety as a priority in the
Circulation Element.

Add text to clarify that safety is a cornerstone of all recommendations in the Circulation Element, and that improving safety is necessary to achieve the goals identified in the Element.
2 Figure C-1 SamTrans Update “BRT” text to read “transit priority”. Figure will be updated per SamTrans’ recommendation. 3 Policy C 1.1 Sustainable
Transportation
General Plan
Subcommittee
Consider being more explicit about reducing vehicle
miles traveled in Policy C 1.1 Sustainable
Transportation.

Policy C 1.1 Sustainable Transportation. Reduce vehicle miles traveled (VMT) and greenhouse gas (GHG) emissions from transportation by increasing mode share options for sustainable travel modes, such as walking, bicycling, and public transit.
4 Action C 1.11 Complete
Streets Plan
General Plan
Subcommittee
Consider revising Action C 1.11 Complete Streets Plan
to reference the travel modes included in Goal C-1
(i.e. walking, bicycling, and transit)
Action C 1.11 Complete Streets Plan. Complete and implement the Complete Streets Plan to improve the City’s circulation network, including pedestrian, bicycling, and transit infrastructure, to accommodate the needs of street users of all ages and abilities. 5 Action C 1.13 El Camino
Real Improvements
SamTrans Text clarification Action C 1.13 El Camino Real Improvements. Collaborate with Caltrans, SamTrans, and other partners to support accommodating higher-capacity and higher-frequency travel along El Camino Real, Bus Rapid Transit, and other modes of alternative transportation. 6 Action C 1.15 Safe Routes
for Seniors
Public
Comment
Add more focus on senior issues and support for
implementation of the Age Friendly Action 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 and based on the likely walking routes for older adults identified in the Age Friendly Action Plan. Prioritize improvements for seniors in equity priority communities.
7 Action C 1.18 Safety
Education
Online Tool Clarify this action to define the meaning of “awareness.” What "awareness" needs to be
increased? Awareness of pedestrians, for drivers?
Action C 1.18 Safety Education. Pursue Provide safety education to increase awareness of roadway safety practices for all street users. 8 Action C 1.21
Performance and
Monitoring.

Online Tool Commit to making this a measurable target. Review semi-annually? Annually?
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, on a regular basis.

493 of 657

2 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
9 Action C 2.7 New
Development Shuttle
Services
SamTrans Should also encourage such programs to seek funding from SMCTA shuttle program
Action C 2.7 New Development Shuttle Services. Encourage new developments to provide shuttle services and shuttle partnerships 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.
10 Action C 2.8 Unbundled
Parking
City Staff
Recommended
Change
Update action to reflect its relationship to supporting the City’s TDM objectives.

Action C 2.8 Unbundled Parking. In conjunction with other TDM strategies that aim to reduce vehicle trips, encourage residential developments to unbundle the costs of providing dedicated parking spaces. Encourage additional parking capacity created by unbundling to be reallocated as shared or public parking spaces.
11 Policy C 4.4 Bicycle-
Related Technology
Policy C 4.5 Bicycle and
Shared Mobility-Related
Technology
City Staff
Recommended
Change
Combine policies to eliminate redundancies. 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 improve bicycle and shared mobility safety and connectivity.
12 Policy C 4.6 Bicycle
Improvements
Online Tool Need to address safe and secure bicycle parking and helmet storage.

Policy C 4.6 Bicycle Improvements. Require new developments to construct or contribute to improvements that enhance the cyclist experience, including bicycle lanes and bicycle parking. 13 Transit Services Section SamTrans Update text at the end of the fourth paragraph to indicate that SamTrans is working on several other
efforts that will benefit the ECR corridor.

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. SamTrans is also undertaking several other transit plans that will provide improved access and frequency along the El Camino Real corridor.
14 Policy C 5.1 Transit
Ridership
Online Tool Modify this policy to also support increased transit frequency.

Policy C 5.1 Transit Ridership and Frequency. Support SamTrans and Caltrain in their efforts to increase transit ridership and frequency of transit services.
15 Policy C 5.2 Caltrain Planning
Commission
Modify C 5.2 to include both Caltrain and SamTrans
and add reference to supporting paratransit systems.

Policy C 5.2 Caltrain and SamTrans. Support Caltrain and SamTrans as a critical transit service providers in the city and Peninsula. (New) Policy C 5.9 Paratransit. Support San Mateo County’s efforts to provide paratransit services in the city.

494 of 657

3 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
16 Action C 5.10 Transit
Experience
Improvements
SamTrans Incorporate bus stop improvement plan into text. 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 using SamTrans standards in equity priority communities and areas that improve transit access, safety, and experience.
17 New Action SamTrans Include a "safe routes to transit" action which would ensure that adequate pedestrian safety features near
transit, specifically bus stops. This includes not only adequate sidewalks but also crosswalks with
Rectangular Rapid-Flashing Beacons (RRFBs), etc.
(New) Action 5.12 Safe Routes to Transit. Prioritize bicycle and pedestrian improvement projects that provide safe and equitable access to transit stops.
18 Policy C 6.7 Capital
Improvement Program
General Plan
Subcommittee
Clarify that Policy C 6.7 Capital Improvement Program
does not apply to adding new traffic lanes.

Policy C 6.7 Capital Improvement Program. Prioritize improvements that increase person throughput, such as increased pedestrian, bicycle, and transit access, that work toward achieving the City’s goal of reducing VMT.
19 Roadway Network
Improvements Section.

Various Public
Comments
Add text to clarify purpose of roadway classifications
and Figure C-3. Include text regarding the City’s desire to align these classifications with functions identified in the City’s forthcoming Complete Streets Plan.

Add text to clarify that functional roadway classifications must align with Caltrans and Federal Highway Administration, and that the City desires to align these classifications in the future with findings from the Complete Streets Plan.
20 Figure C-3 Street
Classification
Public
Comment
Concerns about roadway classifications and streets
being designated as arterials, and retaining local
discretion over classification changes.

Figure C-3 Street Classification Map
•Revise to identify all roadway classifications, including the Minor Arterial designations.
•Revise title: “Existing Caltrans Roadway Classification Map” (New) Action C 6-12 Street Classification Update. Request that Caltrans and FHWA update their functional roadway classifications based on the roadway network framework that will be defined by the Complete Streets Plan.
21 New Policy Online Tool Add bicycle lane street sweeping, pothole and curb/roadway smoothing, repair, and maintenance.

Many times bike lanes are the most littered and
treacherous part of the road.
(New) Policy C 4.9 Bicycle Lane Maintenance. Maintain existing and future bicycle lanes to keep them in a usable and safe condition for cyclists.
22 New Policy General Plan
Subcommittee
and Planning
Commission
Consider adding an action that would allow density
bonuses/incentives in exchange for providing
additional onsite parking in areas where there are on-
street parking capacity issues, such as areas of North
Central.
(New) Action C 7.14 Off-Street Parking Incentives. Explore a new policy or code amendment that would provide incentives to projects in exchange for providing additional off-street parking in neighborhoods that have on-street parking capacity issues, such as areas in North Central.

495 of 657

1 ATTACHMENT 5 – PUBLIC SERVICES AND FACILITIES ELEMENT - RECOMMENDED REVISIONS Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
1 Environmental Justice
Theme
Planning
Commission
Remove “continue to” from the first bullet point. 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.
2 Figure PSF-3 School Sites
and Elementary School
Districts
Figure PSF-4 School Sites
and High School Districts
Public Comment Page 167 map of schools is missing Nueva School, a private school on East 28th Avenue in Bay Meadows.

Update Figures PSF-3 and PSF-4 to show The Nueva School. 3 Flood-Control
Infrastructure Section
City Staff Recommended edits to Flood-Control Infrastructure narrative section.

The City maintains the Laurel Creek Dam, has 130 80 miles of storm drain lines, and 10 pump stations that all discharge to San Francisco Bay.

The three tributaries provide a source of freshwater runoff during the winter. The Marina Lagoon pump station is a critical flood-control infrastructure system.
5 Policy PSF 3.7 Water
Quality Standards
City Staff Recommended edits to policy. Policy PSF 3.7 Water Quality Standards. Manage City creeks, channels, and the Marina Lagoon to meet applicable State and federal water quality standards. Manage creeks and channels for both flood protection and aquatic resources. Protect and restore creeks to a level acceptable for healthy marine and bird habitat.
6 Policy PSF 3.9 Low-
Impact Development
City Staff Recommended edits to policy. Policy PSF 3.9 Green Infrastructure Low-Impact Development.

Minimize stormwater runoff and pollution by requiring new green infrastructure to treat and improve stormwater quality as part of public and private projects. encouraging low-impact design (LID) features, such as pervious parking surfaces, bioswales, and filter strips in new development.
7 New Policy City Staff Recommended new policy. (New) Policy PSF 3.13 Marina Lagoon. Continue to maintain the Marina Lagoon as flood control infrastructure that accounts for climate change risks and major flood events.
8 New Policy City Staff Recommended new policy (New) Policy PSF 3.14 City Utility Programs Funding. Maintain adequate, sustained, and dedicated revenue sources for city utility programs to support the sanitary sewer system, stormwater system, and refuse collection.

496 of 657

2 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
9 Action PSF 3.14
Stormwater Treatment
City Staff Recommended edits to action. Action PSF 3.15 3.14 Stormwater Treatment. Continue to participate in the San Mateo Countywide Stormwater Pollution Prevention Program, “Flows to Bay”, to ensure compliance with the Municipal Regional Stormwater Permit National Pollutant Discharge Elimination System (NPDES) permit to prevent water pollution from point and non-point sources.
10 Action PSF 3.17
Stormwater
Requirements for
Development
City Staff Recommended edits to action. Action PSF 3.16 3.17 Stormwater Requirements for Development. In accordance with State regulatory mandates, 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.
11 Action PSF 3.15 Green
Infrastructure
City Staff Recommended edits to action. Action PSF 3.17 3.15 Green Infrastructure Plan. Implement the City’s Green Infrastructure Plan through complete streets implementations or private development projects 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 stormwater, reduce runoff, increase infiltration, and create healthier environments (“green”).
12 Action PSF 3.18
Incentives for Low-
Impact Development
City Staff Recommend deleting as the Municipal Regional Stormwater Permit 3.0 now requires this for all
projects.

Action PSF 3.18 Incentives for Low-Impact Development. Develop and implement incentives to encourage applicants to include low-impact design features in new development.
13 New Action City Staff Recommended new action. (New) Action PSF 3.18 Stormwater Management Funding. Establish dedicated funding source for stormwater management.
14 Policy PSF 4.6 Renewable
Energy Neighborhood
Microgrids.

Planning
Commission
Prioritize locating microgrids in equity priority
communities.

Policy PSF 4.6 Renewable Energy Neighborhood Microgrids.

Encourage the establishment of renewable energy neighborhood microgrids to support resilience, especially within Equity Priority Communities.
15 New Policy Public Comment Add a policy that focuses on the Senior Center facility and programming.
(New) Policy PSF 5.9 San Mateo Senior Center. Maintain and, as feasible, improve the Senior Center as an important facility that serves as an age friendly community space and provides programing, activities and services for older adults.

497 of 657

3 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
16 New Action General Plan
Subcommittee
Planning
Commission
Add action to explore the feasibility of installing more restrooms at City parks and public facilities.
(New) Action PSF 5.12 Restroom Facilities. Explore the feasibility of installing additional restrooms at parks and public facilities within San Mateo.
17 New Policy Build Up San
Mateo County
Update child care language in General Plan draft (New) Policy PSF 6.6 Recreation Centers. Consider offering full-day, licensed child care at City recreation centers, to meet working families’ needs, or offering space for other operators to do so. 18 New Policy Build Up San
Mateo County
Update child care language in General Plan draft (New) Policy PSF 6.8 Child Care Homes Resources. As feasible, support existing and new licensed Family Child Care Homes with available housing-related and small business resources.
19 Action PSF 6.7 Child Care
and New Construction
Build Up San
Mateo County
Update child care language in General Plan draft Action PSF 6.7 Child Care and New Construction. Encourage new residential and nonresidential development to include space for child care by taking the following actions:
a. Provide incentives for inclusion of space for a child care center, or housing units for licensed family child care providers, 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.
d. Encourage housing developers to include units with size and functionality requirements to support operation of licensed family child care home providers.
20 New Section Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.

New Section focused on seniors and aging that includes a dedicated narrative, goal, policies, and actions will be added to the element. 21 New Goal Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) GOAL PSF-7 Deliver public services and facilities that serve the needs of seniors, are age friendly and allow San Mateo residents to age in place.
22 New Policy Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Policy PSF 7.1 Universal Design. Encourage Universal Design, a design concept that encourages accessibility for people of all ages, in new residential construction and major remodels.
23 New Policy Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Policy PSF 7.2 Healthy Aging. Support institutions and initiatives that promote healthy aging, both at home and in care centers.

498 of 657

4 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
24 New Policy Public Comment
City Staff
Add a policy to support expanded outreach to older
adults and their families.
(New) Policy PSF 7.3 Outreach to Seniors. Provide regular and timely communication to seniors and aging adults about the services, programs, and other opportunities available to these groups of people. Use age-appropriate outreach channels to disseminate information.
25 New Action Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Action PSF 7.4 Age-Friendly City. Support the City’s commitment to becoming an Age-Friendly City by continuing to implement the Age Friendly Action Plan.
26 New Action Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Action PSF 7.5 Comprehensive Senior Services. Study the effectiveness of existing senior services and explore ways to increase and strengthen these services in coordination with senior service providers. Comprehensive services include addressing senior nutrition, mental health and transportation.
27 New Action Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Action PSF 7.6 Senior Volunteers. Develop a volunteer program to access the skills and experience of seniors.
28 New Action Public Comment
City Staff
Add a section, including a goal, policies and actions,
that focuses on and supports seniors and aging.
(New) Action PSF 7.7 Caregiver Support. Offer support for caregivers of seniors and people with disabilities by partnering with private, nonprofit, faith-based and public community service organizations, including the County of San Mateo.

499 of 657

1 ATTACHMENT 6 – SAFETY ELEMENT – RECOMMENDED REVISIONS Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
1 Introduction CAL FIRE Add language and links to refer to the CAL FIRE Unit Fire Plan and Local Community Wildfire Protection Plan.

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, the San Mateo - Santa Cruz Strategic Fire Plan, the Santa Cruz and San Mateo Community Wildfire Protection Plan, and the Climate Action Plan.
2 Figure S-1 Potential
Evacuation Routes
Public Comment The figure does not appear to show that 31st Avenue and 28th Avenue now connect under the Caltrain tracks
because of the recent grade separation project.

Update Figure S-1 to show connection.
3 Figure S-2 Evacuation-
Constrained Areas
CAL FIRE Change “Evacuation Constrained Areas” to “SB-99 Evacuation Constrained Areas”. This will provide a
definition for the evacuation constrained areas.

Change title of figure to “SB-99 Evacuation Constrained Areas.” 4 Flood Hazards and Sea
Level Rise Section
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Revised section will discuss the connection between flood hazards and sea level rise, and how climate change will have an impact on both. The revised section will also include a discussion about how the adaptation plan would address both flooding and sea level rise.

A reference will be added to Public Services and Facilities Element to clarify how these topics tie to infrastructure.
5 Goal S-3 City Staff Combine flood hazards and sea level rise into one section.

GOAL S-3 Protect the community from unreasonable risk to life and property caused by flood hazards and sea level rise.
6 Action S 3.4 Community
Rating System
City Staff Recommended change to action. Action S 3.7 3.4 Community Rating System. Explore establishment of a City Undertake efforts that increase the City’s rating under FEMA’s Community Rating System, such as expanding and
improving Geographic Information System (GIS) mapping capacity, developing a flood early warning system, and creating a Flood Emergency Action Plan.
7 Action S 3.5 Early Flood
Warning
City Staff Recommended change to action. Action S 3.8 3.5 Early Flood Warning. Collaborate with OneShoreline to pAs feasible, provide early flood warning for flood-prone areas of the city through collaboration with regional partners such as OneShoreline’s stream monitoring station and notification system. 8 Policy S 4.1 Sea Level Rise
Planning
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Policy S 3.2 4.1 Sea Level Rise and Flood Planning. Integrate sea level rise and flood planning into all relevant City processes, including General Plan amendments, Specific Plans, zoning ordinance updates, capital projects, and review and approval of new development and substantial retrofits.

500 of 657

2 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
9 Policy S 4.2 Sea Level Rise
and Groundwater Rise
Protection
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Policy S 3.3 4.2 Sea Level Rise, Flooding, and Groundwater Rise Protection. Ensure that new development, substantial retrofits, critical facilities, City-owned buildings, and existing and future flood control infrastructure are planned and designed to accommodate climate change hazards, including increases in flooding, sea level rise, and rising groundwater, based on the best available science. 10 Policy S 4.3 Natural
Infrastructure
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Policy S 3.4 4.3 Natural Infrastructure. Consider the use of nature- based solutions and natural infrastructure in sea level rise and flood adaptation strategies.
11 Policy S 4.4 OneShoreline
Coordination
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Policy S 3.5 4.4 OneShoreline Coordination. Coordinate with OneShoreline to develop and implement coordinated approaches to sea level rise and flood management with other San Mateo County jurisdictions.
12 New policy OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.
(New) Policy S 3-6 Storm Drain and Flood Infrastructure. Manage the City's storm drain infrastructure, levee system, and dams in accordance with state and federal regulations and to protect life and property.
13 Action S 4.5 Climate
Change Adaptation Plan
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.9 4.5 Climate Change Adaptation Plan. Assess sea level rise and precipitation projections using the best-available climate change science, consistent with OneShoreline recommendations, identify the extent of areas vulnerable to sea level rise and flooding in the city, consider OneShoreline recommendations for levels of protection, and develop a Climate Change Adaptation Plan that sets a comprehensive strategy and includes planning and design standards for climate risk protection. Use this plan to evaluate development applications to ensure projects are protected from sea level rise and flood hazards over the life of the project and to assess public infrastructure needs for adequate protection. 14 Action S 4.6 Sea Level
Rise Monitoring
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.10 4.6 Sea Level Rise and Flood Hazard Monitoring.

Review and use the best-available sea level rise science and projections and regularly identify natural resources, development, infrastructure, and communities that are vulnerable to sea level rise and flood hazard impacts, including impacts from rising groundwater. Use this information to continue to develop or adjust planning and adaptation strategies.

501 of 657

3 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
15 Action S 4.7 Rising
Groundwater
Coordination
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.11 4.7 Rising Groundwater Coordination. Coordinate with OneShoreline, local jurisdictions, and regional and State agencies to study and enforce requirements related to rising groundwater levels caused by sea level rise.
16 Action S 4.8 Natural
Infrastructure
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.12 4.8 Natural Infrastructure. Use or restore natural features and ecosystem processes where feasible and appropriate as a preferred approach to the placement of hard shoreline or creek protection when implementing sea level rise and flood adaptation strategies.
17 Action S 4.9 Sea Level
Overlay Zone
City Staff
and
Planning
Commission
Combine flood hazards and sea level rise into one
section.

Add “City has access to these maps through One
Shoreline”.

Action S 3.13 4.9 Sea Level and/or Flood Overlay Zone. Study the feasibility of establishing a sea level rise and/or flood overlay zone that would allow for the creation of adaptation policies, rules, or construction codes unique to this area, and consistent with OneShoreline guidance, to require properties be made resilient to sea level rise and flood hazards. Use sea level rise maps from OneShoreline to help create the overlay zone.
18 Action S 4.10 Sea Level
Rise Funding
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.14 4.10 Sea Level Rise Funding. Study options for establishing dedicated funding General Fund dollars to support efforts to address sea level rise, including considering support for sufficiently supporting OneShoreline.
19 Action S 4.11 New
Development
OneShoreline
and
City Staff
Combine flood hazards and sea level rise into one
section.

Action S 3.15 4.11 New Development. Explore creation of a new fee for new development along the bay shoreline to fund sea level rise and flood protection measures and adaptation strategies. 20 Figure S-5 Potential Flood
Hazards
City Staff Update levee data shown on Figure S-5 to reflect existing conditions.

Figure S-5 will be revised to show the missing East End Levee. 21 Policy S 5.1 Very High
Fire Hazard Severity
Zones
CAL FIRE Add language to Policy S 5.1 “meet or exceed” Title 14, CCR, division 1.5, chapter 7, subchapter 3, article 3 (Fire Hazard Reduction Around Buildings and Structures
Regulations.

