Agenda packet, regular meeting — San Mateo City Council, June 17, 2024 (part 2 of 3)

SECTION 3. Zoning Map. The Zoning Map of the City of San Mateo is hereby amended to rezone the property generally known as 200 S. Fremont St. (APN 033-163-160) from R4-D to R4-D/H as depicted in Exhibit A, attached hereto and incorporated by reference. The Zoning Map shall be amended to reflect this amendment.

SECTION 4. Severability. In the event any section, clause or provision of this ordinance shall be determined invalid or unconstitutional, such section, clause or provision shall be deemed severable and all other sections or portions hereof shall remain in full force and effect.

SECTION 5. Publication.

This ordinance shall be published in summary in a newspaper of general circulation, posted in the City Clerk's Office, and posted on the City's website, all in accord with Section

2.15 of the City Charter.

SECTION 6. Legislative History And Effective Date. This ordinance was introduced on Clerk to complete., and adopted on Clerk to complete., and shall be effective 30 days after its adoption.

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S Fremont St
OS

CBD CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
CBD/S
R4-D
R4-D
R4-D
R4-D
R5-D
R5-D
R5-D
R2
R2
R2
R2
R2
R2
TC
R3
R3
R3
R3
R3
R3
R3
R3
S Grant St
2nd Ave
1st Ave
®
City of San Mateo
H-Overlay

PREPARED BY

PLANNING DIVISION
0 120 240
US Feet
Source: ESRI, 2024; City of San Mateo, 2024.

Legend
H Overlay
Zoning
CBD - Centeral Business
CBD/S - CBD - Centeral
Business Support
OS - Open Space
R2 - Two Family
Dwellings
R3 - Mutli-Family
Dwellings (Med.

Density)
R4 - Mutli-Family
Dwellings (High
Density)
R5 - Mutli-Family
Dwellings (High
Density)
TC - Transportation
Corridor
R4-D to R4-D/H
Exhibit A

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By-Right Housing Eligible Parcels
Map Id Site Address/Intersection
Assessor
Parcel
Number
Identified in Last/Last Two
Planning Cycle(s)
Parcel Size
(Acres)
Zoning
Designation
(Current)
General Plan
2040
(Current)
GP 2040
Density
(units/acre)
Max Density
Allowed (Per
Measure Y)
(units/acre)
By-Right
Potential Units
(30 units/acre)
By-Right Potential
Affordable Units
(20% Lower Income)
1 4 W Santa Inez Ave 032-075-010
Used in Prior Housing
Element - Non-Vacant 0.13 R4
Residential
Medium II 51-99 50 3 1
2 1 Engle Rd 032-075-100
Used in Prior Housing
Element - Non-Vacant 0.12 R4
Residential
Medium II 51-99 50 3 1
3 121 N San Mateo Dr 032-292-070
Used in Prior Housing
Element - Non-Vacant 0.18 E2-1.5
Residential
High 100-130 50 5 2
4 117 N San Mateo Dr 032-292-080
Used in Prior Housing
Element - Non-Vacant 0.4 E2-1.5
Residential
High 100-130 50 12 3
5 5 N San Mateo Dr 032-312-250
Used in Prior Housing
Element - Non-Vacant 0.3 E2-0.5/R5
Mixed-Use
High 100-130 50 9 2
6 402 Tilton Ave 032-331-010
Used in Prior Housing
Element - Non-Vacant 0.13 R3
Residential
Low II 20-35 35 3 1
7 406 Tilton Ave 032-331-020
Used in Prior Housing
Element - Non-Vacant 0.13 R3
Residential
Low II 20-35 35 3 1
8 20 N Railroad 032-331-150
Used in Prior Housing
Element - Non-Vacant 0.51 R3
Residential
Low II 20-35 35 15 4
9 200 S Fremont St 033-163-160
Used in Two Consecutive
Prior Housing Elements -
Vacant 0.35 R4/D
Residential
Medium II 51-99 50 10 3
10 131 N Kingston 033-171-060
Used in Prior Housing
Element - Non-Vacant 0.13 R4
Residential
Medium I 36-50 50 3 1
11 1218 Monte Diablo 033-171-180
Used in Prior Housing
Element - Non-Vacant 0.88 R4
Residential
Medium I 36-50 50 26 6
12 E 5th Ave/San Mateo Dr 034-144-240
Used in Two Consecutive
Prior Housing Elements -
Vacant 1.2 CBD/R
Mixed-Use
High 100-130 50 36 8
13 480 E 4th Ave 034-183-060
Used in Two Consecutive
Prior Housing Elements -
Vacant 1.16 CBD/S
Residential
High 100-130 50 34 7
14 1620 S Delaware St 035-200-070
Used in Prior Housing
Element - Non-Vacant 0.3 TOD
Mixed-Use
High 100-130 50 9 2
15 1731 Leslie St 035-215-060
Used in Prior Housing
Element - Non-Vacant 0.3 TOD
Mixed-Use
Medium II 51-99 50 9 2
16 1741 Leslie St 035-221-010
Used in Prior Housing
Element - Non-Vacant 0.16 TOD
Mixed-Use
Medium II 51-99 50 4 1
17 1753 Leslie St 035-221-020
Used in Prior Housing
Element - Non-Vacant 0.14 TOD
Mixed-Use
Medium II 51-99 50 4 1
18 678 Concar Dr 035-242-090
Used in Prior Housing
Element - Non-Vacant 0.24 TOD
Mixed-Use
Medium II 51-99 50 7 2

