San Mateo City Council
June 3, 2024

CITY OF SAN MATEO
City Council Special Meeting
June 3, 2024
5:00 PM
City Hall Council Chamber 330 W.
20th Avenue San Mateo CA 94403
Entrance is on O’Farrell Street

COUNCIL MEMBERS
Lisa Diaz Nash, Mayor
Rob Newsom Jr., Deputy Mayor
Rich Hedges
Amourence Lee
Adam Loraine

AGENDA
THIS MEETING CAN BE ATTENDED IN PERSON OR REMOTE BY JOINING ZOOM – SEE CODES BELOW.

PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND REMOTEL Y.

SEE END OF AGENDA FOR OPTIONS AND INSTRUCTIONS ON HOW TO PARTICIPATE IN THE MEETING.

To join via Zoom – click here:

June 3, 2024
To join via telephone: (408) 638-0968
Webinar ID: 812 1445 7174 Passcode: 783007

CALL TO ORDER
Roll Call
AB 2449 Requests and Considerations for Meeting Participation by Teleconference due to Just Cause or Emergency Circumstances

CLOSED SESSION
The public will have an opportunity to comment before the consideration of this item. Following the meeting a report of action from Closed Session will be provided if required.

1. Conference with Labor Negotiators (Government Code Section 54957.6) City designated representatives: Yumi Maeda, Karen Huang, Abby Veeser and Stacey Cue.

Employee Organizations: Police Sergeants’ Association, San Mateo City Employees Association, SEIU Maintenance and SEIU Non-Merit Part-Time ​​​​​​​

STUDY SESSION
The public will have an opportunity to comment during the consideration of this item.

2. General Plan and Housing Element Implementation Plans – Overview and Council Direction Receive a presentation from staff on the General Plan and Housing Element Implementation Plans and provide staff with direction on any changes to program and action prioritizations.

CEQA: The General Plan and Housing Element Implementation Plans are not projects subject to CEQA, because it can be seen with certainty that they will not cause a physical change in the environment. (Public Resources Code Section 21065.)

ADJOURNMENT
----------------------------------------------------------------------------------------------------------------------------- AGENDAS:

Agendas and material are posted on the City’s website on the Friday preceding each Council Meeting and can be viewed on the City's website at
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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WATCHING A MEETING ON TV:

City Council meetings are broadcast live on Comcast/channel 27, Wave/channel 26, or AT&T/channel 99.

For transmission problems during the broadcast, please call (650) 522-7099. For all other broadcast comments, call (650) 522-7040, Monday-Friday, 8 a.m. - 5 p.m.

WATCHING A MEETING ON A COMPUTER:

There are three ways to stream.
1) Public Meeting Portal
www.cityofsanmateo.org/publicmeetings
2) City YouTube channel and stream it on YouTube:
http://youtube.com/CityofSanMateo
3) Watch TV live stream:
https://www.cityofsanmateo.org/193/Channel-San-Mateo-Live-Stream

PUBLIC COMMENTS/REQUEST TO SPEAK
Prior to the Meeting
Send comments to:
[email protected]
until 4 p.m. the day of the meeting.

During the meeting
By Zoom:

Click the link at the top of the agenda and you’ll be added to the meeting. All attendees are muted by default. When the item of interest is open for consideration, select the “Raise Your Hand” icon and you will be called on at the appropriate time.

By telephone:

Call (408) 638-0968 and enter the conference ID found at the top of the meeting agenda. When the item of interest is open for consideration, select *9 to raise your hand. When called upon, press *6 to unmute, state your name and provide your comments.

In Person:

At the meeting complete a “Request to Speak” form, submit a request at the speaker kiosk or scan the QR code.

ACCESSIBILITY:

In compliance with the Americans with Disabilities Act, those with disabilities requiring special accommodations to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected]
. Notification 48 hours prior to the meeting will
enable the City to make reasonable arrangements to ensure accessibility to this meeting.

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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: 25-3112 File ID: 24-8706 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: June 03, 2024
SUBJECT:

General Plan and Housing Element Implementation Plans – Overview and Council Direction RECOMMENDATION:

Receive a presentation from staff on the General Plan and Housing Element Implementation Plans and provide staff with direction on any changes to program and action prioritizations.

BACKGROUND:

General Plan 2040
The City Council adopted General Plan 2040 on March 18, 2024, and it includes a Vision Statement and Guiding Principles, text describing key issues of community interest, and goals, policies and actions that outline how the City will address those issues. General Plan 2040 addresses all the topics required by State law and other topics that the community identified as being fundamental to the quality of life in the City. There are eight core chapters (elements) in General Plan 2040, which include: Land Use; Circulation; Housing (adopted separately); Community Design and Historic Resources; Conservation, Open Space, and Recreation; Public Services and Facilities; Safety; and Noise.

Each element in General Plan 2040 includes a concise set of background narratives that summarizes current conditions in the City related to the topics in the element. The background information provides context about the issues the City plans to address, explaining why there is policy direction so that the policies and actions can focus on how the City can achieve a desired outcome. The narratives also provide information on other regulations and/or agencies that influence the decisionmaking process. Each element in General Plan 2040 addresses a specific set of topics and includes goals, polices and actions that provide a blueprint for how the City will address these issues. These goals, policies, and actions provide guidance to the City on how to direct change and manage resources over the next 20 years.

Overall, General Plan 2040 includes 56 goals with 363 policies and 240 actions (excluding the Housing Element). The General Plan Implementation Plan (Attachment 1) identifies the lead department for each action, and assigns a priority level (when work will begin) and anticipated resources (staff and monetary) to implement the action. 2023-2031 Housing Element
The Housing Element was adopted on May 20, 2024, and submitted to HCD for certification on May 24, 2024. The Housing Element, which is a chapter of the General Plan, is administered separately because it covers a different period of time than the General Plan (eight years instead of 20 years) and because of specific legal obligations that the City must follow when implementing its policies and actions. The Housing Element includes five overall goals to support compliance with state law and to achieve the City’s Regional Housing Needs Allocation (RHNA) – Supporting Production, Preservation, Protection, Promotion and Affirmatively Furthering Fair Housing.

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To achieve these goals during the eight-year Housing Cycle (2023-2031), the Housing Element includes 57 policies with 118 implementation actions that need to be accomplished. The Housing Element Implementation Plan is included as Attachment 2, and a Gantt Chart that shows the yearly timeline that each action must be started and/or completed is included as Attachment 3.

DISCUSSION:

The purpose of this study session is to share the implementaton plans for the City’s recently adopted General Plan 2040 and 2031-2023 Housing Element, provide an overview of the actions that are underway or will be started in 2024/2025, and receive City Council direction on any changes to prioritization. To understand what a goal, policy, and action is, and the relationship among them, the definitions are as follows:
•Goal - Description of a general desired result that the City seeks to create through the implementation of its General Plan.
•Policy - Specific statement that regulates activities in the City, guides decisionmaking and directs ongoing efforts as the City works to achieve a goal. General Plan policies establish standards that will be used by City staff, Planning Commission, and City Council when prioritizing initiatives and expenditures, reviewing and approving new development and in relation City decisionmaking.
•Action - Measure, procedure or technique intended to help reach a specified goal or implement a policy. The actions in the General Plan will serve as a to-do list for City staff and officials to implement the goals and policies of the General Plan.

General Plan Implementation Plan
The General Plan Implementation Plan (Attachment 1) presents each action that the City intends to undertake to help achieve the goals and policies in the General Plan. The actions in the Implementation Table describe and prioritize tasks to implement various aspects of the General Plan goals and policies. Implementation of some actions are underway with identified budgets; however, the City Council will need to identify resources during future budget cycles to implement other actions. Moving forward, the Implementation Plan will be a tool that will help guide and inform annual priorities for City Council’s annual goal setting.

For 2024, the following projects associated with General Plan Actions are in progress. This is not a comprehensive list of City initiatives that are in progress or activities that are being incorporated as part of a department’s routine work plan.

Instead, the following is a list of higher profile projects and initiatives associated with General Plan Actions:
•Preparation of a Complete Streets North Central Plan is in progress (Actions LU 8.8 and LU 8.10) •Preparation of a Citywide Complete Streets Plan is in progress (Action C 1.11) •The City’s Local Roadway Safety Plan, which was recently adopted, supports a Vision Zero Plan (Action C 1.12) •Implementation of the City’s recently adopted Objective Design Standards is ongoing (Action CD 7.7) •Establishment of a dedicated stormwater management funding source was completed (Action PSF 3.20) •Establishment of a progress tracking map for capital improvement projects is in progress (Action PSF 5.15) •Preparation of a Climate Change Adaptation Plan will get started later this year, and a grant application is under review (Action S 3.7)
•Preparation of a Citywide TDM Ordinance is in progress (Action C 2.2) •Preparations are underway to install pedestrian mall improvements, with an accepted bid. (Action C 3.9) For 2025, the following higher profile initiatives associated with General Plan Actions are anticipated to start, the first two of which are needed for General Plan consistency:
•Comprehensive Zoning Code and Zoning Map Update (Action LU 15.4) oReevaluate permitted uses in commercial zones (Action LU 3.18) oAllow for urban agriculture (Action LU 8.16)
oEvaluate parking requirement and mechanical lift standard updates (Actions C 7.7 and C 7.13)

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•Develop a comprehensive communications strategy (Action LU 9.7) oThis effort will also address many other outreach and communications related actions •Update the City’s Traffic Calming Policy and Roadway Classifications (Actions C 6.9 and C 6.13) City Council Priorities
In addition to the actions outlined above, many of the General Plan’s actions align with the City Council’s FY 2024-25 Priorities. Six of the nine priorities identified to be completed this fiscal year align with various actions as follows:

1. Establish policies to decarbonize existing buildings and infrastructure and eliminate methane gas use by 2030.

Action LU 10.8 – Building Decarbonization

2. Create a comprehensive, ongoing Citywide Community Outreach and Engagement Program.

Action LU 9.7 – Communications Strategy

3. Create a Capital Infrastructure Plan or process for reinvesting in infrastructure to allow the City to evaluate City facilities and assets when upgrades are needed.

Action C 1.17 - Data-Driven Approach to Project Design and Prioritization Action PSF 3.15 - City Infrastructure Studies and Master Plans Action S 2.7 – Seismic Stability

4. Provide greater support to business development centers or mixed-use development areas to increase economic vitality.

Action LU 11.10 – Small Business Support
Action LU 11.11 – Commercial Displacement

5. Expedite efforts to improve the stormwater collection, drainage, and storage system, including dredging the Marina lagoon.

Action PSF 3.18 – Stormwater Management Funding

9. Conduct an Annual Transportation Review of progress on all ongoing plans, including project updates and key metrics such as City mode share, collision and safety data.

Action C 1.21 – Performance and Monitoring
Moving forward, the General Plan Implementation Plan will be incorporated into the City Council’s annual goal setting process (Blue Skies) that usually occurs at the beginning of each year.

Housing Element Implementation Plan
The Housing Element Implementation Plan (Attachment 2) outlines the list of implementation actions that the City is committed to completing and the year in which that action must be started and/or completed. As required by the State Department of Housing and Community Development (HCD), the City is obligated to meet the timeline associated with each implementation action. To help understand the workload by year associated with implementing the Housing Element, a Gantt Chart has been prepared (Attachment 3). The anticipated workload to implement the Housing Element through the first three years of the Housing Cycle (2023-2025) is as follows:
•Routine/Ongoing Programs (24 Actions) – These are ongoing programs that require work/activities annually to maintain compliance (such as the Housing Element Annual Progress Report and/or annual outreach to specified groups or organizations). These actions require additional staff resources in the first 1-2 years to establish the process/framework to implement and then smaller amounts of work moving forward to maintain the program annually.
•First Year (2023) (20 Actions) – The first year of the Housing Cycle was primarily focused on updating the Housing Element to achieve certification. Nonetheless, 16 of the 20 actions were completed, with notable examples including adoption of Objective Design Standards (ODS) and increasing the administrative approval threshold for housing projects. The remaining four actions will be incorporated into the 2024 work plan. •Second Year (2024) (34 Actions) – With the Housing Element adopted in the first half of this year, the staff focus

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now shifts to implementing 38 actions before the end of 2024. Notable actions that will be moving forward include streamlining the development review process for housing projects, code amendments to allow housing as a permitted use in all commercial and office districts, progress on the Public-Private partnerships that include affordable units), outreach and education on the ballot measure to amend Measure Y, evaluation of increasing tenant protections under AB 1482 and updating the City’s Tenant Relocation Ordinance, and implementation of multiple AFFH related programs.
•Third Year (2025) (32 Actions) – This year will include many actions from 2024 that are still underway and need to be completed as well as the initiation and/or completion of 32 new actions. Notable actions that will be worked on in 2025 include updating the City’s Density Bonus and Community Benefits Program, updating the City’s Inclusionary Ordinance, continued work to streamline and reduce barriers for housing production, zoning map amendments to implement the densities in General Plan 2040, evaluation of policies to support and expand homeless shelters in the City, and continued implementation of multiple AFFH related programs.

Overall, to implement the Housing Element as required by State Law and meet our required timelines for the next two years, significant Planning and Housing staff resources, as well as outside consultant support, will be needed to complete the work.

City Council Input and Direction
Staff seeks input on the following question:

Based on the implementation plans and their current priorities, does the City Council have any questions on the list of implementation actions or direction on changes to the prioritizations in either plan? If there is interest in elevating the priority of one or more actions, there may be a need to deprioritize the implementation of other actions to ensure that there are adequate staff resources to complete the necessary work and community outreach/engagement related to the action. With the significant workload associated with implementation of the Housing Element over the next two years, as well as the Downtown Area Plan update and comprehensive zoning code update to implement the General Plan, there are limited staff resources to prioritize additional actions without deprioritizing other actions.

BUDGET IMPACT:

There are no budget impacts associated with receiving this report. The funding for both the General Plan and the Housing Element updates has already been appropriated.

ENVIRONMENTAL DETERMINATION:

The General Plan and Housing Element Implementation Plans are not projects subject to CEQA, because it can be seen with certainty that they will not cause a physical change in the environment. (Public Resources Code Section 21065.) NOTICE PROVIDED:

All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – General Plan Implementation Plan
Att 2 – Housing Element Implementation Plan
Att 3 – Housing Element Implementation Plan Gantt Chart

STAFF CONTACT
Zachary Dahl, Community Development Director
[email protected]
(650) 522-7207

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1 STRIVE SAN MATEO GENERAL PLAN 2040 IMPLEMENTATION PLAN San Mateo’s General Plan will be implemented both through the day-to-day decisions that rely on its vision, goals and policies, as well as the actions summarized in this chapter. All substantive decisions about development projects, capital improvements, zoning changes and other plans and policies affecting land use, transportation and the physical environment will be reviewed for conformance with the policies in this General Plan, thus advancing the Plan’s overall vision and policy framework. To guide the implementation of this plan, the General Plan identifies a list of actions intended to provide an overall sense of the future priorities to support accomplishing the vision and goals of the General Plan.

In addition to these actions, the policies in the General Plan establish standards that will be used by City staff in all departments, City boards and commissions, the Planning Commission, and the City Council when prioritizing initiatives and expenditures, reviewing and approving new development, and in related City decision making, to ensure that City decisions are clear, consistent, and advance San Mateo toward attaining the goals in General Plan 2040.

FORMAT OF THE IMPLEMENTATION PLAN TABLE
The Implementation Plan Table presents each action that the City plans to undertake to help achieve the goals and policies in the General Plan.

The actions in the Implementation table describe and prioritize tasks to implement various aspects of the General Plan goals and policies. Some actions are already budgeted and ongoing, while the City Council will need to identify resources during future budget cycles to implement other actions. City staff may recommend changing priorities or adding or removing actions during the course of the annual budget process. The City Council may change the prioritization of actions through the annual City Council goal setting meeting. For each action, the Implementation Plan identifies the following:

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•Lead Department: The City Department that would have primary responsibility for tracking and completing the action. Note that many actions will require collaboration between multiple departments as well as outside agencies; collaboration with appropriate parties would be coordinated by the Lead Department.
•Additional Departments or Agencies: Identifies additional departments, outside agencies or other entities that will work with the Lead Department to support implementation of the identified action. •Priority: This column identifies the estimated timing to undertake each action. While it would be desirable to pursue every action and policy immediately, the General Plan is a long-range document that will be implemented over a number of years and priorities must be established to focus the City's efforts and to allocate the City's resources. With resource constraints and changing circumstances, it is expected that the timing identified here will likely change over time. Given these constraints together with the breadth of actions included, the City anticipates and expects that actions and their identified timeframe may change over time as circumstances and priorities shift and evolve. To estimate timeframe, the following categories are used:
oC: “Complete” – An action that has been completed by the lead department. oR: “Routine” – An action that is part of the regular assigned workload for the lead department. oRO: “Reoccurring" – An action that is part of a department’s regular workload that includes reoccurring activities or work (i.e. annual reporting).
oIP: “In progress” – An action that is already funded and/or prioritized and is underway by the lead department. oS: “Short-term” – An Action that is planned for implementation within the first five years after General Plan adoption. oM: “Medium-term” – An Action that is anticipated to be implementation within ten years after General Plan adoption. oL: “Long-term” – An Action that is anticipated to be implementation more than ten years after General Plan adoption.

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1 •Resource Needs: Gives an estimated order-of-magnitude of cost in terms of staff and monetary resources required to implement the action. It is difficult to determine the exact cost of most of the actions and the specific staffing requirements needed to support the scope of future detailed work plans. In general, physical improvements and major planning efforts are the most expensive type of investment the City can make; revisions to existing plans or studies would likely fall in the middle of the range; and some ongoing staff roles, such as providing education or some one-time activities, would be least expensive. To estimate resources needed to implement each action, the following categories are used:
o$ = Up to $100,000
o$$ = $100,001 - $500,000
o$$$ = $500,001 - $2,000,000
o$$$$ = $2,000,001 - $10,000,000
o$$$$$ = $10,000,000+

IMPLEMENTATION TIMELINE AND RESOURCES
Although the City would like to implement all General Plan 2040 actions as expeditiously as possible, there are capital resource and staffing limitations, as well as limitations to the amount of work that the City and the City Council can effectively focus on during any one year or period of time. The completion of actions is contingent upon the availability of funding resources and City Council prioritization. It should also be noted that issues that cannot be anticipated may arise in the future that may act to divert resources from the programs and priorities of the General Plan and change the implementation timeline for the listed actions.

The General Plan is a living document and the City’s priorities will evolve through the life of this Plan, and therefore changes and updates will need to be made to the Implementation Plan. Annually, as required by State Law and the Municipal Code, the Community Development Department will submit a report to the City Council on the status of the General Plan and its implementation. The Implementation Plan will also be a tool to assist with annual City Council goal setting and will be updated to align with Council goals and priorities each year.

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1 Land Use Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
Goal LU-1 Plan carefully for balanced growth that provides ample housing that is affordable at all levels and job opportunities for all community members; maximizes efficient use of infrastructure; limits adverse impacts to the environment; and improves social, economic, environmental, and health equity.

LU 1.10
Review of New Development. Track actual growth of
both new housing units and net new nonresidential
floor area annually, and review every two to three
years. Use this information to monitor nonresidential
floor area and housing units in San Mateo and to
adjust this General Plan, infrastructure plans, and
circulation plans, as necessary, if actual growth is
exceeding projections. When approved
nonresidential development reaches half of the
anticipated development, evaluate the citywide jobs-
housing balance.

LU 1.2 Community
Development -- RO $
Goal LU-2 Balance well-designed development with thoughtful preservation.

LU 2.5
Community Benefits Dashboard. Create an online
public portal that highlights the community benefits
derived from new development projects, such as
payment of in-lieu fees, contribution to the childcare
fund, contribution to the public art fund, and other
benefits to improve and standardize communication
about new development projects and their benefits.

LU 2.3 Community
Development
Information
Technology S and RO $
Goal LU-3 Provide a wide range of land uses, including housing, parks, open space, recreation, retail, commercial services, office, and industrial to adequately meet the full spectrum of needs in the community.

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LU 3.18
Permitted Uses. Re-evaluate the types of commercial
uses that are permitted and that require a Special
Use Permit (SUP) in all commercial districts to ensure
requirements are forward looking and aligned with
current economic needs and trends.

LU 3.2 Community
Development S $$
LU 3.19
Major Institutions/Special Facilities. Work with
relevant agencies and organizations to support the
long-term viability of major institutions and special
facilities that provide important recreational,
educational, or medical services, such as the San
Mateo County Events Center, College of San Mateo,
San Mateo County Hospital, Mills Health Center, and
Peninsula Golf and Country Club. Require a Specific
Plan and/or Master Plan to guide reuse or
redevelopment of institutions and special facilities
when appropriate.

LU 3.17 Community
Development
City Manager’s
Office, County of
San Mateo, Mills
Health Center,
Peninsula Golf and
Country Club, Other
relevant agencies
and organizations
M $
Goal LU-4 Maintain downtown San Mateo as the economic, cultural, and social center of the community.

LU 4.4
Downtown Area Plan. Update the Downtown Area
Plan to support and strengthen the Downtown as a
vibrant and active commercial, cultural,
entertainment, and community gathering district.

The updated Downtown Area Plan shall align with the
General Plan, integrate recommendations from other
concurrent City efforts, focus growth and intensity in
proximity to the Caltrain station, encourage
superblock concepts or approaches and allow
parklets, update parking standards and parking
management strategies, allow for increased housing
units and density, and support high-quality,
pedestrian-oriented design and architecture.

LU 1.3
LU 4.1
LU 4.2
LU 4.3
Community
Development/
Public Works
S
Anticipated
to start in
2026
$$$

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1 LU 4.5
Downtown Special Events. Sponsor and support
Downtown activities and events that brings
Downtown to life, attracts residents and visitors,
promotes local businesses, creates inclusive
community gatherings, and provides information to
residents about City initiatives and services.

LU 3.8
LU 4.1
LU 4.2
LU 4.3
Parks and
Recreation
Economic
Development,
Downtown San
Mateo Association
R $$
Goal LU-5 Promote residential and mixed land uses along El Camino Real to strengthen its role as both a local and regional corridor.

LU 5.3
El Camino Real Corridor Plan. Prepare a Corridor Plan
for El Camino Real that assembles existing planning
documents for the corridor into a single
comprehensive plan that implements the El Camino
Real policies in General Plan 2040.

LU 2.2
LU 5.1
LU 5.2
Community
Development M $$$
Goal LU-6 Promote transit-oriented development around the Hillsdale Caltrain station.

LU 6.3
Hillsdale Station Area Plan. Update the Hillsdale
Station Area Plan to foster higher-density residential, office and mixed-use, transit-oriented development
that connects to neighborhoods to the east and west,
improves bicycle and pedestrian connectivity west of
the station, and increases park and open space areas.

LU 6.1
LU 6.2
Community
Development,
Public Works
Parks and
Recreation M $$

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Goal LU-7 Support the transition of shopping areas designated for new uses into vibrant districts with a range of housing, shopping, services, and jobs.