Policy S 5.1 Very High Fire Hazard Severity Zones. Avoid new residential development in Very High Fire Hazard Severity Zones, as shown on Figure S-14, or the most current data available from CAL FIRE. Redevelopment or reconstruction of existing structures is allowed. Coordinate with San Mateo Consolidated Fire Department (SMC Fire) to ensure new construction of buildings or infrastructure within a Fire Hazard Severity Zone or Wildland-Urban Interface (WUI), as shown on Figures S-12 and S-13 or the most current data available from CAL FIRE, meet or exceed are in full compliance with applicable State and local regulations and meet the Very High Fire Hazard Severity Zone Fire Safe Regulations for road ingress and egress, fire equipment access, and adequate water supply.

502 of 657

4 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
22 Wildfire Hazards Section
Policy S 5.1 Very High
Fire Hazard Severity
Zones
Policy S 5.2
Reconstruction of
Development
Figure S-12 Wildfire
Hazard Zones
CAL FIRE Change colors and name to match Fire Hazard Severity Zone (FHSZ) Maps from FRAP. Add language to
reference the most current FHSZ maps on the CAL FIRE
FRAP website. Avoid referencing specific dates on maps
and other documents making the Safety Element out of
date when a new version is released.

Update colors and name of Figure S-12 as requested.

Within the responsibility areas, CAL FIRE designates (with City approval) lands as Moderate, High, or Very High Fire Hazard Severity Zones. As shown in Figure S-12 and the most current Fire Hazard Severity Zone maps on the CAL FIRE Fire and Resource Assessment Program website, Very High Fire Hazard Severity Zones are in western San Mateo between the City Limits and SR-92, as well as near Yale Drive and St. Johns Cemetery.

Policy S 5.1 Very High Fire Hazard Severity Zones. Avoid new residential development in Very High Fire Hazard Severity Zones, as shown on Figure S-14, or the most current data available from CAL FIRE. Redevelopment or reconstruction of existing structures is allowed. Coordinate with San Mateo Consolidated Fire Department (SMC Fire) to ensure new construction of buildings or infrastructure within a Fire Hazard Severity Zone or Wildland-Urban Interface (WUI), as shown on Figures S-12 and S-13 or the most current data available from CAL FIRE, are in full compliance with applicable State and local regulations and meet the Very High Fire Hazard Severity Zone Fire Safe Regulations for road ingress and egress, fire equipment access, and adequate water supply.

Policy S 5.2 Reconstruction of Development. Require reconstruction projects or significant retrofits in a Fire Hazard Severity Zone and the Wildland-Urban Interface, as shown on Figures S-12 and S-13 or the most current data available from CAL FIRE, to be consistent with the California Building Standards Code, California Fire Code, and Very High Fire Hazard Severity Zone Fire Safe Regulations. 23 Policy S 5.6 Firefighting
Infrastructure
CAL FIRE Include language to ensure residential and building signage to improve firefighting infrastructure.

Policy S 5.6 Firefighting Infrastructure. Coordinate with SMC Fire to ensure adequate firefighting infrastructure, including road and building clearance for firefighting vehicles, residential and building signage, and clear and legible street signage throughout the community.
24 Policy S 5.9 Land Use
Management for Fire
Risks
CAL FIRE Add language to Policy S 5.9 to work with Public Works and FIRE SAFE San Mateo County to maintain fire breaks.

Policy S 5.9 Land Use Management for Fire Risks. Maintain all City- owned public lands and work with private landowners and FIRE SAFE San Mateo County to reduce fuel loads, establish
appropriately placed fire breaks/defensible space, require long- term maintenance of fire hazard reduction projects, and educate all property owners in the city on proper landscape maintenance and firescaping standards to reduce the risk of fire hazards.

503 of 657

5 Change
ID
Policy/
Action Number
Comment
Source Comment Recommended Change(s)
25 New Policy CAL FIRE Create a policy/goal to conduct an evacuation study for the next update of the Local Hazard Mitigation Plan to
ensure AB 747 (Levine) requirements are integrated into the Local Hazard Mitigation Plan.
(New) Policy S 1.16 Evacuation Planning. Cooperate with neighboring jurisdictions and public protection agencies to delineate evacuation routes and locations, identifying their capacity, safety, and viability under different hazard scenarios, as well as emergency vehicle routes for disaster response, and where possible, alternate routes where congestion or road failure could occur. Update as new information and technologies become available.
26 New Action CAL FIRE Add an action to assess future emergency service needs. (New) Action S 1.28 Future Emergency Needs. Assess future emergency service needs during each update to the Safety Element.

504 of 657

From: Diana King
To: City Council (San Mateo); General Plan
Subject: Comments on Proposed Redevelopment - PLEASE READ! PLEASE Date: Wednesday, October 11, 2023 9:00:02 PM
Importance: High
Ladies and Gentlemen:

As a 15 year resident of San Mateo, I remain disappointed and very concerned about the apparent total lack of consideration of the input of residents with respect to the proposed growth plans, building height limitations and commercial space implementation.

My district – District 5 – appears to be far more impacted by taller buildings that other districts.

My impression of this comes from the proximity of
residential areas to commercial areas proposed for redevelopment. Change and growth is inevitable in any community; San Mateo is not immune and although I’d like to “freeze it in time,” clearly that isn’t feasible! So it begs
the question, how to implement state and local mandates that are harmonious with the community and quality of life.

I simply do not
understand why community voices seem to fall on your deaf ears.

I resoundingly do not support additional housing beyond State imposed limitations. Additionally, I do not support buildings that are predominantly commercial, especially those exceeding five stories or Measure Y limitations.

The key to a vibrant, integrated community is NOT the systematic destruction of single family homes and the suburban lifestyle that clearly is a predominant characteristic of San Mateo.

There seems to be no
consideration to any sort of moderation in proposed development, only the maximum on every level – “search and destroy.”

Further, it appears that cost for implementation is seldom considered – in short, how will all of this be funded?
More debt? Raised taxes? Parking is
to be a thing of the past as you clearly want to push us out of our cars, so what about adequate public transportation?
Water and power? We have
no water, our state power grid is never expanded – just how are these services to be provided when they can’t adequately be provided to the existing residents?
There seem to be a host of issues that require attention and serious consideration. I feel that local government sadly, couldn’t care any less about what we think or feel – “shut up and do what we say, and don’t forget to pay your taxes.”
In summary, I respectfully ask that you offer consideration to the foregoing and the voices of the residents and the community.

505 of 657

Sincerely,
Diana King

506 of 657

From: Victoria Langenheim
To: General Plan; City Council (San Mateo)
Subject: Building heights and density
Date: Tuesday, October 10, 2023 7:46:21 PM
Dear City council and planners
I have had the great fortune to have lived in San Mateo for the past 28 years and am disappointed that I was not able to participate in the recent building heights survey. My neighborhood means a lot to me because of the lovely homes, neighborly feel, proximity to the quaint 25th Avenue business district, and relative abundance of trees (still could be better!).

I realize that the state of California has mandates for increased housing but I feel VERY strongly that the very attributes that make this city hospitable and lovely to live in will not be sustainable if we build too fast and too dense. I do NOT support non-residential buildings that exceed Measure Y limits in height nor do I wish to see our 25th Avenue become a homogenous canyon surrounded by tall apartment buildings with brand name retail on the first floor.

I really wish to preserve our predominantly single-family home neighborhoods that are served by the homey small businesses that populate our local business district.

Furthermore there is no reason to go beyond the state-mandated requirements for additional housing set by the state of California. Frankly this seems like a great gift to deep-pocketed developers that not only line their pockets at the expense of folks who need affordable homes but also is unsustainable financially or environmentally. By the way shouldn’t there be a minimum of one tree for each unit in these complexes? Not much of an urban forest if it’s just
all condos and concrete!
So here is my input and I hope it is noted.

Thank you
Victoria Langenheim
San Mateo CA

507 of 657

From:

To: City Council (San Mateo)
Cc: General Plan
Subject: Building Heights and 2040 General Plan
Date: Wednesday, October 11, 2023 7:36:31 PM
Dear Councilmembers,
I have the following comments regarding building heights and the 2040 General Plan:

Building heights and density:

District 5 is disproportionately affected by the growth proposed in the General Plan yet very few neighbors received the survey regarding building heights. I believe that the survey sampling will not reflect the views of residents. I favor increasing building heights over Measure Y limits only for residential buildings (or Mixed use with over 80% residential). I support a maximum of 8-stories for a residential building (including any density bonus height) and only if required to meet RHNA housing numbers. The General Plan included over 21,410 new dwelling units and RHNA requirements are closer to 15,000 dwelling units. This is a 40% buffer and given the latest State population projections the next cycle should be less than 8,000 dwelling units. I am inclined to only support a ballot measure to increase building heights that place a threshold on the dwelling units built, such as 15,000.

GP and DEIR
The DEIR evaluated only a maximum project or no project. Given that there are “Unavoidable” Significant Noise and Air quality impacts associated with greater health risks, it would have made sense to study a more moderate alternative. It also seems completely inconsistent that these significant impacts are caused by traffic, but traffic itself is not a significant impact. Policy LU 6.1 Rail Corridor Plan speaks of “maintaining and improving the quality of life for those who already live and work in the area” but the increase of noise and air quality impacts indicated by the DEIR are in complete contradiction to this statement. I suspect that future traffic congestion and inadequate parking will also reduce the quality of life among residents.

Sincerely,
Lisa Maley

508 of 657

From: McEachron, Kathy
To: City Council (San Mateo)
Subject: General Plan needs to change
Date: Monday, October 9, 2023 2:43:22 PM
Dear City Council members,

I was born in San Mateo and have lived here 64 years. I have lived on 25th Avenue for the past 38 years. The past few years have been the most upsetting for me due to all the building.

I was also upset I couldn’t participate in the building heights survey. Our City has changed so much it is not recognizable. District 5 is far more impacted by taller buildings than other districts
All the new buildings have taken away most of the shopping in San Mateo, they have taken away privacy and sun. The small Mom & Pop stores along El Camino are no more. Now they
want to develop 25th Avenue; how would you feel if they developed down the block from you?

We now have more traffic, less water and our infrastructure is suffering. Home owners are being charged a large sewer rate and the City wants to add more taxes on our
property tax to fix the sewer infrastructure when it was not our choice to build.

Measure Y was my choice. I fought for it and voted for it. Now developers want to take our
height initiative away so we can look like Redwood City? The views are gone. Tall
buildings look down into back yards. We do not want this. I don’t want a 4 plex with 6 stories as my neighbor. I am in favor of building homes. Then home owners are at least vesting in the community. All of these renters in the apartments are not vested and
are not paying property tax.

And, are these apartments fully occupied. If they are
not, then the building should cease. The state should not have the right to tell our city how
much to build. Other cities have fought back.

I do not support additional housing units
beyond what is required by the State if that is what is mandated.

I have attended numerus city council meetings these past few years to realize that the city is NOT listening to their residents.

You are listening to the developers that only
have
Interest in money and not our City.

The young techs that talk at the meetings only
live here a short time and they are the only ones that can afford these outrageous rent amounts.

I could not afford to live here if I rented.

If there are more homes then there is more inventory and hopefully the prices will come down because second generation San Mateo residents can’t afford to buy

509 of 657

here.

When there is no more open space for trees or wildlife, is that when we should stop building?

Please listen to the residents that want to be able to park in front of their homes. We do not need taller buildings. In Fact, we do not need any more buildings.

Kathy McEachron

510 of 657

From: Christine Ritzo
To: City Council (San Mateo); General Plan
Subject: Building and population limits
Date: Wednesday, October 11, 2023 11:15:33 AM
October 11, 2023
Dear Council Members,
I appreciate you taking time to represent San Mateo and hope you will take into consideration my comments in relation to future growth decisions for our city.

It has come to my attention that there should have been an opportunity for us to participate in building heights surveys as they will directly affect the quality of life in my neighborhood. This did not happen.

I have owned a home in District 5 for the past 33 years. My children and I were born at Mills Hospital, San Mateo, as was my father nearly 100 years ago.

Needless to say my
family has witnessed significant change in the community.

Overbuilding and overcrowding has been the more recent trend. What is actually desired and needed is a plan to add support services that can contribute to a positive, quiet suburban lifestyle which we desired when purchasing a home in San Mateo.

District 5 is impacted more by taller buildings than other districts in San Mateo.

I do not support buildings that are predominantly non-residential. I do not support buildings over 5 stories. We currently have an excess of these types of buildings and they are nowhere nearly filled.

I do not support Measure Y limits in height.

I am writing to support the preservation of single-family home neighborhoods. This includes the small business and retail model that compliments these neighborhoods.

Please take into consideration the cost for services needed already to support growth incurred in the past two decades. For example, police services have not been increased since the creation of the Bay Meadows residential community. Crime has risen though. The homeless population has risen to an unchecked extent. San Mateo residents can’t sit comfortably at our own bus stops any longer because of transients being allowed to sleep in them. Try walking down El Camino and not notice lack of cleanliness in this most public area. Let’s take care of our current population before adding more.

This is our community. It’s your responsibility to tell the State what is needed and not simply conform to their mandates.

From my understanding only maximum developement
plans were reviewed. Please always look at minimized options.

As our elected officials it is your responsibility to plan for the quiet suburban lifestyle we want. If people want a big city living experience they can move to a big city. Leave San

511 of 657

Mateo and District 5 out of this.

Sincerely,
Christine Ritzo

512 of 657

From:

To: General Plan; City Council (San Mateo)
Cc: Bill Rundberg
Subject: responding to concerns
Date: Tuesday, October 10, 2023 10:26:04 AM
I am a San Mateo city resident since 1967.

I was not able to participate in building height survey.

I support heights of 2-4 stories at most.

Preserve single family homes and small business and retail.

Do not need additional housing beyond what the state requires..

How are all of this being paid for and services provided? Sherrean Rundberg, San Mateo,

513 of 657

From: Dave Santos
To: City Council (San Mateo); General Plan
Subject: General Plan and DEIR
Date: Wednesday, October 11, 2023 12:23:01 PM
I am a San Mateo resident and am writing to voice my concerns about the information included in the General Plan and the DEIR.

The City of San Mateo recently conducted a survey on building heights, but unfortunately, many of residents were unable to participate due to the sampling approach used.

It is unfortunate that your survey did not include more residents. I have attended council meetings where residents have felt excluded from the process. The General Plan and DEIR reflect this myopic decision.

It is of critical importance that our voices be heard. I live in District 5 and residents will be affected by increasing building heights, service issues, parking, infrastructure traffic, parking, and noise.

It appears that the will of the people in passing Measure Y is being ignored. This is happening in the face of the state revising housing estimates downward and the inclination of the city to build nonresidential buildings that exceed five stories.

The developers are in the driver’s seat here instead of San Mateo residents. At the council meetings I have attended, residents have continually advocated for single family home neighborhoods, small business and retail operations being preserved.

I do not support building additional housing beyond what the State requirement is especially since California population estimated are being revised downward. This makes no sense. Sensible and moderate growth options need to be explored.

How is the funding for public services and infrastructure going to be financed? This is particularly important since electrification is being considered.

514 of 657

Additional work needs to be done and the San Mateo residents need more input into the process.

Sincerely,
Dave Santos

515 of 657

From: Meg Spicer, DC, QME
To: City Council (San Mateo); General Plan
Subject: survey on building heights
Date: Sunday, October 8, 2023 7:08:19 PM
I am a resident of San Mateo. Own a storefront business in San Mateo I am discouraged (dismayed, troubled, etc) I couldn’t participate in the building heights survey.

District 5 (our district) is far more impacted by taller buildings than other districts I support residential building heights of 2 stories.

I do not support buildings that are predominantly non-residential exceeding 5 stories or Measure Y limits in height.

I also advocate for the preservation of single-family home neighborhoods, along with small businesses and retail.

I do not support additional housing units beyond what is required by the State The DEIR should have looked at a moderated option, not just the maximum development.

I am concerned about how services and infrastructure for all the new development will be paid for.

Thank you,
Margaret Spicer

516 of 657

From: William White
To: City Council (San Mateo); General Plan
Subject: I want to preserve my neighborhood"s charm
Date: Sunday, October 8, 2023 6:09:33 PM
To Whom It May Concern,
I have been a homeowner in San Mateo for 32 year. I live on 24th Avenue between Hacienda Street and Isabelle Avenue and I am very troubled to hear that the city is pushing for outrageously taller and denser buildings despite the fact that we've already met the 7,015- housing unit goal for the current cycle ending in 2031 based on the Department of Finance’s demographers recent 2030 population projections. District 5 (my district) is far more impacted by taller buildings than other districts.

I strongly support maintaining residential building heights of two stories on my street, 24th Avenue which would include the church parking lot on the corner of Hacienda Street. I do not support buildings that are predominantly non-residential exceeding Measure Y limits in height.

I was extremely disappointed when I attended the city hall meeting watching the mayor and other city representatives
side with the developer and rudely turned a deaf ear the many residents that were attending to protest the fact that the DEIR was not looking at a moderated option, but instead just pushing for maximum development.

Please feel free to reach out to me if you have any questions.

Sincerely,
Bill
Bill White
Founder, Author, Teacher, Dad
HappyBabySigns.com

517 of 657

THE FOLLOWING PUBLIC

COMMENTS WERE SUBMITTED

FOLLOWING THE PUBLICATION

OF THE AGENDA PACKET

518 of 657

From: Monika Lee
To: Clerk
Cc: Monika Lee
Subject: City Council Regular Meeting, October 16, 2023, Public Comment, Item 13 Date: Sunday, October 15, 2023 3:35:41 PM
Public Comment, Item 13, Draft General Plan 2040 – Circulation; Public Services and Facilities; and Safety Elements
City Council Regular Meeting, October 16, 2023
Dear Mayor Lee and Council Members,
I am writing to thank the General Plan Subcommittee for recommending revisions to the Draft General Plan that reflect a commitment by the city to support older adults, who constitute close to 20% of the population and whose numbers will grow in the next decades.

I am greatly encouraged to see that a new section is to be added and that several important needs of older adults are going to be addressed in GOAL PSF-7. Everyone benefits when older adults are able safely to age in place, maintain good health, and participate in the community. The volunteers of the San Mateo Age Friendly Task Force have been working to promote and help achieve these goals and will continue to do so.

I urge the City Council to adopt the recommended revisions and to ensure that the city's General Plan recognizes and addresses the needs of older adults.

Monika Lee
Member, San Mateo Age Friendly Task Force
Commissioner, San Mateo Senior Citizen Commission
Commissioner, San Mateo County Commission on Aging

519 of 657

City Council
Draft General Plan 2040 - Meeting 2 of 3
October 16, 2023

520 of 657

2 StriveSanMateo.orgof 39
General Plan Team
» City of San Mateo
• Zachary Dahl, Interim Director
• Manira Sandhir, Planning Manager
• Somer Smith, Associate Planner
• Bethany Lopez, Senior Engineer
• Mary Way, Administrative Assistant
» Technical Advisory Committee
• Over 40 staff members from all City
departments and SMCFD
» Consultants
• Joanna Jansen, PlaceWorks
• Carey Stone, PlaceWorks
• Angelica Garcia, PlaceWorks
• Evelia Chairez, PCRC
• Sabina Mora, Good City Co
• Nelson\Nygaard
• Kittelson Associates, Inc.
• Economic & Planning Systems (EPS)
• BKF Engineers

521 of 657

3 StriveSanMateo.orgof 39
Tonight’s Agenda Discussion
» Presentation
» Clarifying Questions
» Public Comment
» City Council Discussion and Direction
• Circulation Element
• Public Services and Facilities Element
• Safety Element

522 of 657

Project Overview

523 of 657

5 StriveSanMateo.orgof 39
General Plan: Vision Statement

524 of 657

6 StriveSanMateo.orgof 39
Past General Plan Milestones
Timeframe Task
Fall - Winter 2018 Establish communitywide vision for 2040 Spring - Summer 2019 Identify study areas
• Developed with an awareness of Measures P and Y
• Study areas did not include any Single-Family Residential areas and excluded most of the Equity Priority Communities
Fall 2019 Create a range of land use alternatives
Winter 2019 - Summer 2021 Finalize draft land use alternatives Fall 2021 - Summer 2022 Select a preferred land use and circulation scenario Summer - Fall 2022 Prepare draft goals, policies, and actions (GoPAs) Winter 2023 – Summer 2023 Prepare Draft General Plan

525 of 657

7 StriveSanMateo.orgof 39
Where Are We Now and What’s Next?
We are here

526 of 657

8 StriveSanMateo.orgof 39
Draft General Plan 2040 Online Resources
» StriveSanMateo.org has information to
assist with the community’s review:
• Draft General Plan
• User Guide
• Ten Big Ideas
• Online commenting tool
• Interactive Draft General Plan 2040 Land Use
Map
• Measure Y FAQ
• And much more!