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By-Right Housing Eligible Parcels
Map Id Site Address/Intersection
Assessor
Parcel
Number
Identified in Last/Last Two
Planning Cycle(s)
Parcel Size
(Acres)
Zoning
Designation
(Current)
General Plan
2040
(Current)
GP 2040
Density
(units/acre)
Max Density
Allowed (Per
Measure Y)
(units/acre)
By-Right
Potential Units
(30 units/acre)
By-Right Potential
Affordable Units
(20% Lower Income)
19 666 Concar Dr 035-242-140
Used in Prior Housing
Element - Non-Vacant 5.4 TOD
Mixed-Use
Medium II 51-99 50 162 33
20 1855 S Delaware St 035-242-160
Used in Prior Housing
Element - Non-Vacant 0.39 TOD
Mixed-Use
Medium II 51-99 50 11 3
21 1880 S Grant St 035-242-170
Used in Prior Housing
Element - Non-Vacant 5.06 TOD
Mixed-Use
Medium II 51-99 50 151 31
22 690 Concar Dr 035-242-190
Used in Prior Housing
Element - Non-Vacant 0.41 TOD
Mixed-Use
Medium II 51-99 50 12 3
23 1820 S Grant St 035-242-200
Used in Prior Housing
Element - Non-Vacant 0.41 TOD
Mixed-Use
Medium II 51-99 50 12 3
24 640 Concar Dr 035-242-210
Used in Prior Housing
Element - Non-Vacant 2.07 TOD
Mixed-Use
Medium II 51-99 50 62 13
25 Concar Dr/S Delaware St 035-242-220
Used in Prior Housing
Element - Non-Vacant 0.52 TOD
Mixed-Use
Medium II 51-99 50 15 3
26 229 W 20th Ave 039-052-350
Used in Prior Housing
Element - Non-Vacant 5.37 R3
Residential
Medium II 51-99 50 161 33
27 205 W 20th Ave 039-060-010
Used in Prior Housing
Element - Non-Vacant 0.25 E1-1/R4
Mixed-Use
Medium I 15-50 50 7 2
28 2050 Pioneer Ct 039-060-060
Used in Prior Housing
Element - Non-Vacant 0.19 E1-1/R4
Mixed-Use
Medium I 15-50 50 5 1
29 2070 Pioneer Ct 039-060-070
Used in Prior Housing
Element - Non-Vacant 0.3 E1-1/R4
Mixed-Use
Medium I 15-50 50 9 2
30 2055 Pioneer Ct 039-060-090
Used in Prior Housing
Element - Non-Vacant 0.19 E1-1/R4
Mixed-Use
Medium I 15-50 50 5 1
31 2745 S El Camino Real 039-351-070
Used in Prior Housing
Element - Non-Vacant 0.82 TOD
Mixed-Use
High 100-130 50 24 5
32 2825 S El Camino Real 039-351-110
Used in Prior Housing
Element - Non-Vacant 0.76 TOD
Mixed-Use
High 100-130 50 22 5
33 2833 S El Camino Real 039-351-120
Used in Prior Housing
Element - Non-Vacant 0.39 TOD
Mixed-Use
High 100-130 50 11 3
34 2837 S El Camino Real 039-351-130
Used in Prior Housing
Element - Non-Vacant 0.35 TOD
Mixed-Use
High 100-130 50 10 2
35 2841 S El Camino Real 039-351-999
Used in Prior Housing
Element - Non-Vacant 0.33 TOD
Mixed-Use
High 100-130 50 9 2
36 3111 S El Camino Real 039-360-070
Used in Prior Housing
Element - Non-Vacant 0.28 TOD
Mixed-Use
High 100-130 50 8 2
37 3101 S El Camino Real 039-360-160
Used in Prior Housing
Element - Non-Vacant 1.13 TOD
Mixed-Use
High 100-130 50 33 7