LU 7.2
Bridgepointe Area Plan. Update and consolidate the
Bridgepointe Master Plan and Mariner’s Island
Specific Plan into one planning document to guide
redevelopment of the Bridgepointe Shopping Center
and the surrounding properties into a mixed-use
neighborhood that maintains its regional retail
component while developing a diverse range of
housing types, including affordable housing; new
parks and recreational facilities; community
gathering places; ample facilities to support transit,
bicycling, and walking; and a range of businesses and
services. The plan shall include safe access for
pedestrians, cyclists, and transit riders from
Bridgepoint to the City’s transit corridors, such as
Caltrain and El Camino Real.

LU 7.1 Community
Development
Public Works,
Parks and
Recreation
M $$$
LU 7.3
Bel Mateo Area Plan. Prepare a Specific Plan or
Master Plan to guide redevelopment of the Bel
Mateo area into a mixed-use neighborhood with a
diverse range of neighborhood-serving commercial
uses and amenities; new market-rate and affordable
housing; ample facilities to support bicycling and
walking; and publicly accessible park and open space
areas.

LU 7.1 Community
Development
Public Works,
Parks and
Recreation
M $$$

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1 Goal LU-8 Support the equitable health and well-being of all neighborhoods in San Mateo and all members of the San Mateo community by improving conditions in equity priority communities.

LU 8.2
Collaborations for Community Health. Develop
intentional, strategic, and mutually beneficial
relationships with organizations engaged in
improving health and well-being, reducing
environmental health disparities, expanding access to
affordable quality healthcare and mental healthcare,
and mitigating negative environmental health
hazards. Encourage greater emphasis on expanding
or improving health services, including mental health
services, in equity priority communities.

LU 8.1
PSF 8.1
PSF 8.2
PSF 8.3
PSF 8.4
PSF 8.5
Community
Development
City Manager’s
Office, County
Public Health
Department
M $
LU 8.3
Health Disparities. Coordinate with the San Mateo
County Public Health Department to promote
healthier communities through education,
prevention, intervention programs, and other
activities that address the health disparities and
inequities that exist in San Mateo.

LU 8.1 City Manager’s
Office
Community
Development,
County Public
Health Department
M $
LU 8.4
City Investment. Use funds from the park impact fee
and other sources 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.

LU 8.1
LU 8.7
Parks and
Recreation
Public Works,
Finance IP $$$$

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LU 8.8
Streetscape and Safety Improvements. Work with
residents in equity priority communities to identify
sidewalk, lighting, landscaping, and roadway
improvements needed to improve routes to parks,
schools, recreation facilities, and other destinations
within the community. Prioritize investments that
address health disparities in equity priority
communities in the annual Capital Improvement
Program.

LU 8.1
LU 8.7 Public Works
Equity Priority
Community
Neighborhood
Associations and
Groups,
Community
Development, Parks
and Recreation
IP
CSNC Plan
S
Identifying
ROW
improveme
nts in all
EPCs
$$$
CSNC Plan
development
$$$$$
Streetscape
Improvements
LU 8.9
Equity Priority Community Mapping. Regularly
update the map identifying equity priority
communities with data from CalEnviroScreen or
other sources, including information from community
members.

LU 8.1 Community
Development
Information
Technology, MTC? RO $
LU 8.10
Equity Priority Communities Plan. Prepare a plan for
the equity priority communities that addresses the
needs of each community, including health, safety,
and improved circulation with community input. The
plan shall seek to ensure the streets in each
community are measurably safe, include ADA
accessibility, and have adequate on-street parking.

Changes included in the plan shall be developed and
enacted with the expressed purpose of improving
health, safety, and welfare of the members of each
community.

LU 8.1 Public Works
Police Department,
Parks and
Recreation, Equity
Priority Community
Neighborhood
Associations and
Groups,
Community
Development
IP
CCPNC
S/M
Implement
ation
$$$
Plan
development
$$$$$
Implementati
on
LU 8.11
City Services. Work with residents in equity priority
communities to improve services provided by the City
or other partners related to safety, sanitation, and
security in these neighborhoods.

LU 8.1
Public Works,
Police
Department
Equity Priority
Community
Neighborhood
Associations and
Groups,
R $$$$$

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1 LU 8.12
Neighborhood Beautification. Support and promote
neighborhood clean-up and beautification initiatives
in equity priority communities, including street tree
planting and maintenance, through partnerships with
neighborhood organizations.

CD 3.5
Parks and
Recreation
Public Works,
Equity Priority
Community
Neighborhood
Associations and
Groups
R $$
LU 8.15
Healthy Food Access. Support the work of San Mateo
County Health and other local partners to:
Continue and expand the ability to use the
Electronic Benefit Transfer (EBT) program at
farmers’ markets and other sources of healthy
food.
Implement programs to encourage markets and
convenience stores to stock fresh produce and
other healthy foods.
Encourage restaurants to enlist restaurants in the
CalFresh Restaurant Meals Program, which
allows people at a high risk of chronic hunger to
use CalFresh benefits to buy prepared meals at
participating restaurants.
Continue to provide and expand the subsidized
senior lunch program at the San Mateo Senior
Center and the Congregate Nutrition Program at
the King Center Community Center.

LU 8.14
City Manager’s
Office,
Parks and
Recreation
San Mateo County
Public Health
Department, Local
Partners
R $
LU 8.16
Urban Agriculture. Develop City regulations that
encourage urban agriculture, community gardens,
and farm stands, as appropriate.

LU 8.13
LU 8.14
Community
Development -- S $
Goal LU-9 Include everyone in community development decisions for a shared, sustainable future.

LU 9.5
Community Partners. Work with community-based
organizations and community partners to engage
members of equity priority communities in planning
and policy decisions.

LU 9.1
LU 9.2
Community
Development,
City Manager’s
Office
Community-Based
Organizations,
Community
Partners
S, R $

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LU 9.6
Community Surveys. Periodically conduct statistically
reliable community surveys, representative of the
demographics of the population, to gauge
community service needs, policy preferences, and
effective communication methods.

LU 9.1
LU 9.2
City Manager’s
Office -- S, R $

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1 LU 9.7
Communications Strategy. Develop a
communications strategy that outlines goals and
tactics to engage a broad cross-section of the
community.
Prepare public notices and other materials in the
predominant language(s) spoken in the
community and provide interpretation services at
meetings as needed.
Make public notices and other important
documents available in print at local libraries,
community centers, or other gathering places.
Use culturally appropriate approaches.
When possible, schedule and locate meetings to
be convenient for community members to
attend.
Use the City’s website, social media, and other
communication channels to share information
about how community members can participate
in public meetings.
Gather data to understand the economic, gender,
age, and racial diversity of the affected
population before designing communication
approaches aimed at reaching the affected
population.
Provide notification and outreach for
development projects using clear and easy-to-
understand language to ensure all stakeholders
and interested community members understand
and have the ability to engage in the
development review process.

LU 9.1
LU 9.2
City Manager’s
Office
Community
Development S $$

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Goal LU-10 Make San Mateo strong and resilient by acting to significantly reduce greenhouse gas emissions and adapt to a changing climate.

LU 10.4
Climate Action Plan Implementation. Implement the
greenhouse gas reduction strategies to meet the
City’s Climate Action Plan emission-reduction goals.

C 1.1 City Manager’s
Office All City Depts R $$$
LU 10.5
Climate Action Plan Monitoring. Monitor and report
progress on the implementation of the City’s Climate
Action Plan on an annual basis. Regularly review new
opportunities and approaches to reduce emissions
consistent with the Climate Action Plan’s goals.

C 1.1 City Manager’s
Office
Community
Development,
Public Works
R $
LU 10.6
Greenhouse Gas Inventory. Every five years, prepare
an updated greenhouse gas emissions inventory
consistent with the Climate Action Plan.

C 1.1 City Manager’s
Office
Community
Development,
Public Works
RO $$
LU 10.7
Engage the Public in the Climate Action Plan.

Provide public information to educate residents and
businesses on the Climate Action Plan and to spark
behavioral changes in individual energy and water
consumption, transportation mode choices, and
waste reduction.

LU 9.1
LU 9.2
City Manager’s
Office
Community
Development,
Public Works
R $
LU 10.8
Building Decarbonization. Evaluate and adopt reach
codes and other policies to decarbonize the building
stock.

LU 10.2 City Manager’s
Office
Community
Development IP $$

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1 LU 10.9
Resilience of Critical Facilities and Public
Infrastructure. Identify critical facilities and public infrastructure in areas vulnerable to climate change
hazards, and work to site, design, and upgrade these
facilities with consideration for future increases in
severity that may occur over the anticipated life of
the development. In cases where facilities cannot be
sustainably maintained, evaluate the costs and
benefits of relocation. Where facilities can be safely
sited for the near term, but future impacts are likely, prepare an adaptive management plan detailing
steps for maintenance, retrofitting, and/or
relocation.

S 1.3
S 3.3 Public Works
City Manager’s
Office,
Community
Development
R, L $$$$$
LU 10.10
Clean Fuel Infrastructure. Support efforts to build
electric vehicle charging stations and clean fuel
stations in San Mateo, including hydrogen and
sustainably sourced biofuels, as supported by market
conditions.

PSF 4.1 City Manager’s
Office
Community
Development,
Public Works
R $$
Goal LU-11 Cultivate a diverse, thriving, inclusive, and green economy.

LU 11.9
Quality Local Jobs. Develop programs to retain and
attract businesses that provide a living wage, offer
health insurance benefits, and match the diverse
range of education and skills of San Mateo residents.

LU 11.1
LU 11.2
City Manager’s
Office -- M $$
LU 11.10
Small Business Support. Help small businesses stay
and grow by offering tools and support, such as
multilingual outreach, assistance accessing free
educational services and financing opportunities,
connecting with the Chamber of Commerce and
Downtown San Mateo Association, and assistance
understanding City requirements and preparing for
code compliance.

LU 11.1 City Manager’s
Office
Finance,
Chamber of
Commerce,
Downtown San
Mateo
R, S $$

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LU 11.11
Commercial Displacement. Provide proactive
support to local businesses affected by construction
and redevelopment by communicating with business
owners well in advance of construction and assisting
in identifying potential locations for temporary
relocation. Encourage and support the retention of
existing businesses in new or renovated spaces that
are a part of redevelopment projects.

LU 11.1 City Manager’s
Office
Local Businesses,
Community
Development
R, S $$
LU 11.12
First Source Hiring. Explore the feasibility of
establishing a First Source Hiring Program that
encourages developers and contractors to make best
efforts to hire new employees, workers, and
subcontractors that are based in San Mateo County,
and to partner with organizations that offer job
training programs, such as the San Mateo County
Community College District and San Mateo Union
High School District.

LU 11.3
LU 11.6
LU 11.7
City Manager’s
Office
Local Businesses,
Community
Development
M $$
LU 11.13
Living Wage Incentives. Maintain provisions in the
Affordable Housing Commercial Linkage Fee that
offer fee reductions to developers who voluntarily
enter into Area Standard Wage Participation
Agreements with the City.

LU 11.3 City Manager’s
Office
Community
Development IP $
Goal LU-12 Create financial stability for the City by maintaining its ability to pay for public improvements, core infrastructure, and essential services.

LU 12.3
Fiscal Neutrality. Study the feasibility and potential
impacts of adopting a Fiscal Neutrality Policy that
would require new development to offset any
difference between future tax revenue and the cost
of City services to that development. The policy
should also consider the City’s goals to provide for a
diverse range of housing that is affordable to all
members of the community.

LU 3.1
LU 12.1
LU 12.2
Finance
City Manager’s
Office,
Community
Development
L $$

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1 Goal LU-15 Ensure that the City’s General Plan is consistent with State law, legally adequate, and up to date.

LU 15.3
Annual General Plan Progress Report. Submit an
Annual Progress Report on the status of the General
Plan implementation to the City Council and to the
Office of Planning and Research by April 1 of each
year, per Government Code Section 65400. The
Annual Progress Report should also include
population projection information.

Community
Development -- R $
LU 15.4
Specific Plans and Master Plans. Review all adopted
Specific Plans and Master Plans and determine if
updates are needed for consistency with this General
Plan or if any out-of-date plans should be retired.

LU 15.2 Community
Development Public Works S $
Circulation Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
Goal C-1 Design and implement a multimodal transportation system that prioritizes walking, bicycling, and transit, and is sustainable, safe, and accessible for all users; connects the community using all modes of transportation; and reduces vehicle miles traveled (VMT) per capita.

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.

C 1.1
C 1.2
C 1.4
C 3.1
C 4.1
Public Works
Community
Development, City
Manager’s Office
IP, L $$$$$
C 1.12
Vision Zero Plan. Complete and regularly update a
plan that uses a safe systems approach to work
towards Vision Zero and identifies specific citywide
changes to policies, practices, funding, and other
action items that will reduce speeding, collisions, and collision severity.

C 1.3 Public Works
Police, SMC Fire,
City Manager’s
Office
R, S $$
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
C 1.1
C 1.5
C 5.1
C 5.6
Public Works
Community
Development,
Caltrans, SamTrans
R $

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Transit, and other modes of alternative
transportation.

C 1.14
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.

C 1.6
C 5.2
LU 6.1
LU 1.3
Public Works
Community
Development, Parks
and Recreation,
Senior Stakeholders
L $$$$$
C 1.15
Transit-Oriented Development Pedestrian Access
Plan. Coordinate with interagency partners and
community stakeholders to seek funding
opportunities to design, construct, and build the
priority projects identified in the Transit-Oriented
Development Pedestrian Access Plan to improve
access to and from the Caltrain Stations.

C 1.1
C 1.2
C 3.1
Public Works
Community
Development,
SamTrans,

MTC/ABAG
IP, M $$$$$
C 1.16
Residential Speed Limits. Evaluate opportunities to
reduce speed limits on residential streets to 20 miles
per hour.

C 1.3
C 6.5 Public Works Police, SMC Fire M $$
C 1.17
Data-Driven Approach to Project Design and
Prioritization. Inform the prioritization of
improvement projects through the consistent
collection and analysis of modal activity data that
reveals where the highest concentration of
pedestrian, bicycle, and transit trips occur, and study routes and places people would like to access but are
currently unable to because of limitations in
pedestrian, bicycle, and transit infrastructure.

C 1.7
C 8.3 Public Works -- R $
C 1.18
Safety Education. Provide safety education to
increase awareness of roadway safety practices for
all street users.

C 1.3 Public Works,
Police SMC Fire R $$
C 1.19 Transportation Funding. Regularly update adopted City master plans to secure reliable funding for C 1.9 Public Works R $$$

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3 8
1 transportation infrastructure projects identified in
these plans.

C 1.20
Transportation Fees. Adopt and maintain fees and
fiscal policies to fund circulation improvements and
programs equitably and achieve operational goals.

C 1.8 Public Works Finance, Community
Development R $$
C 1.21
Performance and Monitoring. Regularly monitor the
City’s mode split progress on reducing VMT and
reducing GHG emissions from VMT, as data is
available.

C 1.1 Public Works City Manager’s
Office RO $
Goal C-2 Use transportation demand management (TDM) to reduce the number and length of single-occupancy vehicle trips through policy, zoning strategies, and targeted programs and incentives.

C 2.2
Implement TDM Ordinance. Develop and implement
a citywide TDM ordinance for new developments
with tiered trip reduction and VMT reduction targets
and monitoring that are consistent with the targets in
their relevant area plans. Reduce parking
requirements for projects that include TDM
measures.

C 1.1
C 2.1 Public Works Community
Development M $$$
C 2.3
Education and Outreach. Pursue education for
developers and employees about programs and
strategies to reduce VMT, parking demand, and the
resulting benefits.

C 1.10 Public Works Community
Development M $$
C 2.4
Leverage TDM Partnership Opportunities. Work with
regional partners to identify and fund TDM strategies
that can be implemented at new and existing
developments.

C 2.1 Public Works
Community
Development,
County of San
Mateo, MTC/ABAG,
SamTrans, Caltrans,
Management
Associations
R $
C 2.5
Facilitate TDM Services. Facilitate the provision of
TDM services to employees and residents through
development agreements, Transportation
C 2.1 Public Works
Community
Development,
County of San
Mateo, MTC/ABAG,
R $$

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Management Associations, and coordination with
regional partners.

SamTrans, Caltrans,
Management
Associations
C 2.6
Travel to Schools. Reduce school-related VMT and
support student health by collaborating with private
and public partners to increase the number of
students walking or bicycling to school through
expanded implementation of Safe Routes to School,
including educating students and the community
about the benefits of walking and bicycling and
making physical improvements to streets and
neighborhoods that make walking and bicycling safer.

Prioritize school travel safety improvements in equity
priority communities.

C 1.1 Public Works
Police, School
Districts, SMC Fire,
County Office of
Education
M $$$$
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.

C 2.1 Public Works
Community
Development,
College of San
Mateo, Caltrain,
Hillsdale Shopping
Center, Other San
Mateo Businesses
R $
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.

C 1.1
C 2.1
C 7.2
C 7.3
Public Works Community
Development R $
Goal C-3 Build and maintain a safe, connected, and equitable pedestrian network that provides access to community destinations, such as employment centers, transit, schools, shopping, and recreation.

C 3.4 Implement Pedestrian Improvements. Prioritize
implementation of goals, programs, and projects in
C 1.4
C 3.1 Public Works R $$$$$

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1 the City’s adopted plans that improve the comfort,
safety, and connectivity of the pedestrian network.

C 3.2
C 3.3
C 3.5
Pedestrian Trails and Routes Awareness. Increase
awareness of existing trails and routes by working
with outside agencies and developers to promote
these amenities to residents. Continue collaborating
with the County on development of the trail network.

C 3.1 Public Works
Community
Development,
County of San
Mateo
IP $$
C 3.6
Access for Users of All Ages and Abilities. Implement
the ADA Transition Plan and maintain accessible
streets and sidewalks. Use ADA requirements when
implementing design standards.

C 3.1 Public Works IP $$$$
C 3.7
Pedestrian Connectivity. Incorporate design for
pedestrian connectivity across intersections in
transportation projects, including the El Camino Real
corridor, to improve visibility at crosswalks for
pedestrians and provide safe interaction with other
modes. Design improvements should focus on
increasing sight lines and removing conflicts at
crosswalks.

C 1.4
C 1.5
C 3.1
Public Works M $$
C 3.8
Safe Routes to School. Fund and implement
continuous Safe Routes to School engagement and
improvements with San Mateo elementary, middle,
and high schools, and provide support to increase
number of students walking and bicycling to school.

C 3.1 Public Works Police, School
Districts IP, R $$$
C 3.9
Downtown Pedestrian Mall. Complete design and
fund improvements to fully transition B Street
between 1st Street and 3rd Street into a pedestrian
mall.

C 3.1
LU 4.2
City Manager’s
Office Public Works S $$$
Goal C-4 Build and maintain a safe, connected, and equitable bicycle and micromobility network that provides access to community destinations, such as employment centers, transit, schools, shopping, and recreation.

C 4.9
Bicycle Master Plan Implementation. Implement the
Bicycle Master Plan’s recommended programs and
projects to create and maintain a fully connected,
C 1.4
C 4.1
C 4.2
Public Works IP, L $$$$$

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safe, and logical bikeway network and coordinate
with the countywide system. Update the Bicycle
Master Plan and related adopted City plans to reflect
future bicycle and micromobility facility needs to
support the City’s circulation network.

C 4.10
Paving Coordination. Coordinate and fund the
implementation of bicycle facilities and pedestrian
improvements identified in the Bicycle and
Pedestrian Master Plans with the City’s paving
program.

C 4.2 Public Works IP, L $$$$$
C 4.11
Connectivity Across Freeway Barriers. Conduct
feasibility studies and design alternatives for
overcrossings and undercrossings at US Highway 101
and State Route 92 to facilitate connectivity across
major barriers.

C 1.4
C 4.1 Public Works Caltrans L $$$$
C 4.12
Bay Trail. Identify State and County programs to
maintain safe pedestrian and bicycle access to and
extension of the San Francisco Bay Trail through
coordination with neighboring jurisdictions.

C 1.4
C 4.1
C 4.7
COS 2.2
Public Works Neighboring
Jurisdictions, BCDC M $
C 4.13
Crystal Springs. Pursue safe pedestrian and bicycle
access to San Francisco Water District lands via
Crystal Springs Road through coordination with the
Town of Hillsborough and with State and County
assistance.

C 1.4
C 4.1
C 4.7
Public Works
San Francisco Water
District, Town of
Hillsborough, State,
County of San
Mateo
L $$$$$
C 4.14
Bicycle Detection Devices. Install signal modifications on existing and planned bikeways to detect bicyclists
and micromobility users’ presence at intersections
and facilitate their safe movement through the
intersection.

C 4.1
C 4.4
C 4.8
Public Works -- M $$$$
C 4.15
Increased Bicycle Capacity on Caltrain and
SamTrans. Coordinate with Caltrain and SamTrans to
support/increase bicycle capacity on transit vehicles
and to provide an adequate supply of secure covered
C 4.1
C 4.3
C 4.7
Public Works Caltrain, SamTrans R $

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1 bicycle and micromobility parking at Caltrain stations, transit centers, and major bus stops.

Goal C-5 Make transit a viable transportation option for the community by supporting frequent, reliable, cost-efficient, and connected service.

C 5.10
Grade Separation Study. Conduct a grade separation
feasibility study for all at-grade rail crossings in San Mateo. Identify funding to complete these grade-
crossing improvements.

C 5.4 Public Works Community
Development M $$$$
C 5.11
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.

C 5.1
C 5.2
C 5.5
C 5.6
Public Works
SamTrans,
Community
Development
L $$$$$
C 5.12
Shuttle Programs. Continue to support public shuttle
programs connecting to Caltrain stations. Work to
expand public awareness and access to shuttles and
expand shuttle service. Support the implementation
of publicly accessible private shuttles.

C 5.1
C 5.2 Public Works Commute.org IP, R $$
C 5.13
Safe Routes to Transit. Prioritize bicycle and
pedestrian improvement projects that provide safe
and equitable access to transit stops.

C 1.4
C 4.3
C 5.1
Public Works M $$$$$
Goal C-6 Achieve a transportation system that prioritizes user safety, accommodates future growth, reduces VMT per capita, and maintains efficient and safe operations for all modes and all residents.

C 6.9
Traffic Calming Policy. Evaluate whether updates are
needed to the City’s Neighborhood Traffic
Management Program to determine if the program
should be expanded to include major and minor
collectors and arterials.

C 6.5 Public Works --
S
Anticipated
to start in
2025
$$
C 6.10
Network Operations Standard. Evaluate and adopt
an operational metric for all roadway
users that accounts for the safe, equitable, and
efficient roadway access.

C 6.1 Public Works Police, SMC Fire S $$

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C 6.11
Prioritization and Timing of Roadway
Improvements. Revise the city facilities Improvement
Program (CIP) prioritization system to include
additional criteria, such as: potential to reduce
vehicle miles traveled (VMT) per capita; proximity to
high-injury locations identified in the Local Roads
Safety Plan; eligibility and availability of grant or
other funding source; benefit or harm to equity
priority communities; and correlation with the
distribution and pace of development, reflecting the
degree of need for mitigation.

C 1.1
C 6.7 Public Works
Police, SMC Fire,
Equity Priority
Communities
M $$
C 6.12
Congestion Management. Work with neighboring
agencies and regional partners, such as the
City/County Association of Governments of San
Mateo County (C/CAG), to implement traffic
management strategies and technologies, such as
signal coordination, to manage local traffic
congestion.

