CITY OF SAN MATEO
City Council Special Meeting
March 18, 2024
5:30 PM
City Hall Council Chamber 330 W.
20th Avenue San Mateo CA 94403
Entrance is on O’Farrell Street
COUNCIL MEMBERS
Amourence Lee
Lisa Diaz Nash
Rob Newsom Jr.
Adam Loraine
AGENDA
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Roll Call
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STUDY SESSION
The public will have an opportunity to comment during the consideration of these items.
1. Complete Streets North Central Plan – Introduction
Receive an introduction and overview of the Complete Streets North Central Plan and provide feedback on progress to date.
CEQA: This project introduction 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 North Central Plan will be completed prior to adoption.
2. Diversity, Equity, and Inclusion Task Force Accomplishments – Update Recognize the accomplishments of the Diversity, Equity, and Inclusion (DEI) Task Force and direct staff on next steps to reach the City’s external DEI objectives.
CEQA: This discussion 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).)
ADJOURNMENT
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AGENDAS:
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www.cityofsanmateo.org
. Any supplemental material distributed to the Council after the posting of the agenda will be made part of the official record.
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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: 1 Section Name: STUDY SESSION Account Number: 10-4666 File ID: 24-8482 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: March 18, 2024
SUBJECT:
Complete Streets North Central Plan – Introduction
RECOMMENDATION:
Receive an introduction and overview of the Complete Streets North Central Plan and provide feedback on progress to date.
BACKGROUND:
Staff began the Citywide San Mateo Complete Streets Plan in early 2023 and introduced the project to Council on March 20, 2023. During the meeting, residents from the North Central neighborhood requested a specific focus on complete streets in their neighborhood to evaluate the recent installation of bicycle lanes, parking availability, circulation, and safety needs. As a result, Council directed staff to develop a separate scope of work and budget to create a North Central focused plan that would be developed concurrently with the Citywide San Mateo Complete Streets Plan.
The Complete Streets North Central Plan (the Plan) is aimed at improving transportation access, mobility, and safety for all those who call North Central home. The Plan seeks to collaboratively develop a sustainable mobility plan that integrates the diversity of voices represented in North Central via a comprehensive community engagement process. By practicing deep listening with residents and community leaders, staff aims to gain a comprehensive understanding of neighborhood- specific mobility challenges, leading to a more inclusive and effective transportation network that reflects the community's values and enhances the overall quality of life.
Project Scope and Timeline
Immediately after the March 2023 Council meeting, staff worked with Fehr & Peers to develop a scope of work for the Plan. The agreement was awarded by City Council in May 2023. The Plan is expected to take just over one year to complete, with finalization expected by Fall 2024.
•Lived Experience Group – Staff and the consultant team invited active Community Based Organizations (CBOs) to learn about the effort through a series of stakeholder interviews. CBO and community representatives were asked to be part of the small Lived Experience Group (LEG) to assist the team in hosting workshops, focus groups, and other outreach activities to gain feedback from the community. LEG members are being provided a small stipend for their efforts and assistance.
•Defining Needs and Goal Setting – This task first focused on a community listening process, to gain an understanding of mobility and access needs, and components of a successful plan from the community’s perspective. This phase included stakeholder interviews, pop-up outreach events, and focus groups. The second phase of this task will use feedback from the community and data analysis to document existing needs and summarize the goals for the Complete Streets North Central Plan. This summary is attached to the staff report. •Community-Led and Data-Supported Recommendations – Staff and the consultant team will confirm the needs
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and goals for the Complete Streets North Central Plan with the LEG, Sustainability and Infrastructure Commission, and City Council, and then utilize workshops to define needed improvements and projects. This will include hands- on charette style workshops, prioritization of needs, discussion of trade-offs, and then mapping and evaluation of recommended improvement projects, policies, and programs. •Prioritization and Priority Project Development – This task builds on the development of the list of needs and improvements by prioritizing each based on the goals of the Complete Streets North Central Plan and community needs. Under this task, the consultant will develop cut sheets for up to five priority projects identifying improvements in priority locations in a graphic format. Pop-up demonstration events or community walks for up to three projects may be included to collect input on key projects from residents by utilizing recommended improvements. A door-knocking outreach strategy will be employed during this task to directly outreach to residents on corridors near high-priority projects that are being proposed. •Plan Development – A draft Complete Streets North Central Plan will be presented to the Sustainability & Infrastructure Commission and Council for review and feedback. Feedback provided will be folded into the final document that will be presented to Council for adoption.
Community Engagement and Key Community Feedback
The Plan efforts to date have focused on community engagement, and critical listening in the community to understand needs, concerns, and goals related to transportation. Staff and the consultant team have engaged with nearly 200 community residents over the course of seven engagement efforts. •Pop-Up Events: Staff and the consultant team met the community at four events: National Night Out, Movies in the Park, a food distribution session, and at the elementary and middle school morning bus stop (the latter two coordinated by LEG members). At these events, the team engaged with residents in English and Spanish, and gained insight on concerns and needs throughout the neighborhood. •Focus Groups: Staff and the consultant team hosted three focus groups with residents at a Home Association of North Central San Mateo (HANCSM) meeting and at a resident’s home, both coordinated with LEG members.
These smaller settings allowed for more in-depth conversation about resident needs and concerns.
The project team collated the information heard through these interactions to highlight several key themes. While not all feedback is correlated to issues that can be addressed through a transportation plan, documentation of all feedback is critical to holistically presenting the community’s needs and concerns.
1.Traffic Safety Concerns: This is a recurring theme across events, with residents expressing concerns about speeding and narrow streets posing risks for both drivers and pedestrians.
2.Limited Right of Way: Residents often commented on the narrow streets of North Central creating safety concerns, congestion, and issues around parking. Many residents specifically mentioned the addition of bike lanes created a parking deficit for a neighborhood already burdened with limited parking.