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HILLSBOROUGH

FOSTER CITY
101
82 92
Sunnybrae Blvd
E 28th Ave
Yale Dr
Murphy Dr
42nd Ave
La Selva St
W 3rd Ave
W 20th Ave
E 39th Ave
Palm
Ave
9th
Ave
Pacific Blvd
S Norfolk St
37th Ave
S B St
Glendora Dr
W 5th Ave
Baldwin Ave
W Poplar Ave
S Grant St
Roberta Dr
Newbridge Ave
Kehoe Ave
Shoreview Ave
16th
Ave
Borel Ave
Barneson
Ave
1st
Ave
Laurie Meadows Dr
Maple St
2nd
Ave
Edison St
Monte
Diablo
Ave
Tilton
Ave
Hacienda St
N B St
Los Prados
28th
Ave
W 25th Ave
Franklin Pkwy
Yates Way
31st Ave
N Amphlett
Blvd
Aragon Blvd
Parrott Dr
Bo vet Rd
Campus Dr
0 ½¼
Miles
40 39
38 37 36
3532
31 3029
282726
2518
17 1615
14 13
12 11
10 98
76 54
321
City of San Mateo
H-Overlay
Prepared by
Planning Division
Legend
City Limits
City Limits
Caltrain
Caltrain
Two Planning Cycle(s)
Used in Prior Housing
Element - Non-Vacant
Prior Housing Elements -
Vacant
Used in Two Consecu�ve

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Building Division (650) 522-7172 · Code Enforcement Division (650) 522-7150 Housing Division (650) 522-7220 · Planning Division (650) 522-7212 · General (650) 522-7200 1 0
2 2
9 1
0 2
2 9
1 0
2 2
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3 6
3 California Environmental Quality Act (CEQA) Exemption Evaluation Project Name: Housing Opportunities Overlay District Ordinance Amendments Project Location: 40 Parcels Citywide
Lead Agency: City of San Mateo – Community Development Department Date: May 22, 2024
Purpose
The purpose of this document is to evaluate the required findings under California Environmental Quality Act (CEQA) Guidelines Section 15183 (Projects Consistent with a Community Plan or Zoning) for purposes of assessing environmental impacts associated with proposed zoning ordinance and map amendments in order to establish a Housing Opportunities Overlay District, consistent with State law and City’s 2023-2031 Housing Element Policy 1.10. Pursuant to CEQA Statute and Guidelines Section 15183, projects which are consistent with the development density established by existing zoning, community plan, or general plan policies for which an Environmental Impact Report (EIR) was certified shall not require additional environmental review, except as might be necessary to examine whether there are project-specific significant effects which are peculiar to the project or its site. This streamlines the review of such projects and reduces the need to prepare repetitive environmental studies.

Background
San Mateo General Plan 2040 EIR
As part of the City’s comprehensive general plan update process, an EIR was prepared in compliance with the CEQA Statute and Guidelines (California Code of Regulations §15000 et. seq.) and the regulations and policies of the City for the San Mateo General Plan 2040. On March 18, 2024, the City Council certified the Final EIR for the San Mateo General Plan 2040 and adopted the General Plan 2040. One of the primary purposes of General Plan 2040 is to plan for the growth and conservation of the City of San Mateo over a 20-year horizon. General Plan 2040 identified the location and allowed density and intensity of San Mateo’s land uses including housing and identified sufficient residential land to meet the current and future housing needs for people at all income levels. The General Plan 2040 EIR included buildout projections that included growth associated with current development projects in the planning entitlement pipeline and development of sites in the City’s Housing Element 2023-2031 Housing Sites Inventory. According to the buildout projections, the General Plan EIR accounted for a total of 21,410 housing units.