C 6.1
C 6.2 Public Works
Neighboring
Agencies, Regional
Partners,
City/County
Association of
Governments of San
Mateo County
(C/CAG)
R $
C 6.13
Street Classification Update. Request that Caltrans
and the Federal Highway Administration update their
functional roadway classifications based on the
roadway network framework defined by the
Complete Streets Plan.

C 6.1 Public Works
Caltrans, Federal
Highway
Administration
S
Anticipated
to start in
2025
$
Goal C-7 Use parking, enforcement, and curb management strategies to effectively administer parking supply and maximize use of public assets.

C 7.7
Parking Requirements. Evaluate options to amend
minimum parking requirements, consistent with
State and regional policy, to provide parking
appropriate to the context of the development and
support the multimodal transportation network, such
as parking maximums or parking demand analyses.

C 7.1
Community
Development,
Public Works
S $$

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1 C 7.8
Parking Management Strategies. Deploy enhanced
parking management strategies, parking
enforcement, and evaluate dynamic parking pricing
strategies that fluctuate based on peak parking
and/or district-level parking demands.

C 7.1 Public Works
City Manager’s
Office, Finance,
Police
L $$$
C 7.9
Curbside Management Strategies. Evaluate and
implement curb management strategies, such as
incentivizing or discouraging certain types of trips,
mode choices, and behaviors in favor of broader
mobility goals.

C 7.5 Public Works City Manager’s
Office-- M $$$
C 7.10
Emerging Technology for Curbside Management.

Evaluate and implement performance monitoring
and evaluation systems, such as digitization of
curbside assets, to dynamically manage evolving
curbside demands.

C 7.5 Public Works -- L $$
C 7.11
Truck Loading. Evaluate and implement ways to
reduce conflicts between truck loading and
pedestrian, bicycle, and transit networks.

C 7.5
C 7.6 Public Works Community
Development R $$
C 7.12
Public Bicycle Parking. Install safe, useful, and
convenient short- and long-term bicycle parking
facilities in the public right-of-way or near key
destinations, City facilities, and transit facilities.

C 7.4 Public Works -- R $
C 7.13
Mechanical Parking Lift. Adopt and maintain a code
or policy that sets standards for mechanical parking
lift systems.

C 7.1 Community
Development Public Works S, R $$
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 the North
Central Neighborhood.

C 7.1 Community
Development Public Works M $$
Goal C-8 Build a values-driven regulatory, management, and partnership framework that flexibly encourages emerging transportation technologies in service of City and community goals.

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C 8.4
Umbrella Regulations for Modern Mobility. Develop
comprehensive regulations and infrastructure
standards that are not exclusive to specific service
providers and that support a spectrum of digital
information, micromobility services, and emerging
technologies, such as autonomous vehicles.

C 4.4
C 8.1
C 8.2
City Manager’s
Office,
Public Works
-- M $$
C 8.5
Strategic Partnerships and Pilots. Create strategic
partnerships and pilots with shared mobility service
providers and community organizations that increase
mobility options for residents.

C 8.1 City Manager’s
Office
Public Works,
Community
Organizations,
Shared Mobility
Service Providers
M $$
C 8.6
Future-Ready Infrastructure. Establish public realm
policies and tools that reflect San Mateo’s goals and
priorities in the design and management of streets,
curbs, sidewalks, and parking facilities to account for emerging mobility trends and changes in demand
over time.

C 1.7 Public Works Community
Development M $$
C 8.7
Equitable Mobility Technology. Develop an equitable
mobility policy, including a data-sharing policy, for
vendors to ensure equitable deployment of emerging
mobility options with consideration of residents who
may be digitally challenged.

C 8.1
C 8.2
City Manager’s
Office, Public
Works
M $$
C 8.8
Intelligent Transportation Systems. Evaluate and
deploy Intelligent Transportation
Systems (ITS) measures to efficiently manage traffic
operations and incident response,
enhance transit service efficiency, and better detect
and prioritize the travel and safety of
people walking and biking.

C 1.3
C 1.4
C 6.1
Public Works -- IP, L $$$$$
Community Design and Historic Resources Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs

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1 Goal CD-3 Protect heritage trees, street trees, and tree stands and maintain the health and condition of San Mateo’s urban forest.

CD 3.9
Urban Tree Canopy. Identify neighborhoods with less
street tree canopy and adopt programs to plant
climate-adapted trees within the public right-of-way,
especially in equity priority communities and areas
with a high heat index.

CD 3.7
Parks and
Recreation (Tree
Division)
Community
Development RO $$$
CD 3.10
Tree Planting Funding. Identify funding sources for
tree planting programs for private, residential
property on an annual basis.

CD 3.1
Parks and
Recreation (Tree
Division)
Community
Development R $
CD 3.11
Tree Support for Low-Income Homeowners. Explore
funding sources and other forms of City support for
low-income homeowners to plant, maintain, and/or
replace trees on their property.

CD 3.7
Parks and
Recreation (Tree
Division)
Community
Development M $$$
CD 3.12
Tree Establishment. Develop a program and identify
funding to support the early establishment and
ongoing maintenance of City-owned street trees.

CD 3.7
CD 3.5
Parks and
Recreation (Tree
Division)
Community
Development R, IP $$$$
Goal CD-4 Protect archaeological and paleontological resources and resources that are culturally significant to Native American tribes and acknowledge San Mateo’s past as indigenous land. Encourage development projects to recognize historical tribal lands.

CD 4.7
Preconstruction Investigations. Consistent with
CEQA, establish specific procedures for
preconstruction investigation of high- and medium-
sensitivity sites identified in the 1983 Chavez
investigation, unless superseded by more recent
investigations, to assist property owners, developers,
and the City in making decisions when archaeological
resources may be affected.

CD 4.1
CD 4.4
CD 4.5
Community
Development
Native American
tribes S $
CD 4.8
Archaeological Sensitivity Data. Update and
maintain the City’s data on areas with high
archaeological sensitivity.

CD 4.1
CD 4.2
CD 4.3
Community
Development
Native American
tribes S $
CD 4.9 Paleontological Resource Mitigation Protocol.

Prepare a list of protocols in accordance with Society CD 4.6 Community Development
Native American
tribes S $$

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of Vertebrate Paleontology standards that protect or
mitigate impacts to paleontological resources,
including requiring grading and construction projects
to cease activity when a paleontological resource is
discovered so it can be safely removed.

Goal CD-5 Preserve historic and culturally important resources to maintain San Mateo’s special identity and continuity with the past.

CD 5.8
Historic Preservation Ordinance. Update the City’s
Historic Preservation Ordinance to create a
framework for the designation of historic resources
and districts, establish review and permitting
procedures for historic alterations, demolitions or
relocations, be consistent with federal and State
standards and guidelines, and align with the other
goals and policies outlined in this Element.

CD 5.2
CD 5.3
CD 5.5
CD 5.7
LU 4.3
Community
Development
Architectural
Historian S $$
CD 5.9
Historic Resources Context Statements. Prepare a
citywide historic context statement to guide future
historic resource survey efforts to identify
individually eligible resources and historic districts. If a neighborhood is identified as a historic district,
prepare a more detailed historic context statement
for that individual neighborhood.

CD 5.2 Community
Development
Architectural
Historian S $$
CD 5.10
Historic Resources Survey. Establish and maintain an
inventory of architecturally, culturally, and
historically significant buildings, structures, sites, and districts. Proactively maintain an up-to-date historic
resources inventory by seeking funding opportunities
to update the historic survey. Prepare neighborhood-
specific historic context statements prior to updating
the historic resources survey.

CD 5.2 Community
Development
Architectural
Historian M $$$

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1 CD 5.11
Preservation Incentives. Explore the option to create
incentives to preserve historic and cultural resources, such as reducing parking and other prescriptive
requirements, allowing adaptive reuse, or
establishing a transfer of development rights
program.

CD 5.1
CD 5.2
Community
Development
Architectural
Historian M $$
CD 5.12
Historic Resources Design Standards. Create
objective design standards for alterations to historic
resources and contributors to a designated historic
district, and new development adjacent to historic
resources within historic districts. Use the Secretary
of the Interior’s Standards as the basis for these
objective design standards to ensure projects have a
contextual relationship with land uses and patterns;
spatial organization; visual relationships; cultural and historic values; and the height, massing, design, and
materials of historic resources.

CD 5.2
CD 5.5
Community
Development
Architectural
Historian M $$$
CD 5.13
Certified Local Government. Explore the feasibility of
becoming a Certified Local Government (CLG) to
become eligible for federal grant funds and technical
assistance in support of historic resource
preservation efforts.

CD 5.6 Community
Development -- M $$
Goal CD-6 Develop and maintain an attractive urban fabric that reflects San Mateo’s unique visual and architectural character.

CD 6.10 Brand Identity Package. Develop a brand identity package for the City.

CD 6.1
CD 6.7
City Manager’s
Office -- S $$
Goal CD-7 Balance the growth and evolution of residential neighborhoods with the need to maintain and enhance their existing characteristics and physical qualities through the appropriate design of new development.

CD 7.7
Objective Design Standards. Implement the City’s
objective design standards to ensure that new
multifamily and mixed-use projects with a residential
CD 7.1 Community
Development -- R $

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component meet required standards and streamline
the development review process.

Goal CD-8 Improve the visual and architectural character, livability, and vitality of mixed-use and commercial areas.

CD 8.6
Objective Design Standards. Develop and adopt
objective design standards for new mixed-use and
commercial development to provide a clear
understanding of the City’s expectation for new
project design, including context appropriate
architectural styles and pedestrian-friendly design.

CD 8.1 Community
Development -- M $$
CD 8.7 Commercial Development Adjacent to Residential.

Develop and adopt objective design standards that
define and require appropriate design transitions
from commercial to residential zones.

CD 8.1
CD 8.3
LU 3.2
Community
Development -- M $$
Conservation, Open Space, and Recreation Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
Goal COS-1 Protect and enhance the City’s natural resource areas that provide plant and animal habitat and benefit human and ecological health and resilience.

COS 1.13
Environmental Review. Review the environmental
documents for projects adjacent to City boundaries
regarding impacts and mitigation to species and
habitat.

C 1.1
CD 1.2
Community
Development -- R $
Goal COS-2 Ensure that current and future generations will enjoy the environmental, social, health, and economic benefits derived from access to our urban forest, parks, and open spaces.

COS 2.8
Improvements to Bayfront Nature Area. Review
plans for the remaining uncompleted portions of
Shoreline Park, including the Bayfront Nature Area,
Bay Marshes, and J. Hart Clinton Drive to ensure they
COS 2.1 Parks and
Recreation
Public Works,
Community
Development
IP $

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1 reflect current environmental and programmatic
needs.

COS 2.9
Volunteer Program. Focus volunteer resources on
restoring native habitat around the city, especially in the creeks, where feasible.

COS 2.3 City Manger’s
Office
Public Works,
Community
Development
R $
Goal COS-4 All San Mateo residents should have the ability to breathe safe, clean air.

COS 4.10
Air Quality Improvement. Support and partner with
Bay Area Air Quality Management District (BAAQMD)
in monitoring, education, permitting, enforcement,
grants programs, or other efforts to improve air
quality issues and health outcomes for all.

COS 4.1
COS 4.3
City Manager’s
Office
Bay Area Air Quality
Management
District (BAAQMD),
Community
Development
S $
COS 4.11
Clean Air Refuges. Develop and implement a plan to
provide clean air refuges during times when outdoor
air quality is unhealthy. Explore the feasibility of
participating in State grant programs to fund retrofits of ventilation systems at public buildings to provide
refuge for residents during periods of unhealthy air
quality caused by excessive smoke from wildfires.

COS 4.9 City Manager’s
Office
Bay Area Air Quality
Management
District (BAAQMD)
S $$
COS 4.12
Outdoor Air Quality Management. Explore the
feasibility of funding and installing pollutant
screening solutions, such as walls and dense
vegetation, to address outdoor air quality in
residential areas located within 1,000 feet from US
Highway 101 and State Route 92.

COS 4.9 City Manager’s
Office
Community
Development,
Bay Area Air Quality
Management
District (BAAQMD)
M $$$
Goal COS-6 Provide equitable and convenient access to parks, recreational programs, and facilities so that all residents experience the physical and mental health benefits of parks and open space.

COS 6.5
Comprehensive Park Access Analysis. Conduct a
comprehensive park accessibility gap analysis to
address equitable park access, with an emphasis on
neighborhoods east of El Camino Real and east of US
Highway 101.

COS 6.1
LU 8.7
Parks and
Recreation -- M $$$

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COS 6.6
Customer Service. Adopt policies and practices that
create satisfied customers and develop life-long
relationships with our users.

COS 6.1
COS 6.2
Parks and
Recreation -- R, S $$
COS 6.7
Inclusion and Accessibility. Create policies,
programs, and facility designs that are age-
integrated, inclusive, respectful, and supportive for
all members of the community. Expand cultural
awareness and appreciation through culturally
relevant programs and special events.

COS 5.2
COS 5.3
COS 5.5
COS 5.6
COS 5.7
Parks and
Recreation -- R, S $$
COS 6.8
Privately Owned Public Spaces Inventory. Develop
and maintain a list of all publicly accessible private
open space in the city.

COS 6.3
LU 3.12
Parks and
Recreation
Community
Development R, S $
COS 6.9
Resident Input. Solicit a broad spectrum of resident
input for major park improvements or park master
plans. Conduct multilingual and culturally sensitive
outreach to ensure all voices are included in park
planning efforts and that San Mateo’s parks reflect
the diversity of the community.

LU 9.1
LU 9.2
Parks and
Recreation City Manager R $
COS 6.10
Public Information. Communicate through diverse
channels and in multiple languages the benefits and
value park and recreation services bring in making
San Mateo a more livable, economically viable, and
socially responsible community.

LU 9.1
LU 9.2
City Manager’s
Office
Parks and
Recreation R $
COS 6.11
Technology Innovation. Identify and incorporate
technology innovations as an ongoing strategy to
better serve the public, e.g., virtual trail maps,
digitalized park signage, virtual programming.

COS 5.5
COS 5.9
Parks and
Recreation
City Manager’s
Office, Information
Technology
R, S $
Goal COS-7 Provide the appropriate mix of parks and facilities that balances the needs of active and passive facilities, allows formal and informal uses, is accessible for all residents, and meets existing and future recreation needs.

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Regional Facilities. Explore the feasibility of
developing regional recreational and sports
complexes with neighboring cities.

COS 7.5 Parks and
Recreation
Neighboring
Jurisdictions M $$
COS 7.9
Bay Meadows Community Park. Complete the
master planning for Bay Meadows Community Park
to reflect its value as a city-wide asset that can
address one or more identified facility deficiencies.

COS 7.6 Parks and
Recreation -- S $$$
Goal COS-8 Plan and develop well-designed parks and recreation facilities compatible with surrounding uses that promote accessibility, efficient use, and practical maintenance.

COS 8.9
Recreation Facility Infrastructure. Implement the
highest-priority improvements identified from the
Recreation Facilities Master Plan with special focus
on improvements that address safety and
accessibility, geographic equity, childcare, aquatics,
and multigenerational programming.

COS 8.1 Parks and
Recreation -- S $$$$$
COS 8.10
Design Principles and Park Image. Establish design
principles for all new or renovated parks to maximize
productivity, efficiency, and community value,
including adding the potential for flexible use for
emergency shelters and disaster response. Develop
an image plan that includes the effective use of
signage, color, lighting, and plant material that meets both aesthetic and maintenance needs.

COS 8.4
COS 8.6
Parks and
Recreation
City Manager’s
Office M $$
COS 8.11
Maximized Park Assets. Review and update the Asset
Management Plan to identify the highest and best
use of undeveloped parcels or underutilized areas
within existing parks to ensure they are best
positioned to meet current and future needs.

COS 8.1 Parks and
Recreation -- L $$
COS 8.12
Strategic Community Partnerships. Develop and
maintain positive partnership relations with schools,
businesses, community groups, and civic
COS 8.3
COS 8.6
COS 7.7
City Manager’s
Office, School Districts R $

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organizations for park access, maintenance, and
enhancement to maximize resources, eliminate
duplication of effort, and reach common goals.

COS 6.1 Parks and
Recreation
COS 8.13
Neighborhood-Supported Projects. Increase efforts
to seek neighborhood support for enhancement and
beautification projects as the City’s fiscal resources
become constrained. Prioritize enhancement and
beautification efforts in equity priority communities.

COS 8.1 City Manager’s
Office
Parks and
Recreation M $
COS 8.14
School Facility Access. Partner with local school
districts to explore ways to expand public access to
school facilities, including gymnasiums and swimming
pools.

COS 8.3
COS 7.7
Parks and
Recreation
City Manager’s
Office, School
Districts
S $
Public Services and Facilities Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
GOAL PSF-1 Protect the community’s health, safety, and welfare by maintaining adequate police, fire, and life safety protection.

PSF 1.8
Police and Fire Cover Assessments. Complete
standard of cover assessments or staffing studies
periodically for Police and Fire Services to ensure that appropriate response times, staffing and levels of
service are available to meet community needs as the
City’s population grows.

PSF 1.1 Police, SMC Fire - R $
Goal PSF-2 Support access to a safe, sustainable, and resilient supply of water for San Mateo.

PSF 2.9
Recycled Water. Continue working with California
Water Service, the San Francisco Public Utilities
Commission, the Bay Area Water Supply &
Conservation Agency, the City of Redwood City, and
Silicon Valley Clean Water to develop an advanced
water purification facility that treats wastewater
PSF 2.1 Public Works
California Water
Service, the San
Francisco Public
Utilities
Commission, Bay
Area Water Supply
& Conservation
IP, L $$$$$

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1 from the San Mateo wastewater treatment plant to
tertiary treatment standards
Agency, the City of
Redwood City, and
Silicon Valley Clean
Water
PSF 2.10
Water-Reduction Strategies. Work with California
Water Service, Estero Municipal Improvement
District, Bay Area Water Supply Conservation Agency,
and other midpeninsula cities to promote water-
reduction strategies and to create an outreach
program that will help inform residents and
businesses of increased costs, the need for
conservation efforts, and available incentives and
rebates.

PSF 2.3
PSF 2.6
PSF 2.7
PSF 2.8
City Manager’s
Office
Public Works,
Community
Development,
Cal Water, Estero
Municipal
Improvement
District, Bay Area
Water Supply
Conservation
Agency
R $$
PSF 2.11
Water Usage. Work with Cal Water to collect and
track water use by land use type and make this
information available to the community.

PSF 2.3 Community
Development
Public Works,
Cal Water R $
Goal PSF-3 Maintain sewer, storm drainage, and flood-control facilities adequate to serve existing needs, projected population and employment growth, and that provide protection from climate change risk.

PSF 3.15
City Infrastructure Studies and Master Plans.

Develop and coordinate studies and master plans to
assess infrastructure and to develop a Capital
Improvement Program for necessary improvements.

Incorporate climate change risks, such as the impacts
of droughts, increasing storm events, sea level rise,
and groundwater changes in the planning process.

PSF 3.1
PSF 3.6 Public Works
Community
Development,
OneShoreline, San
Mateo County
Environmental
Health
IP, S $$$
PSF 3.16
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 to prevent water pollution from point and
non-point sources.

PSF 3.8 Public Works CCAG R $$

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PSF 3.17
Stormwater Pollution Prevention Education. Partner
with other agencies and organizations, such as Flows
to Bay, to help inform residents and businesses of
ways to protect water quality and prevent
stormwater pollution.

PSF 3.6
PSF 3.8 Public Works
City Manager’s
Office, CCAG,
Regional Agencies
and Organizations
(i.e. Flows to Bay)
R $
PSF 3.18
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.

PSF 3.9 Public Works Community
Development R $
PSF 3.19
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”).

PSF 3.9 Public Works
Community
Development, Parks
and Recreation
IP, M $$$$$
PSF 3.20 Stormwater Management Funding. Establish a
dedicated funding source for lagoon management. PSF 3.14 Public Works City Manager’s Office, Finance C $
Goal PSF-4 Promote the development of a clean energy supply, energy-efficient technology, and telecommunications facilities that benefit all members of the community.

PSF 4.12
Dig Once. Establish a “dig once” policy, coordinating
utility and roadway construction to avoid digging up
the right-of-way multiple times, to reduce costs and
impacts on the public right-of-way. The policy shall
PSF 4.9 Public Works R $

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1 apply to infrastructure, utilities, and broadband
whenever possible.

PSF 4.13
Utility Network Undergrounding. Underground
existing electrical and communication transmission
and distribution lines in the public right-of-way as
funds permit.

PSF 4.10
PSF 4.7 Public Works Community
Development L $$$$$
PSF 4.14
Utility Undergrounding Requirements. Amend the
San Mateo Municipal Code to require new private
development to underground utilities and service
connections on and adjacent to the site and to install
and maintain signs, streetlights, and street
landscaping adjacent to sidewalks.

PSF 4.10
PSF 4.7 Public Works Community
Development M $
PSF 4.15
Renewable Energy. Increase new annual installations
of solar or renewable energy systems. Partner with
Peninsula Clean Energy to study and implement a
sustainable and resilient system that can be used as a
pilot program for locally generated power not reliant
on outside power sources.

PSF 4.1
PSF 4.2
PSF 4.4
PSF 4.6
City Manager’s
Office
Public Works,
Community
Development,
Peninsula Clean
Energy
M $$$$$
PSF 4.16
Solar Energy. Promote local partnerships and rebate
opportunities that make solar and battery storage
simpler and more affordable while ensuring that the
permit process is quick and inexpensive.

PSF 4.1
PSF 4.2
PSF 4.4
City Manager’s
Office
Community
Development S $
Goal PSF-5 Maintain and develop public facilities, and ensure they are equitably available to all current and future members of the community.

PSF 5.15
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.

PSF 5.13 City Manager’s
Office
Public Works,
Information
Technology
IP $$

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PSF 5.16
Restroom Facilities. Explore the feasibility of
installing additional restrooms at City parks and
public facilities.

PSF 5.1 Public Works Parks and
Recreation L $
Goal PSF-6 Foster the healthy development and education of children of all abilities, incomes, and backgrounds.

PSF 6.8
School District Coordination. Maintain effective,
collaborative relationships with all local school
districts.

PSF 6.1 City Manager’s
Office
Public Works,
Community
Development, Parks
and Recreation
R $
PSF 6.9
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
that meet size and functionality requirements
to support the operation of licensed family
child care home providers.

PSF 6.2 Community
Development -- R, S $
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.

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.

COS 5.6 Parks and
Recreation -- R, IP $$$$
PSF 7.5 Comprehensive Senior Services. Study the
effectiveness of existing senior services and explore COS 5.6 Parks and Recreation -- M $$

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1 ways to increase and strengthen these services in
coordination with senior service providers.

Comprehensive services include addressing senior
nutrition, mental health, and transportation.

PSF 7.6
Senior Volunteers. Continue the volunteer program
by recruiting/encouraging participation of seniors
with certain skills and experience.

COS 5.6 Parks and
Recreation -- R, S $$
PSF 7.7
Caregiver Support. Collaborate with private,
nonprofit, faith-based and public community service
organizations, including the County of San Mateo, to
offer support for caregivers of seniors and people
with disabilities.