3.Safety Infrastructure Improvements: Residents consistently called for safety infrastructure improvements, such as speed bumps, stop signs, and flashing beacon crosswalks, to enhance safety in their neighborhood.
4.Neighborhood Aesthetics and Identity: Residents mentioned that they have noticed an increase in residents parking on lawns and unpaved sections of residential properties throughout North Central, creating neighborhood aesthetics concerns and a decrease in pride in their overall community identity.
5.Visibility and Turning Safety: Many residents emphasized the need for better visibility through safe vehicle turning movements and tree trimming.
6.Public Transit Improvements: There were demands for improved public transit options, including more frequent weekend bus services, extended routes, and better access to Caltrain.
7.Community Center and Park: Positive feedback and appreciation for the MLK Community Center and MLK Park were common highlights, with residents valuing these community assets.
8.Enforcement of Regulations: Residents mentioned the need for enforcement of regulations related to speeding, no parking zones, and littering to address safety and cleanliness concerns.
9.Illegal Activities and Enforcement: Concerns about illegal dumping, fireworks, gunshots, and street racing activities in the neighborhood were raised, emphasizing the need for law enforcement.
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10.Pride in the Neighborhood: Despite the challenges, residents expressed a desire to feel proud of their neighborhood and cited poor street conditions and public spaces as hindrances to achieving this goal.
Following this informational update, staff and the consultant team will be hosting a community workshop in collaboration with HANCSM to share the key themes, goals, and initial thoughts on potential types of safety improvements for consideration. The project team will then begin to identify recommendations for specific context-sensitive improvement recommendations and will begin another community engagement effort focused on priority improvements. Staff expects to bring the Plan to City Council later this year for review and adoption.
BUDGET IMPACT:
There is no budgetary impact associated with the recommendation of this agenda report. The funding for the work for the plan is budgeted in the Complete Streets North Central Plan Project (46R015).
ENVIRONMENTAL DETERMINATION:
This project introduction 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 North Central Plan will be completed prior to adoption.
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – Defining Community Needs and Goals
STAFF CONTACT
Sue-Ellen Atkinson, Principal Transportation Planner
[email protected]
(650) 522-7288
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COMPLETE COMPLETE
STREETS PLANSTREETS PLAN
NORTH CENTRALNORTH CENTRAL
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01 San Mateo Complete Streets North Central
Photo: Winter Consulting, 2023
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Community Needs and Goals:
A Local Vision
METHODOLOGY
Over the course of the initial phase of community
engagement, the City and the project team
met with dozens of community leaders and
stakeholders. The community engagement plan
included structured meetings like focus groups
and one-on-one interviews, as well as informal
engagement activities like tabling at community
events.
The objectives of community engagement
for the Complete Streets North Central Plan
were to understand North Central community
leaders’ and stakeholders’ lived experience
of the neighborhood as it relates to mobility
and transportation, how individuals travel
within and through the neighborhood, and to
identify community needs to improve overall
safety, comfort, and function of neighborhood
streets. Through the initial phase of community
engagement, over 500 unique comments were
collected. The purpose of this document is to:
(1) document the existing needs through the
community’s eyes; and (2) summarize data
typically needed by funding agencies to justify
funding for the key projects coming out of later
phases of the plan.
KEY THEMES
Each comment collected during the first phase
of community engagement were reviewed by
the project team and categorized into a Key
Theme: Design and Infrastructure, Community
Accountability, Public Transit and Transportation,
Parking, Traffic Flow and Traffic Congestion,
and Context. The overarching narrative of each
key theme is to improve the overall public
safety, security, comfort, confidence, and pride
individuals have traveling through and within the
community by foot, bike, car, or other mode.
The Key Themes organize and facilitate a more
holistic understanding of the needs and priority
concerns of the North Central community based
on their lived experiences. Each section includes
a summary of the Key Theme and selections
of direct community feedback. Additionally,
each Key Theme is visually summarized using a
variety of data sources – both qualitative (e.g.
lived experiences of community members) and
qualitative (e.g. collision data, traffic volume, and
speed) to support and lift up the community-
identified needs.
In subsequent phases of community
engagement, the Key Themes will guide
community leaders and stakeholders in
identifying the appropriate physical and
programmatic interventions they would like to
see implemented in North Central to address its
unique needs and concerns.
02 It Takes a Village. A Lived Experience
Group (LEG) member welcomes
neighbors and community stakeholders
into their home to discuss North
Central’s transportation-related
challenges and potential solutions.
DRAFTDRAFT
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Design and Infrastructure
Design and Infrastructure includes comments
on the overall design and programming of
streets and above-ground infrastructure in
North Central, including their deficiencies. This
encompasses feedback on physical street and
roadway improvements and interventions,
street lighting, street signage, and other non-
physical traffic calming measures.
Community members frequently cited having
witnessed near-collisions or collisions they
believe were a result of the existing design
and constraints of the streets (e.g. narrow
lanes, larger vehicles, on-street parking). To
address these issues, community members
have suggested additional traffic calming
features be implemented like controlled
pedestrian crossings, safer bike routes and
lanes, and adequate pedestrian and auto-scale
lighting. The design of roadway environments
can mitigate human mistakes, encourage safer
behaviors, and facilitate safe travel by the
most vulnerable users.
To support these claims, data was
collected from the University of California’s
Transportation Injury Mapping System (TIMS)
for bicycle and pedestrian collisions between
2018-2022. Over this period, a total of 67
collisions involving pedestrians or cyclists
were reported in North Central, 43 involving
pedestrians and 24 involving cyclists (see
Figure 1).