527 of 657

Draft General Plan 2040
Overview

528 of 657

10 StriveSanMateo.orgof 39
10 Big Ideas
» Reflects new policy
direction in this iteration of
the General Plan
» Represents policy priorities
that surfaced through
community outreach

529 of 657

11 StriveSanMateo.orgof 39
General Plan Elements

2. Land Use

3. Circulation

4. Housing (prepared separately)

5. Community Design and Historic Resources

6. Conservation, Open Space, Parks and Recreation

7. Public Services and Facilities

8. Safety

9. Noise

530 of 657

12 StriveSanMateo.orgof 39
General Plan – Other Components

1. Introduction
[Elements – 2 through 9]

10. Glossary

11. Implementation Plan (separate from General Plan)
• Explains how actions will be implemented
 Who is responsible
 Timing
• Tracks progress
• Finalized after completion of the General Plan

531 of 657

13 StriveSanMateo.orgof 39
Draft General Plan 2040 Key Themes
» Draft General Plan embodies three key themes which are woven throughout the document:
• Sustainability. Help ensure that San Mateo can meet its current needs and leave viable resources for future generations.
• Environmental Justice. Reduce the unique or compounded health risks in San Mateo’s equity priority communities.
• Community Engagement. Increase community participation in the planning and development processes

532 of 657

14 StriveSanMateo.orgof 39
Example General Plan Page
» Each goal number starts with the element
acronym, followed by the number of the goal
» Policy or action numbering based on the
number of the goal and is numbered
sequentially
» Icons identify which policies and actions are
related to the three General Plan themes
Sustainability
Environmental Justice
Community Engagement

533 of 657

Circulation Element

534 of 657

16 StriveSanMateo.orgof 39
Circulation Element
» Multimodal Transportation
» Transportation Demand Management
» Pedestrians
» Bicycles and Micromobility
» Transit and Mobility Services
» Safety
» Traffic Congestion
» Roadway Improvements
» Parking Management
» Future Mobility and Technology

535 of 657

17 StriveSanMateo.orgof 39
Circulation Map
» Identifies future transit, bikeway,
and pedestrian improvements
» Other plans provide greater detail
about planned improvements:
• Pedestrian Master Plan
• TOD Pedestrian Access Plan
• Bicycle Master Plan

536 of 657

18 StriveSanMateo.orgof 39
Roadway Classifications
» Caltrans Functional Classification data is basis of
Road Classification Map
• Map included for reference, but not being adopted as part of the General Plan
» Functional classification based on existing
conditions:
• Average daily traffic
• Number of access points
• Speed limits
• Number of travel lanes
» Changing a Caltrans roadway classification:
• Would not change the amount of traffic
• Could result in reduced maintenance funds Caltrans allocates to the City
» New Action C 6.12 Recommended
Street Classification Update. Request that Caltrans and FHWA update their functional roadway classifications based on the roadway network framework that will be defined by the Complete Streets Plan.

537 of 657

19 StriveSanMateo.orgof 39
Circulation Safety
» Circulation Element includes a goal along with 14 policies and actions that address safety
» In response to community input about circulation system safety, City proposes:
• Adding more background information about safety issues and opportunities
• Enhancing how the General Plan articulates safety policy guidance • Identifying places where safety policy guidance could be further strengthened

538 of 657

20 StriveSanMateo.orgof 39
Community Input
» 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 transit service. » Ensure sufficient parking as the city grows.
» Do not classify 5th Avenue from South Delaware to South Amphlett and 9th Avenue from South Delaware to South Amphlett as arterials.

539 of 657

21 StriveSanMateo.orgof 39
General Plan Subcommittee Feedback
» Consider being more explicit about reducing vehicle miles traveled in Policy C 1.Sustainable Transportation: “Reduce vehicle miles traveled (VMT) and greenhouse gas (GHG) emissions from transportation by increasing mode share options for sustainable travel modes, such as walking, bicycling, and public transit.
» Ensure that the City coordinates with transit providers to maintain transit service in San Mateo and plans for first/last mile connections to transit. » Consider revising Action C 1.11 Complete Streets Plan to reference the travel modes included in Goal C-1 (i.e. walking, bicycling, and transit): “Complete and implement the Complete Streets Plan to improve the City's circulation network, including pedestrian, bicycling, and transit infrastructure, to accommodate the needs of street users of all ages and abilities.
» Add a goal that would identify a timeframe the City plans to implement all planned infrastructure projects and the number of City staff that would be required to meet that goal.
» Consider adding an action that would support improving leading pedestrian intervals, automatic actuation of pedestrian signals, and identifying a policy about limiting right turns on red to improve pedestrian and bicycle safety. » Confirm that Policy C4.4 and C 4.5 are not the same thing. Note from General Plan team: Policy C 4.4 focuses on bicycle safety technology and Policy C 4.5 focuses on shared mobility technology.
» 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 improve bicycle and shared mobility safety and connectivity. » Clarify Policy C 6.7 Capital Improvement Program that it does not apply to adding new traffic lanes:
» Policy C 6.7 Capital Improvement Program. Prioritize improvements that increase person throughput, but do not add new traffic lanes, in project prioritization to reduce VMT.
» Consider adding a policy that would allow density bonuses if additional parking is provided in areas where there are parking capacity issues such as portions of North Central.

540 of 657

22 StriveSanMateo.orgof 39
Planning Commission Recommendations
» 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.

541 of 657

23 StriveSanMateo.orgof 39
Staff Recommended Changes
» Introduction – Update to Reflect Safety as a
Priority
» Update Figure C-1 Preferred Circulation
Scenario and Figure C-3 Existing Caltrans
Roadway Classification Map
» Policy C 1.1 Sustainable Transportation
» Action C 1.11 Complete Streets Plan
» Action C 1.13 El Camino Real Improvements
» Action C 1.15 Safe Routes for Seniors
» Action C 1.18 Safety Education
» Action C 1.21 Performance and Monitoring.
» Action C 2.7 New Development Shuttle
Services
» Action C 2.8 Unbundled Parking
» Combine Policy C 4.4 Bicycle-Related
Technology with Policy C 4.5 Bicycle and
Shared Mobility-Related Technology
» Policy C 4.6 Bicycle Improvements
» Update text in Transit Services Section
» Policy C 5.1 Transit Ridership
» Policy C 5.2 Caltrain
» (New) Policy C 5.9 Paratransit
» Action C 5.10 Transit Experience
Improvements
» (New) Action 5.12 Safe Routes to Transit
» Policy C 6.7 Capital Improvement Program
» Update text in Roadway Network
Improvements Section
» (New) Policy C 4.9 Bicycle Lane Maintenance
» (New) Action C 7.14 Off-Street Parking
Incentives

542 of 657

Public Services and Facilities
Element

543 of 657

25 StriveSanMateo.orgof 39
Public Services and Facilities Element
» Police and Fire Services
» Water Supply
» Sewer and Storm Drainage
» Energy and Telecommunications
» Public Facilities
» Children, Youth, and Schools
» Healthcare and Social Services
» Solid Waste
» Seniors and Aging (New Section)

544 of 657

26 StriveSanMateo.orgof 39
Seniors and Aging
» New GOAL PSF-7: Deliver public services and facilities that serve the needs of seniors, are age friendly and allow San Mateo residents to age in place.
• (New) Policy PSF 5.9 San Mateo Senior Center
• (New) Policy PSF 7.1 Universal Design
• (New) Policy PSF 7.2 Healthy Aging
• (New) Policy PSF 7.3 Outreach to Seniors
• (New) Action PSF 7.4 Age-Friendly City
• (New) Action PSF 7.5 Comprehensive Senior Services
• (New) Action PSF 7.6 Senior Volunteers
• (New) Action PSF 7.7 Caregiver Support

545 of 657

27 StriveSanMateo.orgof 39
New Action – Capital Improvements
Implementation Tracking
» Based on community and Planning Commission feedback
» Supports implementation of Policy PSF 5.11 (Inclusive Outreach) » Action PSF 5.13 Progress Tracking.

Develop and maintain communication tools, such as a dashboard or heat map, to communicate information and updates related to capital improvements and other facility and infrastructure projects to promote community awareness.

546 of 657

28 StriveSanMateo.orgof 39
Community Input
» More specifically address the topic of seniors and the aging population.
» Ensure sufficient infrastructure and public services as the city grows. » 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 especially as local retail is at risk of converting to other uses.

547 of 657

29 StriveSanMateo.orgof 39
General Plan Subcommittee Feedback
» Add background text and policy direction for seniors and aging, building on the Age-Friendly Action Plan.
» Add a policy to encourage local businesses to attain the Age Friendly Business certification.
» Add more policies to support the use of recycled water. » Add policy direction to increase public restrooms in San Mateo, especially in parks.
» Strengthen polices and actions about microgrids further. » Expand PSF 4.11 Public Wi-Fi so that it applies to other public buildings
• PSF 4.11 Public Wi-Fi. Provide high-speed internet access to the public at all City facilities and parks and school facilities.

548 of 657

30 StriveSanMateo.orgof 39
Planning Commission Recommendations
» Expand public restrooms.
» Provides for the equitable distribution of public services and facilities throughout the city.

549 of 657

31 StriveSanMateo.orgof 39
Staff Recommended Changes
» Environmental Justice Theme
» Figure PSF-3 School Sites and Elementary School
Districts
» Figure PSF-4 School Sites and High School Districts
» Flood-Control Infrastructure Section Background Text
» Policy PSF 3.7 Water Quality Standards
» Policy PSF 3.9 Low-Impact Development
» (New) Policy PSF 3.13 Marina Lagoon
» (New) Policy PSF 3.14 City Utility Programs Funding
» Action PSF 3.14 Stormwater Treatment
» Action PSF 3.15 Green Infrastructure
» Action PSF 3.17 Stormwater Requirements for
Development
» Action PSF 3.18 Incentives for Low-Impact
Development
» (New) Action PSF 3.18 Stormwater Management
Funding
» Policy PSF 4.6 Renewable Energy Neighborhood
Microgrids.
» (New) Policy PSF 5.9 San Mateo Senior Center
» (New) Action PSF 5.12 Restroom Facilities
» (New) Action PSF 5.13 Progress Tracking
» (New) Policy PSF 6.6 Recreation Centers
» (New) Policy PSF 6.8 Child Care Homes Resources
» Action PSF 6.7 Child Care and New Construction
» New Background Text on Seniors and Aging
» New Goal PSF-7 on seniors and aging
» (New) Policy PSF 7.1 Universal Design
» (New) Policy PSF 7.2 Healthy Aging
» (New) Policy PSF 7.3 Outreach to Seniors
» (New) Action PSF 7.4 Age-Friendly City
» (New) Action PSF 7.5 Comprehensive Senior Services
» (New) Action PSF 7.6 Senior Volunteers
» (New) Action PSF 7.7 Caregiver Support

550 of 657

Safety Element

551 of 657

33 StriveSanMateo.orgof 39
Safety Element
» Emergency Readiness and
Emergency Operations
» Geologic and Seismic Hazards
» Flood Hazards
» Sea Level Rise
» Wildfire Hazards
» Hazardous Materials

552 of 657

34 StriveSanMateo.orgof 39
Community Input
» Ensure there is sufficient flood protection infrastructure. » Plan for sea level rise.
» Build climate change resilient public facilities.

553 of 657

35 StriveSanMateo.orgof 39
General Plan Subcommittee Feedback
» Update Policies S 1.14 and S 1.15 and Action S 1.19 to refer to the County Events Center which is a designated emergency center and will be an important resource in the event of an emergency:
• 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.
• Action S 1.19 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.

554 of 657

36 StriveSanMateo.orgof 39
Planning Commission Recommendations
» Support for OneShoreline sea level rise overlay zone
mapping.
» Prioritize establishing microgrids in equity priority communities.

555 of 657

37 StriveSanMateo.orgof 39
Staff Recommended Changes
» Update Introduction to refer to CAL FIRE Unit
Fire Plan and Local Community Wildfire
Protection Plan
» Figure S-1 Potential Evacuation Routes
» Figure S-2 Evacuation-Constrained Areas
» Flood Hazards and Sea Level Rise Section
» Combine flood hazards and sea level rise into
one section.
» Action S 3.4 Community Rating System
» Action S 3.5 Early Flood Warning
» Policy S 4.1 Sea Level Rise Planning
» Policy S 4.2 Sea Level Rise and Groundwater
Rise Protection
» Policy S 4.3 Natural Infrastructure
» Policy S 4.4 OneShoreline Coordination
» New Policy S 3-6 Storm Drain and Flood
Infrastructure
» Action S 4.5 Climate Change Adaptation Plan
» Action S 4.6 Sea Level Rise Monitoring
» Action S 4.7 Rising Groundwater Coordination
» Action S 4.8 Natural Infrastructure
» Action S 4.9 Sea Level Overlay Zone
» Action S 4.10 Sea Level Rise Funding
» Action S 4.11 New Development
» Figure S-5 Potential Flood Hazards
» Policy S 5.1 Very High Fire Hazard Severity
Zones
» Policy S 5.2 Reconstruction of Development
» Policy S 5.6 Firefighting Infrastructure
» Policy S 5.9 Land Use Management for Fire
Risks
» (New) Policy S 1.16 Evacuation Planning
» (New) Action S.128 Future Emergency Needs

556 of 657

38 StriveSanMateo.orgof 39
Next Steps
» July to October 2023
• Draft General Plan Community Outreach
» City Council Meetings
• October 2 – CD and HP; COS and R; and Noise
• October 16 – Circulation, PSF and Safety (tonight)
• October 30 – Land Use, Introduction and Glossary
» January 2024
• Publish General Plan 2040 and Final EIR
» February and March 2024
• General Plan 2040 Adoption Hearings

557 of 657

39 StriveSanMateo.orgof 39
City Council Discussion and Direction
» Discussion process:
• Provide comments by Element:
 Circulation Element
 Public Services and Facilities Element
 Safety Element
» Discussion questions:
• Do you support the staff recommended revisions for each element? • Are there any other changes or updates that should be made to these three elements in the Draft General Plan?

558 of 657

40 StriveSanMateo.orgof 39

559 of 657

41 StriveSanMateo.orgof 39

560 of 657

42 StriveSanMateo.orgof 39

561 of 657

43 StriveSanMateo.orgof 39

562 of 657

44 StriveSanMateo.orgof 39

563 of 657

45 StriveSanMateo.orgof 39

564 of 657

46 StriveSanMateo.orgof 39

565 of 657

47 StriveSanMateo.orgof 39

566 of 657

48 StriveSanMateo.orgof 39

567 of 657

49 StriveSanMateo.orgof 39

568 of 657

50 StriveSanMateo.orgof 39

569 of 657

51 StriveSanMateo.orgof 39

570 of 657

52 StriveSanMateo.orgof 39
Potential New PSF Action
» Action PSF 5.12 Progress Tracking.
» Develop and maintain communication tools, such as a dashboard or heat map, to communicate information and updates related to capitol improvements and other facility and infrastructure projects to promote community awareness.

571 of 657

CITY OF SAN MATEO
4 4
9 6

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 14 Section Name: OLD BUSINESS Account Number: 10-4666 File ID: 23-7999 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: October 16, 2023
SUBJECT:

Citywide Complete Streets Plan – Update
RECOMMENDATION:

Receive an update on the San Mateo Citywide Complete Streets Plan and provide feedback.

BACKGROUND:

The City was awarded approximately $490,000 from the Caltrans Sustainable Communities grant program to fund the San Mateo Complete Streets Plan (Plan). The Plan will complement the City’s General Plan Update by creating an actionable plan rooted in safety for all modes and will result in policies, goals, and prioritized projects that are focused on improving mobility, equity, connectivity, and sustainability to build a better circulation network for the City’s future. The Plan will provide the basis for projects that are planned, designed, constructed, and maintained for all roadway users, allowing the City to develop a safe mobility network for many years to come. The final outcome of this effort will be an adopted Citywide Complete Streets Plan and a Design Standard Manual.

The Citywide Complete Streets Plan effort began in November 2022. Staff and the consultant team will present an update on the project progress to date, including work effort, community engagement, and anticipated schedule.

Community Engagement
Given the nature of the project, community engagement has been a key component to provide information and direction for this project. Staff and the consultant team have completed the following engagement activities to date for the Complete Streets Plan.

•Stakeholder Interviews: Staff and the consultant team conducted nine stakeholder interviews to gain feedback regarding transportation needs from various stakeholder audiences. The stakeholders were selected to represent various user audiences, including the Latino community, youth representatives, paratransit representatives, Samaritan House, and the local school districts.
•Focus Groups: With the assistance of several stakeholders, the project team held two focus groups with a total of 45 participants. The first focus group centered on young families and was hosted with the assistance of the San Mateo-Foster City School District and was conducted in Spanish at College Park Elementary School. The second focus group was dual-lingual and co-hosted by MidPen Housing at the Peninsula Station housing complex. •Active Engagement Tours: The first phase of engagement included active transportation tours to gain feedback while utilizing the City’s walking, biking, and transit networks. The walk/transit and bike tours hosted 21 participants.
•Pop-Up Events: Staff and the consultant team attended the College of San Mateo Farmer’s Market and the City’s 4th of July event at Central Park to share information and gain feedback about transportation needs in San Mateo.

The team reached nearly 200 residents during the two events.

572 of 657

CITY OF SAN MATEO
4 4
9 6

The project simultaneously collected feedback via an interactive online map. The mapping exercise collected over 300 comments from more than 100 participants. The team also collated information collected by the outreach efforts for the City’s Local Roadway Safety Plan to coordinate the efforts of the two projects.

The first phase of engagement revealed resident concern and need in four key areas: safety, connectivity, congestion reduction, and accessibility. This feedback provided a basis moving forward with the project to identifying key policies and projects. Community engagement will continue through the development of the Plan, with the second phase beginning this fall and focusing on workshops and pop-up events to solicit feedback on the proposed priority projects and policies.

A summary of the Phase 1 engagement efforts is included as Attachment 1.

Policies
To date, the project team has completed an existing conditions review of the City’s existing roadway network and local and regional policies; a best practices review of other similar guiding documents; a needs assessment focused on the existing network and adopted City plans to identify gaps; and the first phase of community engagement. This work resulted in the development of four key policies guiding the creation of the Complete Streets Plan.

•Prioritize Safety for All Modes: This policy focuses on prioritizing user safety when designing projects and roadways.
•Rebalance Priorities: When conflicts arise between different modal needs, develop context-sensitive solutions to prioritize the use of the right of way.
•Fund and Implement Projects: This policy provides direction for establishing funding mechanisms to implement the priority projects in the Complete Streets Plan, and to coordinate construction of complete streets in other City projects.
•Engage our Communities: The final policy focuses on adopting inclusive and consistent outreach and engagement standards promoting transparency and accountability for transportation projects.

Staff and the consultant team will provide additional detail on the proposed Plan policies and request Council feedback.

High-Needs Corridor Recommendations
The final Complete Streets Plan, in addition to setting forward-thinking policies and developing a Design Standards Manual, will identify corridor projects that require improvements to achieve a complete streets approach for transportation safety and accessibility. The needs assessment, existing conditions review, and initial community input were utilized to identify corridors with “high needs,” or those that have the highest need for multimodal improvement to provide safe and comfortable transportation access. Each project will be reviewed in more detail to determine corridor- wide and segment recommendations and cut sheets will provide this additional detail for future implementation of the projects.

Staff and the consultant team will provide an overview of the high-needs corridor projects and request Council feedback.

The draft recommendations are included in Attachment 2.