PSF 7.2 Parks and
Recreation
Community,
Development,
County of San
Mateo, Non-profits,
Community Based
Organizations
R, S $
Goal PSF-8 Support access for all residents to healthcare facilities, social services, and other important community health amenities.

PSF 8.6
Community Healthcare Facilities. Evaluate options to
support existing and potential community healthcare
facilities in equity priority communities through a
variety of mechanisms, such as reduced permit fees
and reduced impact fees.

PSF 8.3 City Manager’s
Office
Local/Regional
Healthcare
Facilities, County of
San Mateo
R, S $$
PSF 8.7
Incentives for Support Services. Study and, as
feasible, implement economic incentives to
encourage and sustain the development of support
service uses, particularly in equity priority
communities.

PSF 8.4
PSF 8.5 City Manager -- R, S $$
Goal PSF-9 Reduce the generation of solid waste and increase the diversion of waste from landfills.

PSF 9.4
Waste Reduction. Reduce waste sent to landfills by
San Mateo’s residents, businesses, and visitors, as
required by State law and San Mateo Municipal Code,
by mandating recycling and compost programs,
setting aggressive waste-reduction goals for all
development, and implementing appropriate solid
waste rates to recover cost of services provided.

PSF 9.1
PSF 9.2
PSF 9.3
Public Works City Manager’s
Office R, S $$$

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Supportive actions for waste reduction are detailed in
the Climate Action Plan.

Safety Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
Goal S-1 Minimize potential damage to life, environment, and property through timely, well-prepared, and well-coordinated emergency preparedness, response plans, and programs.

S 1.17
Evacuation Routes. Maintain adequate evacuation
routes as identified by arterial streets shown in the
Circulation Element, Figure C-3. Evaluate each
evacuation route’s feasibility using a range of hazard
criteria. Update this map on a regular basis to reflect changing conditions and State requirements for
evacuation routes.

S 1.11
S 1.16 Public Works
Police, SMC Fire,
Information
Technology
R, S $
S 1.18
Regular Updates. Update the Safety Element with
each Housing Element update, or every eight years,
as necessary, to meet State and local requirements.

LU 15.1 Community
Development
Police, SMC Fire,
Public Works M $$
S 1.19
Automatic and Mutual-Aid Agreements. Participate
in mutual-aid agreements with other local
jurisdictions to provide coordinated regional
responses, as necessary, to fire, flood, earthquake,
critical incidents, and other hazard events in San
Mateo and the surrounding area. Work with local
jurisdictions to share resources and develop regional
plans to implement disaster mitigation and resilience
strategies, such as government continuity,
emergency operations centers, and communications
redundancies.

S 1.14
S 1.15 City Manager
SMC Fire, Public
Works, Local
Jurisdictions
S, R $$$
S 1.20 Community Centers and Recreation Spaces. Create
an inventory of existing community center facilities
S 1.1
PSF 5-14
Parks and
Recreation Public Works S $$$

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3 8
1 and recreation spaces and assess their readiness to
serve as a community shelter during a disaster.

Following the inventory, create a facilities
improvement plan that addresses deficiencies found
in each facility or recreation space to improve
resilience and disaster preparedness in the city.

S 1.21
Rebuilding Priorities. Establish rebuilding priorities
and procedures in the event of a major disaster to
expedite reconstruction and enhance access to
funding opportunities with special emphasis on
equity priority communities that are more
vulnerable to climate hazards.

S 1.10 City Manager’s
Office
Public Works,
Community
Development
L $$
S 1.22
Resilient Power Systems. Explore the feasibility of
on-site power generation and storage at City
facilities to reduce reliance on regional power
infrastructure in case of a hazard-caused power
outage.

S 1.9 Public Works City Manager’s
Office L $$
S 1.23
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.

S 1.11
S 1.12
City Manager’s
Office
Public Works,
Police, SMC Fire S $$
S 1.24
Community Training. Collaborate with SMC Fire to
provide emergency preparedness trainings to
maintain and expand existing Community
Emergency Response Teams (CERTs).

S 1.12 City Manager’s
Office
Police, SMC Fire,
Public Works R, S $$
S 1.25
Emergency Infrastructure and Equipment. Establish
systems to ensure that traffic lights at major
intersections, communications and radio
infrastructure, and other critical infrastructure
continues to function in the event of a localized
S 1.9
S 1.15 Public Works Police, SMC Fire S $$$

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power outage. Repair any damaged sets of
infrastructure or equipment as needed to continue
City operations.

S 1.26
Continuity of Operations. Regularly review, update,
and implement the San Mateo Continuity of
Operations/Continuity of Government Plan. S 1.1 City Manager’s Office
Police, SMC Fire,
Public Works,
Community
Development
R $$
S 1.27
Response Time Study. Conduct a Response Time
Study to provide a data-driven understanding of how
future roadway safety improvements could impact
emergency response times and use this information
to adjust proposed roadway improvements as
needed.

S 1.8 Public Works,
SMC Fire, Police
City Manager’s
Office L $$
S 1.28
Future Emergency Needs. Assess future emergency
service needs during each update to the Safety
Element.

S 1.1
LU 15.1
Community
Development
City Manager’s
Office, Public
Works, Police, SMC
Fire
M $$
S 1.29
Emergency Notification System. Develop an
emergency notification system (e.g., SMC Alert and
Nixle) for flood-prone neighborhoods and businesses
before, during, and after a climate hazard event, to
assist with evacuation and other support activities.

This includes coordination with the San Mateo
County Flood and Sea Level Rise Resiliency District
(OneShoreline) on its early flood warning
notification system.

S 1.11
S 1.12
S 1.15
City Manager’s
Office
Community
Development,
Public Works,
Police, SMC Fire,
County of San
Mateo, Sea Level
Rise Resiliency
District
M $$$
Goal S-2 Take steps to protect the community from unreasonable risk to life and property caused by seismic and geologic hazards.

S 2.5
Seismic Shaking Mapping. Consult with a geology
specialist to update the City’s geologic hazard
mapping, documenting the areas within the city with
moderate or high potential for liquefaction or
ground failure, as shown in Figure S-4.

S 2.4 Community
Development
Public Works,
Information
Technology
M $$

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3 8
1 S 2.6
Incentives for Seismic Upgrades. Develop and
implement a program to provide financial incentives
and education to building owners to support seismic
upgrades.

S 2.3
S 1.12
Community
Development
City Manager’s
Office R, S $$$
S 2.7
Seismic Stability. Review the seismic stability of the
City’s assets and infrastructure, such as City Hall,
recreational facilities, roadways, and bridges and
identify improvements necessary to enhance each
facility’s ability to withstand geologic hazards, up to and including a full replacement of the facility.

S 2.3 Public Works
Parks and
Recreation,
Community
Development
IP, M $$$$
S 2.8
Unreinforced Masonry Buildings. Establish and
maintain an inventory of unreinforced masonry
buildings in the city and work with the property
owners to upgrade the buildings to meet minimum
safety and building code requirements.

S 2.3
S 1.12
Community
Development -- S $$
S 2.9
Soft Story Buildings. Establish and maintain an
inventory of soft story multifamily residential
buildings in the city. Educate residents about the
vulnerability of soft story construction to severe
damage and potential collapse during a significant
seismic event, and work with property owners to
substantially improve the seismic performance of
these residential buildings to meet current structural
building design standards.

S 2.3
S 1.12
Community
Development -- S $$
Goal S-3 Protect the community from unreasonable risk to life and property caused by flood hazards and sea level rise.

S 3.7
Climate Change Adaptation Plan. Assess sea level
rise and precipitation projections using the best-
available climate change science, 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
S 3.2
S 1.1
S 1.15
Public Works,
Community
Development
City Manager’s
Office,
OneShoreline
IP $$$

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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.

S 3.8
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.

S 3.2
S 1.1 Public Works
City Manager’s
Office, Regional
Partners
S $$
S 3.9
Community Rating System. Explore establishment of
a City 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.

S 1.1
S 1.12 Public Works
Information
Technology,
Community
Development
S $
S 3.10
Early Flood Warning. As 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.

S 1.12
S 1.15 Public Works SFPUC,
OneShoreline M $$$
S 3.11
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.

S 3.5
S 1.15 Public Works
OneShoreline, Local
Jurisdictions,
Regional and State
Agencies, SF Water
Board
IP, L $$$

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3 8
1 S 3.12
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.

S 3.4 Public Works
Parks and
Recreation,
OneShoreline
L $$$$$
S 3.13
Sea Level and/or Flood Overlay Zone. Evaluate
establishment of a sea level rise and/ or flood
overlay zone as a primary mechanism for
establishing adaptation policies, rules, or
construction codes within such zones, recognizing
the particular land use and zoning characteristics of
this area as a part of the Climate Adaptation Plan,
and in collaboration with OneShoreline.

S 3.2
S 3.5
Community
Development
Public Works,
OneShoreline M $$
S 3.14
Sea Level Rise Funding. Study options for
establishing dedicated funding to support efforts to
address sea level rise, including considering support
for OneShoreline.

S 3.5 Public Works
City Manager’s
Office, Community
Development,
OneShoreline
M $$
S 3.15
New Development. Explore creation of a fee for new
development to fund sea level rise and flood
protection measures and adaptation strategies.

S 3.3
Public Works,
Community
Development
City Manager’s
Office M $$
S 3.16
Floodplain Ordinance Update. Update the
Floodplain Management Ordinance, including to
align with FEMA and OneShoreline
recommendations and to update construction cost
value information.

S 3.2 Public Works Community
Development L $
S 3.17
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.

S 1.1
S 3.1 Public Works
Community
Development,
Information
Technology
R $
Goal S-4 Maintain adequate fire and life safety protection from wildland fires.

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S 4.15
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).

S 4.14
Parks and
Recreation (Tree
Division)
SMC Fire R $$
S 4.16
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 wildfire education topics.

S 1.11
S 1.12
Parks and
Recreation SMC Fire S $$
S 4.17
Fire Hazard History. Include a historical record of
any significant fire events that have occurred in San
Mateo or the surrounding area in all updates to the
City’s Safety Element.

LU 15.1 Community
Development SMC Fire S $
S 4.18
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.

S 4.14 Parks and
Recreation SMC Fire R $
S 4.19
Reevaluation of Development Standards.

Reevaluate development standards for wildfire risk
areas following major wildfire events and apply
updated standards as needed to maintain high levels
of wildfire protection.

S 4.5 Community
Development SMC Fire M $$
S 4.20
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.

S 4.14 Parks and
Recreation
SMC Fire, County of
San Mateo R, S $
Goal S-5 Protect the community’s health, safety, and welfare relating to the use, storage, transport, and disposal of hazardous materials.

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3 8
1 S 5.9
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.

S 5.1 SMC Fire
Police San Mateo
County, Public
Works, SMCFD-OES
L $$$
Noise Element
Action
Number Action
Associated
Policy(s)
Lead
Department
Additional
Dept./Agencies Priority
Resource
Needs
Goal N-2 Minimize unnecessary, annoying, or unhealthful noise.

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 appropriate noise and vibration control
measures to ensure compliance with the noise
ordinance and any applicable vibration limits.

N 2.7 Community
Development Public Works R $
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.

N 2.5 Public Works
Peninsula Corridor
Joint Powers Board,
Caltrain, FRA, CPUC,
Caltrans
S $$$$
N 2.10
Railroad Noise Barriers. Work with the Peninsula
Corridor Joint Powers Board to promote and
encourage adequate noise mitigations and barriers to N 2.5 Public Works City Manager,
Peninsula Corridor
Joint Powers Board,
Caltrain
R $$$

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be incorporated into any rail service expansion or
track realignment.

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Page LU-49

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115San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 8: Goal H-1: Production - Implementation Plan
GOAL H-1: Production of New Housing at all Income Levels, with a Focus on Affordable Housing Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program
H 1.1 Monitor
Regional
Housing
Needs
Allocation
and Pipeline
projects
Housing
Division
N/A Monitor housing production against
ABAG Fair Share Allocation in compliance
with no net loss requirements during
planning period. In addition, monitor
pipeline projects and new development
applications to ensure production
outcomes are meeting projections.
a) Provide an annual report on housing production to the City Council each March, prior to submittal of the Annual Progress Report to HCD by April 1st.

The report will include an assessment on the City’s RHNA progress and, as needed, identify additional sites to ensure ongoing compliance with “no net loss” provisions of State law.
b) Conduct a mid-cycle review of realistic capacity projections and pipeline project housing production to ensure outcomes are aligned with projections. Update sites inventory to include additional sites to ensure ongoing compliance with “no net loss” provisions of State law. a) 2023 – 2031
(Annually)
b) 2027 (Mid-cycle
review)
a) Existing
b) New
H 1.2 Utilize Public
Funding and
Properties
for New
Affordable
Housing
City of San
Mateo
City funds
and state, and
federal funds,
as available
Produce City supported housing projects
with affordability restrictions utilizing
local public funds; and use this funding to
leverage other regional, state, and federal
funding sources to increase the number
of affordable housing units developed in
each project. Encourage developers to
include ELI units in their projects.
a) Continue to set aside 20% of general fund property tax revenues from former RDA areas (aka “Boomerang Funds”), as well as the Affordable Housing Commercial Linkage Fee Fund to use for affordable housing development, prioritizing funding allocation to projects that include units for extremely low income (ELI) households.
b) Identify ways to create a stand-alone Housing Trust Fund using available funding sources and utilizing that fund to leverage new funding sources, including the Bay Area Housing Finance Authority (BAHC) and the Bay Area Preservation Pilot (BAPP). c) Prioritize available local housing funds to assist in the production of at least 543 below market rate units by 2031, including within the study areas of the General Plan that allow high-density housing by holding developer roundtable meetings at least once per year . Encourage developers to include ELI units in their projects.
d) Support development of 71 units of affordable housing on the City owned parking lot at 4th and Railroad as part of the public-private partnership (Bespoke project).
i. Development team has been selected as part of an RFP process, an Exclusive Negotiating Agreement (ENA) has been executed with the developer, and the project’s pre-application review has been completed. ii. Complete the Planning Application Process for the project within 18 months of Housing Element adoption. iii. Facilitate permitting and project construction during the planning period. e) Support affordable housing development, including ELI units, on the City owned property at 4142 S. El Camino Real. i. Complete site analysis within 24 months of Housing Element adoption. ii. Issue RFP within 48 months of Housing Element adoption. iii. Select a development partner and negotiate a lease within 60 months of Housing Element adoption. iv. Facilitate development of the site throughout the planning period.

Geographic Targeting: high and highest resource and RCAA areas.

This item is connected to Policy H 5.1.2 and H 5.2.3.
a) 2023 – 2031
(Ongoing)
b) 2025
c) 2023 – 2031
(Ongoing)
d) 2024
e) 2023 – 2031
a) Existing
b) New
c) New
d) Existing
e) New
H 1.3 Increase
Affordable
Housing
Production
Community
Development
Department
N/A Update the City’s Inclusionary Housing
requirements for ownership and rental
residential developments to allow for
alternative compliance options other
than on-site construction and to establish
an updated Density Bonus/Community
Benefits program that incentivizes
production of additional affordable units.
a) Amend the Affordable Housing Ordinance (SMMC Chapter 27.16.050) and Inclusionary Housing Policy to allow for alternative compliance options to onsite inclusionary unit development within one year of Housing Element adoption. b) Adopt an updated Density Bonus/Community Benefits program that provides additional incentives and/or streamlining options for housing projects that provide additional affordable units or the most needed unit types beyond minimum state requirements. Both of these actions would include an assessment of applicable state law to ensure that the City meets or exceeds all requirements. c) Target ELI populations to the extent feasible.

Geographic Targeting: high resource and RCAA areas.

Outcome: 15% of new units will be developed in high/highest resource areas and/or RCAA areas.

This item is connected to Policy H 5.1.1 and H 5.2.2.
a) 2024
b) 2025
a) New
b) New

7.2 IMPLEMENTATION PLAN

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116San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 8: Goal H-1: Production - Implementation Plan (Continued) Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program
H 1.4 Support
Increased
Accessory
Dwelling Unit
Development
Planning
Division
N/A Implement and maintain programs to
encourage and support ADU production
to increase missing middle and lower
income housing opportunities.
a) Amend the City’s ADU Ordinance (SMMC Chapter 27.19) to align with current State law and to resolve any inconsistencies identified by HCD. b) Maintain and expand the ADU information and resources available to homeowners and applicants provided on the City’s website. c) Collaborate with 21 Elements and other jurisdictions in San Mateo County to find ways to enhance available ADU resources, establish uniform standards and requirements, and effective ways to monitor ADU affordability. d) Monitor ADU occupancy and rent levels to verify that affordability allocations. Tools to monitor will include, but are not limited to, collaboration with 21 Elements or ABAG to develop a uniform approach to tracking ADU affordability countywide, and surveying ADU applicants during the building permit review process to understand intended use, occupancy and rent charged. e) Continue to offer flat fees for ADU building permits, and review ADU permit fees every 2-3 years. If fees are found to be a barrier to ADU production, the City will make reductions as necessary to reduce cost barriers. f) Provide an annual report on ADU permitting data to verify that Housing Element production targets are being achieved. If ADU production targets are not achieved for two consecutive years, then, within six months, pursue additional actions, including fee reductions, increased homeowner resources and assistance, funding assistance, identifying additional sites and/or code amendments, to incentivize ADU production.

Geographic Targeting: high resource and RCAA areas.

Outcome: 30% of new ADUs units will be developed in high/highest resource areas and/or RCAA areas.

This item is connected to Policy H 5.1.3.
a) 2024
b) 2023 – 2031
(Ongoing)
c) 2023 – 2031
(Ongoing)
d) 2023 - 2031
(Ongoing)
e) 2023 – 2031
(Ongoing)
f) 2023 – 2031
(Annually)
a) New
b) Existing
c) New
d) New
e) Existing
f) New
H 1.5 Encourage
Family
Housing
Planning
Division
N/A Increase the number of new construction
housing units that can accommodate
families (larger units) when possible and
require subsidized projects to include
family-sized units.
a) Present options to City Council for requiring a minimum percentage of three-bedroom units in City subsidized projects; b) Present options to City Council for requiring a minimum percentage of family-sized units in private development projects as part of the Inclusionary Policy update.
c) Should such policy recommendations not materialize into code amendments, explore alternative methods to promote family sized units through the community benefits program.

This item is connected to Policy H 5.1.1 and H 5.2.3.
a) 2025
b) 2025
c) 2025
a) New
b) New
c) New
H 1.6 Streamline
Housing
Application
Review
Community
Development
Department
N/A Reduce the development review timeline
for housing projects by streamlining
the development review process and
simplifying design review and submittal
requirements.
a) Update the City Council resolutions that establish the pre-application and development review processes to eliminate the pre-application requirement for housing projects and eliminate the third-party design review requirement for housing projects that meet objective standards. b) Amend the Zoning Code to allow residential projects with up to 25 units to be approved administratively. c) Update permit application submittal requirements.
d) Develop Zoning Code amendments to align City requirements with SB 330 and make a recommendation to the City Council. a) 2024
b) 2023
c) 2023-2031
(Ongoing)
d) 2025
a) New
b) New
c) New
d) New
H 1.7 Update
Zoning Code
Standards
to Support
Housing
Production
Planning
Division
N/A Update Zoning Code development
standards that apply to multi-family
residential projects to reduce or eliminate
constraints, incentivize production of
additional housing units and support
development of a variety of housing
types.
a) Evaluate the standards and requirements in all zone districts that allow for multi-family residential and amend the Zoning Code as needed to reduce or eliminate constraints to housing construction. Specifically: 1) exclude covered parking and other elements as needed from Floor Area Ratio (FAR) calculation for housing projects with affordable units, 2) specify where Single-Room Occupancy (SRO) units are permitted consistent with government Code 65583(c)(1), and 3) specify that Manufactured Homes that are built on a permanent foundation are subject to the same zoning requirements and development standards as single-family homes. b) Amend the Zoning Code to reduce off-street parking requirements for residential units (SMMC Chapter 27.64) as follows: Studio and 1 Bedroom units to 1 space, 2 Bedrooms and above to 1.5 spaces; and for projects within ½ mile of transit, consistent with AB2097, no off-street parking shall be required. As part of this amendment, staff will review all other parking related requirements and make recommendations to reduce or eliminate any other parking related requirements identified as a constraint. c) Amend the Zoning Code to make residential uses, which currently require a special use permit, a permitted use in the C1, C2, C3, E1 and E2 districts for non-R Overlay areas.
d) Rezone sites with quasi-public uses such as schools, churches, and other facilities of an educational, religious, charitable, or philanthropic nature, to “Quasi-Public,” following completion of the General Plan Update and allow for a variety of housing types, such as duplexes and multi-family, as permitted uses in this zone district.
e) Evaluate the feasibility of an affordable housing quasi-public overlay or code amendment to support the production of affordable housing on quasi-public sites, such as religious or educational institutions. a) 2025
b) 2025
c) 2024
d) 2025
e) 2026
a) New
b) New
c) New
d) New

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117San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 8: Goal H-1: Production - Implementation Plan (Continued) Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program
H 1.8 Adopt
Objective
Design
Standards
Planning
Division
N/A Adopt Objective Design Standards to
expedite production of housing.

Adopt Objective Design Standards for multi-family residential projects and mixed-use projects with a residential component. 2023 New H 1.9 Establish
Minimum
Densities for
Mixed-Use
Projects
Planning
Division
N/A Create minimum residential density
requirements to ensure mixed-use
development will contain an appropriate
amount of housing in commercial/office
developments.
a) Amend the Zoning Code to require that properties designated for mixed-uses, in the Sites Inventory List, allow 100 percent residential use and require that residential use occupy 50 percent or more of the total floor area of a mixed-use project consistent with Government Code Section 65583(h), and establish a minimum residential density for mixed-use projects elsewhere in the City that include a residential component. b) Study and present to City Council options for requiring a residential component in all mixed-use projects in certain zones or areas. a) 2024
b) 2024
a) New
b) New
H 1.10 Establish
By-Right
Housing
Designation
for Prior
Housing Sites
Planning
Division
N/A Designate housing sites that have carried
over from the prior Housing Element to
allow housing development by-right.

Amend the Zoning Code to establish a By-Right designation for housing sites reused from prior Housing Elements for housing projects that propose a minimum of 20% affordable units. Zoning for these sites must be at least 30 units/acre to meet default density requirements for lower-income households per Gov. Code Section 65583.2(c).
2024
(must be completed
within one year of
statutory deadline of
the Housing Element
update)
New
H 1.11 Implement
the SB 9
Ordinance
Planning
Division
N/A Implement the Zoning Code to allow
duplexes and lot splits on appropriate
single-family sites.

Continue to implement Zoning Code Chapter 27.21 (Two-Unit Development Residential Overlay District), adopted in September 2022, which facilitates the provisions of SB 9 in single-family districts (R1).

Geographic Target: high or highest resource and RCAA areas and areas of lower density.