Along the North Humboldt Street corridor,
10 collisions occurred between Peninsula and
Third Avenues. Within a one block radius of
the intersection of North Humboldt Street and
E Poplar Avenue, a critical intersection that
borders San Mateo High School and College
Park Elementary/Turnbull Children’s Center, 12
total collisions involving pedestrian or cyclists
occurred.1
1 UC Regents; Transportaiton Injury Mapping System
Along the North Delaware Street corridor,
a total of 7 collisions occurred between
Peninsula and Third Avenues, including a
collision involving a pedestrian that resulted
in severe injury near the intersection of North
Delaware Street and East Poplar Avenue.2
In 2023, the City initiated the preparation
of a Local Roadway Safety Plan (LRSP)
to establish a framework and process for
identifying, analyzing, and prioritizing
roadway safety improvements throughout
the City including North Central, which has
been partially funded through a grant from
the California Department of Transportation
(Caltrans).
The LRSP aims to identify and analyze traffic
safety performance, crash patterns and
recommended strategic and proven solutions
to improve safety performance at priority
locations throughout the City. The plan will
include focus areas and identify high-priority
locations based on crash history, stakeholder
collaboration and community feedback.
Findings from both the Complete Streets
North Central community engagement
process and the LRSP will help inform
community members and City stakeholders of
North Central’s needs and priorities.
2 ibid.
“There should be a four-
way stop at the intersection
of Tilton Avenue and North
Claremont Street. It’s a
safety concern for bicyclists
and pedestrians – drivers
don’t stop and some drive
fast.”
Community Member
Food Distribution Pop Up
11/07/23
03 San Mateo Complete Streets North Central DRAFTDRAFT
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“The intersection of Poplar
and Humboldt is a zoo. Many
drivers are coming on and
off the freeway. We need to
prioritize this intersection
for kids -- there are so many
children going to schools
nearby.”
Community Member
HANCSM Pop-In 11/09/23
Community Needs and Goals
04 Figure 1: Collisions Source: UC Regents, Transportation Injury Mapping System
DRAFTDRAFT
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Community Accountability
The umbrella of Community Accountability
includes the desire to encourage and enforce
safe, and responsible behavior by residents,
workers, and visitors of North Central, and
create conditions that prioritize their ability
to reach their destination comfortably and
unharmed. This includes the overall aesthetics
and quality of North Central’s public realm.
While there is an overall sense of pride and
ownership of the neighborhood, community
members acknowledge that the cleanliness
and deferred maintenance of its streetscape
need to be addressed. This includes
community members’ comments on the need
for road resurfacing, fixing potholes, sidewalk
repairs, and landscape maintenance. Frequent
comments received involved the need to clean
and discourage illegal dumping and littering.
In 2023, 318 maintenance-related requests
were entered into San Mateo Public Works’
workorder database for North Central.
Roughly a third of all requests (32%) were
for debris pickup or cleaning, which validates
what was heard during engagement.
Additionally, 24% of requests were related
to sewer, storm, and flooding-related issues,
including backups and overflows which illegal
dumping and littering may be contributing to.
Roughly 22% of requests were directly related
to street maintenance or hazards, including
pothole, streetlight, and traffic signal repairs
(see Figure 2).
Additionally, community members made
several suggestions for individuals’ roles
and responsibilities in improving the
neighborhood’s public safety, security,
and comfort, including increased driver
accountability and education. It was
suggested that individual responsibility is
needed to supplement City enforcement of
traffic laws and municipal codes in a joint,
collaborative effort to achieve the goals for
improving conditions in North Central.
05 San Mateo Complete Streets North Central
FIGURE 2: SAN MATEO PUBLIC WORKS WORK ORDERS (2023) Source: City of San Mateo
DRAFTDRAFT
Colored Curbs 2%
Trees / Vegatation 3%
Traffic Signals 3%
Street Light Repair 8%
Street Cleaning 1%
Storm Drain System 13%
Signage Repair 7%
Sidewalk Repair 2%Sewer System 9%
Potholes 3%
Manholes 1%
Flooding 2%
Facilities 15%
Debris Pick Up 31%
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Community members frequently observed
what they perceive to be vehicles being driven
at high speeds. To substantiate and better
understand concerns of congestion, average
vehicle speed estimates were derived from
StreetLight Data for June 2022-May 2023.
Figures 3-5 visualize the average speeds
during Weekday PM Peak, Saturday Midday
Peak, and Sunday Midday Peak periods.
The posted speed limit throughout North
Central is 25 MPH. During Weekday PM Peak
Hour, average speed estimates were at or
below the posted speed limit (see Figure 3),
which is likely a result of the higher volume of
traffic observed during commute time periods.
However, during this period, speeds exceeding
25 MPH were observed along Amphlett
Boulevard, likely attributed to its proximity to
access points to and from US Highway 101.
During Saturday and Sunday Midday Peak
Hours, average speed estimates were at or
below the posted speed limit on local streets
(see Figures 4 and 5). However, during this
same period average speeds exceeding
25 MPH were observed on major arterials
that border and go through North Central,
including Peninsula, East Poplar, and East
Third avenues, and North Humboldt and
Delaware streets.
Community Needs and Goals
06 FIGURE 3: WEEKDAY PM PEAK HOUR
SPEEDS (3 PM - 4 PM)
Source: StreetLight Data
DRAFTDRAFT
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07 San Mateo Complete Streets North Central
FIGURE 4: SATURDAY MIDDAY
PEAK HOUR SPEEDS
(NOON - 1 PM)
FIGURE 5: SUNDAY MIDDAY
PEAK HOUR SPEEDS
(NOON - 1 PM)
Source: StreetLight DataSource: StreetLight Data
DRAFTDRAFT
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Community Needs and Goals
08 FIGURE 6: TRANSIT ACCESS
“There are no shelters at
bus stops. During winter
people do not want
to wait and use public
transit.”
Community Member
LEG Interview 07/31/23
Source: SamTrans
Public Transit and Transportation
Community members cited the need for improved access to public transit and transportation options, and improved safety, function, and comfortable transit facilities. This includes considerations for individuals with disabilities and seniors, ensuring that all transportation services and facilities are safe for all users, including those with mobility, vision, hearing, or cognitive impairments. It also refers to the overall inclusiveness of transportation systems, including affordability, the availability and frequency of service, and comfortable and convenient access.