Commission Feedback
Staff presented an update on the Citywide Complete Streets Plan to the Sustainability and Infrastructure Commission on October 11, 2023. Feedback from the Commission will be summarized during the presentation to Council.

573 of 657

CITY OF SAN MATEO
4 4
9 6
Next Steps
Staff and the consultant team will incorporate feedback from the Council and Commission, in addition to community feedback, to finalize the Plan policies and priority projects. Staff expects to bring the draft Citywide Complete Streets Plan for Council review in early spring 2024.

North Central Complete Streets Plan
At City Council direction, staff is working on a separate but simultaneous Complete Streets Plan effort in the North Central neighborhood. While an update will be provided on this project at a future date, the following is the current status on the effort.
•City Council approved a consultant agreement in May 2023 for the North Central Complete Streets Plan. •Staff and the consultant team developed a draft public engagement plan with three phases focused on listening and understanding community goals and concerns.
•The project team conducted numerous stakeholder interviews during Summer 2023 to meet community organizers and identify community-based organizations with which to collaborate on the project work. •Staff and the consultant team participated in National Night Out in August 2023 to gain feedback from the community about the neighborhood and their transportation concerns. •A small Lived Experience Group was developed after the stakeholder interviews with the first meeting held in early October. The group members will assist the project team in future project engagement, including focus groups, neighborhood canvassing, and pop-up events.
•The team will focus on completing the first phase of community engagement, then begin developing potential projects and improvements based on resident feedback and community goals.

BUDGET IMPACT:

There is no budgetary impact associated with the recommendation of this agenda report. The funding for the plan is budgeted in the Complete Streets Plan Project (46R014) and is provided in part through a Caltrans Sustainable Communities grant with local matching funds.

ENVIRONMENTAL DETERMINATION:

This project update 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).) An environmental analysis of the final Complete Streets Plan will be completed prior to adoption.

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Phase 1 Community Engagement Summary
Att 2 – Draft High-Needs Corridor Network

STAFF CONTACT
Sue-Ellen Atkinson, Principal Transportation Planner
[email protected]
(650) 522-7288

574 of 657

SAN MATEO

CITYWIDE COMPLETE

STREETS PLAN
Phase 1 Engagement Report

575 of 657

Overarching Highlights
Summary of Engagement to Date
Activity Insights & Maps
Online Engagement
Key Takeaways by Mode
Engagement Summary
Community Engagement Learnings

TABLE OF CONTENTS

576 of 657

• Traffic Congestion: Frustration around traffic
congestion specifically in North Central, onEl
Camino Real, and Delaware Street.
• Limited Connectivity: Enhance
connectivity along key bike and
pedestrian routes.
• Road Maintenance: Fix potholes and
uneven sidewalks.
• ADA Compliance: Improve mobility for
people with disabilities and seniors.
• Reckless Driving: Pedestrian and cyclist
safety concerns due to speeding cars,
especially near school zones and bus stops.
• Safety Enhancements: Need for more traffic
calming and driver education regarding
cyclist and pedestriansafety and safe driving.

OVERARCHING

HIGHLIGHTS
Pictures to the right were gathered from June 2023 Walking Tour

577 of 657

• Timeline: Commenced engagement processwith stakeholder interviews to gather background information about San Mateo and transportation concerns from community leaders. • Partnerships: Partnered with MoveSan Mateo and San Mateo Foster City School District to host engagement activities such as walk/transit tour, bike tour, and focus group. • Spanish Translation:Spanish speakers were available atall engagement events. Conducted two focus groups at College Park Elementary with San Mateo Foster City School District all in Spanish and had a Spanish breakout room during focus group with MidPen renters. • Materials: Created interactive materials in Spanish and English such as boards and maps for participants to provide input.

ENGAGEMENT APPROACH
Pictures above were captured during the June 2023 Bike Tour and San Mateo Foster City School District Focus Group

578 of 657

SUMMARY OF ENGAGEMENT

TO DATE
June 6, 2023 & July 18, 2023
Two Focus Groups: SMFCSD
& MidPen (45 participants)
College of San Mateo
Farmers Market
(~ 80 participants)
July 8, 2023
San Mateo Walk/Transit Tour
(6 participants)
June 15, 2023
San Mateo 4th of July
(~ 100 participants)
July 4, 2023
San Mateo Bike Tour
(15 participants)
June 24, 2023
Stakeholder Interviews
(9 Meetings)
April 2023

579 of 657

ACTIVITY INSIGHTS
San Mateo Bike Tour
San Mateo Walk/ Transit Tour
Bike, Walk, and Transit Tours Insights
• Ineffectiveness of sharrows/bike boulevards on residential streets due to long city blocks that encourage speeding. • Concerns regarding bike lanes near cars, freeway
entrances, and unsafe intersections.
• Proposed improvements consisted of standardizing
protected bike lanes, creating traffic calming measures, improving signage, and enhancing bike infrastructure.
• Safety improvements included reducing vehicle speeds
and making pedestrians more visible.
• Need for accessibility features installed at the Hillsdale Caltrain Station.
• Samtrans ECR line is a reliable form of public
transportation but inconvenient in terms of how long it takes to get from town to the next.

580 of 657

ACTIVITY INSIGHTS
San Mateo Foster City School District – Parent Focus Group (all in Spanish)
Peninsula Station Apartments – Renter Focus
Group (Spanish/English)
Focus Groups Insights
• Safety issues, such as reckless driving, affect students as they commute to school.
• Traffic congestion can lead to blind spots and risky
merging into oncoming traffic lanes.
• Community education on safety measures would be
helpful when walking and driving along San Mateo streets. • Roads should be safer for pedestrian use.
• Need for more safety improvements including increasing time of crosswalk signals, installing crosswalks with
flashing beacons, speed lights, and dedicated bike lanes so bicyclists don’t use sidewalks.
• Need for road maintenance to fix potholes, cracks, and uneven roads.

581 of 657

Focus group participants were
asked to provide feedback on
existing infrastructure and any
challenges faced while moving
through San Mateo.

Positive feedback:
• People appreciated pedestrian
improvements including lighting
that were implemented around
31st St. and near Downtown.
• People enjoyed the access
to outdoor recreational facilities
and parks.
8 FOCUS GROUP MAPS
Place-specific community feedback
Neutral feedback
Challenges/ barriers​
Positive feedback

582 of 657

ACTIVITY INSIGHTS
Stakeholder Interviews
4th of July Celebration & San Mateo Farmers Market Pop-up Stakeholder Interview and Pop-up Insights
• Traffic congestion frustration on busy corridors such as Poplar Avenue.
• Concerns regarding parking issues in North Central along Humboldt and Parkview Street.
• Increase parking capacity in Downtown San Mateo.
• Updating curb ramps and sidewalks for ADA compliance
would be beneficial.
• Concerns about road conditions and infrastructure
specifically regarding potholes and uneven sidewalks.
• Safety concerns centered on lack of bike lanes, accidents at intersections, pedestrian safety, and traffic violations. • Desired improvements include signage, curb ramps and
ADA/stroller-friendly sidewalks, and designated bike lanes.

583 of 657

Pop-up participants were asked
to provide feedback on existing
infrastructure and any challenges
faced while moving through San
Mateo.

Positive feedback:
• People value the culture
and diversity of San Mateo.
• People enjoyed access to parks
and recreational activities.
10 POP-UP MAPS
Place-specific community feedback
Neutral feedback
Challenges/ barriers​
Positive feedback

584 of 657

ONLINE ENGAGEMENT
Social Pinpoint site is currently open for comments/survey 77 Unique Visitors
8 People Commented
15 Comments
As of July 20th,
we’ve
collected:

585 of 657

12 KEY TAKEAWAYS BY
MODE

586 of 657

13 PEDESTRIAN EXPERIENCE
• Pedestrian visibility: Install bulb-outs and LED infrastructure to reduce pedestrian crossing distances and enhance pedestrian/cyclist visibility. • Slower speeds: Install more pedestrian activatedsignals and law enforcement to diminish speeding and traffic law violations nearschools. • ADA & senior accessibility:Install more trafficlight signals, update curb ramps & sidewalks,and remove grade separation along ECR& Hillsdale. • Consistent & improved pedestrian infrastructure:

Ensure crosswalks have flashing beacons over bothsides of the streets. • Road safety education:Educate students on safety measures when walking along San Mateo streets.

General themes from community feedback

587 of 657

14 BICYCLE EXPERIENCE
• Safety measures for bike infrastructure: Improve signage andestablish dedicated bike lanesin high traffic areas andat unsafe intersections. • Bike connectivity: Add new bike paths near theBoys and Girls Club in the North Shoreview neighborhood.
• Bike trails promotion:Collaborate with Parks andRecreation to establish bike trails and install bike stop lights atkey intersections. • Speed deterrence infrastructure: Improve effectiveness of sharrows/bike boulevards on residential streets to preventspeeding on long city blocks. • Parking capacity limitation:Address concerns of limitedparking capacity due to new bike lanes in N. Central; there is a lack of bike lane use due to safety concerns over speeding and not enough space, and absence of bike lane connections.

General themes from community feedback

588 of 657

15 TRANSIT EXPERIENCE
• Coordinate transit systems with other modes of travel: Integrate Caltrain schedule with bus service schedules.
• Comfortable transit infrastructure:Include more pole-sits and benches alongside streets and busstops.
• Faster service: Shorten travel time on ECR Samtrans bus line to encourage people to use publicbus transportation.
• Transit connectivity: Increase transit access to theeastern neighborhoods of San Mateo such as North Central.

General themes from community feedback

589 of 657

16 AUTO EXPERIENCE
• Road maintenance: Upgrade street stop signage and repair roads with potholes.
• Parking shortage: Address parking shortage in specific neighborhoods such as N. Central and Downtown San Mateo.
• Automobile rule enforcement:Enforce vehicle rules to prevent reckless driving and sidewalk parking.
• Traffic congestion: New development and back to office work policies have caused an increase in traffic congestion.

General themes from community feedback

590 of 657

• Safety: Improving safety for pedestrians
and bicyclists was the highest priority
discussed throughout all engagement
activities. The need for traffic calming
measures and more safety education
was voiced as potential solutions for this
issue.
• Connectivity: Need
for more connectivity
throughout San Mateo streets especially
to public transit and recreational bike
trails.
• Traffic congestion: Need for
mode shift engagement and education
to encourage commuters to use non -
auto modes of travel.

ENGAGEMENT

SUMMARY
Picture to the top right was gathered from June 2023 SMFCSD Focus Group and picture to the bottom right was gathered from the June 2023 Bike Tour

591 of 657

What worked well:
• Collaborating with Move San Mateo to learn about potential bike & walk/transit tour routes and using Map My Run App to create routes.
• Materials developed such as maps, questions, and boards prepared the internal team for tours, focus groups, and pop-ups and allowed for interactive activities with community members.
18 COMMUNITY ENGAGEMENT

LEARNINGS
For the next phase of engagement:
• Making future walk/transit tour routes shorter to not overwhelm participants. • Staying consisted with focus group schedules to not go over one hour slot time.
• Advertising tours , focus groups, and pop-ups with enough time before events and posting on City of San Mateo channels to help more effectively spread the word.

592 of 657

HIGH NEED CORRIDORS
Streets in North Central and Downtown removed for
further analysis in respective area plans

593 of 657

SAN MATEO

CITYWIDE COMPLETE

STREETS PLAN
October 16, 2023

594 of 657

1. Introduction

2. Outreach Summary

3. Draft Plan Policies

4. Recommendations

5. Next Steps: Priority Corridors

6. Council Feedback

OUTLINE
2 of 26

595 of 657

QUESTIONS
3 of 26
Confirmation of High
Needs Corridors
• Does this align with
community needs?
• Feedback on identified
corridors
Draft Policies
• Feedback on draft policies

596 of 657

What Is A Complete Streets Plan?
Collaborative
Process
Comprehensive
Playbook
Implementable
Plan for Safe,
Reliable, and
Accessible Travel
Options
4 of 26

597 of 657

What Will the Complete Streets
Plan Include?
Auto, Goods Movement,
Transit, Biking, and Walking
Green Infrastructure
Sewer
Utilities
5 of 26

598 of 657

PROCESS AND TIMELINE
6 - Introduction
6 of 26

599 of 657

OUTREACH SUMMARY
7 of 26

600 of 657

Summary of Phase 1 Engagement
June 6, 2023 & July 18, 2023
Two Focus Groups: SMFCSD
& MidPen (45 participants)
College of San Mateo
Farmers Market
(~ 80 participants)
July 8, 2023
San Mateo Walk/Transit Tour
(6 participants)
June 15, 2023
San Mateo 4th of July
(~ 100 participants)
July 4, 2023
San Mateo Bike Tour
(15 participants)
June 24, 2023
Stakeholder Interviews
(9 Meetings)
April 2023
8 of 26

601 of 657

Online Engagement
Social Pinpoint Closed for Comments on September 6, 2023. 537
Unique Visitors
107
People
Commented
323
Comments
We have
gotten
significant
input online.
9 of 26

602 of 657

All Engagement
Comments
• Comments are most
dense near the
Hillsdale Caltrain
Station and relate to
station access
• Downtown and North
Central neighborhoods
have the second
highest concentration
of comments
10 of 26

603 of 657

Safety
Connectivity
Congestion
Accessibility
Engagement
Summary
Picture to the top right was gathered from June 2023 SMFCSD Focus Group and picture to the bottom right was gathered from the June 2023 Bike Tour 11 604 of 657

DRAFT COMPLETE

STREETS POLICIES
12 of 26

605 of 657

Complete Streets Plan Policy Development
Clear, Vision-
Driven Direction
State and
Regional
Alignment
Guidance for
Implementation
13 of 26

606 of 657

Draft Complete Streets Plan Policies
Setting the Foundation
Prioritize Safety for
All Modes
Rebalance
Priorities
Fund and
Implement
Projects
Plan
Policy
Principles
Engage
Our
Communities
The Complete Streets Plan
Policy Principles will follow
established federal, state,
regional, and local policies are
utilized as the basis for design
decisions.

These policies include the
forthcoming City of San Mateo
2040 General Plan, City of San
Mateo 2020 Climate Action
Plan, MTC’s Vision Zero
Resolution, and MTC’s
Complete Streets Policy (MTC
Resolution No. 4493).

Key Preestablished Policies
(Federal, State, Regional, Local)
14 of 26

607 of 657

• Update the Neighborhood Traffic Calming Policy
• Set local speed limits based on CA MUTCD Revision 7
• Proactively and reactively implement Design Manual crosswalk policy systematically • Implement data-driven bike facility selection per the NACTO AAA Bicycle Facility Selection Guide
Prioritize Safety for All Modes
SLOW
Policy Principles

POLICY IMPLEMENTATION ACTIONS
Get to zero fatal and severe
injury collisions by 2030
Adopt a
Safe System Approach
15 of 26

608 of 657

• Utilize and implement the comprehensive toolbox of data-driven strategies included in the Design Manual
• Implement the ADA Transition Plan
• Design for fire and emergency vehicle access
• Launch a Complete Streets public education campaign
• Develop a simple one-page fact sheet for each project to clearly and transparently define and assess performance measures
Safety
Parking Transit
Bicycle and
Pedestrian
Comfort
Auto Congestion
Rebalance Complete Streets Priorities
Policy Principles

POLICY IMPLEMENTATION ACTIONS
Consistent with Design Manual
street types, assess use of street
space by modal priority.

Complete Streets priorities are
not necessarily mutually
exclusive.
16 of 26

609 of 657

San Mateo Complete Streets Plan
Require collaborative and coordinated Capital
Spending Plan requests by department
• Establish clear guidance that describes when Council and Commission input is necessary • Use equity and safety as prioritization factors in all plans and projects • Require private development to complete a Developer Checklist that documents and requires Complete Streets infrastructure improvements to mitigate project impacts • Reorient paving program to include a Repaving Checklist that prioritizes active transportation, safety, and Equity Priority Communities
Policy Principles
Fund and Implement Complete Streets

POLICY IMPLEMENTATION ACTIONS
17 of 26

610 of 657

Ensure an inclusive, consistent, and accessible
outreach and engagement standard that
promotes transparency and accountability
• Design accessible engagement
• Implement project-level engagement strategies that clearly communicate how and why public input will be used
• Post all projects on the website in a clear and consistent format, in coordination with City Communications
Policy Principles
Engaging Our Communities

POLICY IMPLEMENTATION ACTIONS
18 of 26

611 of 657

RECOMMENDATIONS
19 of 26

612 of 657

Citywide
Needs
Assessment
20 of 26

613 of 657

High Need
Corridors
Streets in North Central
and Downtown removed
for further analysis in
respective area plans
21 of 26

614 of 657

San Mateo Complete Streets Plan
Complete Streets Needs
Corridor-Wide
Recommendations
Segment
Recommendations
Delaware St 9th Ave to Pacific Blvd
Segment A
North of 16th Ave
• In the near term, extend bike lanes and pedestrian
safety enhancements at gaps.
• In the long term, conduct study with inclusive
engagement to remove parking on one side for
implementation of a separated bikeway. Update from
BMP to provide school access for all ages and abilities. • Consider raised intersections for traffic calming,
especially near schools.

This corridor is critical for north-
south connectivity, especially as it
provides a bikeway parallel to El
Camino Real.

Install median refuge and RRFBs
as systemic treatment to all
uncontrolled crosswalks.

Install bus bulbs and route bike
lanes behind them.

Segment B
South of 16
th Ave
• Convert two-way left turn lane and/or install road
diet to address safety and provide greening,
separated bikeways, and pedestrian
enhancements.
• Improve multimodal intersection safety at
complex intersections (16
th Ave, Concar Dr, 19th
Ave/SR 92), with attention to intersection
congestion needs.

Complete Streets Needs
Modal Priorities Previously Proposed Projects 2012 Pedestrian Master Plan
2022 TOD Pedestrian Access Plan
Install buffered BL from 5th Ave to
Concar Dr, separated BL from Concar
Dr to 28th Ave
Intersection improvement at 19th Ave
Various streetscape and
crosswalk improvements
2020 Bicycle Master Plan
A
BRoadway Characteristics
22 of 26

615 of 657

NEXT STEPS
23 - Introduction
23 of 26

616 of 657

COMMISSION FEEDBACK
• Include near-miss data as
feasible
• Confirm connectivity to parks,
schools, grocery stores
High Needs Corridors
• Confirmation of safety and
funding as policies
• Consider options for higher-
level policies
• Include health, equity, and
resilience as policies
Draft Plan Policies
24 of 26

617 of 657

QUESTIONS
25 of 26
Confirmation of High
Needs Corridors
• Does this align with
community needs?
• Feedback on identified
corridors
Draft Policies
• Feedback on draft policies

618 of 657

Questions?
26 of 26

619 of 657

CITY OF SAN MATEO

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 15 Section Name: NEW BUSINESS Account Number: 10-1311 File ID: 23-8069 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Human Resources Department
MEETING DATE: October 16, 2023
SUBJECT:

City Manager, City Attorney, Department Head and Deputy Director Compensation Plan – Amendment RECOMMENDATION:

Adopt a Resolution to amend the Compensation Plan to include salary increases for Assistant City Manager, effective October 29, 2023.

BACKGROUND:

The City Council determines the salary and benefits compensation for employees. The department heads are not represented by a bargaining group, and their salary ranges are determined by the City Council. The department heads are at-will positions and serve at the pleasure of the City Manager.

The current vacant status of the Assistant City Manager (ACM) position created an opportunity to reconfigure staffing in the City Manager’s Office to reflect its current and future needs. The City Manager updated the ACM job specification to include additional duties and responsibilities, which elevates and broadens the scope of the ACM role. In addition to the existing responsibilities for managing the day-to-day operations of the City Manager’s Office, overseeing and performing special projects as determined by the City Manager, additional responsibilities were added. These additional responsibilities include supervision of multiple Department Heads and their associated departments as assigned, conducting specific and comprehensive analyses of a wide range of municipal policies and procedures, leading multi- departmental initiatives, and representing the City Manager’s interests in these efforts. The ACM will also serve as the City Manager in the City Manager‘s absences or as assigned, work closely with the City Manager and Department Heads as assigned to implement City Council policy directives and enable the development and implementation of related goals, objectives, and polices.