Outcome: Facilitate at least 5-10 SB 9 applications, resulting in 10-30 units developed over the planning period 2023 – 2031
(ongoing)
New
H 1.12 Encourage
Development
of Missing
Middle
Housing
Planning
Division
N/A Support small infill residential
construction (Missing Middle, 4-10 units)
through policy updates and Zoning Code
amendments.
a) Evaluate residential zoning districts that have sites with potential for Missing Middle Housing (R2, R3 and R4 zones) and identify development standards that create barriers for small-scale development, including minimum lot size, setbacks, floor area ratio, parking, and open space requirements, and amend the Zoning Code to remove any constraints, maximize developable area and increase capacity. b) Research and evaluate policies and code amendments to allow for Missing Middle housing under SB 10 and schedule for City Council consideration and adoption.

Geographic Target: high and highest resource areas, RCAA areas, and lower density neighborhoods.

Outcome: approximately 50 units of “missing middle”, workforce housing is developed in multi-family housing zones. a) 2026
b) 2026
a) New
b) New
H 1.13 Update
Special
Needs Group
Housing
Requirements
Planning
Division
N/A Research current code requirement
regarding special needs group homes for
people with disabilities for consistency
with Fair Housing Requirements. The
City commits to revising procedural
requirements to permit group homes
for seven or more persons in all zones
allowing residential uses based on
objective criteria to facilitate approval
certainty similar to other residential uses
of the same form.
a) Review and amend the Zoning Code to allow group homes and residential care facilities for persons with special needs, including those who are ELI, in all residential zones, only subject to those objective standards that apply to other residential uses of the same type in the same zone in conformance with state law.
b) Review and amend the Zoning Code definition for family, and other related regulations, to ensure consistency with State and Federal fair housing laws related to persons with disabilities. This effort may also include consideration of new definitions such as single-unit and multi-unit dwellings to accommodate various housing situations.
c) Study best practices and develop a universal design ordinance that may better address housing needs for persons with disabilities.

This item is connected to Policy H 5.1.1 and H 5.2.3
a) 2025
b) 2025
c) 2027
a) New
b) New
c) New
H 1.14 Update
Supportive
Housing
Requirements
Planning
Division
N/A Review and amend zoning code regarding
multi-family housing development.

Amend the Zoning Code to be consistent with AB 2162 to allow by-right 100% affordable housing that has 25% or 12 units of permanent supportive housing, where multi-family or mixed-use housing is permitted.

This item is connected to Policy H 5.1.1 and H 5.2.3.

To be completed by
December 31, 2024.

New

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118San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 8: Goal H-1: Production - Implementation Plan (Continued) Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program
H 1.15 Update
Mobile
Home Parks
Requirements
Planning
Division
N/A Amend zoning code requirements
regarding mobile home parks.

Amend the Zoning Code to allow mobile home parks as a special use in all residential zones to be consistent with Government Code Section 65852.7 2025 New H 1.16 Update
Farmworker
Housing
Requirements
Planning
Division
N/A Amend zoning code requirements
regarding farmworker housing.

Amend the Zoning Code to define and allow farmworker housing within the Agricultural District consistent with Government Code Section 17021.6. The City will comply with Health and Safety Code section 17021.5. 2025 New
H 1.17 Permitting
and
Development
Fee Review
Community
Development
Department
N/A Regularly review development
application, building permit and impact
fees to identify opportunities to reduce
per unit costs for housing developments,
with a focus on reducing per unit costs
for small multi-family projects (Missing
Middle).
a) Study cumulative permit fee costs for new housing development of various sizes and use information to identify opportunities to reduce per unit permitting costs; with fee reductions for small multi-family projects being prioritized. Present findings to the City Council with recommendations for adoption.
b) Conduct a comprehensive review and update of the fee schedule every 5-6 years, with a focus on evaluating and adjusting fees with potential barriers to housing production. Next review will be conducted in 2027 (last fee study completed in 2021). a) 2025
b) 2027 (Ongoing)
a) New
b) New
H 1.18 Increase
Senior
Housing
Production
Community
Development
Department
N/A Evaluate potential policies and code
amendments to support the production
of housing for seniors.

Evaluate code amendments and/or policies to encourage and support the development of senior housing, especially senior housing that serves the ELI and lower income senior households, including through shared- housing arrangements, community care facilities, supportive housing, and assisted living for seniors, and make a recommendation to the City Council. 2028 New
H 1.19 Ensure
Adequate
Water Supply
for the
Development
of New
Housing
Community
Development
Department
N/A Support the City’s water and sewer
providers to ensure adequate capacity for
new housing development.
a) Upon adoption of the Housing Element, provide a copy of the Element to California Water Company, Estero Municipal Improvement District, and San Mateo Public Works Dept, for greater awareness of affordable housing priorities and collaboration, in compliance with AB 1087. b) Support efforts by Cal Water and EMID to expand their water supplies with new water sources and develop water efficiency and conservation methods to offset demand from new development projects. c) Pursuant to AB 1087, work with Cal Water and EMID to establish a procedure to prioritize water allocation for developments that include units set aside as affordable housing for lower income households, including affordable housing within larger, mixed-use developments and larger residential subdivisions
d) Establish a written procedure for the City to grant priority sewer service to developments with units that are affordable to lower-income households. a) 2023
b) 2023 – 2031
(Ongoing)
c) 2023
d) 2023
a) New
b) New
c) New
d) New
H 1.20 Adopt San
Mateo
General Plan
2040
Community
Development
Department
N/A Adopt a General Plan Update that
provides sufficient development capacity
to meet the City’s housing needs through
2040.
a) Complete the General Plan 2040 Update (GPU) process and present to the City Council for adoption. The City is committed to adopting a General Plan that will create capacity for at least 10,000 new housing units and will increase the base densities in the 10 Study Areas by at least 25 units/acre and height limits by at least two stories.
b) Commence with rezoning Citywide, in phases, to implement the land use map following GPU adoption. c) The GPU public outreach and engagement process will include information on Measure Y and how it creates a constraint on housing production. d) The City will place an updated Measure Y ballot initiative to allow for the increased heights and densities in the adopted General Plan on the November 2024 election.
e) If the Measure Y ballot initiative does not pass in November 2024, present alternative plans within six months to the City Council, including a plan for rezoning, to address the housing production constraint of Measure Y with an emphasis on higher densities in high and highest resource areas, and to add at least 1,700 units of new capacity around the City, thereby increasing the City’s RHNA buffer by at least 25%. a) 2024
b) 2025-2026
c) 2023 - 2024
d) November 2024
e) May 2025, if
needed
a) Existing
b) New
c) New
d) New
e) New
GOAL H-1: Production of New Housing at all Income Levels, with a Focus on Affordable Housing Number Policy Lead Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program H 1.13 Update Special Needs
Group Housing
Requirements
Planning Division N/A Research current code requirement regarding special needs group homes for people with disabilities for consistency with Fair Housing Requirements. The City commits to revising procedural requirements to permit group homes for seven or more persons in all zones allowing residential uses based on objective criteria to facilitate approval certainty similar to other residential uses of the same form. a) Review and amend the Zoning Code to allow group homes and residential care facilities for persons with special needs, including those who are ELI, in all residential zones, only subject to those objective standards that apply to other residential uses of the same type in the same zone in conformance with state law.
b) Review and amend the Zoning Code definition for family, and other related regulations, to ensure consistency with State and Federal fair housing laws related to persons with disabilities. This effort may also include consideration of new definitions such as single-unit and multi-unit dwellings to accommodate various housing situations. c) Study best practices and develop a universal design ordinance that may better address housing needs for persons with disabilities.

This item is connected to Policy H 5.1.1 and H 5.2.3
a) 2025
b) 2025
c) 2027
New

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119San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 9: Goal H-2: Preservation - Implementation Plan
GOAL H-2: Preservation of Existing Housing that is Affordable to Lower- and Middle-Income Residents Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/ Existing Program
H 2.1 Fund Housing
Rehabilitation
Efforts
Housing Division CDBG/CALHome a) Fund minor home repairs and accessibility improvements
b) Provide opportunity for home rehabilitation
loans for low- income residents.
c) Allow accessibility improvements on rental
properties with owner permission.
a) Complete annual goals of 10 minor home repairs and 14 accessibility modifications through grants for lower-income residents, targeting ELI households where appropriate.
b) Provide home rehabilitation loans for lower-income residents up to a total of approximately $500,000 available. c) Affirmatively market the availability of these funds to both homeowners and renters to increase awareness. Marketing efforts include translating flyers into Spanish and distributing flyers to various locations throughout the City, including libraries, senior and community centers and non-profit agencies. Outreach will be conducted biannually.

Geographic Target: low resource areas (40% of loans and improvements), and areas with significant infrastructure needs This item is connected to Policy H 5.3.2.
2023 - 2031
(Annually by June
30)
a) Existing
b) Existing
c) New
H 2.2 Support
Retention of
Existing Lower
Income Units
Housing Division TBD (potential
sources include:

PLHA)
a) Identify funding source for preservation
b) Monitor affordable housing projects that are at
risk of conversion to market rate.
c) Support regional and local efforts to examine
displacement of affordable housing and lower
income households.
d) Assist with the retention of special needs
housing that is at risk of expiring affordability
requirements.

Bridgepointe Condominiums affordability requirements for 59 affordable units expire in 2027, out of which 24 are very low-income units (35 are at 120% AMI). Belmont Building affordability requirements for 6 units expire in 2032. The rental property is owned by a for-profit entity, potential for loss of units is high.

Proactively coordinate with owners to preserve the 24 very low-income units as affordable, including identifying potential funding sources, advertise conversion units to non-profits, conduct tenant outreach and education, add a displacement preference for new affordable housing for people displaced, including those displaced as a result of conversion. Outreach and negotiate with owners for affordability extensions. Provide noticing to tenants and affected public entities in accordance with Gov. Code, § 65863.10, 65863.11, and 65863.13 This item is connected to Policy H 5.3.3.
a) 2026
(Bridgepointe
Condominiums)
b) 2031 (Belmont
Building)
a) New
b) New
H 2.3 Increase Energy
and Water
Efficiency in
Existing Units
Community
Development
Department,
City Manager’s
Office
CDBG/City
Funds
Increase energy and water efficiency in all existing
residential units. Fund weatherization upgrades
for low- and moderate-income homeowners.
a) Complete seven weatherization upgrades through grants for lower-income residents annually, targeting ELI households when appropriate. b) Implement energy-efficiency and electrification strategies identified in the City’s Climate Action Plan through updates to the City’s Reach Codes as part of the building permit review process. Outreach will be conducted biannually.

Geographic Target: low resource areas, and areas with significant infrastructure needs This item is connected to Policy H 5.3.2. a) 2023 - 2031
(Annually, June
30)
b) Reach codes are
updated every
three years.
a) Existing
b) New
H 2.4 Implement
Capital
Improvements in
Lower-Resourced
Neighborhoods
Housing Division CDBG Invest more resources in lower resource neighborhoods (utilize federal CDBG to provide
capital improvements).
a) Use available CDBG funds to make CIP improvements in identified Equity Priority Neighborhoods (including North Central and North Shoreview neighborhoods). Potential improvements may include: street work, crosswalk implementation, ADA ramp installation, striping, sidewalk improve- ments, traffic signal replacement, and other pedestrian/bicycle enhancements. Allocate available CDBG funds on an annual basis. b) Implement Bike Master Plan and Pedestrian Master Plan through capital improvements in Equity Priority Neighborhoods. c) Conduct proactive public outreach to identify and prioritize capital improvements that best align with a neighborhood’s most critical needs. d) Apply for funding biannually, consistent with CIP efforts and CDBG to pursue at least eight improvement projects over eight years in Equity Priority Areas.

Geographic Target: low resource areas, and areas with significant infrastructure needs; Equity Priority Areas.

Outcome: Pursue eight improvement projects over eight years in Equity Priority Areas 2023 - 2031
(Annually)
Existing
H 2.5 Promote Housing
Resilience
Public Works
Department
City Funds Use resources to protect housing at risk of
damage due to changing environmental
conditions.

Provide Flood Improvements for the North Shoreview neighborhood through the levee project with Public Works. Started in Fall 2020, with completion
anticipated in Spring
2023
Existing
H 2.6 Require
Replacement
Units
Planning
Division
N/A Require equivalent replacement units for all
housing units lost during any construction or
demolition projects (Housing Crisis Act).
a) Conduct a study to determine whether the City should update the zoning ordinance and other policies to permanently require replacement of units (beyond Housing Crisis Act sunset date of 2034). This action must be completed within three years from the start of the planning period. b) The City will require replacement housing units subject to the requirements of Government Code Section 65915(c)(3), when a development project or demolition occurs on sites with existing residential units that are restricted or have been occupied by a lower income household in the past five years. Consistent with H 2.6.
a) 2026
b) Effective Immedi-
ately
a) New
b) New

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120San Mateo Housing Element April 2024
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Table 10: Goal H-3: Protection - Implementation Plan
GOAL H-3: Protection of Current Residents to Prevent Displacement Number Policy Lead Dept./
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline
New/ Existing
Program
H 3.1 Prevent
Homelessness
Housing Division CDBG/ PLHA/
City
Support where feasible programs and facilities to prevent homelessness through city actions, while coordinating with County and Continuum of Care.
a) Allocate PLHA, CDBG, and other local funds to support homeless prevention these may include the following programs: LifeMoves Rapid Rehousing Program, Safe Harbor Shelter, Vendome Hotel supportive units, LifeMoves First Step for Housing program, HIP Housing home sharing and Montara assisted units for the formerly homeless.
b) Support the County in its efforts to convert the Stone Villa Hotel into a 44-room temporary shelter space as part of the Project Homekey programs. a) 2023 – 2031
(Annually by
June 30)
b) 2023 – 2031
(Annually)
a) Existing
b) New
H 3.2 Investigate Fair
Housing Cases
Housing Division CDBG Continue funding and support for outreach services for homeowners and renters at risk of being displaced and/or facing fair housing challenges.

As CDBG funding permits, achieve the Annual Fair Housing Activity Goals:
• Investigate all complaint cases;
• Provide consultation to at least 30 individuals;
• Increase public Education/Outreach to tenants, landlords, and housing professionals by 50% over eight years (from 26 to at least 40 persons); and • Provide legal assistance to at least 185 renters.

These numbers are subject to change based on funding availability.

See Goal H-5/AFFH Action Plan for full list of items.
2023 - 2031
(Annually by June
30)
Existing
H 3.3 Evaluate
Housing
Revenue
Sources
Community
Development
Department
N/A a) Conduct a feasibility study to determine a potential increase of the Commercial Linkage Fee to ensure commensurate housing funding with commercial development.
b) Explore other funding opportunities to support affordable housing development. Efforts include actively tracking available Federal, State, Regional and Local funding opportunities for affordable housing and determining how to leverage these funds to build or rehabilitate more affordable housing.
a) Conduct a feasibility study on increasing the fee to generate additional housing funds gathered from commercial development, analyze the study, conduct community outreach and make a recommendation to the City Council. Proceed as directed by Council. b) Examine other possible revenue sources and bring the proposals before City Council for consideration. Actively track available funding opportunities and coordinate with City partners, including non-profit housing developers on how best to leverage these resources. a) 2026
b) 2023 - 2031
(Annually, as
opportunities
become
available)
a) New
b) New
H 3.4 Expand Tenant
Protections
Community
Development
Department
N/A Expand tenant protections in local ordinance to extend measures of AB1482 related to relocation, documentation, and right to return policy in eviction cases.
a) Extend AB1482 provisions to require tenant relocation payments for No Fault evictions for those with tenure less than one year . b) Make recommendations to the City Council for establishing tenant protection policies that include the requirement of documentation from landlords who use the substantial remodel exemption to evict tenants and a Right to Return policy for tenants displaced from homes due to demolition or substantial remodels. c) Amend the Code to strengthen enforcement penalty structure to aid in protecting tenants from unsafe or substandard units. d) Conduct outreach to the community on a biannual basis. e) This item is connected to Policy H 5.4.1.
a) 2024
b) 2026
c) 2024
d) 2023 – 2031
(biannually)
a) New
b) New
c) New
d) New
H 3.5 Study the
Creation of
Below Market
Rate Set Asides
Community
Development
Department
N/A Examine the feasibility of establishing priority allocation for households with special needs, extremely low-income households and large families in City-assisted and private development projects with BMR units.

Conduct a best practices research on prioritization of households with special needs, extremely low-income households and large families. Analyze the data, conduct community outreach and make recommendations to the City Council. Proceed as directed by Council. 2026 New
H 3.6 Monitor Rental
Rates and
Displacement.

Community
Development
Department
N/A Monitor rents, evictions, and tenant displacement citywide. a) Research options and best practices for a rental registry list, including determining necessary financial and human resources needed to establish such a program. Make recommendations to City Council.
b) Collaborate with regional partners, such as 21 Elements or ABAG, to develop ways to monitor rental rates, evictions and displacement citywide and countywide to track trends and use the information to guide policy priorities. a) 2024
b) 2024-2031
(ongoing)
a) New
b) New
H 3.7 Evaluate
Opportunities
for Expanding
Homeless
Shelters
Community
Development
Department
N/A Examine best practices and policies to expand shelter capacity for individuals experiencing homelessness. Study feasibility of new shelter programs and collaborate with the County to end homelessness. a) Study best practices for expansion of homeless shelter sites. Analyze the data, conduct community outreach and recommendations to City Council. Proceed as directed by Council.
b) Regularly evaluate zoning to ensure enough sites are available to accommodate the capacity for emergency shelters, based on the countywide Point in Time Homeless Count.
c) Review and amend the zoning code to allow emergency shelters in C2, C3, and other zones as needed to ensure there is sufficient capacity on available sites to accommodate the need for emergency shelter as identified in the most recent point-in-time count conducted before the start of the planning period, and to amend the definition of emergency shelters in compliance with Government Code 65583. d) Review and amend the zoning code as needed to comply with Government Code 65583 including to remove the 300 feet buffer from a single-family dwelling, clarify that emergency shelters are not required to be more than 300 feet apart and adopt objective development standards, such as parking for shelters in compliance with Government Code Section 65583(a)(4)(A)(ii).
e) Review and amend the zoning code as needed to comply with requirements of AB 101 (2019) to allow Low Barrier Navigation Centers (LBNC) as a permitted use by right in areas zoned for mixed use and nonresidential zones permitting (by right or through a Special Use Permit) multifamily uses if it meets specific requirements in Government Code sections 65660 – 65668.
a) 2023 – 2031
(Ongoing)
b) 2023 – 2031
(Ongoing)
c) 2023-2031
(Ongoing)
d) 2025
e) 2025
a) New
b) New
c) New
d) New
e) New

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121San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 11: Goal H-4: Promotion - Implementation Plan
GOAL H-4: Promotion of Community Engagement and Public Outreach Number Policy
Lead Agency/
Department/
Division
Funding
Source(s) Program Measure(s) Implementation Action(s) Target Timeline New/Existing Program
H 4.1 Update the
Housing Webpage
Housing Division N/A Increase community outreach and availability of resources in multiple languages through the Housing Webpage.
a) Maintain and improve webpage with comprehensive housing related information and materials, and coordinate with providers to market programs electronically. b) Provide information in multiple languages using common terms. c) Ensure that households with disproportionate housing needs are targeted for information through, for example, liaisons with service providers. Ensure targeting reaches ELI households.

See H.4.4 regarding partnering with community intermediaries to conduct outreach activities using these informational resources.

This item is connected to Policy H 5.4.3.
2023 - 2031
(Ongoing)
a) Existing
b) New
c) New
H 4.2 Support a
Countywide Below
Market Rate Unit
Waitlist
County of San
Mateo
N/A Support development of the countywide affordable rental waitlist to streamline and centralize occupancy of BMR units by joining the County’s waiting list process
Support the county’s online portal for a BMR waitlist by transitioning the City’s BMR waiting list to the Countywide system. In addition, work with BMR property managers/owners to advertise available BMR units on the County’s portal to streamline the rental process.
2023 (Transition
to Countywide
portal)
(and ongoing)
Existing
H 4.3 Expand Community
Education and
Outreach
Community
Development
Department
N/A Support and engage in efforts to educate community stakeholders and residents, including those with special needs or with disproportionate needs (such as farmworkers, people with disabilities including those with developmental disability, and single-female head of household), about housing gaps and the effects of programs and policies on addressing those gaps. Proactively create opportunities for all communities to have a voice and be involved in shaping policies and programs.
a) Housing initiatives and policy implementation shall be supported with robust and adaptive community engagement including surveys, workshops, pop-up events, mailings, and targeted outreach to underrepre- sented groups. Outreach will be conducted biannually.
b) Continue to participate in Countywide (and other) efforts to share best practices on equitable engagement and inclusive outreach. (e.g. Home For All “Learning Network”) c) Actively provide information on County and State resources for tenant protections, discriminatory practices (CC&R’s), special needs groups, and households with disproportionate housing needs. 2023 - 2031
(Ongoing)
a) Existing
b) New
c) New
H 4.4 Enable Affirmative
Marketing
Housing Division N/A Develop Marketing Plan with developers of affordable housing projects during final phase of construction on a project-by-project basis. Focus outreach to special needs individuals and those least likely to apply based on racial make-up of neighborhood.
a) Research other best practices to create an affirmative marketing strategy and implement strategies in San Mateo where appropriate.
b) Include farm workers, ELI households. people with disabilities, and households with disproportionate housing needs, as new target group where appropriate.
c) Include Spanish marketing materials and ensure bilingual interpretation services are available. The City will conduct outreach and education on a project-by-project basis and will ensure that programs target/affirma- tively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.
d) Partner with community intermediaries to conduct outreach activities on social media and in the community in Spanish and English language, including events with a significant representation of hard to reach communities such as the annual Dia de los Muertos and Eggstravaganza events (minimum of two per year) as well as pop-ups in the North Central and North Shoreview neighborhoods, (minimum of two per year) This item is connected to Policy H 5.1.2 and H 5.2.1.
a) 2026
b) 2023 – 2031
(ongoing)
c) 2023 – 2031
(ongoing)
d) 2023 – 2031
(ongoing)
a) New
b) New
c) Existing
d) New
H 4.5 Conduct Outreach
to Sites Inventory
Property Owners
Community
Development
Department
N/A Conduct focused outreach to the owners of properties on the Sites Inventory to determine interest in redevelopment or construction of additional housing.

Conduct focused outreach to the owners of properties on the Sites Inventory to determine interest in redevelopment or construction of additional housing on their site(s). The outreach shall include provision of information on the City’s development process, fees, and timelines associated with such applications. Initial outreach shall be conducted within two years of adoption and shall be ongoing throughout the housing cycle. 2023 – 2031
(ongoing)
New

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122San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 12: Goal H-5: AFFH - Implementation Plan
Goal H-5: Affirmatively Furthering Fair Housing
Actions Fair Housing
Issues Contributing Factors Fair Housing
Category Action Type of
Action
Responsible
Party Objectives Quantified Objectives Timeline
Action Area 1. Enhancing housing mobility strategies: consist of removing barriers to housing in areas of opportunity and strategically enhancing access.

Policy H 5.1.1: Adjust the city’s Below Market Rate
(inclusionary) program to provide larger density
bonuses, and/or increased City support in exchange
for affordable units in high or highest resource areas
or in areas of affluence that address the needs of
residents with disproportionate housing needs (e.g.,
accessible/visit able units for persons with disabilities child-friendly developments with day care on site
for single parents, and 3-4 bedroom units for larger
families).