TABLE 1: COMMUTE MODE SHARE
Source: US Census Bureau; American Community Survey, 2019 American Community Survey 5-Year Estimates.
DRAFTDRAFT
For public transit, the North Central neighborhood is served by SamTrans Bus Routes 53, 59, 292, and 250. SamTrans provides bus service throughout San Mateo County and into portions of San Francisco and Palo Alto. Routes 292 and 53 are the only routes serving the core of North Central and the routes travel primarily along North Delaware Street, with stops serving major activity centers including Woodlake Shopping Center, San Mateo High School, College Park Elementary, Martin Luther King Jr. Park and Community Center, and Downtown. North Central is also served by Caltrain, a commuter rail line serving the San Francisco Peninsula and Santa Clara Valley, with one San Mateo station located on the border of North Central and Downtown (see Figure 6).
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“There is a need for more
parking on N Idaho Street.
Bike lanes are nice, but there
is limited parking in the
neighborhood for an area
that needs more parking
for multiple families living
in one household. People
are just parking their cars
in their front yards which
disrupts the neighborhood
character. Parking has been
a problem for many years.”
Community Member
Focus Group 11/09/23
In terms of commute mode, North Central
workers carpool, take public transportation,
walk, and bike to work at higher rates than
workers in the city, but driving alone is the
main commute mode in both geographies
(see Table 1).3
Parking
A consistent theme in community feedback
was that the availability of parking is a
constant challenge for residents and visitors of
North Central. The community implied several
factors contribute to this challenge, including
multi-family and generational housing and
resulting increased parking demand, as well as
limited alternative transportation options.
Another factor that has impacted parking
availability on Humboldt Street is the North
Central Bike Lanes project, which resulted in
the removal of approximately 270 on-street
parking spaces. After its implementation in
Summer 2022, community members began
finding it increasingly difficult for themselves
and visitors to find parking.
Prior to implementation of the bike lanes
project, the City began exploring options
to mitigate the anticipated loss in parking
by establishing a residential parking permit
program (RPPP), which has been implemented
in several neighborhoods across the City.
An RPPP survey was sent to 3,000 North
Central households and had a response rate
of ~5%. Though the survey had a relatively
low response rate, the survey produced useful
metrics to evaluate the need and parameters
for a North Central RPPP.
Of the survey responses, most households
indicated owning 1-2 vehicles and
approximately 1/3 of responses indicated
it was difficult to find on-street parking
3 US Census Bureau; American Community Survey, 2019
American Community Survey 5-Year Estimates.
near where they live. About 30% of survey
responses indicated parking at least one car
on the street. Further, while 81% of survey
responses indicated having access to a
parking garage, only 57% reported parking in
their garage.
As part of the survey, the City collected
parking inventory and occupancy data.
Parking inventory and occupancy data were
collected over a two-week period in November
2022 on two Thursdays and two Saturdays.
There are approximately 5,882 on-street
parking spaces in North Central (see Figure
7). There are no public off-street parking lots
or structures within the parking study area.
On-street parking is generally available on at
least one side of the street throughout North
Central. On all days observed during the hours
of 8AM and 5PM, parking occupancy ranged
from 50-60%. After 5PM on all days, parking
occupancy steadily increases through the
evening to a maximum observed occupancy
of approximately 75% (see Figure 9). To be
considered for a RPPP in the City of San
Mateo, streets must have a parking utilization
greater than 60%. As part of its evaluation, the
City looks at parking occupancy at the street
level in addition to several other factors.
To better understand the people who
make up North Central and their parking
habits, demographic information for the
neighborhood was pulled from ACS 2019
5-year estimates on data.census.gov
and analyzed in Excel. The North Central
neighborhood was defined as Census Tracts
6059, 6060, and 6062, which roughly aligns
with the neighborhood boundaries. A small
portion of the neighborhood lies in Census
Tract 6063 (bounded by Tilton Avenue, North
B Street, South Railroad Avenue, and First
Avenue, and the area bounded by South
Delaware Street, Fifth Avenue, Ninth Avenue,
and US Highway 101). For this analysis, Census
Tract 6063 was excluded. Multigenerational
09 San Mateo Complete Streets North Central
DRAFTDRAFT
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FIGURE 7: PARKING INVENTORY Source: City of San Mateo, IDAX Community Needs and Goals
10 DRAFTDRAFT
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11 San Mateo Complete Streets North Central
FIGURE 8: PARKING OCCUPANCY, WEEKDAY 3PM Source: City of San Mateo, IDAX
DRAFTDRAFT
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Community Needs and Goals
12 FIGURE 9: PARKING OCCUPANCY, WEEKDAY 7PM Source: City of San Mateo, IDAX
DRAFTDRAFT
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13 San Mateo Complete Streets North Central
TABLE 2: VEHICLE OWNERSHIP
TABLE 3: HOUSEHOLD SIZE
“Overcrowding is a big
issue. Multiple families are
required to live together to
make ends meet because
rent is very expensive.”
Community Member
LEG 10/05/23
Source: US Census Bureau; American Community Survey, 2019 American Community Survey 5-Year Estimates.
Source: US Census Bureau; American Community Survey, 2019 American Community Survey 5-Year Estimates.
DRAFTDRAFT
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Community Needs and Goals
14 TABLE 4: HOUSEHOLD OVERCROWDING
TABLE 5: MULTIGENERATIONAL HOUSEHOLDS
Source: US Census Bureau; American Community Survey, 2019 American Community Survey 5-Year Estimates (Census Tracts 6059, 6060, and 6062)
Source: US Census Bureau; American Community Survey, 2010 American Community Survey 1-Year Estimates (San Mateo County). Note: Multigenerational household data is not available on the census tract level data or in the 2019 5-year estimates.
household data was not available at the
neighborhood level or from 2019 5-year
estimates, so ACS 2010 1-year estimates from
San Mateo County were used instead.