The ACM department head classification last received an increase to its salary range on March 5, 2023. The elevation and broadening of the ACM job duties and essential function indicates that the Salary for the ACM classification should increase to reflect these changes. In September staff conducted an ACM job classification compensation study utilizing the market survey agencies listed in the City’s Management Association Memorandum of Understanding to set the top salary range. The study also included a compaction analysis of department heads the ACM would directly oversee as well as the City Manager.

Based on the compensation survey and compaction analysis the proposed resolution recommends a thirteen (13.0%) increase effective October 29, 2023, to the salary range for Assistant City Manager, increasing the current monthly salary range of $18,916.60 - $20,566.77 to the proposed range of $21,375.76 - $23,566.77. This salary range for the ACM classification would be approximately 18% below the current salary for the City Manager, and 10% above the salary range of the highest-level subordinate, Public Works Director, to avoid any salary compaction.

620 of 657

CITY OF SAN MATEO
Pursuant to Municipal Code Section 4.02, the City Council provides for the compensation of all officers and employees and salaries shall be fixed by resolution. Title 2 of the California Code of Regulations (CCR), Section 570.5, requires the City Council to adopt a full salary schedule, as a standalone document detailing the rates of pay for each City classification, and to maintain this salary schedule as a publicly available document for at least five years. CalPERS uses this salary schedule to determine the “compensation earnable” when calculating the monthly pension an individual will receive when they retire. “Compensation earnable” is defined by the Public Employees’ Retirement Law (PERL) Government Code Sections 20636, and 20636.1 as pay rate and special compensation as defined in the statutes.

BUDGET IMPACT:

Approval of the compensation resolution results in an estimated $37,600 in additional cost per fiscal year for the Assistant City Manager. For Fiscal Year 2023-24, the City Manager’s operating budget will be able to absorb any additional costs. As such, no additional budget appropriation is needed.

ENVIRONMENTAL DETERMINATION:

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

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Proposed Resolution
Exhibit A - City Manager, City Attorney, Department Head, Deputy Director Salary Schedule Att 2 - Track changes City Manager, City Attorney, Department Head, Deputy Director Compensation Plan

STAFF CONTACT
Teresa Abrahamsohn, Director of Human Resources
[email protected]
650.522.7276

621 of 657

CITY OF SAN MATEO
RESOLUTION NO. ___ (2023)

APPROVING AMENDMENTS TO THE DEPARTMENT HEAD

AND DEPUTY DIRECTOR COMPENSATION PLAN
WHEREAS, the Department Heads are not represented by a bargaining group, and compensation is determined by the City Council; and
WHEREAS, executive positions consist of the at-will heads of city departments who serve at the pleasure of the City Manager; and
WHEREAS, a consolidated compensation plan specific to the Department Heads and Deputy Directors has been set forth in a resolution; and
WHEREAS, the City Manager updated the Assistant City Manager (ACM) job specification to include additional duties and responsibilities, which elevates and broadens the scope of the ACM role; and, WHEREAS, additional responsibilities include supervision of multiple Department Heads and their associated departments as assigned, conducting specific and comprehensive analyses of a wide range of municipal policies and procedures, leading multi-departmental initiatives, and representing the City Manager’s interests in these efforts; and
WHEREAS: the ACM will also serve as the City Manager in the City Manager‘s absences or as assigned, work closely with the City Manager and Department Heads as assigned to implement City Council policy directives and enable the development and implementation of related goals, objectives, and polices; and WHEREAS, the compensation survey and compaction analysis recommends a thirteen (13.0%) increase effective October 29, 2023, to the salary range for Assistant City Manager; and, WHEREAS, the resolution results in an estimated $37,600 in additional cost per fiscal year for the Assistant City Manager; and
WHEREAS, for Fiscal Year 2023-24, the City Manager’s operating budget will be able to absorb any additional costs.

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

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

2. The amendments to the Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan, for Assistant City Manager classification, is approved as follows:

622 of 657

Salary: 13.0% increase for the Assistant City Manager classification effective October 29, 2023.

3. The Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan, including the salaries set forth in Exhibit A Attachment 1 attached hereto are approved.

623 of 657

EXHIBIT A

CONSOLIDATED CITY MANAGER, CITY ATTORNEY, DEPARTMENT HEAD AND DEPUTY DIRECTOR

COMPENSATION PLAN
SALARY
Successful employee performance is a key factor in determining compensation.

Salaries have been established for the City Manager and the City Attorney. The current amounts are listed in Attachment 1.

A three-step salary range has been established for each Department Head and Deputy Director classification. The proposed salary range for the revised Assistant City Manager classification with a thirteen percent (13.0%) increase, is listed in Attachment 1. Salary placement is based upon performance review and experience.

The City Manager is authorized to offer unrepresented management employees or potential unrepresented management employees, on a case by case basis, additional fringe benefits incentives, not to exceed 10% of the position’s base salary.

TEMPORARY UPGRADE PAY
In the event the City Manager determines that it is necessary to assign a Department Head or Deputy Director to perform all of the duties of a higher paid classification for two or more consecutive workweeks, he/she shall receive payment for the higher classification for the entire duration of the assignment. The City Manager shall set the salary within the established salary range. Except with the approval of the City Manager, a temporary upgrade assignment shall not continue for longer than one year.

When an employee performs a significant portion but not all of the duties of a higher paid classification, the employee may petition the City Manager for a differential in pay of up to 10%, to be determined by duties assigned for this work out of class.

EMERGENCY WORK
In the event a City Council declared emergency necessitates the devotion of excessive working time by certain management employees in order to maintain essential public services, the City Manager may authorize overtime on a case-by-case basis. Such authorization shall terminate upon cessation of the City Council declared emergency.

PERSONAL TRAINING
Department Heads and Deputy Directors are encouraged to attend instructional programs, conferences and seminars as available in the department’s budget. If the cost to attend exceeds $2,000, attendance must be pre-approved by the City Manager.

LEAVE ACCRUALS
Employees shall accrue vacation leave, sick leave and holiday leave on a pro-rata basis in proportion to regular hours on the payroll. Credit shall not be received for time off without pay. Vacation leave, sick leave, and holiday credits shall accrue from date of appointment.

Absences of less than four hours shall not be deducted from leave balances. Employees are expected to work a minimum of 40 hours per week, with schedules that may vary from day to day based on workplace needs.

624 of 657

HOLIDAYS
The holidays to be observed are as follows:

A. New Year's Day, January 1st
B. Martin Luther King's Birthday, 3rd Monday in January C. President's Day, 3rd Monday in February
D. Memorial Day, last Monday in May
E. Independence Day, July 4th
F. Labor Day, 1st Monday in September
G. Veteran's Day, November 11
H. Thanksgiving Day, 4th Thursday in November
I. The day after Thanksgiving
J. Christmas Day, December 25th
K. Every day approved by the City Council as a public holiday, public fast, or a day of mourning L. Three (3) floating holidays to be taken on working days mutually agreeable to the employee and the department. Employees shall accrue twelve (12) hours of floating holiday time during the first full pay period in January and July each year.

If a holiday falls on Sunday, the following Monday shall be observed. If a holiday falls on Saturday, the preceding Friday shall be observed as the holiday. If a holiday falls on one’s regularly scheduled day off, holiday time shall be granted.

In the event holidays fall while an employee is on vacation leave, such holidays shall not be charged as vacation leave.

Employees have a forty (40) hour maximum holiday accumulation.

Realizing that not all Safety Department Heads and Safety Deputy Directors are able to take holidays when they fall, as determined by the City Manager, such managers shall be compensated by being placed on a bi-weekly holiday factor. Holiday leave shall never accumulate to more than eighty (80) hours. Effective with the pay period starting December 29, 2019, such managers shall be compensated by receiving holiday-in-lieu pay at the rate of 5.0% of base pay each pay period.

VACATION
Vacations are essential to the employee's welfare and they are granted by the City to allow employees relaxation and rest from their duties. It is the policy of the City not to allow the excess accumulation of vacation leave. All full-time employees shall be entitled to vacation leave with pay as provided below after completion of continuous service with the City. The time at which an employee may take vacation shall take into consideration the needs of the City.

Employees shall accrue a vacation allowance at the rate of 20 days per year for the first 12 years of service, 22.5 days per year for 13 through 23 years of service, and 25 days per year at the beginning of 24 years of service. The above allowances shall be pro-rated for employees beginning employment or leaving employment with the City during a biweekly pay period.

The City Manager is authorized to provide at-will department heads with vacation accrual based upon the number of years of prior service with public entity employers. The City Manager and City Attorney are provided with this benefit.

The City Manager can provide new Department Heads and Deputy Directors with a balance of up to 80 hours of vacation leave upon hire. The City Manager and City Attorney are provided with this benefit.

625 of 657

Department Heads and Deputy Directors may not accrue more than two times (2x) their vacation leave.

Employees who leave employment shall be paid the straight-time salary equivalent in a lump sum for all accrued vacation leave earned. Such compensation for prorated vacation of separated employees shall be paid by adding or deducting from his or her final paycheck.

VACATION SELL BACK
An employee may make an irrevocable election to sell back to the City eighty (80) hours of accumulated vacation at the employee’s established rate of pay per calendar year. At the time of election, the employee must already have taken a minimum of two (2) weeks’ vacation in the preceding twelve (12) months.

Requests must be received by Payroll no later than December 31 for the following year elections. No employee can elect to sell back more than their annual vacation accrual. Elected hours not requested for distribution (sell back) by December 1 will be automatically distributed in the next pay period (sell back cannot be more than the hours available at time of distribution).

EXECUTIVE LEAVE
Department Heads and Deputy Directors shall accrue forty-eight (48) hours per year of executive leave, on a pay period basis. Executive leave shall have a maximum balance of eighty (80) hours. Department Heads and Deputy Directors may sell back up to forty (40) hours per calendar year, following the procedures outlined in ‘VACATION SELL BACK’.

A Department Head may recommend to the City Manager that an additional amount of executive leave be authorized for a Deputy Director, up to an additional forty (40) hours. This additional leave may be granted based on excessive hours, the value of the extraordinary effort, and the performance of the employee. The City Manager has full discretion in deciding whether to grant additional leave. In the event that the additional hours take the employee over the eighty (80) hour maximum, they must sell back any hours above the maximum accumulation allowable.

SICK LEAVE
The purpose of sick leave is to continue the compensation of employees who must remain off their jobs because of illness or disability. Such sick leave is a privilege which employees can exercise in the event of his/her bona fide illness or disability or in the event their presence away from work is essential because of illness, death or disability of their immediate family.

For full-time employees, leave shall be accrued at the rate of 3.7 hours for each biweekly pay period (12 days per year). Unused sick leave shall be accumulated. Any employee who is on paid leave shall continue to earn sick leave. An employee who is on leave without pay shall not accrue sick leave. Sick leave shall accrue during an absence due to a work-related disability.

The City Manager can provide new Department Heads and Deputy Directors with up to 80 hours of sick leave upon hire. The City Manager and City Attorney are provided with this benefit.

A Department Head is responsible for determining that only bona fide personal or family sick leave is taken, consistent with standards established by the City. This may include the submission of a doctor’s certificate with prior notice.

626 of 657

Protected Sick Leave
Protected sick leave may be taken and if taken, shall be charged to sick leave, vacation, holiday, or executive leave for the following reasons:
oThe diagnosis, care, or treatment of an existing health condition of, or preventative care for, an employee.
oThe diagnosis, care or treatment of an existing health condition of, or preventative care for, an employee’s family member.
oAn employee who is a victim of domestic violence, sexual assault, or stalking.

Employee family member means parent, spouse, domestic partner, son, daughter, domestic partner’s child, sibling, stepchildren, mother-in-law, father-in-law, grandparents and grandchildren.

Not more than six (6) days of such protected sick leave shall be granted in any one (1) calendar year.

However, if extenuating circumstances exist in the opinion of the City Manager, a reasonable extension of the six (6) day limit may be granted. Any additional leave so granted shall be charged against the worker's sick leave accumulation.

Family Care Leave
In accordance with the Federal Family and Medical Leave Act and the California Family Rights Act, the City will grant job protected unpaid family and medical leave to eligible workers for up to 12 weeks per rolling 12-month period. The City-wide policy will adhere to applicable Federal and State laws.

Bereavement
In the event of a death in the immediate family, employees may take accrued sick leave of up to three (3) days (two (2) shifts for 56-hour employees), or up to five (5) days at the discretion of the City Manager. Bereavement Leave shall be tracked separately from Protected Sick Leave. In this context, immediate family shall be defined as: spouse, domestic partner, child, foster child who resided with the employee at the time of his/her death, stepchild, mother, father, stepmother, stepfather, mother-in- law, father-in-law, brother, stepbrother, sister, stepsister, brother-in-law, sister-in-law, grandmother, grandfather, spouse’s grandmother, spouse’s grandfather, son-in-law, daughter-in-law or grandchildren.

Sick Leave Payout
Upon service or disability retirement, employees shall be paid fifty (50%) of their accrued sick leave up to a maximum of four hundred eighty (480) hours payment; see “DEFERRED COMPENSATION AND RETIREMENT HEALTH SAVINGS ACCOUNT (RHSA)” section for more details. No payments of sick leave shall be due or owed to anyone who is terminated by the City.

DISABILITY LEAVE
The purpose of this Section is to continue the compensation of employees who must remain off their jobs as a result of disability occasioned or injury received as a result of the discharge of their duties as employees of the City. The Department Head is responsible for determining that only bona fide disability leave is taken.

For each disability, employees shall be allowed disability leave up to and including sixty (60) working days. Such disability leave shall be at full pay, less the amount paid by Workers' Compensation.

Disability in excess of that provided in this Section shall be compensated for only under the provisions of the Workers' Compensation Act of the State of California If the sixty (60) working days is exhausted, additional time off may be charged to sick leave with the following exception; employees shall not be charged sick leave for that portion of their salary for which temporary disability payments are received under the State Worker's Compensation Law.

627 of 657

Additional compensation may be awarded by Resolution of the City Council to employees disabled or injured in line of duty, if recommended by the City Manager.

JURY LEAVE
Employees required to report for jury duty shall be granted a leave of absence with pay from their assigned duties until released by the court, provided the employee notifies their Department Head immediately of the notice of jury duty.

MILITARY LEAVE
Military leave shall be granted by the City in accordance with the provisions of State and Federal laws.

LEAVE OF ABSENCE WITHOUT PAY
Regardless of the combination of paid and unpaid leave used, a leave of absence shall not exceed twelve (12) months in duration, unless otherwise required by law.

Leaves of absence may be granted in cases of illness; in cases of personal emergencies, including childbirth; for education and training; or when such absences would not be contrary to the best interests of the City. Any request for leave of absence shall be made in writing for review and approval by the City Manager.

LONG TERM DISABILITY INSURANCE
The City shall provide long-term disability insurance providing for a sixty (60) day elimination period, subject to prior exhaustion of accrued sick leave or other applicable benefits, and payment of a monthly benefit equivalent to sixty-six and two-thirds percent (66 ⅔%) of full basic monthly salary less any deductible benefits.

SOCIAL SECURITY
Social Security for miscellaneous employees is paid equally by the City and the employee at 6.2% on the Social Security Wage Base. Safety employees hired on or after April 1, 1986 pay 1.45% as the Medicare cost of Social Security.

RETIREMENT
Retirement benefits shall be compensated for under applicable legislation pertaining to the California Public Employees’ Retirement System (CalPERS). The City currently provides the following retirement benefits:

Safety
o3% @ 50 Formula with Single Highest Year Final Compensation for safety employees hired before December 9, 2012.
o3% @ 55 Formula with highest average annual pensionable compensation earned during 36 consecutive months of service for “classic” members hired on or after December 9, 2012. o2.7% @ 57 Formula with highest average annual pensionable compensation earned during 36 consecutive months of service for “new” members hired on or after January 1, 2013. o1959 Survivor Benefit Level 4
oCOLA 2% in retirement
oDeath Benefit (DB) Continues (spouse continues to get DB after remarriage) oPre-Retirement Option 2 DB (If retirement eligible employee dies prior to retirement, spouse can elect to get ongoing retirement benefits)
oMilitary Service Buyback
oRetired Death Benefit (DB) $500
oPrior Service Credit

628 of 657

oPeace Corps: VISTA Buyback
Classic members with the 3% @ 50 Formula or 3% @ 55 Formula pay 50% of the total normal cost rate.

The contributions toward employer rate will be pre-tax under 414(h)2. New members of PERS hired after January 1, 2013 with the 2.7% @ 57 Formula pay 50% of the normal cost rate. The contributions toward employer rate will be pre-tax under 414(h)2.

Miscellaneous
o2% @ 55 Formula with single highest year compensation for “classic members” hired before December 9, 2012
o2% @ 55 Formula with three-year final compensation for “classic members” hired on or after December 9, 2012
o2% @ 62 Formula with three-year final compensation for “new members” hired on or after January 1, 2013
oSocial Security Coverage
oCOLA 2% in retirement
oDeath Benefit (DB) Continues (spouse continues to get DB after remarriage) oPre-Retirement Option 2 DB (If retirement eligible employee dies prior to retirement, spouse can elect to get ongoing retirement benefits)
oMilitary Service Buyback
oRetired Death Benefit (DB) $500
oPrior Service Credit
oPeace Corps: VISTA Buyback
Classic members with the 2% @ 55 Formula pay 50% of the total normal cost rate. The contributions toward employer rate will be pre-tax under 414(h)2. New members hired after January 1, 2013 with the 2% @ 62 Formula pay 50% of the normal cost rate. The contributions toward employer rate will be pre- tax under 414(h)2.

HEALTH INSURANCE
The City shall make contributions on behalf of employees eligible for Group Medical Coverage under the various plans available to the City in the amounts necessary to a maximum contribution of $160.00 per employee per month. The City's health contribution during part-time employment shall be made on a pro rata basis in accordance to hours on the payroll.

The City shall make available to eligible current and retired employees, benefits equal to the Meyers-Geddes State Employees' Medical and Hospital Care Act.

FLEXIBLE BENEFITS PLAN
All contributions to the flexible benefits plan are contingent upon compliance with state and federal rules and regulations. Benefits shall be taxed as required by law.

The City shall contribute up to $1,797.71 (inclusive of the $160 maximum City contribution towards group medical insurance) per month towards the flexible benefit plan.

On January 1, 2019 and each January during the term of this Agreement, the City’s contribution to the Plan will be increased up to 100% of the Bay Area Kaiser Single rate, 90% of the Bay Area Kaiser Two-Party rate, and 90% of the Bay Area Kaiser Family rate.

If an employee is eligible for alternative group medical insurance through a spouse or domestic partner’s employer-sponsored medical plan, or through a parent’s insurance, the employee may waive the City’s medical insurance coverage and select such alternate plan. Proof of such alternate coverage is required

629 of 657

prior to waiving coverage through the City plan. Any employee who waives medical coverage entirely shall be eligible to receive $160.00 per month as taxable income.

LIFE INSURANCE
The City shall provide $50,000 life insurance and $10,000 accidental death and dismemberment insurance without regard to membership in any health plan.

DENTAL INSURANCE
The City shall provide dental care benefits for employees and their dependents including domestic partners. The dental benefits 100/80/80 include a maximum calendar year payment of $3,000 and 50% orthodontic coverage with a $3,500 lifetime maximum.

VISION INSURANCE
Vision Benefits include an annual exam, lenses, and frames with an annual deductible of twenty-five dollars ($25).

MONTHLY AUTO ALLOWANCE OR MILEAGE ALLOWANCE
The City Manager and City Attorney shall receive a $375.00 monthly allowance. With City Manager approval, department heads shall receive a $375.00 monthly auto allowance.

Upon department head recommendation and City Manager approval, certain deputy directors shall receive a $300.00 monthly auto allowance.

Employees that do not receive a monthly auto allowance and must use their private vehicles for official city business shall be reimbursed at the IRS established rate.

UNIFORM ALLOWANCE
The Police Chief and Deputy Police Chief shall receive $36.73 per pay period.

DAMAGE REIMBURSEMENT
Safety employees shall be reimbursed the reasonable value of any personal equipment or clothing damaged or destroyed in discharging duties under stress or strain where normal caution cannot be exercised.