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Persons with
disabilities face
a shortage of
accessible,
affordable housing.

Lack of affordable housing in
high opportunity areas; Lack of
accessible affordable units
Disparities in access
to opportunities
Provide
incentives to
developers
of affordable
housing for
low-income
households and
households with
special needs
Land use
resources
City of San
Mateo
Expand the variety of
housing units produced
under the inclusionary
housing program. Currently
developments of 11 or more
units require 15% affordable
to moderate income
families for ownership and
15% for low -income families
for renters.
a) Perform a feasibility analysis to redesign the program to allow a menu of options, including targeting of units for ELI households.b) Ensure analysis includes review of housing for households with disproportionate housing needs, along with income levels.

This item is connected to Policy H 1.3, Policy H 1.5., Policy H 1.14, and Policy H 1.15.

Geographic Targeting: Citywide
Metrics: Increase affordable housing in high-resource areas or areas of affluence by 15. a) Complete feasibility
analysis by Fall 2023;
b) Implement redesigned
program by Spring 2024.

Policy H 5.1.2: Participate in a regional down
payment assistance program with affirmative
marketing to households with disproportionate
housing needs including persons with disabilities,
single parents, and Hispanic households (e.g.,
Spanish and English, targeted to northeast
neighborhoods).

Hispanic
households, single
female parent
households and
persons with
disabilities have
disproportionate
housing needs.

Historic discrimination
and continued mortgage
denials; Concentration in low
opportunity census tracts; High
housing costs and low wages
Disparities in access
to opportunities
Promote
equal housing
opportunity
Financial
resources
Regional
Partnership with
HEART (San
Mateo County
has program
with them)
Improve accessibility to
home mortgage loans
for Hispanic households
who have the highest
loan denial rates, as well
as single female parent
households, ELI households,
and people with disabilities.

Provide wealth building
through homeownership
for moderate income
households.
a) Affirmatively market down payment assistance to 1,000 households with dispro- portionate housing needs, including persons with disabilities, single parents and Hispanic households;
b) Provide down payment assistance to 30 total households; c) Provide homebuyer education to 200 households.
d) Assist households in proportion to the demographic profile of the City In addition, the City will work with other jurisdictions to conduct outreach and education. Ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.

This item is connected to Policy H 4.4.

Geographic Targeting: North Central and North Shoreview Neighborhoods a) Meet quantified
objectives by the end
of the Housing Element
period from 2023-2031;
b) Conduct homebuyer/
outreach and education
quarterly in partnership
with HEART
Policy H 5.1.3: Explore the potential to implement
a loan program for ADU construction If a
City-funded ADU loan program is determined to
be infeasible. The City will support the design of a
regional forgivable loan program for homeowners
to construct an ADU that is held affordable for
extremely low-income households for 15 years.

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Persons with
disabilities face
a shortage of
accessible,
affordable housing.

Lack of affordable housing in
high opportunity areas/areas
of affluence; Lack of accessible
affordable units
Disparities in access
to opportunities
Incentivize
accessory
dwelling units
(ADUs)
Land use
and financial
resources
21 Elements/
HEART
Increase opportunities for
lower-income households
to find housing that is
affordable.

Explore the potential for a city ADU loan program. Work with 21 Elements collaborative to design a regional loan forgiveness program. Ensure that programs target/ affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others. To enhance mobility in high resource/ areas of affluence, additionally target to areas outside lower resource areas. Target those with disproportionate housing needs, with a goal to reach 5 households annually.

Provide support to 21 Elements in the development of a countywide ADU forgivable loan program.

Promote the use of Housing Choice Vouchers (HCVs) for ADUs to allow lower income households the opportunity to live in lower density neighborhoods. The goal is to reach 20% of households with HCVs annually. Provide targeted outreach to ELI households.

This item is connected to Policy H 1.4.

Geographic Targeting: Impacted neighborhoods, including North Central and North Shoreview.

Explore City loan program
Summer 2024. If joining
regional collaborative,
begin design in Summer
2025 and complete by
winter 2026.

Additional Mobility Actions From The General Goals, Policies And Programs Policy H 1.4 – Support Increased Accessory Dwelling Unit Development: expands the resources available for homeowners to add ADUs, which provide an important source of affordable housing.

Policy H 1.7 – Update Zoning Code Development Standards: includes an action to create an affordable housing overlay to support the development of affordable housing on religious or educational institutions’ sites, thereby increasing mobility into lower-density areas.

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123San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 12: Goal H-5: AFFH - Implementation Plan (Continued) Actions Fair Housing
Issues Contributing Factors Fair Housing
Category Action Type of
Action
Responsible
Party Objectives Quantified Objectives Timeline
Action Area 2. Encouraging new housing choices and affordability in high or highest resource areas and areas of affluence: promoting housing supply, choices, and affordability in areas of high opportunity and outside of areas of concentrated poverty.

Policy H 5.2.1: Add more city supported housing
with affordability restrictions in moderate and high/
highest resource areas and areas of affluence.

Affirmatively market the housing to households with
disproportionate housing needs including persons
with disabilities, farmworkers, single parents, and
Hispanic households (e.g., Spanish and English,
targeted to northeast neighborhoods).

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Persons with
disabilities face
a shortage of
accessible,
affordable housing.

Lack of affordable housing in
high opportunity areas; Lack
of accessible affordable units;
Concentration of Naturally
Occurring Affordable Housing
(NOAH) in low opportunity
census tracts.

Disproportionate
housing need
for low-income
households and
protected classes
Provide
additional
resources to
facilitate the
development
of housing for
low- income
households and
households
with special
needs in higher
opportunity/
areas of
affluence.

Financial
resources
City of San
Mateo
Affirmatively market the
housing to households with
disproportionate housing
needs including persons
with disabilities, single
parents, farmworkers,
and Hispanic households
(e.g., Spanish and English,
targeted identified
neighborhoods).

Require developers to affirmatively market approximately 1,000 units to those with disproportionate housing needs over the eight-year period (approximately 125 annually) by preparing and submitting and affirmative marketing plan to the City for review. The affirmative marketing plan shall include items, such as advertising (print, social media) and targeting community organizations that serve households with disproportionate housing needs Ensure that programs target/affirmatively market to households with disproportionate housing needs. Of the 1,000 affordable units, approximately 15% will benefit special needs and/or ELI households.

Continue to update the housing inventory and provide on the City’s website so that developers can target housing in moderate and high opportunity areas, as well as areas of affluence.

This item is connected to Policy H 1.2. and Policy H 4.4.

Geographic Targeting: Areas of higher opportunities and affluence. 2023 - 2031 (Annually); as
development projects come
in for approvals/financing
Policy H 5.2.2: Incentivize developers through direct
subsidies, fee waivers, and/or density bonuses,
to increase accessibility requirements beyond
the federal requirement of 5% for subsidized
developments.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts.

Disproportionate
housing need
for low-income
households and
protected classes
Promote
equal housing
opportunity
Financial
resources
City of San
Mateo
Increase development of
accessible units beyond
minimum requirements
a) Update development agreements for projects with City subsidies to include additional accessible units.
b) bUpdate the City’s Inclusionary Housing Policy to require projects that receive City subsidies to increase the percentage of units that meet accessibility requirements.

This item is connected to Policy H 1.3
c) The City will proactively outreach to developers throughout the planning period every two years, beginning in 2024.

Geographic Targeting: Citywide
Metrics: Approximately 10% of units within projects with City subsidies will be accessible.
a) 2023 - 2031 (ongoing) as
development opportu-
nities come available.
b) 2026 Update Inclusionary
Housing Policy
c) Every two years,
beginning in 2024
Policy H 5.2.3: Prioritize city funding proposals for
city funded affordable housing that are committed to
serving hard to serve residents (e.g., extremely low
income, special needs, on site services)
Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts.

Disparities in access
to opportunity
Promote
equal housing
opportunity
Financial
resources
City of San
Mateo
Create more housing for
hard to serve households.

Conduct a best practices review and develop a program to prioritize City funding for housing projects. This item is connected to Policy H 1.5, Policy H 1.14, and Policy H

1.15. Geographic Targeting: Citywide, but target high resource and RCAA areas.

Metrics: A minimum of 15% of City-funded affordable housing units will be committed to serving hard to serve residents, including ELI households 2028 Conduct a review of
best practices and develop
a program for City Council
adoption
Policy H 5.2.4: In conjunction with San Mateo
County, develop a housing mobility program that
provides support to tenants seeking to move to high
opportunity areas in the region.

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Lack of accessible affordable units;
Lack of access to economic
opportunity; Concentration in
low income and low opportunity
census tracts.

Disparities in access
to opportunity
Promote
equal housing
opportunity
Financial
resources
City of San
Mateo and San
Mateo County
Increase the number of
households with housing
vouchers living in areas
of high opportunity
throughout the region.

There will be a 20% increase in the number of voucher holders, including ELI households, moving to areas of high opportunity.

Identify resources and
develop a housing mobility
program to provide housing
counseling to voucher
holders.

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124San Mateo Housing Element April 2024
Chapter 4 Housing Plan
Table 12: Goal H-5: AFFH - Implementation Plan (Continued) Actions Fair Housing
Issues Contributing Factors Fair Housing
Category Action Type of
Action
Responsible
Party Objectives Quantified Objectives Timeline
Action Area 3. Improving place-based strategies to encourage community conservation and revitalization including preservation of existing affordable housing: involves approaches that are focused on conserving and improving assets in areas of lower opportunity and concentrated poverty. In addition to those described below, see Policy H Policy H2.4 – Implement Capital Improvements in Lower-Resourced Areas above, as well as excerpts from the General Plan Update’s actions towards environmental justice, following this section.

Policy H 5.3.1: As part of the General Plan, conduct
an area plan for the North Shoreview and North
Central neighborhoods and prioritize land use and
design around Highway 101 to improve access and
reduce the division of the urban form produced by
the highway.

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Lack of affordable housing in
high opportunity areas; Lack
of accessible affordable units;
Concentration of NOAH in low
opportunity census tracts.

Segregation/
integration
patterns; disparities
in access to
opportunities
Conserve
and improve
the existing
affordable
housing stock
Land use
resources
City of San
Mateo
Reduce overcrowding,
improve health and safety,
and improve mobility
and access to services in
impacted neighborhoods.

Prepare an area plan for North Shoreview and North Central neighborhoods.

Geographic Targeting: North Shoreview and North Central neighborhoods.

Metrics: Increase housing capacity in North Shoreview and North Central by a minimum of 15%.
2029 Create plan through
the General Plan Update
implementation process
Policy H 5.3.2: Continue to fund minor home repairs,
infrastructure improvements and public services,
implementing a preference for projects in low
opportunity census tracts identified in the analysis.

Hispanic and single
female parent
households are
concentrated in
low opportunity
census tracts.

Persons with
disabilities lack
accessible,
affordable housing.

Lack of affordable housing in
high opportunity areas; Lack of
accessible affordable units.

Disparities in access
to opportunity
Conserve
and improve
the existing
affordable
housing stock
Financial
resources
City of San
Mateo
Fund minor home
repairs and accessibility
improvements in order
to help people with
disabilities and elderly
residents remain in their
homes. Provide opportunity
for home rehabilitation
loans for low-income
residents. Continue funding
for service providers
reaching households
with disproportionate
housing needs, Make
additional infrastructure
improvements in low
resource areas.

Complete annual goals of 10 minor home repairs and 14 accessibility modifications through grants for low-income residents. Provide home rehabilitation loans for low- income homeowners and landlords making accessibility modifications. Fund service providers that target households with disproportionate housing needs, including services for seniors, ELI households, youth, and fair housing.

Affirmatively market to Hispanic and single female heads of household biannually; ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.

Bi-annually apply for funding through the CIP or other actions to address infrastructure needs.

This item is connected to Policy H 2.1 and Policy H 2.3.

Geographic Targeting: Citywide, but will target impacted neighborhoods, including North Central and North Shoreview.
2023-2031 (Fund annually;
consistent with Policy H

2.1; outreach biannually in
target neighborhoods)
Policy H 5.3.3: Monitor affordable housing projects
that are at risk of conversion to market rate. Support
regional and local efforts to examine displacement
of affordable housing and lower income households.

Assist with the retention of special needs housing
that is at risk of expiring affordability requirements.

Facilitate ownership transfer to nonprofit
organizations.

Hispanic
households, single
parent households
and persons with
disabilities have
disproportionate
housing needs.

Historic discrimination
and continued mortgage
denials; Concentration in low
opportunity census tracts; High
housing costs and low wages
Outreach capacity
and enforcement
Conserve
and improve
the existing
affordable
housing stock
Human
resources
City of San
Mateo
Monitor affordable units
whose subsidies are set to
expire within the planning
period develop a plan for
preservation of the units to
keep them affordable long
term.

Bridgepointe Condominiums affordability requirements for 59 affordable units expire in 2027, out of which 24 are very low- income units (35 are at 120% AMI). Belmont Building affordability requirements for 6 units expire in 2032. The rental property is owned by a for-profit entity, potential for loss of units is high.

Proactively coordinate with owners to preserve the 24 very low- income units as affordable, including identifying potential funding sources, advertise conversion units to non-profits, provide conduct tenant outreach and education, add a displacement preference for new affordable housing for people displaced, including those displaced as a result of conversion. Provide noticing to tenants and affected public entities in accordance with Gov. Code, § 65863.10, 65863.11, and 65863.13 Outreach and negotiate with owners for affordability extensions beginning at least two years prior to the affordability expiration date. This item is connected to Policy H 2.2 Geographic Targeting: N/A, Bridgepoint Condominiums and Belmont Building. a) 2027 (Bridgepointe
Condominiums)
b) 2032 (Belmont Building);
Consistent with Policy
H 2.2

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125San Mateo Housing Element April 2024
Table 12: Goal H-5: AFFH - Implementation Plan (Continued) Actions Fair Housing
Issues Contributing Factors Fair Housing
Category Action Type of
Action
Responsible
Party Objectives Quantified Objectives Timeline
Action Area 4. Protecting existing residents from displacement: strategies that protects residents in areas of lower or moderate opportunity and concentrated poverty and preserves housing choices and affordability.

Policy H 5.4.1: Establish tenant protections in local
ordinance to extend measures of AB1482 related to
relocation, documentation, and right to return policy
in eviction cases.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts; Historic discrimination
and continued mortgage
denials; High housing costs and
low wages
Disparities in access
to opportunity
Address
governmental
and non-
governmental
constraints
Human
resources
City of San
Mateo
Increase tenant protections
to prevent displacement of
those with disproportionate
housing needs.
a) Extend AB1482 provisions to require tenant relocation payments for No Fault evictions for those with tenure less than one year .
b) Make recommendations to the City Council for establishing tenant protection policies that include the requirement of documentation from landlords who use the substantial remodel exemption to evict tenants and a Right to Return policy for tenants displaced from homes due to demolition or substantial remodels. c) Amend the Code to strengthen enforcement penalty structure to aid in protecting tenants from unsafe or substandard units. This item is connected to Policy H 3.4.

Geographic Targeting: Citywide.
a) 2024
b) 2026
c) 2024; consistent with
Policy H 3.4
Policy H 5.4.2: Partner with Project Sentinel to
perform fair housing training for landlords and
tenants. Focus enforcement efforts on race-based
discrimination, reasonable accommodations and
source of income discrimination.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts; Lack of understanding
of reasonable accommodation
requirements by landlords and
property owners.

Outreach capacity
and enforcement
Promote
equal housing
opportunity
Human
resources
City of San
Mateo/Project
Sentinel
Increase awareness of
fair housing laws and
tenants’ rights to reduce
unlawful discrimination and
displacement.

Provide annual funding to Project Sentinel to provide training every two years in the Spring, targeting 200 landlords each training. Awareness will be increased through outreach to landlords.

Geographic Targeting: Citywide.

Annually as part of CDBG
allocation in the spring
(Annually by July 1)
Policy H 5.4.3: Create a webpage specific to fair
housing including resources for residents who feel
they have experienced discrimination, information
about filing fair housing complaints with HCD or
HUD, and information about protected classes
under the Fair Housing Act. The webpage will have
accessibility features and a Spanish language version.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts; Lack of understanding
of reasonable accommodation
requirements by landlords and
property owners.

Outreach capacity
and enforcement
Promote
equal housing
opportunity
Human
resources
City of San
Mateo
Increase awareness of
fair housing laws and
tenants’ rights to reduce
unlawful discrimination and
displacement.

Provide information on the City’s website about housing discrimination, laws, and protections. Fair Housing resources will also be advertised on the City’s eNewsletter, social media channels and various email listservs. Update the webpage every two years, along with other transparency updates.

Geographic Targeting: Citywide
Metrics will be used to focus outreach: Advertise Fair Housing resources to the community every six months.

See H 4.4 regarding partnering with community intermediaries to conduct outreach activities fair housing resources in priority communities.

This item is connected to Policy H 4.1. and H 4.4
2024 and bi-annually
thereafter; consistent with
Policy H 3.4
Policy H 5.4.4: Ensure that all multi-family residential developments contain signage in both English and
Spanish to explain the right to request reasonable
accommodations for persons with disabilities. Make
this information available and clearly transparent
on the city’s website and fund landlord training and
outreach on reasonable accommodations.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts; Lack of understanding
of reasonable accommodation
requirements by landlords and
property owners.

Outreach capacity
and enforcement
Promote
equal housing
opportunity
Human
resources
City of San
Mateo
Increase awareness of
fair housing laws and
tenants’ rights to reduce
unlawful discrimination and
displacement.

Initially, create ongoing condition of approval to ensure both BMR and all-affordable developments contain this information. Explore options for recording against the property and/or including in the affordable housing agreement.

Geographic Targeting: Citywide.

Create ongoing conditions
of approval by fall 2024;
conduct best practices
review on options to record
reasonable accommodation
language by January 2025,
and implement a program
by January 2026
Policy H 5.4.5: Ensure that future improvements
in disadvantaged communities will not produce a
net loss of affordable housing or the displacement
of residents and seek to increase the amount of
affordable housing in disadvantaged communities.

Persons with
disabilities
and persons
of color have
disproportionate
housing needs.

Lack of accessible affordable
units; Lack of access to
economic opportunity;
Concentration in low income
and low opportunity census
tracts; Lack of investment in
older housing stock.

Disparities in access
to opportunity
Promote
equal housing
opportunity
Human
resources
City of San
Mateo
Ensure that lower-income
and protected class
households are not
displaced because of
community improvements.

In conjunction with Policies 5.3.1, and 5.3.2, when improvements are planned to be made to disadvantaged communities, conduct a review of existing housing units that may be impacted by such improvements. Consistent with H2.6, ensure units that may be lost are replaced.

Geographic Targeting: Citywide., with a focus on disadvantaged community such as North Central and North Shoreview.

To be completed as part
of the larger General Plan
Update, with the expected
date of completion by
2027. The development of
a no-net loss of affordable
housing policy will be
completed by 2027.

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 a) Provide an annual report on housing production to the City Council each March, prior to submittal of the Annual Progress Report to HCD by April 1st. The report will include an assessment on the City’s RHNA progress and, as needed, identify additional sites to ensure ongoing compliance with “no net loss” provisions of State law.
a) 2023 – 2031 (Annually)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
b) Conduct a mid-cycle review of realistic capacity projections and pipeline project housing production to ensure outcomes are aligned with projections. Update sites inventory to include additional sites to ensure ongoing compliance with “no net loss” provisions of State law.
b) 2027 (Mid-cycle review)
1 1 1 1
a)       Continue to set aside 20% of general fund property tax revenues from former RDA areas (aka "Boomerang Funds”), as well as the Affordable Housing Commercial Linkage Fee Fund to use for affordable housing development, prioritizing funding allocation to projects that include units for extremely low income (ELI) households. a)     2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b)       Identify ways to create a stand-alone Housing Trust Fund using available funding sources and utilizing that fund to leverage new funding sources, including the Bay Area Housing Finance Authority (BAHC) and the Bay Area Preservation Pilot (BAPP).
b)     2025
1 1 1 1
c)       Prioritize available local housing funds to assist in the production of at least 543 below market rate units by 2031, including within the study areas of the General Plan that allow high-density housing by holding developer roundtable meetings at least once per year. Encourage developers to include ELI units in their projects.
c)     2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o d)       Support development of 71 units of affordable housing on the City owned parking lot at 4th and Railroad as part of the public-private partnership (Bespoke project).
d)     2024
1 1 1 1
e)       Support affordable housing development, including ELI units, on the City owned property at 4142 S. El Camino Real.
e)     2023 – 2031
i. Complete site analysis within 24 months of Housing Element adoption. 1 1 1 1 1 1 1 1 ii. Issue RFP within 48 months of Housing Element adoption. 1 1 1 1 1 1 1 1 iii. Select a development partner and negotiate a lease within 60 months of Housing Element adoption. 1 1 1 1
iv.  Facilitate development of the site throughout the planning period. a)       Amend the Affordable Housing Ordinance (SMMC Chapter 27.16.050) and Inclusionary Housing Policy to allow for alternative compliance options to onsite inclusionary unit development within one year of Housing Element adoption. a)       2024
1 1 1 1
b)       Adopt an updated Density Bonus/Community Benefits program that provides additional incentives and/or streamlining options for housing projects that provide additional affordable units or the most needed unit types beyond minimum state requirements.
b)       2025
1 1 1 1
a) Amend the City’s ADU Ordinance (SMMC Chapter 27.19) to align with current State law and to resolve any inconsistencies identified by HCD. a)       2024
1 1 1 1
b) Maintain and expand the ADU information and resources available to homeowners and applicants provided on the City’s website. b)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o c) Collaborate with 21 Elements and other jurisdictions in San Mateo County to find ways to enhance available ADU resources, establish uniform standards and requirements, and effective ways to monitor ADU affordability. c)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o d) Monitor ADU occupancy and rent levels to verify that affordability allocations.

Tools to monitor will include, but are not limited to, collaboration with 21 Elements or ABAG to develop a uniform approach to tracking ADU affordability countywide, and surveying ADU applicants during the building permit review process to understand intended use, occupancy and rent charged.
d)       2023 - 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o e) Continue to offer flat fees for ADU building permits, and review ADU permit fees every 2-3 years. If fees are found to be a barrier to ADU production, the City will make reductions as necessary to reduce cost barriers. e)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o f) Provide an annual report on ADU permitting data to verify that Housing Element production targets are being achieved. If ADU production targets are not achieved for two consecutive years, then, within six months, pursue additional actions, including fee reductions, increased homeowner resources and assistance, funding assistance, identifying additional sites and/or code amendments, to incentivize ADU production.
f)        2023 – 2031 (Annually)
1 1 1 1 1 1 1 1 1
a)       Present options to City Council for requiring a minimum percentage of three- bedroom units in City subsidized projects;
a).       2025
1 1 1 1
b)       Present options to City Council for requiring a minimum percentage of family- sized units in private development projects as part of the Inclusionary Policy update. b)       2025
1 1 1 1
c)       Should such policy recommendations not materialize into code amendments, explore alternative methods to promote family sized units through the community benefits program.
c)       2025
1 1 1 1
Number Policy
Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline Policy H1.3 Increase Affordable
Housing Production
Community
Development
Department
N/A Update the City’s Inclusionary Housing
requirements for ownership and rental
residential developments to allow for
alternative compliance options other than
on-site construction and to establish an
updated Density Bonus/Community
Benefits program that incentivizes
production of additional affordable units.