Vehicle Ownership. Despite the high cost of
vehicle ownership and lower median income,
most North Central residents have access to
a vehicle for their commute (see Table 2).
Almost two-thirds of North Central workers
have access to two or more vehicles. North
Central has nearly double the percentage (4%)
of workers without access to a car compared
to the City of San Mateo (2%). North Central
also has fewer workers who have access to
multiple vehicles (64%) compared to the City
of San Mateo (76%).
Household Size. Over one-third of North
Central households are one-person
households. In comparison, only 27%
of households citywide are one-person
households (see Table 3).
Household Overcrowding. About 16% of North
Central households house more than one
occupant per room. North Central households
are significantly more overcrowded than in
San Mateo, where only 2% of households have
over one occupant per room (See Table 4).
Multigenerational Households. Approximately
6% of households in San Mateo County are
multigenerational. Financial relief is a common
reason for living in a multi-generational
household, especially for low-income families.
However, low-income multigenerational
households are more likely to experience
overcrowding than two-generation households
(see Table 5).4
4 Pew Research (https:/ /www.pewresearch.org/social-
trends/2022/03/24/the-experiences-of-adults-in-
multigenerational-households/)
DRAFTDRAFT
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15 San Mateo Complete Streets North Central
“The small and narrow
streets in North Central—like
Grant, Monte Diablo, and
Tilton—contribute to traffic
congestion and accidents.”
Community Member
LEG Interview, 07/31/23
FIGURE 10: WEEKDAY PM PEAK HOUR
TRAFFIC (3 PM - 4 PM)
Source: StreetLight Data
DRAFTDRAFT
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Traffic Flow and Traffic Congestion
Given North Central’s neighborhood activity
centers, proximity to US Highway 101 and El
Camino Real (SR-82), the San Mateo Caltrain
Station, and Downtown San Mateo, the
community experiences congestion travelling
within and through the neighborhood. Traffic
congestion refers to the volume of vehicular
traffic on roads at a point in time, which the
community indicates has resulted in slower
speeds, longer trip durations, and increased
frequency of vehicular queueing. Traffic flow
refers more broadly to the overall movement
of vehicles and trucks, including speed and
volume, and driver behavior.
To substantiate and better understand
concerns of congestion, vehicle volume
estimates were derived from StreetLight Data
for the period between June 2022-May 2023.
Figures 10-12 visualize the average volumes
during Weekday PM Peak, Saturday Midday
Peak, and Sunday Midday Peak periods.
During the Weekday PM Peak, Saturday
Midday Peak, and Sunday Midday Peak
periods observed, the highest volumes of
traffic occurred on the major north-south
arterials North Humboldt and North Delaware
streets. The major east-west arterials of East
Peninsula, East Poplar, and East Third avenues
were also observed to have high volumes of
traffic. Each of the east-west arterials provide
access to and from US Highway 101 and San
Mateo neighborhoods beyond North Central,
including Downtown.
These data-supported findings are consistent
with the comments on peak traffic congestion
periods from community leaders. During the
afternoon and evening commute periods,
community members cited increased
pedestrian presence including significant
student presence along East Poplar, North
Humboldt, and North Delaware Streets,
contributing to congestion. Additionally,
Community Needs and Goals
16 FIGURE 11: SATURDAY MIDDAY PEAK HOUR
TRAFFIC (NOON - 1 PM)
Source: StreetLight Data
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17 San Mateo Complete Streets North Central
FIGURE 12: SUNDAY MIDDAY PEAK HOUR
TRAFFIC (NOON - 1 PM)
“I really dislike it when
people park their cars on
their lawns; it’s against City
code and looks ugly.”
Community Member
Focus Group 11/30/23
Source: StreetLight Data
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the number of religious institutions in North
Central likely contributes to increased
pedestrian presence during the observed
Sunday Midday Peak period.
Context and Neighborhood Pride
The Context Key Theme includes responses
and comments that celebrate the North
Central neighborhood including its diversity,
community assets and activity centers
(see Figure 13). There were also comments
providing historical context of previous
planning efforts and community engagement,
recommendations for best practices, and
lessons learned. While some comments did
not directly address traffic or transportation
issues or solutions, they help inform where
and how improvements could benefit the most
people of North Central.
Several community members identified
Martin Luther King Jr Park and Community
Center as the social heart of North Central;
and the routes taken to the park and
community center are critical elements of
the neighborhood’s pedestrian infrastructure
and experience. Community members have
a sense of pride in the neighborhood and
its assets, but also recognize that existing
conditions, lack of ownership, and aesthetics
of the neighborhood sometimes diminish
the feeling of pride. Overall aesthetics was
a frequent comment made by community
members and is threaded throughout
the Key Themes, particularly Community
Accountability and Parking.
Improved aesthetics can be a co-
benefit to implementing community-led
recommendations, including improved
maintenance and debris collection, and
increased enforcement of municipal codes.
Community Needs and Goals
18 FIGURE 13: COMMUNITY ASSETS
Source: StreetLight Data
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19 San Mateo Complete Streets North Central
Photo: Winter Consulting, 2023
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20 Next Steps
As part of the next phase of community
engagement, the City and the project team will
seek concurrence on the community needs and
goals identified in this document. The City and
project team will meet with community leaders
and stakeholders through a series of additional
LEG meetings and community-centered
workshops/charrettes. Based on this Community
Needs and Goals document, community
members will have an additional guide to aid in
determining and defining what transportation
improvements are critical to improving mobility
and access in the next five years.
In determining and defining transportation
improvements, community leaders and
stakeholders will need to reconcile and
address conflicting outcomes desired by
the community. This includes maintaining or
increasing the availability of on-street parking
while also daylighting intersections to increase
pedestrian visibility and facilitate safer crossings,
which typically would require the removal of
parking. Additionally, community leaders and
stakeholders will need to evaluate the trade-
offs with the traffic calming interventions or
programs they select. This includes recognizing
speed tables or raised crosswalks are effective at
slowing traffic, but they can result in increased
traffic noise or interfere with above-ground
stormwater conveyance systems.