CEQA provides that decision-makers should not approve a project as proposed if there are feasible alternatives or feasible mitigation measures that would substantially lessen the significant impacts of COMMUNITY DEVELOPMENT DEPARTMENT 330 West 20 th Avenue San Mateo, CA 94403
www.cityofsanmateo.org

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Building Division (650) 522-7172 · Code Enforcement Division (650) 522-7150 Housing Division (650) 522-7220 · Planning Division (650) 522-7212 · General (650) 522-7200 1 0
2 2
9 1
0 2
2 9
1 0
2 2
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3 the project (Public Resources Code §21002). In certifying the General Plan EIR the City adopted a statement of overriding considerations, for certain significant and unavoidable impacts. Impacts related to Air Quality, Noise, and Wildfire Risks were identified as significant and unavoidable in the Final EIR and no feasible mitigation or project alternative were identified or available to reduce these impacts at a programmatic level to a level of less than significance:

Proposed Project
The proposed project includes zoning ordinance and map amendments in order to establish a Housing Opportunities Overlay District, consistent with State law and City’s 2023-2031 Housing Element Policy 1.10. Policy H 1.10, commits the City to establishing a by-right housing designation (i.e., nondiscretionary review and approval) for prior housing opportunity sites identified in a prior housing element, pursuant to Government Code 65583.2(c). Specifically, the implementation action within this policy requires the City to amend the Zoning Code and establish a by-right zoning designation for housing development project in which at least 20 percent of the units proposed are affordable to lower income households on these reused sites and zoning for these sites must allow at least 30 units per acre to meet default density requirements for lower-income households comply with the State law.

To implement the Housing Element Policy and compliance with Government Code 65583.2(c), the City is proposing to create a new chapter to amend Title 27, Zoning, of the San Mateo Municipal Code to establish the Housing Opportunities Overlay District (H) and to amend the Zoning Map of the City of San Mateo to reclassify 40 parcels that were previously identified as housing opportunity sites, with the “H” designation to allow by-right housing development. In addition to the zoning designation requiring the housing development provide for a minimum of 20 percent of the units for lower income households and allowing a density of at least 30 dwelling units per acre, Government Code 65583.2(i) specifies that the local government cannot apply any discretion in their review and the review would not constitute a “project” for purposes of the California Environmental Quality Act (Division 13 (commencing with Section 21000)) of the Public Resources Code.

Summary of CEQA Findings
To be eligible for exemption under CEQA Guideline Section 15183, a proposed project must be consistent with the development density established by existing zoning, community plan, or general plan policies for which an EIR was certified. The proposed zoning code and map amendments, to create the Housing Opportunity Overlay District (H), is consistent with the density established by the San Mateo General Plan 2040 and the related certified EIR because it will allow at least 30 dwelling units per acre which is lower than the maximum density allowed per the General Plan land use designation (see Attachment 2 of the agenda report).

Section 15183 also requires that a city in approving a project meeting the requirements of this section of the CEQA Guidelines can limit its examination of environmental effects to the following items:

1. Are peculiar to the project or the parcel on which the project would be located.

Findings: The San Mateo General Plan 2040 identified the location and allowed density and intensity of San Mateo’s land uses including housing and identified sufficient residential land to meet the current and future housing needs for people at all income levels. The General Plan EIR included

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Building Division (650) 522-7172 · Code Enforcement Division (650) 522-7150 Housing Division (650) 522-7220 · Planning Division (650) 522-7212 · General (650) 522-7200 1 0
2 2
9 1
0 2
2 9
1 0
2 2
9 8
3 6
3 buildout projections of 21,410 housing units that included growth associated with current development projects in the planning entitlement pipeline and development of sites in the City’s 2023-2031 Housing Sites Inventory.