Policy H1.1 Monitor Regional Housing
Needs Allocation and
Pipeline projects
Housing Division N/A Monitor housing production against ABAG Fair Share Allocation in compliance with
no net loss requirements during planning
period. In addition, monitor pipeline
projects and new development
applications to ensure production
outcomes are meeting projections.

Policy H1.2 Utilize Public Funding and
Properties for New
Affordable Housing
City of San Mateo City funds and state,
and federal funds, as
available
Produce City supported housing projects
with affordability restrictions utilizing local
public funds; and use this funding to
leverage other regional, state, and federal
funding sources to increase the number of
affordable housing units developed in each
project. Encourage developers to include
ELI units in their projects.

Policy H1.4 Support Increased
Accessory Dwelling Unit
Development
Planning Division N/A Implement and maintain programs to encourage and support ADU production to
increase missing middle and lower income
housing opportunities.

Policy H1.5 Encourage Family Housing Planning Division N/A Increase the number of new construction housing units that can accommodate
families (larger units) when possible and
require subsidized projects to include
family-sized units.
20312023 2024 2025 2026 2027 2028 2029 2030

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
a) Update the City Council resolutions that establish the pre-application and development review processes to eliminate the pre-application requirement for housing projects and eliminate the third-party design review requirement for housing projects that meet objective standards.
a) 2024
1 1 1 1
b) Amend the Zoning Code to allow residential projects with up to 25 units to be approved administratively.
b) 2023
1 1 1 1
c) Update permit application submittal requirements. c) 2023-2031 (Ongoing) o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o d) Develop Zoning Code amendments to align City requirements with SB 330 and make a recommendation to the City Council.
d) 2025
1 1 1 1
a)       Evaluate the standards and requirements in all zone districts that allow for multi-family residential and amend the Zoning Code as needed to reduce or eliminate constraints to housing construction. Specifically: 1) exclude covered parking and other elements as needed from Floor Area Ratio (FAR) calculation for housing projects with affordable units, 2) specify where Single-Room Occupancy (SRO) units are permitted consistent with government Code 65583(c)(1), and 3) specify that Manufactured Homes that are built on a permanent foundation are subject to the same zoning requirements and development standards as single- family homes.
a) 2025
1 1 1 1
b)       Amend the Zoning Code to reduce off-street parking requirements for residential units (SMMC Chapter 27.64) as follows: Studio and 1 Bedroom units to 1 space, 2 Bedrooms and above to 1.5 spaces; and for projects within ½ mile of transit, consistent with AB2097, no off-street parking shall be required. As part of this amendment, staff will review all other parking related requirements and make recommendations to reduce or eliminate any other parking related requirements identified as a constraint.
b) 2025
1 1 1 1
c)       Amend the Zoning Code to make residential uses, which currently require a special use permit, a permitted use in the C1, C2, C3, E1 and E2 districts for non-R Overlay areas.
c) 2024
1 1 1 1
d)       Rezone sites with quasi-public uses such as schools, churches, and other facilities of an educational, religious, charitable, or philanthropic nature, to “Quasi- Public,” following completion of the General Plan Update and allow for housing as a permitted use in this zone district.
d) 2025
1 1 1 1
e)       Evaluate the feasibility of an affordable housing quasi-public overlay or code amendment to support the production of affordable housing on quasi-public sites, such as religious or educational institutions.
e) 2026
1 1 1 1
Policy H1.8 Adopt Objective Design
Standards
Planning Division N/A Adopt Objective Design Standards to expedite production of housing.

Adopt Objective Design Standards for multi-family residential projects and mixed- use projects with a residential component.
2023
1 1 1 1
a)       Amend the Zoning Code to require that properties designated for mixed-uses, in the Sites Inventory List, allow 100 percent residential use and require that residential use occupy 50 percent or more of the total floor area of a mixed-use project consistent with Government Code Section 65583(h), and establish a minimum residential density for mixed-use projects elsewhere in the City that include a residential component.
a)       2024
1 1 1 1
b)       Study and present to City Council options for requiring a residential component in all mixed-use projects in certain zones or areas.
b)       2024
1 1 1 1
Policy H1.10 Establish By-Right Housing
Designation for Prior
Housing Sites
Planning Division N/A Designate housing sites that have carried over from the prior Housing Element to
allow housing development by-right.

Amend the Zoning Code to establish a By-Right designation for housing sites reused from prior Housing Elements for housing projects that propose a minimum of 20% affordable units. Zoning for these sites must be at least 30 units/acre to meet default density requirements for lower-income households per Gov. Code Section 65583.2(c).
2024 1
Policy H1.11 Implement the SB 9
Ordinance
Planning Division N/A Implement the Zoning Code to allow duplexes and lot splits on appropriate
single-family sites.

Continue to implement Zoning Code Chapter 27.21 (Two-Unit Development Residential Overlay District), adopted in September 2022, which facilitates the provisions of SB 9 in single-family districts (R1).
2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o a) Evaluate residential zoning districts that have sites with potential for Missing Middle Housing (R2, R3 and R4 zones) and identify development standards that create barriers for small-scale development, including minimum lot size, setbacks, floor area ratio, parking, and open space requirements, and amend the Zoning Code to remove any constraints and maximize developable area. a)       2026
1 1 1 1
b) Research and evaluate policies and code amendments to allow for Missing Middle housing under SB 10 and schedule for City Council consideration and adoption.
b)       2026
1 1 1 1
a)       Review and amend the Zoning Code to allow group homes and residential care facilities for persons with special needs, including those who are ELI, in all residential zones, only subject to those objective standards that apply to other residential uses of the same type in the same zone in conformance with state law. a)       2025
1 1 1 1
b)       Review and amend the Zoning Code definition for family, and other related regulations, to ensure consistency with State and Federal fair housing laws related to persons with disabilities. This effort may also include consideration of new definitions such as single-unit and multi-unit dwellings to accommodate various housing situations.
b)       2025
1 1 1 1
c)       Study best practices and develop a universal design ordinance that may better address housing needs for persons with disabilities.
c)       2027
1 1 1 1
Policy H1.6 Streamline Housing
Application Review
Community
Development
Department
N/A Reduce the development review timeline
for housing projects by streamlining the
development review process and
simplifying design review and submittal
requirements.

Policy H1.7 Update Zoning Code
Standards to Support
Housing Production
Planning Division N/A Update Zoning Code development
standards that apply to multi-family
residential projects to reduce or eliminate
constraints, incentivize production of
additional housing units and support
development of a variety of housing types.

Policy H1.9 Establish Minimum
Densities for Mixed-Use
Projects
Planning Division N/A Create minimum residential density requirements to ensure mixed-use
development will contain an appropriate
amount of housing in commercial/office
developments.

Policy H1.12 Encourage Development of
Missing Middle Housing
Planning Division N/A Support small infill residential construction (Missing Middle, 4-10 units) through policy
updates and Zoning Code amendments.

Policy H1.13 Update Special Needs
Group Housing
Requirements
Planning Division N/A Research current code requirement regarding special needs group homes for
people with disabilities for consistency
with Fair Housing Requirements. The City
commits to revising procedural
requirements to permit group homes for
seven or more persons in all zones
allowing residential uses based on
objective criteria to facilitate approval
certainty similar to other residential uses
of the same form.

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
Amend the Zoning Code to be consistent with AB 2162 to allow by-right 100% affordable housing that has 25% or 12 units of permanent supportive housing, where multi-family or mixed-use housing is permitted. 1 1 1 1 Policy H1.15 Update Mobile Home Parks
Requirements
Planning Division N/A Amend zoning code requirements
regarding mobile home parks.

Amend the Zoning Code to allow mobile home parks as a special use in all residential zones to be consistent with Government Code Section 65852.7 2025
1 1 1 1
Policy H1.16 Update Farmworker
Housing Requirements
Planning Division N/A Amend zoning code requirements
regarding farmworker housing.

Amend the Zoning Code to define and allow farmworker housing within the Agricultural District consistent with Government Code Section 17021.6. The City will comply with Health and Safety Code section 17021.5.
2025
1 1 1 1
a)       Study cumulative permit fee costs for new housing development of various sizes and use information to identify opportunities to reduce per unit permitting costs; with fee reductions for small multi-family projects being prioritized. Present findings to the City Council with recommendations for adoption. a) 2025
1 1 1 1
b)       Conduct a comprehensive review and update of the fee schedule every 5-6 years, with a focus on evaluating and adjusting fees with potential barriers to housing production. Next review will be conducted in 2027 (last fee study completed in 2021).
b) 2027 (Ongoing)
1 1 1 1
Policy H1.18 Increase Senior Housing
Production
Community
Development
Department
N/A Evaluate potential policies and code
amendments to support the production of
housing for seniors.

Evaluate code amendments and/or policies to encourage and support the development of senior housing, especially senior housing that serves the ELI and lower income senior households, including through shared- housing arrangements, community care facilities, supportive housing, and assisted living for seniors, and make a recommendation to the City Council.
2028
1 1 1 1
a)       Upon adoption of the Housing Element, provide a copy of the Element to California Water Company, Estero Municipal Improvement District, and San Mateo Public Works Dept, for greater awareness of affordable housing priorities and collaboration, in compliance with AB 1087.
a)       2023
1 1 1 1
b)       Support efforts by Cal Water and EMID to expand their water supplies with new water sources and develop water efficiency and conservation methods to offset demand from new development projects.
b)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o c)       Pursuant to AB 1087, work with Cal Water and EMID to establish a procedure to prioritize water allocation for developments that include units set aside as affordable housing for lower income households, including affordable housing within larger, mixed-use developments and larger residential subdivisions c)       2023
1 1 1 1
d)       Establish a written procedure for the City to grant priority sewer service to developments with units that are affordable to lower-income households. d)       2023
1 1 1 1
a)       Complete the General Plan 2040 Update (GPU) process and present to the City Council for adoption. The City is committed to adopting a General Plan that will create capacity for at least 10,000 new housing units and will increase the base densities in the 10 Study Areas by at least 25 du/ac and height limits by at least two stories.
a) 2024
1 1 1 1
b)       Commence with rezoning Citywide, in phases, to implement the land use map following GPU adoption.
b) 2025-2026
1 1 1 1 1 1 1 1
c)       The GPU public outreach and engagement process will include information on Measure Y and how it creates a constraint on housing production. c) 2023 - 2024
1 1 1 1 1 1 1 1
d)       The City will place an updated Measure Y ballot initiative to allow for the increased heights and densities in the adopted General Plan on the November 2024 election.
d) November 2024
1 e)       If the Measure Y ballot initiative does not pass in November 2024, present alternative plans within six months to the City Council, including a plan for rezoning, to address the housing production constraint of Measure Y and to add at least 1,700 units of new capacity around the City, thereby increasing the City’s RHNA buffer by at least 25%.
e) May 2025, if needed
1 1
a) Fund minor home repairs and
accessibility improvements
a)       Complete annual goals of 10 minor home repairs and 14 accessibility modifications through grants for lower-income residents, targeting ELI households where appropriate.
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
b) Provide opportunity for home
rehabilitation loans for low- income
residents.
b)       Provide home rehabilitation loans for lower-income residents up to a total of approximately $500,000 available.
c) Allow accessibility improvements on
rental properties with owner permission.
c)       Affirmatively market the availability of these funds to both homeowners and renters to increase awareness. Marketing efforts include translating flyers into Spanish and distributing flyers to various locations throughout the City, including libraries, senior and community centers and non-profit agencies. Outreach will be conducted biannually.
a) Identify funding source for preservation Bridgepointe Condominiums affordability requirements for 59 affordable units expire in 2027, out of which 24 are very low-income units (35 are at 120% AMI).

Belmont Building affordability requirements for 6 units expire in 2032. The rental property is owned by a for-profit entity, potential for loss of units is high. a) 2026 (Bridgepointe
Condominiums)
1 1 1 1
Policy H1.14 Update Supportive Housing
Requirements
Planning Division N/A Review and amend zoning code regarding multi-family housing development.

Policy H1.17 Permitting and
Development Fee Review
Community
Development
Department
N/A Regularly review development application,
building permit and impact fees to identify
opportunities to reduce per unit costs for
housing developments, with a focus on
reducing per unit costs for small multi-
family projects (Missing Middle).

Policy H1.19 Ensure Adequate Water
Supply for the
Development of New
Housing
Community
Development
Department
N/A Support the City’s water and sewer
providers to ensure adequate capacity for
new housing development.

Policy H1.20 Adopt San Mateo General
Plan 2040
Community
Development
Department
N/A Adopt a General Plan Update that provides
sufficient development capacity to meet
the City’s housing needs through 2040.

Policy H2.1 Fund Housing
Rehabilitation Efforts
Housing Division CDBG/CALHome
Policy H2.2 Support Retention of
Existing Lower Income
Units
Housing Division TBD (potential
sources include:

PLHA)
2023 - 2031 (Annually by
June 30)
To be completed by
December 31, 2024.

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
b) Monitor affordable housing projects
that are at risk of conversion to market
rate.

Proactively coordinate with owners to preserve the 24 very low-income units as affordable, including identifying potential funding sources, advertise conversion units to non-profits, conduct tenant outreach and education, add a displacement preference for new affordable housing for people displaced, including those displaced as a result of conversion. Outreach and negotiate with owners for affordability extensions. Provide noticing to tenants and affected public entities in accordance with Gov. Code, § 65863.10, 65863.11, and 65863.13 b) 2031 (Belmont Building)
1 1 1 1
c) Support regional and local efforts to
examine displacement of affordable
housing and lower income households.

This item is connected to Policy H5.3.3.
d) Assist with the retention of special
needs housing that is at risk of expiring
affordability requirements.
a)       Complete seven weatherization upgrades through grants for lower-income residents annually, targeting ELI households when appropriate. a) 2023 - 2031 (Annually,
June 30)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
b)       Implement energy-efficiency and electrification strategies identified in the City's Climate Action Plan through updates to the City’s Reach Codes as part of the building permit review process. Outreach will be conducted biannually. b) Reach codes are
updated every three years.
1 1 1 1 1 1
a)       Use available CDBG funds to make CIP improvements in identified Equity Priority Neighborhoods (including North Central and North Shoreview neighborhoods). Potential improvements may include: street work, crosswalk implementation, ADA ramp installation, striping, sidewalk improvements, traffic signal replacement, and other pedestrian/bicycle enhancements. Allocate available CDBG funds on an annual basis.
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
b)       Implement Bike Master Plan and Pedestrian Master Plan through capital improvements in Equity Priority Neighborhoods.
c)       Conduct proactive public outreach to identify and prioritize capital improvements that best align with a neighborhood’s most critical needs. d)       Apply for funding biannually, consistent with CIP efforts and CDBG to pursue at least eight improvement projects over eight years in Equity Priority Areas.

Policy H2.5 Promote Housing
Resilience
Public Works
Department
City Funds Use resources to protect housing at risk of
damage due to changing environmental
conditions.

Provide Flood Improvements for the North Shoreview neighborhood through the levee project with Public Works.

Started in Fall 2020, with
completion anticipated in
Spring 2023 1 1
a)       Conduct a study to determine whether the City should update the zoning ordinance and other policies to permanently require replacement of units (beyond Housing Crisis Act sunset date of 2034). This action must be completed within three years from the start of the planning period.
a) 2026
1 1 1 1
b)       The City will require replacement housing units subject to the requirements of Government Code Section 65915(c)(3), when a development project or demolition occurs on sites with existing residential units that are restricted or have been occupied by a lower income household in the past five years. Consistent with H2.6. b) Effective Immediately
a)       Allocate PLHA, CDBG, and other local funds to support homeless prevention these may include the following programs: LifeMoves Rapid Rehousing Program, Safe Harbor Shelter, Vendome Hotel supportive units, LifeMoves First Step for Housing program, HIP Housing home sharing and Montara assisted units for the formerly homeless.
a)     2023 – 2031 (Annually
by June 30)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
b)       Support the County in its efforts to convert the Stone Villa Hotel into a 44- room temporary shelter space as part of the Project Homekey programs. b)    2023 – 2031 (Annually)
As CDBG funding permits, achieve the Annual Fair Housing Activity Goals: 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1          Investigate all complaint cases;
         Provide consultation to at least 30 individuals;          Increase public Education/Outreach to tenants, landlords, and housing professionals by 50% over eight years (from 26 to at least 40 persons); and          Provide legal assistance to at least 185 renters. a) Conduct a feasibility study to determine
a potential increase of the Commercial
Linkage Fee to ensure commensurate
housing funding with commercial
development.
a)        Conduct a feasibility study on increasing the fee to generate additional housing funds gathered from commercial development, analyze the study, conduct community outreach and make a recommendation to the City Council. Proceed as directed by Council.
a)     2026
1 1 1 1
b) Explore other funding opportunities to
support affordable housing development.

Efforts include actively tracking available
Federal, State, Regional and Local funding
opportunities for affordable housing and
determining how to leverage these funds
to build or rehabilitate more affordable
housing.
b)        Examine other possible revenue sources and bring the proposals before City Council for consideration. Actively track available funding opportunities and coordinate with City partners, including non-profit housing developers on how best to leverage these resources.
b)     2023 - 2031 (Annually,
as opportunities become
available)
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
a)       Extend AB1482 provisions to require tenant relocation payments for No Fault evictions for those with tenure less than one year.
a)       2024
1 1 1 1
Policy H2.3 Increase Energy and Water
Efficiency in Existing Units
Community
Development
Department, City
Manager’s Office
CDBG/City Funds Increase energy and water efficiency in all existing residential units. Fund
weatherization upgrades for low- and
moderate-income homeowners.

Policy H2.6 Require Replacement Units Planning Division N/A Require equivalent replacement units for all housing units lost during any
construction or demolition projects
(Housing Crisis Act).

Policy H2.4 Implement Capital
Improvements in Lower-
Resourced Neighborhoods
Housing Division CDBG Invest more resources in lower resource neighborhoods (utilize federal CDBG to
provide capital improvements).

Policy H3.3 Evaluate Housing Revenue
Sources
Community
Development
Department
N/A
Policy H3.1 Prevent Homelessness Housing Division CDBG/PLHA/City Support where feasible programs and facilities to prevent homelessness through
city actions, while coordinating with
County and Continuum of Care.

Policy H3.2 Investigate Fair Housing
Cases
Housing Division CDBG Continue funding and support for outreach services for homeowners and renters at
risk of being displaced and/or facing fair
housing challenges.

Policy H3.4 Expand Tenant Protections Community
Development
N/A Expand tenant protections in local
ordinance to extend measures of AB1482
2023 - 2031 (Annually by
June 30)
2023 - 2031 (Annually)

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
b)       Make recommendations to the City Council for establishing tenant protection policies that include the requirement of documentation from landlords who use the substantial remodel exemption to evict tenants and a Right to Return policy for tenants displaced from homes due to demolition or substantial remodels. b)       2026
1 1 1 1
c)        Amend the Code to strengthen enforcement penalty structure to aid in protecting tenants from unsafe or substandard units.
c)       2024
1 1 1 1
d)        Conduct outreach to the community on a biannual basis. d)        2023 – 2031 (biannually)
1 1 1 1 1
Policy H3.5 Study the Creation of
Below Market Rate Set
Asides
Community
Development
Department
N/A Examine the feasibility of establishing
priority allocation for households with
special needs, extremely low-income
households and large families in City-
assisted and private development projects
with BMR units.

Conduct a best practices research on prioritization of households with special needs, extremely low-income households and large families. Analyze the data, conduct community outreach and make recommendations to the City Council.

Proceed as directed by Council.
2026
1 1 1 1
a)       Research options and best practices for a rental registry list, including determining necessary financial and human resources needed to establish such a program. Make recommendations to City Council.
a) 2024
1 1 1 1
b)       Collaborate with regional partners, such as 21 Elements or ABAG, to develop ways to monitor rental rates, evictions and displacement citywide and countywide to track trends and use the information to guide policy priorities. b) 2024-2031 (ongoing)o o o o o o o o o o o o o o o o o o o o o o o oo o o o o o o o o o o o a)       Study best practices for expansion of homeless shelter sites. Analyze the data, conduct community outreach and recommendations to City Council. Proceed as directed by Council.
a)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b)       Regularly evaluate zoning to ensure enough sites are available to accommodate the capacity for emergency shelters, based on the countywide Point in Time Homeless Count.
b)       2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o c)       Review and amend the zoning code to allow emergency shelters in C2, C3, and other zones as needed to ensure there is sufficient capacity on available sites to accommodate the need for emergency shelter as identified in the most recent point- in-time count conducted before the start of the planning period, in compliance with Government Code 65583.
c)       2023-2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o d)       Review and amend the zoning code as needed to comply with Government Code 65583 including to remove the 300 feet buffer from a single-family dwelling, clarify that emergency shelters are not required to be more than 300 feet apart and adopt objective development standards, such as parking for shelters in compliance with Government Code Section 65583(a)(4)(A)(ii).
d)       2025
1 1 1 1
e)       Review and amend the zoning code as needed to comply with requirements of AB 101 (2019) to allow Low Barrier Navigation Centers (LBNC) as a permitted use by right in areas zoned for mixed use and nonresidential zones permitting (by right or through a Special Use Permit) multifamily uses if it meets specific requirements in Government Code sections 65660 – 65668.
e)       2025
1 1 1 1
a)       Maintain and improve webpage with comprehensive housing related information and materials, and coordinate with providers to market programs electronically.
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b)       Provide information in multiple languages using common terms. o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o c)       Ensure that households with disproportionate housing needs are targeted for information through, for example, liaisons with service providers. Ensure targeting reaches ELI households.
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o Policy H4.2 Support a Countywide
Below Market Rate Unit
Waitlist
County of San
Mateo
N/A Support development of the countywide
affordable rental waitlist to streamline
and centralize occupancy of BMR units by
joining the County’s waiting list process
Support the county’s online portal for a BMR waitlist by transitioning the City’s BMR waiting list to the Countywide system. In addition, work with BMR property managers/owners to advertise available BMR units on the County’s portal to streamline the rental process.
2023 (Transition to
Countywide portal)(and
ongoing)
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o a)       Housing initiatives and policy implementation shall be supported with robust and adaptive community engagement including surveys, workshops, pop-up events, mailings, and targeted outreach to underrepresented groups. Outreach will be conducted biannually.
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b)       Continue to participate in Countywide (and other) efforts to share best practices on equitable engagement and inclusive outreach. (e.g. Home For All “Learning Network”)
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o c)       Actively provide information on County and State resources for tenant protections, discriminatory practices (CC&R's), special needs groups, and households with disproportionate housing needs.
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o a)       Research other best practices to create an affirmative marketing strategy and implement strategies in San Mateo where appropriate.
a)       2026
1 1 1 1
b)       Include farm workers, ELI households. people with disabilities, and households with disproportionate housing needs, as new target group where appropriate. b) 2023 – 2031
(Ongoing)
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o Department related to relocation, documentation, and
right to return policy in eviction cases.

Policy H3.6 Monitor Rental Rates and
Displacement.

Community
Development
Department
N/A Monitor rents, evictions, and tenant
displacement citywide.