HOUSING ASSISTANCE
It shall be the policy of the City to assist newly appointed Charter Officers, consisting of the City Manager, City Attorney and Department Heads, to reside within the City of San Mateo by making available, as part of their compensation, a secured loan of City funds to acquire local housing. Said loans shall be made available only upon the following terms and conditions:
oIt shall constitute a part of the compensation for said employees’ services, to be evidenced by a separate written agreement entered into at or near the time of initial appointment. oThe loan shall not exceed an amount which is equal to four (4) times the appointee’s annual compensation.
oThe loan shall be available only upon residential property within the City which is, in fact, the residence of the employee, and shall be due and payable in full upon termination of the employment.
oThe loan must be secured to the satisfaction of the City Council, and evidenced by a promissory note secured by a deed of trust, which shall be due and payable in full upon sale or transfer of the property, or upon termination of the employment of the employee borrower, whichever occurs first.

630 of 657

oThe interest rate initially charged on the loan shall equal the interest rate received by the City on the investment of all City funds for the most recently concluded calendar year, as calculated and determined by the City Treasurer. The initial interest rate shall remain constant for five years from date of the initial agreement and shall thereafter be adjusted on each fifth anniversary of the agreement to the interest rate received by the City for the then most recently concluded calendar year.

DEFERRED COMPENSATION AND RETIREMENT HEALTH SAVINGS ACCOUNT (RHSA) Employees are eligible to participate in the City-offered 457 deferred compensation plans. All contributions to deferred compensation plans and retirement health savings accounts are contingent upon compliance with state and federal rules and regulations.

Effective September 10, 2017, the RHSA Plan was modified regarding contributions and separation pay to reflect the following:

Safety Department Heads hired by the City before June 1, 2000:
o1% City contribution to deferred compensation
oNo leave balances to RHSA upon separation from City Service Safety Department Heads hired by the City on or after June 1, 2000:
o1% City contribution to RHSA
o100% of eligible sick leave, and 100% of discretionary leave to RHSA upon separation from City Service
Miscellaneous Department Heads hired before January 1, 1977:
o2% Employee/City match to deferred compensation
o0.5% City contribution to deferred compensation
o100% of eligible sick leave, and 50% of discretionary leave, to RHSA upon separation from City Service
City Manager, City Attorney, and Miscellaneous Department Heads hired on or after January 1, 1977:
o2% Employee / City match to RHSA
o0.5% City contribution to deferred compensation
o100% of eligible sick leave, and 100% of vacation leave, to RHSA upon separation from City service Safety Deputy Directors:
o2% Employee contribution to RHSA
o1% City contribution to deferred compensation
o100% of eligible sick leave, and 100% of vacation leave, to RHSA upon separation from City Service Miscellaneous Deputy Directors:
o$50.00 per pay period employee contribution to RHSA
o2% Employee / City match to deferred compensation
o0.5% City contribution to deferred compensation
o100% of eligible sick leave to RHSA upon from City service

SEVERANCE
Employees separating from the City shall not be allowed to remain on the payroll after their last day at work. Severance payment shall be provided in a lump-sum for all leave accrual eligible for payout. The intent of this paragraph is to prevent employees from running out vacation and thereafter not returning to work or returning for only a very short time period.

631 of 657

With City Manager approval, Department Heads shall be eligible for severance payment equal to as much as six months of base salary and six months benefits payment or continuation of benefits upon involuntary termination without “just cause”.

PROFESSIONAL DUES
Upon request, the City shall pay a reasonable amount for membership dues for one professional organization for each employee.

PERFORMANCE EVALUATIONS
Employee performance goals are set early in the evaluation year. A mid-year review of the employee’s progress towards completing the performance goals should occur. A written evaluation shall be completed by the supervisor and reviewed with the employee at the end of the evaluation year.

EMPLOYMENT PROVISIONS SPECIFICALLY FOR DEPUTY DIRECTORS

PROBATIONARY PERIOD
The probationary period is the length of time required for an employee to become proficient in his/her position, and for the Department Head to adequately judge the proficiency. The standard probationary period shall be twelve months, but the Department Head may shorten or lengthen it by up to six months depending on the proven proficiency of the probationer.

LIMITED DURATION POSITION
The City may hire employees in limited duration positions (non-permanent positions) that will not exceed three (3) years for any of the following reasons: (1) where the position is created for a project(s) or work that is expected to be completed within three (3) years; (2) where the position is funded by grant funds of three (3) or less years in duration; or (3) where the position is funded by moneys from capital or enterprise funds that may be unavailable after three (3) years. Employees shall be informed of the duration of the position at the time of employment. At the end of the position’s duration, employment shall terminate and the employee shall not have layoff rights, bumping rights, severance payments or reemployment rights. This provision shall supersede Personnel Rule Sections 1 (13) and (24). Should an employee who was originally hired to fill a limited duration position be later appointed to a permanent merit position, his/her hire date will be that date that service began in the limited duration position.

CONTINUOUS SERVICE
Continuous service shall mean service in any merit classification since original appointment with the City, excluding any time prior to a break in service. One (1) year of completed continuous service shall include, but not be limited to, all time while the employee is on sick leave and/or vacation leave.

Neither military leave nor leave of absence without pay shall constitute an interruption in computing continuous service. However, leaves of absence without pay of over one month shall not be included when computing length of continuous service for vacation purposes.

LAYOFF
Whenever, in the judgment of the City Council, it becomes necessary to abolish a position(s), including the reduction of work hours over twenty percent (20%) per year, the employee(s) displaced shall be deemed to be laid off (employees may accept an hours reduction in excess of twenty percent (20%) without exercising their layoff rights). The rights of employees affected by the abolishment of positions by the City Council shall be hereafter set forth.

632 of 657

Seniority for purposes of layoff need not be continuous and shall include total accumulated length of service under the following types of appointment:
oEmergency appointment under SMMC 2.57.60(h) or previous SMMC Section 2.57.020 (11). oRegular appointment under SMMC 2.57.080.
oProvisional appointment under SMMC 2.57.070(d).
oAppointment as City Manager's assistants under SMMC 2.57.060(a) from a position in the classified service.
oAppointment as a Department Head under SMMC 2.57.060(d) from a position in the classified service.

In the case of ties, seniority shall be determined on the basis of greater hire date seniority, then by random number if necessary.

Seniority for Layoff Purposes
oThe least senior employee in the classification from which the position is abolished is to be first laid off. Prior to layoff of regular employees, temporary and/or provisional employees in the same classification will be laid off first. For purposes of initial layoff, seniority means time in the classification in question. Flexibly staffed positions will be considered a single classification for layoff purposes.
oFor the purposes of Bumping Rights, seniority is defined as seniority within the classification and seniority in a directly related higher classification; i.e., a classification that is within the promotional line and has a higher salary.

Bumping Rights
Employees laid off may elect to be reassigned to a formerly held classification in any Unit held by an employee with less seniority as defined in 22.2, provided the following conditions are met:
oThe formerly held classification exists and has positions allocated and budgeted. Formerly held position includes successor classification if determined by the City to exist. A successor classification exists where the Personnel Board has changed the title of a position or included new duties in the same titled classification, provided that a competitive test was not thereafter given for the retitled or re-dutied classification.
oThe employee has the ability to perform the essential functions of the formerly held classification.

Qualifications may be tested by the City as described in the current job description. oIf the employee has more than one formerly held City classification, they shall bump to the classification most recently held; the employee may bump into another formerly held classification if no position is available in the "most recently held" classification.

Mutually Agreed Upon Transfer
The City and an employee who has been laid off or bumped may agree to an appointment to a classification that has a vacant position without the need for competitive testing. The following conditions shall apply:
oThe City may test the ability of the employee for the position prior to City's decision on whether it will mutually agree to the transfer;
oThe appointment shall be subordinate to the bumping rights of other employees and may not be used to prevent another employee from having access to the vacant position if permitted by the bumping provisions.

Severance Package
In the event there is not a less senior, formerly held position for the employee to access through layoff or bumping, the employee will be provided a severance package equal to two (2) weeks of pay for each

633 of 657

complete year of service, to a maximum of six (6) months’ worth of pay. The City shall make arrangements to provide employees laid off with job search assistance for forty-five (45) days following the effective date of layoff. Job search assistance shall include job and career counseling, resume preparation, and job search assistance at City expense.

Salary in Event of Change Due to Layoff
An employee's rate of compensation in the event of position change resulting from layoff shall be the salary step in the classification to which the employee is laid off which is closest to the base salary received immediately prior to layoff.

Notice of Layoff
The City will notice the employee to be laid off and the employees who will be impacted by bumping by registered mail or hand delivery. Affected employee organizations shall be noticed concurrently by registered mail. The notice shall be sent to the mailing address as shown on the employee's last paycheck unless a more recent address has been provided to the Human Resources Department by the employee. After notice to the employee and employee organizations, the names of employees to whom layoff notices have been sent will be posted at the Human Resources Department in City Hall. The notice shall state the layoff action to be taken, the options available to the employee, reemployment rights, and layoff procedures. Employees shall have ten (10) calendar days to inform the Human Resources Department in writing of the decisions on options stated in the notice. In the event that the employee fails to state their decision, the City shall select an option and City's decision shall not be subject to appeal. The City shall select an option that retains employment with the City if such option exists. The failure to receive notice shall not be grounds to set aside actions taken.

Effective Date of Layoff
Thirty (30) calendar days after notice is mailed to the employee, unless a later effective date is stated in the notice. An appeal shall not modify the effective date, provided, however, that where an appeal is successful and the layoff is nullified the employee shall be provided salary and benefits as if there was not a layoff.

Appeal of Layoff
An employee may not appeal the decision to lay off his/her position, but may appeal the order of layoff, the bumping provisions (except the test or results of a test of qualifications), and the seniority computation by filing a written appeal with the Human Resources Department stating the basis of the appeal. An appeal must be filed within fourteen (14) calendar days of mailing of notice. The appeal shall be heard by the City Manager/designee within ten (10) calendar days of filing the appeal. A decision will be rendered within ten (10) calendar days of the hearing. Notice will be given by first class mail to the employee and the Association. A further appeal to the Personnel Board may be filed within five (5) calendar days of mailing by filing a written appeal with the Human Resources Office stating the basis for the appeal. The hearing will be held within ten (10) calendar days of the filing of the appeal or as soon thereafter as a quorum of the Board may be gathered and a decision rendered within five (5) calendar days of the hearing.

Recall and Reinstatement
Employees shall be entitled to recall rights to the position from which they were laid off or bumped for a period of two (2) consecutive years from the effective date of layoff or bumping. The effective date of layoff or bumping shall be the employee's last day of work in the classification from which they were laid off or bumped.

When a vacancy occurs in a job classification, laid off or bumped employees eligible to return to that job classification shall be recalled in the inverse order of bump or layoff. Permanent employees who were

634 of 657

laid off or bumped are eligible to return to the job classification in which permanent status was held.

Employees reinstated under this Section shall not be subject to a new probationary period.

Probationary employees who did not have permanent status at the time of layoff shall be required to serve the remainder of any probationary period upon recall.

When a vacancy exists and employees are to be recalled, notice of the opening(s) shall be sent to the mailing address as shown on the employee's last paycheck unless a more recent address has been furnished by the laid off/bumped employee. To expedite recall, more than one employee may be notified of an opening.

The employee shall have fourteen (14) calendar days to reply to City from the date of mailing of the recall notice. If employees fail to respond within fourteen (14) calendar days of notice to the City, they shall lose all recall rights. It is the responsibility of the employee who has been laid off to keep the City informed of their address and telephone number. The City has no responsibility to attempt to trace an employee if notice of reinstatement is not delivered by the Post Office.

Employees reinstated after layoff shall be treated as though they have been on leave of absence without pay in computing salary, vacation, sick leave and other benefits. The right to reinstatement is contingent upon the ability of the employee to perform the essential functions of the position to which the employee is being returned.

REEMPLOYMENT
Any permanent employee, separated from a position through resignation and without fault of delinquency on their part, upon recommendation of the reemploying Department Head may be reemployed to the former position, or to another position in the same class, within two (2) years, provided there is an authorized vacancy and the employee meets the requirements for employment.

Reemployed employees shall be subject to a probationary period, and upon the recommendation of the reemploying Department Head, may receive credit for former employment in the determination of the amount of vacation allowance, sick leave, other benefits and their salary step.

DISCIPLINARY ACTION
Employees who are safety personnel covered by the Police Officers’ Bill of Rights (POBR) shall continue to have those rights afforded them.

The term "disciplinary action" shall include the following actions which may be taken by a Department Head:

A. Letter of Reprimand (for employees covered by the POBR only) B. Suspension without pay up to thirty (30) calendar days; C. Salary reduction;
D. Demotion; or
E. Dismissal
A reduction in hours or a change in schedule, scheduling for workload reasons, a change in work assignment, layoff, letter of reprimand, and performance evaluations shall not be considered as discipline (unless otherwise noted above).

Whenever a disciplinary action is proposed to be taken against a deputy director, he/she shall be notified in writing of the proposed disciplinary action at least five (5) working days in advance of the pre- disciplinary (“Skelly”) hearing. “Working days” is defined as days on which City Hall is open for business.

Such written notification shall include a statement of the proposed disciplinary action to be taken; a statement of the facts upon which the disciplinary action is based which shall set forth clearly and with

635 of 657

such particularity the charges against the employee so he/she can understand said charges; a statement indicating the cause for the disciplinary action pursuant to the Personnel Rules or other relevant City policies; and a statement describing any actions taken against the employee in the past.

Whenever disciplinary action is taken against a deputy director, he/she shall be notified in writing of the action taken. Such written notification shall include a statement of the disciplinary action taken; a statement of the facts upon which the disciplinary action is based, which shall set forth clearly and with such particularity the charges against the employee so he/she can understand said charges; a statement indicating the cause for the disciplinary action pursuant to the Personnel Rules or other relevant City policies; a statement describing any actions taken against the employee in the past; and a statement advising the employee that the written notice is to be placed in his/her official personnel file and that he/she has a right to appeal to the Personnel Board. A Department Head may impose discipline immediately.

APPEAL OF DISCIPLINARY ACTION
A deputy director can appeal the receipt of disciplinary action to the Personnel Board by delivering a written notice of appeal to the Human Resources Department within ten (10) working days of the date the written notice of disciplinary action was served upon him/her. In the event the deputy director fails to deliver a notice of appeal to the Human Resources Department within said ten (10) working day period, the disciplinary action shall become final, and the Deputy Director shall have no further right to appeal.

The written notice of appeal filed with the Human Resources Department shall not be required to be in any particular format; however, it shall contain at least the following information:

1. The name and address of the deputy director;

2. The date of the disciplinary action and a statement to the effect that the deputy director appeals the disciplinary action; and

3. The notice of appeal shall be dated and signed by the deputy director or by his/her representative.

When the Human Resources Department receives a notice of appeal which complies with the requirements set forth herein, the Human Resources Director shall schedule the matter for hearing. For a Letter of Reprimand (for employees covered by the POBR only), the hearing is with the Department Head or his/her designee. For suspension without pay, in-grade salary reduction, demotion, or dismissal, the hearing is scheduled at the next available regular meeting of the Personnel Board at least fifteen (15) working days after receipt of the notice of appeal.

For Letters of Reprimand issued to employees covered by the POBR, the Department Head or his/her designee shall render a final decision concerning the appeal following the hearing, within ten (10) days after the matter is submitted. The decision of the Department Head or his/her designee shall be final and conclusive. For suspension without pay, in-grade salary reduction, demotion, or dismissal, the Personnel Board shall render written findings and recommendations and final decisions concerning the appeal within ten (10) working days after the matter is submitted. The decision of the Personnel Board shall be final and conclusive unless determined otherwise by a court of competent jurisdiction.

SAFETY SHOES
The City shall provide a reimbursement of up to $200.00 every two years for one (1) pair of safety shoes for classifications approved for reimbursement by the department head as deemed necessary. Said reimbursement shall be paid against official receipts for safety shoe expenditures. Safety shoes shall be defined by a classification’s standard or by the employee’s department head.

636 of 657

Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan ATTACHMENT 1
City Manager and City Attorney
The salary for City Manager was effective August 21, 2023 based on City Council action taken on June 20, 2023.

The salary for City Attorney was effective October 16, 2022 based on City Council action taken on October 3, 2022.

TITLE HOURLY BI-WEEKLY MONTHLY ANNUAL
CITY MANAGER $162.50 $13,000.00 $28,166.67 $338,000.00
CITY ATTORNEY $127.50 $10,200.00 $22,100.00 $265,200.00 Salary is based on a 40-hour work week.

Department Heads
Effective October 29, 2023, the City Manager shall establish salaries for department heads for their respective positions at a step within the monthly ranges indicated below.

JOB

CODE TITLE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
1260

ASST CITY
MANAGER STEP 1 123.32 9,865.73 21,375.76 256,509.10
STEP 2 129.49 10,359.02 22,444.55 269,334.56
STEP 3 135.96 10,876.97 23,566.77 282,801.28
1140

CHIEF OF
POLICE STEP 1 126.15 10,092.27 21,866.59 262,399.12
STEP 2 132.46 10,596.88 22,959.91 275,518.97
STEP 3 139.08 11,126.73 24,107.91 289,294.89
1230 CITY CLERK STEP 1 93.89 7,511.11 16,274.08 195,288.92 STEP 2 98.58 7,886.66 17,087.77 205,053.27
STEP 3 103.51 8,281.00 17,942.16 215,305.96
1210
CITY
LIBRARIAN STEP 1 105.90 8,472.17 18,356.36 220,276.37
STEP 2 111.20 8,895.78 19,274.18 231,290.22
STEP 3 116.76 9,340.56 20,237.89 242,854.69
1160

DIR COMM

DEVELOPMEN
T
STEP 1 106.02 8,481.29 18,376.12 220,513.49
STEP 2 111.32 8,905.35 19,294.93 231,539.20
STEP 3 116.88 9,350.62 20,259.68 243,116.15
1270

DIR INFO
TECHNOLOGY STEP 1 103.28 8,262.23 17,901.49 214,817.87
STEP 2 108.44 8,675.33 18,796.55 225,558.66
STEP 3 113.86 9,109.10 19,736.39 236,836.71
1250

DIR PARKS &
RECREATION STEP 1 106.02 8,481.29 18,376.12 220,513.49
STEP 2 111.32 8,905.35 19,294.93 231,539.20

637 of 657

STEP 3 116.88 9,350.62 20,259.68 243,116.15
1120

DIR PUBLIC
WORKS STEP 1 111.94 8,955.56 19,403.71 232,844.48
STEP 2 117.54 9,403.33 20,373.89 244,486.70
STEP 3 123.42 9,873.50 21,392.59 256,711.11
1220

FINANCE
DIRECTOR STEP 1 111.69 8,935.25 19,359.71 232,316.58
STEP 2 117.28 9,382.01 20,327.69 243,932.34
STEP 3 123.14 9,851.12 21,344.09 256,129.04
1180
HUMAN

RESOURCES
DIR
STEP 1 103.28 8,262.23 17,901.49 214,817.87
STEP 2 108.44 8,675.33 18,796.55 225,558.66
STEP 3 113.86 9,109.10 19,736.39 236,836.71
Salary is based on a 40-hour work week.

Deputy Directors
The Department Head, with City Manager concurrence, has the authority to fix compensation for his/her respective Deputy Director(s) in the same manner the City Manager establishes salary for department heads. A deputy director who disagrees with his/her placement within the range may discuss it with the City Manager.

Effective March 5,2023, the deputy directors of city departments shall receive monthly salaries for their respective positions at a step within the monthly ranges indicated below.

Effective Date: 3/5/23
JOB

CODE TITLE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2237
DEPUTY
CITY

LIBRARIAN
STEP 1 80.11 6,409.08 13,886.33 166,635.96
STEP 2 84.12 6,729.52 14,580.63 174,967.61
STEP 3 88.33 7,066.00 15,309.67 183,716.09
2135
DEPUTY
CDD

DIRECTOR
STEP 1 92.19 7,375.03 15,979.23 191,750.71
STEP 2 96.80 7,743.77 16,778.17 201,338.10
STEP 3 101.64 8,130.96 17,617.09 211,405.09
2271
DEPUTY

DIRECTOR

PARKS &
REC
STEP 1 88.29 7,063.56 15,304.39 183,652.69
STEP 2 92.71 7,416.74 16,069.61 192,835.35
STEP 3 97.34 7,787.58 16,873.08 202,477.02

638 of 657

2117

DEP DIR
PUBLIC
WORKS
STEP 1 90.94 7,275.56 15,763.72 189,164.61
STEP 2 95.49 7,639.34 16,551.91 198,622.95
STEP 3 100.27 8,021.30 17,379.49 208,553.91
2545
DEPUTY
POLICE
CHIEF
STEP 1 114.39 9,151.06 19,827.30 237,927.59
STEP 2 120.11 9,608.61 20,818.66 249,823.90
STEP 3 126.11 10,089.04 21,859.59 262,315.13
2029
DEPUTY

DIRECTOR

OF FINANCE
STEP 1 89.35 7,148.20 15,487.77 185,853.29
STEP 2 93.82 7,505.62 16,262.17 195,146.02
STEP 3 98.51 7,880.89 17,075.27 204,903.26
Salary is based on a 40-hour work week.