Community-Based. Lived Experience
Group (LEG) members meet in North
Central’s Martin Luther King Jr. Center to
kick-off the community-led work on the
Complete Streets North Central plan.
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From: Rick Ballard
To: City Council (San Mateo)
Cc: Clerk
Subject: Public comment, council special meeting item 1, Complete Streets North Central Plan Date: Monday, March 18, 2024 2:22:50 PM
Dear city council,
We need to improve bike and pedestrian infrastructure in North Central and implement measures to calm traffic.
Increasing the use of biking, walking, and public transit as transportation is critical to meeting necessary climate goals. It also leads to a more livable city, with many benefits for health, small business, neighborhood cohesion, child-friend urban design, and resident happiness.
In the complete streets study session, please give special focus to these issues, and in particular to cycling and pedestrian infrastructure.
I’d also like to highlight Delaware street near downtown as an example that exemplifies our current problems. As a road so close to downtown it should be a good transit corridor for walkable and bikable transit, but instead it is a very wide road with high-speed traffic. I have nearly been hit multiple times as a pedestrian crossing legally at N.
Delaware and Tilton. I’ve witnessed multiple near-misses at S. Delaware and Cypress (plus an accident with two autos). And I regularly see residents biking down the sidewalks, despite the explicit marking of Delaware as a bike route. Bikers on the sidewalks indicate pent-up demand for biking infrastructure; people want to bike, but our streets feel too unsafe for them.
As a confident cyclist I am able to do nearly everything here without the use of a car, but most people aren’t as confident. We need the infrastructure to make it possible, and there needs to be a critical mass of that infrastructure before people will feel safe to adopt it; not just one or two bike lanes and a mostly-unsafe city.
Thank you very much,
- Richard Ballard
San Mateo Resident
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 2 Section Name: STUDY SESSION Account Number: 10-1311 File ID: 24-8488 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: March 18, 2024
SUBJECT:
Diversity, Equity, and Inclusion Task Force Accomplishments – Update RECOMMENDATION:
Recognize the accomplishments of the Diversity, Equity, and Inclusion (DEI) Task Force and direct staff on next steps to reach the City’s external DEI objectives.
BACKGROUND:
The City of San Mateo prides itself on being a vibrant and diverse community that is committed to equity and inclusivity.
To formalize this commitment, in its fiscal year 2021-22 Strategic Plan, the Council directed staff to form a Diversity, Equity, and Inclusion Task Force (“DEITF”) and staff obtained direction from the Council on the proposed composition and initial focus of the DEITF. During a study session on July 19, 2021, the Council directed staff to bring together representatives from a variety of local community organizations, including non-profits, neighborhood associations, faith- based coalitions, and partner government entities. Rather than appoint members, the Council opted to have staff identify the participating organizations who would then each designate their own representatives. The purpose of the DEITF, once convened, would be to focus on building partnerships, sharing resources, and identifying ways to increase community participation and engagement in hard-to-reach sectors of the community. After completing extensive outreach to local community organizations, staff convened the DEITF in January 2022, with the participating organizations listed below:
•San Mateo Pride Center
•Samaritan House
•PAL Board
•Self Help for the Elderly
•Home Association of North Central San Mateo
•Peninsula Family Services
•Chamber of Commerce
•San Mateo Foster City School Board
•Bay Area Community Health Advisory Council
The DEITF expressed an interest in City Council providing clearer direction on their intended objectives and was directed to participate in developing an Internal DEI Strategic Plan. The Council later delegated specific work intended to meet the engagement objective, such as reviewing and making recommendations about Boards and Commissions and advising Council on its equity art project, to the DEITF. The DEITF met monthly from January 2022 to May 2023 and then transitioned to meeting bi-monthly until its last meeting on January 19, 2024. The DEITF’s completed accomplishments include:
•Suggested and provided guidance on the development of a DEI Strategic Plan & Implementation Framework
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•Recommended key considerations to diversify the Boards & Commissions, which included an increase in compensation for City Council, a stipend for those on Boards & Commissions, and removing the citizenship/voter registration requirements to participate on a Board or Commission. •Provided key input on the designs and community outreach conducted for the Racial Equity Art Project. •Reviewed and provided input for consideration on policy documents such as the draft Housing Element and General Plan.
These accomplishments demonstrate how the DEITF was able to successfully complete the objectives directed by Council and set forth in the DEITF charter. With this, the City Council’s 2021/22 priority has been completed and removed from their list. However, staff believes, based on input from the DEITF, community, and Council, there is still a need to continue to impart a DEI lens in the City’s work. Therefore, staff is seeking Council direction on how to achieve this.
To identify best practices, staff collected information from different jurisdictions about their equity boards, commissions, subcommittees, etc. (Attachment 1). What we found is that this topic is new for local government and there is not yet a best practice, or any real pattern. Rather, cities have taken a highly varied approach to meeting their DEI goals, which are also varied. Below is an overview of some insights we heard about DEI-focused entities and examining their structures, membership, challenges, successes, and overall impacts that could add value to this discussion.
Overview of DEI Entities in Other Cities:
Structures:
Cities adopted a range of structures from subcommittees focused on equity and social justice to full-fledged human rights commissions. The scope, membership, and objectives of these entities vary widely, influenced by local needs, demographics, and political landscapes.
Membership:
Membership typically includes City Council members, community members, and at times, city staff or external consultants with DEI expertise. Members are often appointed by Mayors or City Councils, with terms varying from one year to permanent appointments. Successful models emphasize diversity in committee composition, including race, profession, and lived experience.
Challenges:
Common challenges include defining clear goals and objectives, scheduling and member availability, budget constraints, political resistance, and the need for DEI training for members. Additionally, defining the scope of work, balancing event planning, policy advisement, and community engagement all pose significant challenges.