Policy H3.7 Evaluate Opportunities for
Expanding Homeless
Shelters
Community
Development
Department
N/A Examine best practices and policies to
expand shelter capacity for individuals
experiencing homelessness. Study
feasibility of new shelter programs and
collaborate with the County to end
homelessness.

Policy H4.1 Update the Housing
Webpage
Housing Division N/A Increase community outreach and
availability of resources in multiple
languages through the Housing Webpage.

N/A Develop Marketing Plan with developers
of affordable housing projects during final
phase of construction on a project-by-
project basis. Focus outreach to special
needs individuals and those least likely to
Policy H4.3 Expand Community
Education and Outreach
Community
Development
Department
N/A Support and engage in efforts to educate
community stakeholders and residents,
including those with special needs or with
disproportionate needs (such as
farmworkers, people with disabilities
including those with developmental
disability, and single-female head of
household), about housing gaps and the
effects of programs and policies on
addressing those gaps. Proactively create
opportunities for all communities to have
a voice and be involved in shaping policies
and programs.
2023 - 2031 (Ongoing)
2023 - 2031 (Ongoing)
Policy H4.4 Enable Affirmative
Marketing
Housing Division

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
c)       Include Spanish marketing materials and ensure bilingual interpretation services are available. The City will conduct outreach and education on a project-by- project basis and will ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.
c) 2023 – 2031
(Ongoing)
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o d)       Partner with community intermediaries to conduct outreach activities on social media and in the community in Spanish and English language, including events with a significant representation of hard to reach communities such as the annual Dia de los Muertos and Eggstravaganza events (minimum of two per year) as well as pop-ups in the North Central and North Shoreview neighborhoods, (minimum of two per year)
Policy H4.5 Conduct Outreach to Sites
Inventory Property Owners
Community
Development
Department
N/A Conduct focused outreach to the owners
of properties on the Sites Inventory to
determine interest in redevelopment or
construction of additional housing.

Conduct focused outreach to the owners of properties on the Sites Inventory to determine interest in redevelopment or construction of additional housing on their site(s). The outreach shall include provision of information on the City’s development process, fees, and timelines associated with such applications. Initial outreach shall be conducted within two years of adoption and shall be ongoing throughout the housing cycle.
2023 – 2031 (Ongoing)o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o AFFH Actions Action Responsible Party Objectives Quantified Objectives Timeline a) Perform a feasibility analysis to redesign the program to allow a menu of options, including targeting of units for ELI households. Provide larger density bonuses, and/or increased City support in exchange for affordable units in high or highest resource areas or in areas of affluence
a) Complete feasibility
analysis by Fall 2023;
1 1 1 1
b) Ensure analysis includes review of housing for households with disproportionate housing needs, along with income levels.
b) Implement redesigned
program by Spring 2024. 1 1
a) Affirmatively market down payment assistance to 1,000 households with disproportionate housing needs, including persons with disabilities, single parents and Hispanic households;
a) Meet quantified
objectives by the end of the
Housing Element period
from 2023-2031;
1 1
b) Provide down payment assistance to 30 total households; b) Conduct homebuyer/outreach and
education quarterly in
partnership with HEART
c) Provide homebuyer education to 200 households.
d) Assist households in proportion to the demographic profile of the City In addition, the City will work with other jurisdictions to conduct outreach and education. Ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.

Explore the potential for a city ADU loan program. Work with 21 Elements collaborative to design a regional loan forgiveness program. Ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others. To enhance mobility in high resource/areas of affluence, additionally target to areas outside lower resource areas. Target those with disproportionate housing needs, with a goal to reach 5 households annually.

Explore City loan program
Summer 2024. If joining
regional collaborative,
begin design in Summer
2025 and complete by
winter 2026.
1 1 1 1 1 1
Provide support to 21 Elements in the development of a countywide ADU forgivable loan program.

Promote the use of Housing Choice Vouchers (HCVs) for ADUs to allow lower income households the opportunity to live in lower density neighborhoods. The goal is to reach 20% of households with HCVs annually. Provide targeted outreach to ELI households.

Require developers to affirmatively market approximately 1,000 units to those with disproportionate housing needs over the eight-year period (approximately 125 annually) by preparing and submitting and affirmative marketing plan to the City for review. The affirmative marketing plan shall include items, such as advertising (print, social media) and targeting community organizations that serve households with disproportionate housing needs Ensure that programs target/affirmatively market to households with disproportionate housing needs. Of the 1,000 affordable units, approximately 15% will benefit special needs and/or ELI households. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Continue to update the housing inventory and provide on the City’s website so that developers can target housing in moderate and high opportunity areas, as well as areas of affluence.
a) Update development agreements for projects with City subsidies to include additional accessible units.
a) 2023 - 2031 (Ongoing) as
development opportunities
come available.
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b) Update the City’s Inclusionary Housing Policy to require projects that receive City subsidies to increase the percentage of units that meet accessibility requirements.

This item is connected to Policy H1.3
b) 2026 Update
Inclusionary Housing Policy
1 1 1 1
Policy H5.1.3: Xxplore the potential to
implement a loan program
for ADU construction If a
City-funded ADU loan
program is determined to
be infeasible. T
Incentivize
accessory dwelling
units (ADUs)
21 Elements/HEART Increase opportunities for lower-income households to find housing that is
affordable. he City will support the design
of a regional forgivable loan program for
homeowners to construct an ADU that is
held affordable for extremely low-income
households for 15 years.
apply based on racial make-up of
neighborhood.

Policy H5.2.2:

Policy H5.1.2:

Policy H5.1.1:

Policy H5.2.1: Add more city supported
housing with affordability
restrictions in moderate
and high/highest resource
areas and areas of
affluence.

Provide additional
resources to
facilitate the
development of
housing for low-
income
households and
households with
special needs in
higher
opportunity/
areas of affluence.

Incentivize developers
through direct subsidies,
fee waivers, and/or density
bonuses, to increase
accessibility requirements
beyond the federal
requirement
Promote equal
housing
opportunity
Increase development of accessible units
beyond minimum requirements
City of San Mateo Affirmatively market the housing to
households with disproportionate housing
needs including persons with disabilities,
single parents, farmworkers, and Hispanic
households (e.g., Spanish and English,
targeted identified neighborhoods).

Adjust the city's Below
Market Rate (inclusionary)
program
Provide incentives
to developers
City of San Mateo Expand the variety of housing units
produced under the inclusionary housing
program. Currently developments of 11 or
more units require 15% affordable to
moderate income families for ownership
and 15% for low -income families for
renters.

Participate in a regional
down payment assistance
program
Promote equal
housing
opportunity
Regional Partnership
with HEART (San
Mateo County has
program with them)
Improve accessibility to home mortgage
loans for Hispanic households who have
the highest loan denial rates, as well as
single female parent households, ELI
households, and people with disabilities.

Provide wealth building through
homeownership for moderate income
households.
2023 - 2031 (Annually); as
development projects
come in for
approvals/financing
City of San Mateo

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
c) The City will proactively outreach to developers throughout the planning period every two years, beginning in 2024.
c. Every two years,
beginning in 2024 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Conduct a best practices review and develop a program to prioritize City funding for housing projects. This item is connected to Policy H1.5, Policy H1.14, and Policy H1.15. 1 1 1 1
Metrics: A minimum of 15% of City-funded affordable housing units will be committed to serving hard to serve residents, including ELI households Policy H5.2.4: Develop a housing mobility
program that provides
support to tenants seeking
to move to high
opportunity areas
Promote equal
housing
opportunity
City of San Mateo
and San Mateo
County
Increase the number of households with
housing vouchers living in areas of high
opportunity throughout the region.

There will be a 20% increase in the number of voucher holders, including ELI households, moving to areas of high opportunity.

Identify resources and
develop a housing mobility
program to provide housing
counseling to voucher
holders.

Prepare an area plan for North Shoreview and North Central neighborhoods. 1 1 1 1 1 1 1 1 1 1 1 1 Geographic Targeting: North Shoreview and North Central neighborhoods.

Metrics: Increase housing capacity in North Shoreview and North Central by a minimum of 15%.

Complete annual goals of 10 minor home repairs and 14 accessibility modifications through grants for low-income residents. Provide home rehabilitation loans for low- income homeowners and landlords making accessibility modifications. Fund service providers that target households with disproportionate housing needs, including services for seniors, ELI households, youth, and fair housing. 1 1 1 1 1 1 1 1 1
Affirmatively market to Hispanic and single female heads of household biannually; ensure that programs target/affirmatively market to households in impacted neighborhoods, including North Central and North Shoreview, among others.

Bi-annually apply for funding through the CIP or other actions to address infrastructure needs.

Bridgepointe Condominiums affordability requirements for 59 affordable units expire in 2027, out of which 24 are very low- income units (35 are at 120% AMI).

Belmont Building affordability requirements for 6 units expire in 2032. The rental property is owned by a for-profit entity, potential for loss of units is high. a) 2027 (Bridgepointe
Condominiums)
1 1 1 1
Proactively coordinate with owners to preserve the 24 very low- income units as affordable, including identifying potential funding sources, advertise conversion units to non-profits, provide conduct tenant outreach and education, add a displacement preference for new affordable housing for people displaced, including those displaced as a result of conversion. Provide noticing to tenants and affected b) 2032 (Belmont Building);
Consistent with Policy H2.2
1 1 1 1
a) Extend AB1482 provisions to require tenant relocation payments for No Fault evictions for those with tenure less than one year.
a) 2024
1 1 1 1
b) Make recommendations to the City Council for establishing tenant protection policies that include the requirement of documentation from landlords who use the substantial remodel exemption to evict tenants and a Right to Return policy for tenants displaced from homes due to demolition or substantial remodels. b) 2026
1 1 1 1
c) Amend the Code to strengthen enforcement penalty structure to aid in protecting tenants from unsafe or substandard units. This item is connected to Policy H 3.4.
c) 2024; consistent with
Policy H3.4
1 1 1 1
Provide annual funding to Project Sentinel to provide training every two years in the Spring, targeting 200 landlords each training. Awareness will be increased through outreach to landlords.
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Provide information on the City's website about housing discrimination, laws, and protections. Fair Housing resources will also be advertised on the City’s eNewsletter, social media channels and various email listservs. Update the webpage every two years, along with other transparency updates. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Policy H5.2.3: Prioritize city funding
proposals for city funded
affordable housing that are
committed to serving hard
to serve residents
Promote equal
housing
opportunity
City of San Mateo Create more housing for hard to serve households (e.g., extremely low income,
special needs, on site services)
Promote equal
housing
opportunity
City of San Mateo Increase awareness of fair housing laws and tenants' rights to reduce unlawful
discrimination and displacement. Include
resources for residents who feel they have
experienced discrimination, information
about filing fair housing complaints with
HCD or HUD, and information about
protected classes under the Fair Housing
Act. The webpage will have accessibility
features and a Spanish language version.
2024 and bi-annually
thereafter; consistent with
Policy H3.4
2028 Conduct a review of
best practices and develop
a program for City Council
adoption
2029 Create plan through
the General Plan Update
implementation process
2023-2031 (Fund annually;
consistent with Policy H2.1;
outreach biannually in
target neighborhoods)
Annually as part of CDBG
allocation in the spring
(Annually by July 1)
Policy H5.3.1:

Policy H5.3.2:

Policy H5.3.3:

Create a webpage specific
to fair housing
Conduct an area plan for
the North Shoreview and
North Central
neighborhoods
Conserve and
improve the
existing affordable
housing stock
City of San Mateo Reduce overcrowding, improve health and safety, and improve mobility and access to
services in impacted neighborhoods.

City of San
Mateo/Project
Sentinel
Increase awareness of fair housing laws
and tenants' rights to reduce unlawful
discrimination and displacement. Focus
enforcement efforts on race-based
discrimination, reasonable
accommodations and source of income
discrimination.

City of San Mateo Fund minor home repairs and accessibility improvements in order to help people
with disabilities and elderly residents
remain in their homes. Provide
opportunity for home rehabilitation loans
for low-income residents. Continue
funding for service providers reaching
households with disproportionate housing
needs. Make additional infrastructure
improvements in low resource areas.

Monitor affordable housing
projects that are at risk of
conversion to market rate.

Conserve and
improve the
existing affordable
housing stock
City of San Mateo Monitor affordable units whose subsidies are set to expire within the planning
period develop a plan for preservation of
the units to keep them affordable long
term. Facilitate ownership transfer to
nonprofit organizations.

Continue to fund minor
home repairs,
infrastructure
improvements and public
services
Conserve and
improve the
existing affordable
housing stock
Establish tenant
protections in local
ordinance to extend
measures of AB1482
Address
governmental and
non-governmental
constraints
City of San Mateo Increase tenant protections to prevent displacement of those with
disproportionate housing needs related to
relocation, documentation, and right to
return policy in eviction cases.

Partner with Project
Sentinel to perform fair
housing training for
landlords and tenants
Promote equal
housing
opportunity
Policy H5.4.1:

Policy H5.4.2:

Policy H5.4.3:

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1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Number Policy Lead
Dept./Division Funding Source(s) Program Measure(s) Implementation Action(s) Target Timeline 20312023 2024 2025 2026 2027 2028 2029 2030
Initially, create ongoing condition of approval to ensure both BMR and all-affordable developments contain this information. Explore options for recording against the property and/or including in the affordable housing agreement. 1 1 1 1
In conjunction with Policies 5.3.1, and 5.3.2, when improvements are planned to be made to disadvantaged communities, conduct a review of existing housing units that may be impacted by such improvements. Consistent with H2.6, ensure units that may be lost are replaced.
1 1 1 1 1 1 1 1
Tasks by quarter 16 16 9 10 27 28 23 22 27 28 21 21 23 24 19 18 15 15 10 11 15 15 8 8 9 9 3 4 11 11 6 6 11 11 6 7 Ensure that future
improvements in
disadvantaged
communities will not
produce a net loss of
affordable housing or the
displacement of residents
Promote equal
housing
opportunity
City of San Mateo Ensure that lower-income and protected class households are not displaced
because of community improvements and
seek to increase the amount of affordable
housing in disadvantaged communities.

Promote equal
housing
opportunity
To be completed as part of
the larger General Plan
Update, with the expected
date of completion by
2027. The development of
a no-net loss of affordable
housing policy will be
completed by 2027.

Create ongoing conditions
of approval by fall 2024;
conduct best practices
review on options to record
reasonable
accommodation language
by January 2025, and
implement a program by
January 2026
Policy H5.4.5:

All multi-family residential
developments contain
signage in both English and
Spanish to explain the right
to request reasonable
accommodations for
persons with disabilities.

City of San Mateo Increase awareness of fair housing laws and tenants' rights to reduce unlawful
discrimination and displacement. Make
this information available and clearly
transparent on the city's website and fund
landlord training and outreach on
reasonable accommodations.

Policy H5.4.4:

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General Plan and Housing Element
Implementation Plans Study Session
June 3, 2024
Zachary Dahl, Community Development Director

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2 StriveSanMateo.org
City Council Question
Based on the General Plan and Housing
Element implementation plans and their current
priorities, does the Council have any questions
on the list of implementation actions or direction
on changes to the prioritizations in either plan?

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3 StriveSanMateo.org
Background
» Strive San Mateo General
Plan 2040
• Adopted by the City Council on
March 18, 2024
» 2023-2031 Housing Element
• Adopted by the City Council on May
20, 2024

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4 StriveSanMateo.org
General Plan Implementation Plan
» Goal - Description of a general desired result that the City seeks to create through the implementation of its General Plan.
» Policy - Specific statement that regulates activities in the City, guides decision making and directs ongoing efforts as the City works to achieve a goal. General Plan policies establish standards that will be used by City staff, Planning Commission, and City Council when prioritizing initiatives and expenditures, reviewing and approving new development and in relation City decision making. » Action - Measure, procedure or technique intended to help reach a specified goal or implement a policy. The actions in the General Plan will serve as a to-do list for City staff and officials to implement the goals and policies of the General Plan.

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5 StriveSanMateo.org
General Plan Implementation Plan
The Implementation Plan presents each action that the City plans to undertake to help achieve the goals and policies in the General Plan. Components include:
» Lead Department: City Dept. with primary responsibility for tracking and completing the action » Priority: Estimated timing to undertake each action
• Routine (R) Part of regular assigned workload for the lead dept. • Reoccurring (RO) Part of a dept’s regular workload with reoccurring/annual activities • In-Progress (IP) Already funded and/or prioritized and is underway by the lead dept. • Short-term (S) Planned for implementation within next five years • Medium-term (M) Anticipated for implementation within next ten years • Long-term (L) Anticipated for implementation ten years or longer » Resource Needs: Estimated cost (staff and monetary resources) required to implement each action • $ Up to $100,000
• $$ $100,001 - $500,000
• $$$ $500,001 - $2,000,000
• $$$$ $2,000,001 - $10,000,000
• $$$$$ $10,000,000+

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6 StriveSanMateo.org
General Plan 2040
» Seven Elements
• Land Use; Circulation; Community Design and Historic Resources; Conservation, Open Space and Recreation; Public Services and Facilities; Safety; and Noise
• 20-year implementation horizon
• Housing Element administered separately (eight-year cycle) » Goals, Policies and Actions
• 56 goals
• 363 policies
• 240 actions

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7 StriveSanMateo.org
General Plan Implementation
-
2024
Projects Related to General Plan Actions In-Progress
Not a comprehensive list of all City initiatives in-progress or routine dept. activities » Complete Streets North Central Plan (Actions LU 8.8 and LU 8.10) » Citywide Complete Streets Plan (Action C 1.11)
» Local Roadway Safety Plan Adopted; supports a Vision Zero Plan (Action C 1.12) » Implementation of Objective Design Standards (Action CD 7.7) » Establishment of Dedicated Stormwater Management Funding Source (Action PSF 3.20) » Progress Tracking Map for Capital Improvement Projects (Action PSF 5.15) » Climate Change Adaptation Plan (Action S 3.7)
• Starting later this year; grant application is under review » Citywide TDM Ordinance (Action C 2.2)
» Installation of Pedestrian Mall (B St) Improvements (Action C 3.9) • Preparation underway, with an accepted bid

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8 StriveSanMateo.org
General Plan Implementation
-
2025
Higher profile initiatives anticipated to start in 2025 » Comprehensive Zoning Code and Zoning Map Update (Action LU 15.4) • Reevaluate permitted uses in commercial zones (Action LU 3.18) • Allow for urban agriculture (Action LU 8.16)
• Update parking requirements and mechanical lift standards (Actions C 7.7 and C 7.13) » Develop Comprehensive Communications Strategy (Action LU 9.7) • This effort will also address many other outreach and communications related actions » Update Traffic Calming Policy and Roadway Classifications (Actions C 6.9 and C 6.13)
» In 2026, begin Update of the Downtown Area Plan (Action LU 4.4) • Updating of other adopted plans to be consistent with General Plan will also need to start

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9 StriveSanMateo.org
City Council Priorities
–
FY 2024/25
Six of Nine City Council Priorities Align with General Plan Actions:
» Decarbonize existing buildings and infrastructure and eliminate methane gas use by 2030 • Action LU 10.8 – Building Decarbonization
» Comprehensive Citywide Community Outreach and Engagement Program • Action LU 9.7 – Communications Strategy
» Capital Infrastructure Plan or Process for Reinvesting in City Infrastructure • Action C 1.17 – Data-Driven Approach to Project Design and Prioritization • Action PSF 3.15 – City Infrastructure Studies and Master Plans • Action S 2.7 – Seismic Stability
» Increase Support for Business Centers and Mixed-Use Areas to Increase Economic Vitality • Action LU 11.10 – Small Business Support
• Action LU 11.11 – Commercial Displacement
» Improve the Stormwater System, Including Dredging Marina Lagoon • Action PSF 3.18 – Stormwater Management Funding
» Annual Transportation Progress Review and Project Updates with Key Metrics Data • Action C 1.21 – Performance and Monitoring

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Housing Element Implementation Plan
» Total of 5 goals, 53 policies, and 127 implementation actions » Goal 1 – Production
• 20 policies, 52 implementation actions
» Goal 2 – Preservation
• 6 policies, 16 implementation actions
» Goal 3 – Protection
• 7 policies, 17 implementation actions
» Goal 4 – Promotion
• 5 policies, 12 implementation actions
» Goal 5 – Affirmatively Furthering Fair Housing
• 15 policies, 30 implementation actions

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Housing Element
-
Routine/Ongoing Actions
» 24 Routine/Ongoing Implementation Actions
• Requires work annually to maintain compliance
» Routine/Ongoing Action Work Plan includes:
• HE Annual Progress Report (APR) to HCD (April 1st each year) • Maintain and update handouts, website and other resources for development review, ADUs, housing information, BMR unit availability, etc.
• Ongoing coordination with regional partners and jurisdictions to support various housing efforts, including homelessness, monitoring rental rates, evictions and displacement, and equitable and affirmative outreach practices.
• Support and maintain participation in Countywide BMR Waitlist Portal, and explore ways to improve access and streamline application process.
• Outreach and engagement with housing opportunity site property owners. • Update and maintain internal processes for administering BMR units and agreements

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Housing Element
-
2023 Actions
» Focus on updating Housing Element to meet HCD requirements » 20 Implementation Actions to start/complete in 2023
» Completed 16 of 20 Actions, including:
• Adoption of Objective Design Standards
• Increasing Housing Projects Administrative Approval Threshold to 25 units • Council direction to explore increasing threshold further • Allocated PLHA funds to support a 100% affordable transitional housing project • Facilitated discussion on Measure Y as part of General Plan update process • Actions related to coordination with water and sewer providers to establish policies to prioritize housing projects to be completed in 2024

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13 StriveSanMateo.org
Housing Element
–
2024 Actions
» Housing Element adopted on May 20, 2024
» 34 Implementation Actions to start/complete in 2024
• Also need to complete hold-over actions from 2023
» Implementation Action work includes:
• Adoption of By-Right Housing Overlay Ordinance
• Evaluation of setting minimum densities in Mixed-Use Projects and increasing production of family-sized BMR units
• Outreach and education on the ballot measure to amend Measure Y and placement of the Measure on the November ballot
• Code amendments to allow housing as a permitted use in commercial/office districts • Progress on Bespoke Public-Private Partnership with 71 affordable units • Evaluation of increasing tenant protections under AB 1482 and updating the City’s Tenant Relocation Ordinance
• Implementation of multiple AFFH related programs

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14 StriveSanMateo.org
Housing Element
-
2025 Actions
» 32 Implementation Actions to start/complete in 2025
• Also need to complete in-progress actions from 2024
» Implementation Action work includes:
• Zoning map amendments to implement General Plan 2040
• Update the City’s Density Bonus and Community Benefits Program • Update the City’s Inclusionary Ordinance
• Continued work to streamline and reduce barriers for housing production • Evaluation of policies to support and expand homeless shelters in the City • Continued implementation of multiple AFFH related programs.

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15 StriveSanMateo.org
City Council Question
Based on the General Plan and Housing
Element implementation plans and their current
priorities, does the Council have any questions
on the list of implementation actions or direction
on changes to the prioritizations in either plan?

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General Plan and Housing Element
Implementation Plans Study Session
June 3, 2024
Zachary Dahl, Community Development Director

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