639 of 657

CITY OF SAN MATEO
RESOLUTION NO. ___ (2023)

APPROVING AMENDMENTS TO THE DEPARTMENT HEAD

AND DEPUTY DIRECTOR COMPENSATION PLAN
WHEREAS, the Department Heads are not represented by a bargaining group, and compensation is determined by the City Council; and
WHEREAS, executive positions consist of the at-will heads of city departments who serve at the pleasure of the City Manager; and
WHEREAS, a consolidated compensation plan specific to the Department Heads and Deputy Directors has been set forth in a resolution; and
WHEREAS, the City Manager updated the Assistant City Manager (ACM) job specification to include additional duties and responsibilities, which elevates and broadens the scope of the ACM role; and, WHEREAS, additional responsibilities include supervision of multiple Department Heads and their associated departments as assigned, conducting specific and comprehensive analyses of a wide range of municipal policies and procedures, leading multi-departmental initiatives, and representing the City Manager’s interests in these efforts; and
WHEREAS: the ACM will also serve as the City Manager in the City Manager‘s absences or as assigned, work closely with the City Manager and Department Heads as assigned to implement City Council policy directives and enable the development and implementation of related goals, objectives, and polices; and WHEREAS, the compensation survey and compaction analysis recommends a thirteen (13.0%) increase effective October 29, 2023, to the salary range for Assistant City Manager; and, WHEREAS, the resolution results in an estimated $37,600 in additional cost per fiscal year for the Assistant City Manager; and
WHEREAS, for Fiscal Year 2023-24, the City Manager’s operating budget will be able to absorb any additional costs.

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

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

2. The amendments to the Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan, for Assistant City Manager classification, is approved as follows:

640 of 657

Salary: 13.0% increase for the Assistant City Manager classification effective October 29, 2023.

3. The Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan, including the salaries set forth in Exhibit A Attachment 1 attached hereto are approved.

641 of 657

EXHIBIT A

CONSOLIDATED CITY MANAGER, CITY ATTORNEY, DEPARTMENT HEAD AND DEPUTY DIRECTOR

COMPENSATION PLAN
SALARY
Successful employee performance is a key factor in determining compensation.

Salaries have been established for the City Manager and the City Attorney. The current amounts are listed in Attachment 1.

A three-step salary range has been established for each Department Head and Deputy Director classification. The proposed salary range for the revised Assistant City Manager classification with four a thirteen percent (413.0%) increases, are is listed in Attachment 1. Salary placement is based upon performance review and experience.

The City Manager is authorized to offer unrepresented management employees or potential unrepresented management employees, on a case by case basis, additional fringe benefits incentives, not to exceed 10% of the position’s base salary.

TEMPORARY UPGRADE PAY
In the event the City Manager determines that it is necessary to assign a Department Head or Deputy Director to perform all of the duties of a higher paid classification for two or more consecutive workweeks, he/she shall receive payment for the higher classification for the entire duration of the assignment. The City Manager shall set the salary within the established salary range. Except with the approval of the City Manager, a temporary upgrade assignment shall not continue for longer than one year.

When an employee performs a significant portion but not all of the duties of a higher paid classification, the employee may petition the City Manager for a differential in pay of up to 10%, to be determined by duties assigned for this work out of class.

EMERGENCY WORK
In the event a City Council declared emergency necessitates the devotion of excessive working time by certain management employees in order to maintain essential public services, the City Manager may authorize overtime on a case-by-case basis. Such authorization shall terminate upon cessation of the City Council declared emergency.

PERSONAL TRAINING
Department Heads and Deputy Directors are encouraged to attend instructional programs, conferences and seminars as available in the department’s budget. If the cost to attend exceeds $2,000, attendance must be pre-approved by the City Manager.

LEAVE ACCRUALS
Employees shall accrue vacation leave, sick leave and holiday leave on a pro-rata basis in proportion to regular hours on the payroll. Credit shall not be received for time off without pay. Vacation leave, sick leave, and holiday credits shall accrue from date of appointment.

Absences of less than four hours shall not be deducted from leave balances. Employees are expected to work a minimum of 40 hours per week, with schedules that may vary from day to day based on workplace needs.

642 of 657

HOLIDAYS
The holidays to be observed are as follows:

A. New Year's Day, January 1st
B. Martin Luther King's Birthday, 3rd Monday in January C. President's Day, 3rd Monday in February
D. Memorial Day, last Monday in May
E. Independence Day, July 4th
F. Labor Day, 1st Monday in September
G. Veteran's Day, November 11
H. Thanksgiving Day, 4th Thursday in November
I. The day after Thanksgiving
J. Christmas Day, December 25th
K. Every day approved by the City Council as a public holiday, public fast, or a day of mourning L. Three (3) floating holidays to be taken on working days mutually agreeable to the employee and the department. Employees shall accrue twelve (12) hours of floating holiday time during the first full pay period in January and July each year.

If a holiday falls on Sunday, the following Monday shall be observed. If a holiday falls on Saturday, the preceding Friday shall be observed as the holiday. If a holiday falls on one’s regularly scheduled day off, holiday time shall be granted.

In the event holidays fall while an employee is on vacation leave, such holidays shall not be charged as vacation leave.

Employees have a forty (40) hour maximum holiday accumulation.

Realizing that not all Safety Department Heads and Safety Deputy Directors are able to take holidays when they fall, as determined by the City Manager, such managers shall be compensated by being placed on a bi-weekly holiday factor. Holiday leave shall never accumulate to more than eighty (80) hours. Effective with the pay period starting December 29, 2019, such managers shall be compensated by receiving holiday-in-lieu pay at the rate of 5.0% of base pay each pay period.

VACATION
Vacations are essential to the employee's welfare and they are granted by the City to allow employees relaxation and rest from their duties. It is the policy of the City not to allow the excess accumulation of vacation leave. All full-time employees shall be entitled to vacation leave with pay as provided below after completion of continuous service with the City. The time at which an employee may take vacation shall take into consideration the needs of the City.

Employees shall accrue a vacation allowance at the rate of 20 days per year for the first 12 years of service, 22.5 days per year for 13 through 23 years of service, and 25 days per year at the beginning of 24 years of service. The above allowances shall be pro-rated for employees beginning employment or leaving employment with the City during a biweekly pay period.

The City Manager is authorized to provide at-will department heads with vacation accrual based upon the number of years of prior service with public entity employers. The City Manager and City Attorney are provided with this benefit.

The City Manager can provide new Department Heads and Deputy Directors with a balance of up to 80 hours of vacation leave upon hire. The City Manager and City Attorney are provided with this benefit.

643 of 657

Department Heads and Deputy Directors may not accrue more than two times (2x) their vacation leave.

Employees who leave employment shall be paid the straight-time salary equivalent in a lump sum for all accrued vacation leave earned. Such compensation for prorated vacation of separated employees shall be paid by adding or deducting from his or her final paycheck.

VACATION SELL BACK
An employee may make an irrevocable election to sell back to the City eighty (80) hours of accumulated vacation at the employee’s established rate of pay per calendar year. At the time of election, the employee must already have taken a minimum of two (2) weeks’ vacation in the preceding twelve (12) months.

Requests must be received by Payroll no later than December 31 for the following year elections. No employee can elect to sell back more than their annual vacation accrual. Elected hours not requested for distribution (sell back) by December 1 will be automatically distributed in the next pay period (sell back cannot be more than the hours available at time of distribution).

EXECUTIVE LEAVE
Department Heads and Deputy Directors shall accrue forty-eight (48) hours per year of executive leave, on a pay period basis. Executive leave shall have a maximum balance of eighty (80) hours. Department Heads and Deputy Directors may sell back up to forty (40) hours per calendar year, following the procedures outlined in ‘VACATION SELL BACK’.

A Department Head may recommend to the City Manager that an additional amount of executive leave be authorized for a Deputy Director, up to an additional forty (40) hours. This additional leave may be granted based on excessive hours, the value of the extraordinary effort, and the performance of the employee. The City Manager has full discretion in deciding whether to grant additional leave. In the event that the additional hours take the employee over the eighty (80) hour maximum, they must sell back any hours above the maximum accumulation allowable.

SICK LEAVE
The purpose of sick leave is to continue the compensation of employees who must remain off their jobs because of illness or disability. Such sick leave is a privilege which employees can exercise in the event of his/her bona fide illness or disability or in the event their presence away from work is essential because of illness, death or disability of their immediate family.

For full-time employees, leave shall be accrued at the rate of 3.7 hours for each biweekly pay period (12 days per year). Unused sick leave shall be accumulated. Any employee who is on paid leave shall continue to earn sick leave. An employee who is on leave without pay shall not accrue sick leave. Sick leave shall accrue during an absence due to a work-related disability.

The City Manager can provide new Department Heads and Deputy Directors with up to 80 hours of sick leave upon hire. The City Manager and City Attorney are provided with this benefit.

A Department Head is responsible for determining that only bona fide personal or family sick leave is taken, consistent with standards established by the City. This may include the submission of a doctor’s certificate with prior notice.

644 of 657

Protected Sick Leave
Protected sick leave may be taken and if taken, shall be charged to sick leave, vacation, holiday, or executive leave for the following reasons:
oThe diagnosis, care, or treatment of an existing health condition of, or preventative care for, an employee.
oThe diagnosis, care or treatment of an existing health condition of, or preventative care for, an employee’s family member.
oAn employee who is a victim of domestic violence, sexual assault, or stalking.

Employee family member means parent, spouse, domestic partner, son, daughter, domestic partner’s child, sibling, stepchildren, mother-in-law, father-in-law, grandparents and grandchildren.

Not more than six (6) days of such protected sick leave shall be granted in any one (1) calendar year.

However, if extenuating circumstances exist in the opinion of the City Manager, a reasonable extension of the six (6) day limit may be granted. Any additional leave so granted shall be charged against the worker's sick leave accumulation.

Family Care Leave
In accordance with the Federal Family and Medical Leave Act and the California Family Rights Act, the City will grant job protected unpaid family and medical leave to eligible workers for up to 12 weeks per rolling 12-month period. The City-wide policy will adhere to applicable Federal and State laws.

Bereavement
In the event of a death in the immediate family, employees may take accrued sick leave of up to three (3) days (two (2) shifts for 56-hour employees), or up to five (5) days at the discretion of the City Manager. Bereavement Leave shall be tracked separately from Protected Sick Leave. In this context, immediate family shall be defined as: spouse, domestic partner, child, foster child who resided with the employee at the time of his/her death, stepchild, mother, father, stepmother, stepfather, mother-in- law, father-in-law, brother, stepbrother, sister, stepsister, brother-in-law, sister-in-law, grandmother, grandfather, spouse’s grandmother, spouse’s grandfather, son-in-law, daughter-in-law or grandchildren.

Sick Leave Payout
Upon service or disability retirement, employees shall be paid fifty (50%) of their accrued sick leave up to a maximum of four hundred eighty (480) hours payment; see “DEFERRED COMPENSATION AND RETIREMENT HEALTH SAVINGS ACCOUNT (RHSA)” section for more details. No payments of sick leave shall be due or owed to anyone who is terminated by the City.

DISABILITY LEAVE
The purpose of this Section is to continue the compensation of employees who must remain off their jobs as a result of disability occasioned or injury received as a result of the discharge of their duties as employees of the City. The Department Head is responsible for determining that only bona fide disability leave is taken.

For each disability, employees shall be allowed disability leave up to and including sixty (60) working days. Such disability leave shall be at full pay, less the amount paid by Workers' Compensation.

Disability in excess of that provided in this Section shall be compensated for only under the provisions of the Workers' Compensation Act of the State of California If the sixty (60) working days is exhausted, additional time off may be charged to sick leave with the following exception; employees shall not be charged sick leave for that portion of their salary for which temporary disability payments are received under the State Worker's Compensation Law.

645 of 657

Additional compensation may be awarded by Resolution of the City Council to employees disabled or injured in line of duty, if recommended by the City Manager.

JURY LEAVE
Employees required to report for jury duty shall be granted a leave of absence with pay from their assigned duties until released by the court, provided the employee notifies their Department Head immediately of the notice of jury duty.

MILITARY LEAVE
Military leave shall be granted by the City in accordance with the provisions of State and Federal laws.

LEAVE OF ABSENCE WITHOUT PAY
Regardless of the combination of paid and unpaid leave used, a leave of absence shall not exceed twelve (12) months in duration, unless otherwise required by law.

Leaves of absence may be granted in cases of illness; in cases of personal emergencies, including childbirth; for education and training; or when such absences would not be contrary to the best interests of the City. Any request for leave of absence shall be made in writing for review and approval by the City Manager.

LONG TERM DISABILITY INSURANCE
The City shall provide long-term disability insurance providing for a sixty (60) day elimination period, subject to prior exhaustion of accrued sick leave or other applicable benefits, and payment of a monthly benefit equivalent to sixty-six and two-thirds percent (66 ⅔%) of full basic monthly salary less any deductible benefits.

SOCIAL SECURITY
Social Security for miscellaneous employees is paid equally by the City and the employee at 6.2% on the Social Security Wage Base. Safety employees hired on or after April 1, 1986 pay 1.45% as the Medicare cost of Social Security.

RETIREMENT
Retirement benefits shall be compensated for under applicable legislation pertaining to the California Public Employees’ Retirement System (CalPERS). The City currently provides the following retirement benefits:

Safety
o3% @ 50 Formula with Single Highest Year Final Compensation for safety employees hired before December 9, 2012.
o3% @ 55 Formula with highest average annual pensionable compensation earned during 36 consecutive months of service for “classic” members hired on or after December 9, 2012. o2.7% @ 57 Formula with highest average annual pensionable compensation earned during 36 consecutive months of service for “new” members hired on or after January 1, 2013. o1959 Survivor Benefit Level 4
oCOLA 2% in retirement
oDeath Benefit (DB) Continues (spouse continues to get DB after remarriage) oPre-Retirement Option 2 DB (If retirement eligible employee dies prior to retirement, spouse can elect to get ongoing retirement benefits)
oMilitary Service Buyback
oRetired Death Benefit (DB) $500
oPrior Service Credit

646 of 657

oPeace Corps: VISTA Buyback
Classic members with the 3% @ 50 Formula or 3% @ 55 Formula pay 50% of the total normal cost rate.

The contributions toward employer rate will be pre-tax under 414(h)2. New members of PERS hired after January 1, 2013 with the 2.7% @ 57 Formula pay 50% of the normal cost rate. The contributions toward employer rate will be pre-tax under 414(h)2.

Miscellaneous
o2% @ 55 Formula with single highest year compensation for “classic members” hired before December 9, 2012
o2% @ 55 Formula with three-year final compensation for “classic members” hired on or after December 9, 2012
o2% @ 62 Formula with three-year final compensation for “new members” hired on or after January 1, 2013
oSocial Security Coverage
oCOLA 2% in retirement
oDeath Benefit (DB) Continues (spouse continues to get DB after remarriage) oPre-Retirement Option 2 DB (If retirement eligible employee dies prior to retirement, spouse can elect to get ongoing retirement benefits)
oMilitary Service Buyback
oRetired Death Benefit (DB) $500
oPrior Service Credit
oPeace Corps: VISTA Buyback
Classic members with the 2% @ 55 Formula pay 50% of the total normal cost rate. The contributions toward employer rate will be pre-tax under 414(h)2. New members hired after January 1, 2013 with the 2% @ 62 Formula pay 50% of the normal cost rate. The contributions toward employer rate will be pre- tax under 414(h)2.

HEALTH INSURANCE
The City shall make contributions on behalf of employees eligible for Group Medical Coverage under the various plans available to the City in the amounts necessary to a maximum contribution of $160.00 per employee per month. The City's health contribution during part-time employment shall be made on a pro rata basis in accordance to hours on the payroll.

The City shall make available to eligible current and retired employees, benefits equal to the Meyers-Geddes State Employees' Medical and Hospital Care Act.

FLEXIBLE BENEFITS PLAN
All contributions to the flexible benefits plan are contingent upon compliance with state and federal rules and regulations. Benefits shall be taxed as required by law.

The City shall contribute up to $1,797.71 (inclusive of the $160 maximum City contribution towards group medical insurance) per month towards the flexible benefit plan.

On January 1, 2019 and each January during the term of this Agreement, the City’s contribution to the Plan will be increased up to 100% of the Bay Area Kaiser Single rate, 90% of the Bay Area Kaiser Two-Party rate, and 90% of the Bay Area Kaiser Family rate.

If an employee is eligible for alternative group medical insurance through a spouse or domestic partner’s employer-sponsored medical plan, or through a parent’s insurance, the employee may waive the City’s medical insurance coverage and select such alternate plan. Proof of such alternate coverage is required

647 of 657

prior to waiving coverage through the City plan. Any employee who waives medical coverage entirely shall be eligible to receive $160.00 per month as taxable income.

LIFE INSURANCE
The City shall provide $50,000 life insurance and $10,000 accidental death and dismemberment insurance without regard to membership in any health plan.

DENTAL INSURANCE
The City shall provide dental care benefits for employees and their dependents including domestic partners. The dental benefits 100/80/80 include a maximum calendar year payment of $3,000 and 50% orthodontic coverage with a $3,500 lifetime maximum.

VISION INSURANCE
Vision Benefits include an annual exam, lenses, and frames with an annual deductible of twenty-five dollars ($25).

MONTHLY AUTO ALLOWANCE OR MILEAGE ALLOWANCE
The City Manager and City Attorney shall receive a $375.00 monthly allowance. With City Manager approval, department heads shall receive a $375.00 monthly auto allowance.

Upon department head recommendation and City Manager approval, certain deputy directors shall receive a $300.00 monthly auto allowance.

Employees that do not receive a monthly auto allowance and must use their private vehicles for official city business shall be reimbursed at the IRS established rate.

UNIFORM ALLOWANCE
The Police Chief and Deputy Police Chief shall receive $36.73 per pay period.

DAMAGE REIMBURSEMENT
Safety employees shall be reimbursed the reasonable value of any personal equipment or clothing damaged or destroyed in discharging duties under stress or strain where normal caution cannot be exercised.

HOUSING ASSISTANCE
It shall be the policy of the City to assist newly appointed Charter Officers, consisting of the City Manager, City Attorney and Department Heads, to reside within the City of San Mateo by making available, as part of their compensation, a secured loan of City funds to acquire local housing. Said loans shall be made available only upon the following terms and conditions:
oIt shall constitute a part of the compensation for said employees’ services, to be evidenced by a separate written agreement entered into at or near the time of initial appointment. oThe loan shall not exceed an amount which is equal to four (4) times the appointee’s annual compensation.
oThe loan shall be available only upon residential property within the City which is, in fact, the residence of the employee, and shall be due and payable in full upon termination of the employment.
oThe loan must be secured to the satisfaction of the City Council, and evidenced by a promissory note secured by a deed of trust, which shall be due and payable in full upon sale or transfer of the property, or upon termination of the employment of the employee borrower, whichever occurs first.

648 of 657

oThe interest rate initially charged on the loan shall equal the interest rate received by the City on the investment of all City funds for the most recently concluded calendar year, as calculated and determined by the City Treasurer. The initial interest rate shall remain constant for five years from date of the initial agreement and shall thereafter be adjusted on each fifth anniversary of the agreement to the interest rate received by the City for the then most recently concluded calendar year.

DEFERRED COMPENSATION AND RETIREMENT HEALTH SAVINGS ACCOUNT (RHSA) Employees are eligible to participate in the City-offered 457 deferred compensation plans. All contributions to deferred compensation plans and retirement health savings accounts are contingent upon compliance with state and federal rules and regulations.

