San Mateo City Council
June 3, 2024

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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:

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

•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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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
$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
1 COS 7.8
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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
3 8
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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$
S 1.20 Community Centers and Recreation Spaces. Create
an inventory of existing community center facilities
S 1.1
PSF 5-14
Parks and
Recreation Public Works S $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
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 $$
S 1.25
Emergency Infrastructure and Equipment. Establish
systems to ensure that traffic lights at major
intersections, communications and radio
infrastructure, and other critical infrastructure
continues to function in the event of a localized
S 1.9
S 1.15 Public Works Police, SMC Fire S $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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 $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

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.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T I M P L E M E N T A T I O N P L A N

1 0
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 $$$$
N 2.10
Railroad Noise Barriers. Work with the Peninsula
Corridor Joint Powers Board to promote and
encourage adequate noise mitigations and barriers to N 2.5 Public Works City Manager,
Peninsula Corridor
Joint Powers Board,
Caltrain
R $$$

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T

be incorporated into any rail service expansion or
track realignment.

C I T Y O F S A N M A T E O
2 0 4 0 G E N E R A L P L A N

D R A F T L A N D U S E E L E M E N T
Page LU-49