Successes and Impact:
Despite challenges, many committees have positively impacted their cities by guiding DEI efforts, influencing policy, enhancing community engagement, and promoting cultural events. Key successes include the restructuring of culturally insensitive events, establishment of DEI-focused training and policies, and improved community-police relations.
Based on the information provided above, staff recommends the City Council consider the following three options:
Option 1:
Appoint a subcommittee of the City Council to review and advise on DEI matters and make recommendations to the City Council.
Option 2:
Assign social impact and DEI initiatives to the Community Relations Commission (CRC). If current DEITF members are invited to apply to become commissioners, then residency requirements (within the City) and citizenship requirements (unless the City Charter is amended) will limit who can and will apply. This option provides a more structured and transparent way of addressing equity concerns than an ad hoc committee. Cultural competency training could be provided for commissioners and staff. This option will require additional staff resources to staff and prepare for the meetings, which
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would be anticipated to be held more regularly, and to arrange and participate in trainings. Trainings may also incur some added expense. If Council chooses this option, staff would return and seek direction on CRC membership and changes in their scope of work for the next two years.
Option 3:
Take no additional action and allow DEI work to be embedded in the regular work of staff and standing boards and commissions.
Staff Recommendation:
Staff suggests the Council discuss the three options and provide direction on how to move forward, noting Option 2, with direction from Council at the onset and at two-year intervals, is staff’s recommended option.
BUDGET IMPACT:
No budget impact for this discussion. If Council wishes to move forward with one of the options mentioned above, staff will bring forward a more defined action plan with budget impacts, if applicable.
ENVIRONMENTAL DETERMINATION:
This discussion 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 – DEI Research Matrix
STAFF CONTACT
Denise Garcia, Management Analyst II
[email protected]
(650) 522-7277
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DEI Research - Cities and their Advisory Panels
City Type of Panel # of Members Details about the Board Challenges Successes Notes Redwood City
Subcommitttee - Equity
and Social Justice
Subcommittee
established 3/8/21
3 Council members
Assigned by Mayor. Serve one-
year terms. No consecutive
terms, but can serve after one-
year break
1. Scheduling meetings for busy Council
members. Now meet 4 times a year rather
than 6. 2. Ensuring new members are trained
on this issue - Briana trains
The Commisioners have proven
very helpful to guide department
staff on issues, escpecially before
going to full Council
Work with two community groups Redwood City Together: https://www.rwctogether.org/ and Community Coordinating Activities Team:
https://www.redwoodcity.org/departments/police-department/police-divisions/patrol- division/community-policing-ccat - They also have an internal committee made of staff from each department. The Police Advisory Committee - also looks at equity in police activities. Recommend asking for input from the San Mateo-Santa Clara Equity Leaders Group
Irvine DEI Ad-Hoc Committee
established 1/26/21
7 committee
members
All must either work or reside in
the city
1. The committee was set up without clear
goals. They are bored and are now getting
into City processes and operations, which is
not good. They should have written the goals
of the committee more tightly and perhaps
had a 2-year pilot program. 2. The
commission wants more than the budget
allows (events). 3. They also want DEI
training, which staff doesn't have. Need an
expert consultant or on staff
Have influenced the holding of
more diverse events
Staff liasion is assigned. Need more expertise either on staff or a consultant. HR should be involved with setting up the committee to ensure that staff are considered as it is demanding on staff. More events. More work. Keep scope and goals of committee tight - must be reasonable with resources the City has. Consider a temporary solution before committing to a permanent one. The committee members have begun to get into the City's processes, like purchasing, and don't understand public agency rules Pacific Grove
First Task Force
established 4/9/21 for
18 months but Council
decided to continue the
work
5 members - just 4
right now - Council
has not approved
the Mayor's recent
nominee
Mayor nominates and Council
approves. One opening has not
been filled. Thinks
(confidentially ) it may be
political-some in community are
concerned about the need and
the cost. The delay can also be
attritubted to staff changes.
Recruiting a new CM now
Task Force Focus. Work Plan is narrow,
Ordinance is more general. Active group in
town doesn't think a DEI task force is needed
and is critical of everything it does. Say that
having a DEI is more devisive. Consultant
hiring is being held up and they need the
support. They are complaining it is too costly -
looking at an a la carte option now
Started during COVID. Catalyst -
Feast of Laterns - an annual event
that needed restructuring due to
cultural appropriation (Chinese).
They were able to make the needed
changes. The task force provides
education and has the support of
most community members
One Council member really wanted to explore DEI. The first Task Force developed a Work Plan that prompted Council to make it permanent. Need help now with consulting and creating a website
Brisbane
Inclusion, Diversity,
Equity & Accountability
(IDEA) Committee
established 9/23/21
5-7 committee
members
Appointed by City Council and
serve for staggered terms of 1
or 2 years and can be appointed
again without interview.
Unlimited terms. Members
must work or live in the city
1. How to balance event planning and
execution among staff. Want to focus on
community-led events to help staff. 2. Lack
of policies. 3. Want IDEA involved in various
outside groups and tasks. 4. Not much data
yet. 5. Budgeting an issue
1. Increased multi-cultural events,
2. developed administrative
procedures, 3. created a diversity
calendar, 4. estalished flag
procedures, 5. support community-
led cultural events
Arose from Black Lives Matter movement. Still very new & a budget is needed. Need enthusiastic members to do the work, but is rewarding. Creating a work plan for Council approval in the next few months. Been surveying the community to see what it wants.
Temecula
Race, Diversity, Equity
and Inclusion (RDEI)
Commission established
8/25/20
7 commissioners
Commisioners for all
commissions are recruited
annually. Serve for 3 years,
Council appoints.