Effective September 10, 2017, the RHSA Plan was modified regarding contributions and separation pay to reflect the following:

Safety Department Heads hired by the City before June 1, 2000:
o1% City contribution to deferred compensation
oNo leave balances to RHSA upon separation from City Service Safety Department Heads hired by the City on or after June 1, 2000:
o1% City contribution to RHSA
o100% of eligible sick leave, and 100% of discretionary leave to RHSA upon separation from City Service
Miscellaneous Department Heads hired before January 1, 1977:
o2% Employee/City match to deferred compensation
o0.5% City contribution to deferred compensation
o100% of eligible sick leave, and 50% of discretionary leave, to RHSA upon separation from City Service
City Manager, City Attorney, and Miscellaneous Department Heads hired on or after January 1, 1977:
o2% Employee / City match to RHSA
o0.5% City contribution to deferred compensation
o100% of eligible sick leave, and 100% of vacation leave, to RHSA upon separation from City service Safety Deputy Directors:
o2% Employee contribution to RHSA
o1% City contribution to deferred compensation
o100% of eligible sick leave, and 100% of vacation leave, to RHSA upon separation from City Service Miscellaneous Deputy Directors:
o$50.00 per pay period employee contribution to RHSA
o2% Employee / City match to deferred compensation
o0.5% City contribution to deferred compensation
o100% of eligible sick leave to RHSA upon from City service

SEVERANCE
Employees separating from the City shall not be allowed to remain on the payroll after their last day at work. Severance payment shall be provided in a lump-sum for all leave accrual eligible for payout. The intent of this paragraph is to prevent employees from running out vacation and thereafter not returning to work or returning for only a very short time period.

649 of 657

With City Manager approval, Department Heads shall be eligible for severance payment equal to as much as six months of base salary and six months benefits payment or continuation of benefits upon involuntary termination without “just cause”.

PROFESSIONAL DUES
Upon request, the City shall pay a reasonable amount for membership dues for one professional organization for each employee.

PERFORMANCE EVALUATIONS
Employee performance goals are set early in the evaluation year. A mid-year review of the employee’s progress towards completing the performance goals should occur. A written evaluation shall be completed by the supervisor and reviewed with the employee at the end of the evaluation year.

EMPLOYMENT PROVISIONS SPECIFICALLY FOR DEPUTY DIRECTORS

PROBATIONARY PERIOD
The probationary period is the length of time required for an employee to become proficient in his/her position, and for the Department Head to adequately judge the proficiency. The standard probationary period shall be twelve months, but the Department Head may shorten or lengthen it by up to six months depending on the proven proficiency of the probationer.

LIMITED DURATION POSITION
The City may hire employees in limited duration positions (non-permanent positions) that will not exceed three (3) years for any of the following reasons: (1) where the position is created for a project(s) or work that is expected to be completed within three (3) years; (2) where the position is funded by grant funds of three (3) or less years in duration; or (3) where the position is funded by moneys from capital or enterprise funds that may be unavailable after three (3) years. Employees shall be informed of the duration of the position at the time of employment. At the end of the position’s duration, employment shall terminate and the employee shall not have layoff rights, bumping rights, severance payments or reemployment rights. This provision shall supersede Personnel Rule Sections 1 (13) and (24). Should an employee who was originally hired to fill a limited duration position be later appointed to a permanent merit position, his/her hire date will be that date that service began in the limited duration position.

CONTINUOUS SERVICE
Continuous service shall mean service in any merit classification since original appointment with the City, excluding any time prior to a break in service. One (1) year of completed continuous service shall include, but not be limited to, all time while the employee is on sick leave and/or vacation leave.

Neither military leave nor leave of absence without pay shall constitute an interruption in computing continuous service. However, leaves of absence without pay of over one month shall not be included when computing length of continuous service for vacation purposes.

LAYOFF
Whenever, in the judgment of the City Council, it becomes necessary to abolish a position(s), including the reduction of work hours over twenty percent (20%) per year, the employee(s) displaced shall be deemed to be laid off (employees may accept an hours reduction in excess of twenty percent (20%) without exercising their layoff rights). The rights of employees affected by the abolishment of positions by the City Council shall be hereafter set forth.

650 of 657

Seniority for purposes of layoff need not be continuous and shall include total accumulated length of service under the following types of appointment:
oEmergency appointment under SMMC 2.57.60(h) or previous SMMC Section 2.57.020 (11). oRegular appointment under SMMC 2.57.080.
oProvisional appointment under SMMC 2.57.070(d).
oAppointment as City Manager's assistants under SMMC 2.57.060(a) from a position in the classified service.
oAppointment as a Department Head under SMMC 2.57.060(d) from a position in the classified service.

In the case of ties, seniority shall be determined on the basis of greater hire date seniority, then by random number if necessary.

Seniority for Layoff Purposes
oThe least senior employee in the classification from which the position is abolished is to be first laid off. Prior to layoff of regular employees, temporary and/or provisional employees in the same classification will be laid off first. For purposes of initial layoff, seniority means time in the classification in question. Flexibly staffed positions will be considered a single classification for layoff purposes.
oFor the purposes of Bumping Rights, seniority is defined as seniority within the classification and seniority in a directly related higher classification; i.e., a classification that is within the promotional line and has a higher salary.

Bumping Rights
Employees laid off may elect to be reassigned to a formerly held classification in any Unit held by an employee with less seniority as defined in 22.2, provided the following conditions are met:
oThe formerly held classification exists and has positions allocated and budgeted. Formerly held position includes successor classification if determined by the City to exist. A successor classification exists where the Personnel Board has changed the title of a position or included new duties in the same titled classification, provided that a competitive test was not thereafter given for the retitled or re-dutied classification.
oThe employee has the ability to perform the essential functions of the formerly held classification.

Qualifications may be tested by the City as described in the current job description. oIf the employee has more than one formerly held City classification, they shall bump to the classification most recently held; the employee may bump into another formerly held classification if no position is available in the "most recently held" classification.

Mutually Agreed Upon Transfer
The City and an employee who has been laid off or bumped may agree to an appointment to a classification that has a vacant position without the need for competitive testing. The following conditions shall apply:
oThe City may test the ability of the employee for the position prior to City's decision on whether it will mutually agree to the transfer;
oThe appointment shall be subordinate to the bumping rights of other employees and may not be used to prevent another employee from having access to the vacant position if permitted by the bumping provisions.

Severance Package
In the event there is not a less senior, formerly held position for the employee to access through layoff or bumping, the employee will be provided a severance package equal to two (2) weeks of pay for each

651 of 657

complete year of service, to a maximum of six (6) months’ worth of pay. The City shall make arrangements to provide employees laid off with job search assistance for forty-five (45) days following the effective date of layoff. Job search assistance shall include job and career counseling, resume preparation, and job search assistance at City expense.

Salary in Event of Change Due to Layoff
An employee's rate of compensation in the event of position change resulting from layoff shall be the salary step in the classification to which the employee is laid off which is closest to the base salary received immediately prior to layoff.

Notice of Layoff
The City will notice the employee to be laid off and the employees who will be impacted by bumping by registered mail or hand delivery. Affected employee organizations shall be noticed concurrently by registered mail. The notice shall be sent to the mailing address as shown on the employee's last paycheck unless a more recent address has been provided to the Human Resources Department by the employee. After notice to the employee and employee organizations, the names of employees to whom layoff notices have been sent will be posted at the Human Resources Department in City Hall. The notice shall state the layoff action to be taken, the options available to the employee, reemployment rights, and layoff procedures. Employees shall have ten (10) calendar days to inform the Human Resources Department in writing of the decisions on options stated in the notice. In the event that the employee fails to state their decision, the City shall select an option and City's decision shall not be subject to appeal. The City shall select an option that retains employment with the City if such option exists. The failure to receive notice shall not be grounds to set aside actions taken.

Effective Date of Layoff
Thirty (30) calendar days after notice is mailed to the employee, unless a later effective date is stated in the notice. An appeal shall not modify the effective date, provided, however, that where an appeal is successful and the layoff is nullified the employee shall be provided salary and benefits as if there was not a layoff.

Appeal of Layoff
An employee may not appeal the decision to lay off his/her position, but may appeal the order of layoff, the bumping provisions (except the test or results of a test of qualifications), and the seniority computation by filing a written appeal with the Human Resources Department stating the basis of the appeal. An appeal must be filed within fourteen (14) calendar days of mailing of notice. The appeal shall be heard by the City Manager/designee within ten (10) calendar days of filing the appeal. A decision will be rendered within ten (10) calendar days of the hearing. Notice will be given by first class mail to the employee and the Association. A further appeal to the Personnel Board may be filed within five (5) calendar days of mailing by filing a written appeal with the Human Resources Office stating the basis for the appeal. The hearing will be held within ten (10) calendar days of the filing of the appeal or as soon thereafter as a quorum of the Board may be gathered and a decision rendered within five (5) calendar days of the hearing.

Recall and Reinstatement
Employees shall be entitled to recall rights to the position from which they were laid off or bumped for a period of two (2) consecutive years from the effective date of layoff or bumping. The effective date of layoff or bumping shall be the employee's last day of work in the classification from which they were laid off or bumped.

When a vacancy occurs in a job classification, laid off or bumped employees eligible to return to that job classification shall be recalled in the inverse order of bump or layoff. Permanent employees who were

652 of 657

laid off or bumped are eligible to return to the job classification in which permanent status was held.

Employees reinstated under this Section shall not be subject to a new probationary period.

Probationary employees who did not have permanent status at the time of layoff shall be required to serve the remainder of any probationary period upon recall.

When a vacancy exists and employees are to be recalled, notice of the opening(s) shall be sent to the mailing address as shown on the employee's last paycheck unless a more recent address has been furnished by the laid off/bumped employee. To expedite recall, more than one employee may be notified of an opening.

The employee shall have fourteen (14) calendar days to reply to City from the date of mailing of the recall notice. If employees fail to respond within fourteen (14) calendar days of notice to the City, they shall lose all recall rights. It is the responsibility of the employee who has been laid off to keep the City informed of their address and telephone number. The City has no responsibility to attempt to trace an employee if notice of reinstatement is not delivered by the Post Office.

Employees reinstated after layoff shall be treated as though they have been on leave of absence without pay in computing salary, vacation, sick leave and other benefits. The right to reinstatement is contingent upon the ability of the employee to perform the essential functions of the position to which the employee is being returned.

REEMPLOYMENT
Any permanent employee, separated from a position through resignation and without fault of delinquency on their part, upon recommendation of the reemploying Department Head may be reemployed to the former position, or to another position in the same class, within two (2) years, provided there is an authorized vacancy and the employee meets the requirements for employment.

Reemployed employees shall be subject to a probationary period, and upon the recommendation of the reemploying Department Head, may receive credit for former employment in the determination of the amount of vacation allowance, sick leave, other benefits and their salary step.

DISCIPLINARY ACTION
Employees who are safety personnel covered by the Police Officers’ Bill of Rights (POBR) shall continue to have those rights afforded them.

The term "disciplinary action" shall include the following actions which may be taken by a Department Head:

A. Letter of Reprimand (for employees covered by the POBR only) B. Suspension without pay up to thirty (30) calendar days; C. Salary reduction;
D. Demotion; or
E. Dismissal
A reduction in hours or a change in schedule, scheduling for workload reasons, a change in work assignment, layoff, letter of reprimand, and performance evaluations shall not be considered as discipline (unless otherwise noted above).

Whenever a disciplinary action is proposed to be taken against a deputy director, he/she shall be notified in writing of the proposed disciplinary action at least five (5) working days in advance of the pre- disciplinary (“Skelly”) hearing. “Working days” is defined as days on which City Hall is open for business.

Such written notification shall include a statement of the proposed disciplinary action to be taken; a statement of the facts upon which the disciplinary action is based which shall set forth clearly and with

653 of 657

such particularity the charges against the employee so he/she can understand said charges; a statement indicating the cause for the disciplinary action pursuant to the Personnel Rules or other relevant City policies; and a statement describing any actions taken against the employee in the past.

Whenever disciplinary action is taken against a deputy director, he/she shall be notified in writing of the action taken. Such written notification shall include a statement of the disciplinary action taken; a statement of the facts upon which the disciplinary action is based, which shall set forth clearly and with such particularity the charges against the employee so he/she can understand said charges; a statement indicating the cause for the disciplinary action pursuant to the Personnel Rules or other relevant City policies; a statement describing any actions taken against the employee in the past; and a statement advising the employee that the written notice is to be placed in his/her official personnel file and that he/she has a right to appeal to the Personnel Board. A Department Head may impose discipline immediately.

APPEAL OF DISCIPLINARY ACTION
A deputy director can appeal the receipt of disciplinary action to the Personnel Board by delivering a written notice of appeal to the Human Resources Department within ten (10) working days of the date the written notice of disciplinary action was served upon him/her. In the event the deputy director fails to deliver a notice of appeal to the Human Resources Department within said ten (10) working day period, the disciplinary action shall become final, and the Deputy Director shall have no further right to appeal.

The written notice of appeal filed with the Human Resources Department shall not be required to be in any particular format; however, it shall contain at least the following information:

1. The name and address of the deputy director;

2. The date of the disciplinary action and a statement to the effect that the deputy director appeals the disciplinary action; and

3. The notice of appeal shall be dated and signed by the deputy director or by his/her representative.

When the Human Resources Department receives a notice of appeal which complies with the requirements set forth herein, the Human Resources Director shall schedule the matter for hearing. For a Letter of Reprimand (for employees covered by the POBR only), the hearing is with the Department Head or his/her designee. For suspension without pay, in-grade salary reduction, demotion, or dismissal, the hearing is scheduled at the next available regular meeting of the Personnel Board at least fifteen (15) working days after receipt of the notice of appeal.

For Letters of Reprimand issued to employees covered by the POBR, the Department Head or his/her designee shall render a final decision concerning the appeal following the hearing, within ten (10) days after the matter is submitted. The decision of the Department Head or his/her designee shall be final and conclusive. For suspension without pay, in-grade salary reduction, demotion, or dismissal, the Personnel Board shall render written findings and recommendations and final decisions concerning the appeal within ten (10) working days after the matter is submitted. The decision of the Personnel Board shall be final and conclusive unless determined otherwise by a court of competent jurisdiction.

SAFETY SHOES
The City shall provide a reimbursement of up to $200.00 every two years for one (1) pair of safety shoes for classifications approved for reimbursement by the department head as deemed necessary. Said reimbursement shall be paid against official receipts for safety shoe expenditures. Safety shoes shall be defined by a classification’s standard or by the employee’s department head.

654 of 657

Consolidated City Manager, City Attorney, Department Head and Deputy Director Compensation Plan ATTACHMENT 1
City Manager and City Attorney
The salary for City Manager was effective March 20August 21, 2022 2023 based on City Council action taken on March 7, 2022June 20, 2023. The salary for City Attorney was effective October 16, 2022 based on City Council action taken on October 3, 2022.

TITLE HOURLY BI-WEEKLY MONTHLY ANNUAL

CITY MANAGER
$136.47162
.50
$10,917.8413,00

0.00 $23,655.3128,16

6.67 $283,863.72338,0

00.00 CITY ATTORNEY $127.50 $10,200.00 $22,100.00 $265,200.00 Salary is based on a 40-hour work week.

Department Heads
Effective March 5, 2023October 29, 2023, the City Manager shall establish salaries for department heads for their respective positions at a step within the monthly ranges indicated below.

JOB
COD

E TITLE

STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
1260

ASST CITY
MANAGER STEP 1 123.32109.1
3 9,865.738,730.74 21,375.7618,916.6
0 256,509.10226,999.2
2 STEP 2 129.49114.5
9 10,359.029,167.28 22,444.5519,862.4
3 269,334.56238,349.1
6 STEP 3 135.96120.3
2 10,876.979,625.64 23,566.7720,855.5
6 282,801.28250,266.6
9 1140

CHIEF OF
POLICE STEP 1 126.15 10,092.27 21,866.59 262,399.12
STEP 2 132.46 10,596.88 22,959.91 275,518.97
STEP 3 139.08 11,126.73 24,107.91 289,294.89
1230 CITY CLERK STEP 1 93.89 7,511.11 16,274.08 195,288.92 STEP 2 98.58 7,886.66 17,087.77 205,053.27
STEP 3 103.51 8,281.00 17,942.16 215,305.96
1210
CITY
LIBRARIAN STEP 1 105.90 8,472.17 18,356.36 220,276.37
STEP 2 111.20 8,895.78 19,274.18 231,290.22
STEP 3 116.76 9,340.56 20,237.89 242,854.69
1160

DIR COMM

DEVELOPMEN
T
STEP 1 106.02 8,481.29 18,376.12 220,513.49
STEP 2 111.32 8,905.35 19,294.93 231,539.20
STEP 3 116.88 9,350.62 20,259.68 243,116.15
1270

DIR INFO
TECHNOLOGY STEP 1 103.28 8,262.23 17,901.49 214,817.87
STEP 2 108.44 8,675.33 18,796.55 225,558.66
STEP 3 113.86 9,109.10 19,736.39 236,836.71

655 of 657

1250

DIR PARKS &
RECREATION STEP 1 106.02 8,481.29 18,376.12 220,513.49
STEP 2 111.32 8,905.35 19,294.93 231,539.20
STEP 3 116.88 9,350.62 20,259.68 243,116.15
1120

DIR PUBLIC
WORKS STEP 1 111.94 8,955.56 19,403.71 232,844.48
STEP 2 117.54 9,403.33 20,373.89 244,486.70
STEP 3 123.42 9,873.50 21,392.59 256,711.11
1220

FINANCE
DIRECTOR STEP 1 111.69 8,935.25 19,359.71 232,316.58
STEP 2 117.28 9,382.01 20,327.69 243,932.34
STEP 3 123.14 9,851.12 21,344.09 256,129.04
1180
HUMAN

RESOURCES
DIR
STEP 1 103.28 8,262.23 17,901.49 214,817.87
STEP 2 108.44 8,675.33 18,796.55 225,558.66
STEP 3 113.86 9,109.10 19,736.39 236,836.71
Salary is based on a 40-hour work week.

Deputy Directors
The Department Head, with City Manager concurrence, has the authority to fix compensation for his/her respective Deputy Director(s) in the same manner the City Manager establishes salary for department heads. A deputy director who disagrees with his/her placement within the range may discuss it with the City Manager.

Effective March 5,2023, the deputy directors of city departments shall receive monthly salaries for their respective positions at a step within the monthly ranges indicated below.

Effective Date: 3/5/23
JOB

CODE TITLE STEPS HOURLY BI-WEEKLY MONTHLY ANNUAL
2237
DEPUTY
CITY

LIBRARIAN
STEP 1 80.11 6,409.08 13,886.33 166,635.96
STEP 2 84.12 6,729.52 14,580.63 174,967.61
STEP 3 88.33 7,066.00 15,309.67 183,716.09
2135
DEPUTY
CDD

DIRECTOR
STEP 1 92.19 7,375.03 15,979.23 191,750.71
STEP 2 96.80 7,743.77 16,778.17 201,338.10
STEP 3 101.64 8,130.96 17,617.09 211,405.09
2271
DEPUTY

DIRECTOR

PARKS &
REC
STEP 1 88.29 7,063.56 15,304.39 183,652.69
STEP 2 92.71 7,416.74 16,069.61 192,835.35

656 of 657

STEP 3 97.34 7,787.58 16,873.08 202,477.02
2117

DEP DIR
PUBLIC
WORKS
STEP 1 90.94 7,275.56 15,763.72 189,164.61
STEP 2 95.49 7,639.34 16,551.91 198,622.95
STEP 3 100.27 8,021.30 17,379.49 208,553.91
2545
DEPUTY
POLICE
CHIEF
STEP 1 114.39 9,151.06 19,827.30 237,927.59
STEP 2 120.11 9,608.61 20,818.66 249,823.90
STEP 3 126.11 10,089.04 21,859.59 262,315.13
2029
DEPUTY

DIRECTOR

OF FINANCE
STEP 1 89.35 7,148.20 15,487.77 185,853.29
STEP 2 93.82 7,505.62 16,262.17 195,146.02
STEP 3 98.51 7,880.89 17,075.27 204,903.26
Salary is based on a 40-hour work week.

657 of 657