1. Input from the community should have
been obtained before the commission was
formed, and not just from the Council. 2. The
goal of DEI should be Othering and
Belonging, not race, justice, equity and
inclusion. These concepts are more
acceptable to the community.Lanugage
matters. 3. Race is a controversial terms and
shouldn't be in the title 4. The
commissioners must understand their role -
advise Council and connect with community -
don't have an agenda. 5. If there is a staff
person supporting either a commission or
the policy itself, they need help.
1. Culture Fest event. 2. DEI lens on
housing, art, parks, and
homeownership for younger
community members.
This City's commission has been questioned by the community. It was established during volitile times - a better approach is slow, thoughtful and suited for your community, not some other community. Whoever is on staff needs to either have a Director be the face of the City's effort. Person should have direct access to the CM for effectiveness. Position is political and an expert (she is a Certified Diversity Executive) so she can do both. If staff has few folks of color or are marginalized, don't put the burden on them to represent the community. Persson needs to be seen as authentic to be able to build trust. Demographics of the community should dictate who should be in this position. You don't need a commission for community credibility, but you do need visibility. The commissioners also absorb the burden of attending all of the various meetings, events, etc. in the community.
Create space to let fear go and show vulnerability as you work with staff and the community. Small victories. This position is hard, many DEI's get burned out. She got death threats so had to move out of the community. Budget. A lot of costs can be absorbed into operating budgets. If you have an event, think of requiring vendors to show how they are tied to DEI. Community of Equity Officers and League of Cities are good resources.
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South San Francisco
The South San Francisco
Commission on Racial
and Social Equity - one
year initiative
Commission below a goal of this initiative's Action Plan. Goal1 hire a staff person and Goal 2 the Commission
South San Francisco
Equity and Public Safety
Commission - developed
from a recommendation
of the above
commission
7 commissioners and
an alternate
5 commissioners are appointed
by each Council member (5)
from their districts and 3 are at
large. Currently, there is one
vacancy that will be advertised.
Term is 2 years
Staff tries to keep meetings focused so they
are efficient
A good link between the community
and the City. Listen to community
and educate them
Ongoing advisory board to add perspective to staff and educate the community. The commission is 1.5 years old and growing. Meet monthly. Receive presentations on a theme.
This year's goal is community education to families with young kids and seniors. There is a lot of enthusiasm. Meet every third monday at 6 pm. Commissioners also go to public events to share information. Prepares report and recommendations on various topics for Council action.
Santa Clara
Task Force on Diversity,
Equity & Inclusion
established 9/29/2020,
on hiatus since 2022
Up to 7 members Not active Related to Police
Los Gatos
Diversity, Equity, and
Inclusion Commission
established 10/3/2023
11 commissioners Getting a work plan established.
Challenges to recruit members with specific
designations like a business owner who is
also a resident
Just starting Has a small project budget, like other commissions. Town Manager is the liasion. Had a consultant help plan for the commission
Palo Alto
Human Relations
Commission established
1969
5 (was 7 but
recruitting was hard -
but having fewer
places a lot of work
on a few, so impacts
effectiveness)
Members are not Council
Members, officers, or
employees of the city. Must be
residents. Terms are for three
years and commence on May 1.
See PAMC
Sections 2.16 and 2.22
Needs more diversity on the commission
itself. Needs to do better recruiting. Should
be bigger to share the work - especially to go
out to the community. Budget is tight,
$1,200/yr., so usually find from other City
sources. They do look at internal policies and
there is some education that occurs so they
understand the laws we have to follow. Vet
candidates well to ensure they are a one
issue person or anti-government. They need
to understand the goals and scope of their
powers. Having a manual helps
Pre-COVID they did a lot of
education with the community - lots
of workshops. No large scale events
until two listening sessions. When
they are studying a topic they are
good about getting information on
the topic so they can make better
policy recommendations to the
Council (Israel/Gaza). Bring people
together to dialogue
How well it works is determined by the members. Has a wide mandate and charter - more than other commissions. They can opine on anything. Make recommendations to Council all the time on policies and other matters. Hold events based on themes. Even worked on international issues that Council didn't want to deal with. So keep them focused locally.
Several issues that the Council had that sent to the commission to look at. Looked at how to honor a diverse community. They explore new topics. Interest in serving goes up and down Mt. View
Ad-Hoc Council
Subcommittee on Race,
Equity, and Inclusion
established 6/9/2020 for
3 members
Assigned by Mayor, who was
chair, and two other Council
members
Recommended the establishment of a Public Safety Advisory Board, which was established in 2020 to act as community liasion to the PD
Mill Valley DEI Task Force
(disbanded)
20 community
members
Developed by the community
and facilitated by a hired DEI
Coordinator
Only met for 4 months and have not continue
Created a final report and
presented to City Council with 40+
recommendations
Has a well organized website where you can find past documents concerning DEI easily.
Group was formed and appointed in 2020. Hired an independent DEI Coordinator to faciliate discussions. They worked for 4 months. They were asked to conduct a DEI audit. Members of the community. Broke up in smaller groups and focused on different areas. Convened in sept 2020 and final report was provided to council by dec 2020. 2 key recommendations:
Appoint a DEI Board/Commission and the other was to hire a DEI Consultant or a Chief Equity Officier. 64 recommendations in their report. 20% of the recommendations were things they felt like the City couldn't do it. The other items they felt wre part of their scope of their work.
Sacramento Racial Equity Committee
9 members (Mayor
and all 8 City Council
members)
Meets quarterly. Reporting body
thus far. Create accountability
and center community.
Do not make decisions. The committee's
purpose it to hear how the City is doing in
terms of DEI.
Leadership buy-in with City Council
and City Management
They hired a faciliator from the organization, Race Forward, to facilitate their coalition building meetings, which is separate from the Racial Equity (RE) committee. They have a RE coalition that is for a volunteer based group as well, but they also have one that is paid (via stipend). The paid group is made up of community groups that have worked on this type of work but never as a group and have changed to learn how to work with each other and with the city.
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