The zoning amendment to create the Housing Opportunity Overlay District that implements the by- right housing designations does not create any peculiar environmental effects because the land use designations adopted in the General Plan already account for residential uses and the minimum allowed density required in the proposed housing opportunities overlay district (30 dwelling units per acre) is lower than the maximum density allowed per the General Plan land use designation for individual parcels where the overlay district is being established (see attached table).

The parcels that the overlay district will be applied to were individually analyzed for specific environmental constraints when they were added to the City’s sites inventory and no unusual circumstances were identified that would preclude their addition on the sites inventory. None of the 40 sites are located within the wildfire hazard areas of the City.

In addition, pursuant to Government Code Section 65583.2(i), by-right housing development projects within the adopted Housing Opportunity Overlay District shall not constitute a “project” for purposes of the California Environmental Quality Act (Division 13 (commencing with Section 21000) of the Public Resources Code. Therefore, no further environmental review will be required. However, the proposed housing opportunities overlay district does allow the City to apply standard conditions of approval which the City will use to address specific potential environmental impacts such as air quality and noise impacts as identified in the General Plan EIR.

2. Were not analyzed as significant effects in a prior EIR on the zoning action, general plan, or community plan, with which the project is consistent.

Findings: General Plan 2040 identified the location and allowed density and intensity of San Mateo’s land uses including housing and identified sufficient residential land to meet the current and future housing needs for people at all income levels. The General Plan EIR included buildout projections of 21,410 housing units that included growth associated with current development projects in the planning entitlement pipeline and development of sites in the City’s 2023-2031 Housing Sites Inventory.

The zoning amendment to create the Housing Opportunity Overlay District that implements the by- right housing designations does not create any changes to the uses or residential densities already allowed in the land use designations adopted in the General Plan. The proposed zoning amendment does not create any specific impacts not previously reviewed by the General Plan 2040 EIR.

While the parcels that the overlay district will be applied to have not been individually analyzed for specific environmental impacts, pursuant to Government Code Section 65583.2(i), by-right housing development projects within the adopted Housing Opportunity Overlay District shall not constitute a “project” for purposes of the California Environmental Quality Act (Division 13 (commencing with Section 21000) of the Public Resources Code. Therefore, no further environmental review will be required.

3. Are potentially significant off-site impacts and cumulative impacts which were not discussed in the prior EIR prepared for the general plan, community plan or zoning action.

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The zoning amendment to create the Housing Opportunity Overlay District that implements the by- right housing designations does not create any new significant off-site impacts or cumulative impacts which were not discussed in the General Plan EIR. General Plan 2040 identified the location and allowed density and intensity of San Mateo’s land uses including housing and identified sufficient residential land to meet the current and future housing needs for people at all income levels. The General Plan EIR included buildout projections of 21,410 housing units that included growth associated with current development projects in the planning entitlement pipeline and development of sites in the City’s 2023-2031 Housing Sites Inventory. The density and intensity of the land uses associated with the Housing Opportunity Overlay District is consistent with the General Plan land use designations, therefore, already considered in cumulative impacts.

4. Are previously identified significant effects which, as a result of substantial new information which was not known at the time the EIR was certified, are determined to have a more severe adverse impact than discussed in the prior EIR.

Findings: The certified General Plan 2040 Final EIR found significant effects including impacts related to air quality, noise, and wildland fire impacts (see Background section above for details). The Final EIR was certified by the City Council on March 18, 2024. There is no new substantial information which was not known at the time the EIR was certified that would create a more severe adverse impact than was discussed in the EIR.

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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 25 Section Name: PUBLIC HEARING Account Number: 10-3111 File ID: 24-8683 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: June 17, 2024
SUBJECT:
1528 S. El Camino Real - Zoning Map Amendment and Modifications to an Existing Mixed-Use Building (PA-2023-057) RECOMMENDATION:

Introduce an Ordinance to approve a Zoning Map Amendment to rezone a portion of the site at 1528 El Camino Real from R3 to C2-1/R4; and adopt a Resolution to approve the Site Plan and Architectural Review (SPAR) for interior changes and modifications to the conditions of approval for an existing mixed-use building to replace ten (10) live-work units with ten (10) residential units; and determine the project is exempt from the California Environmental Quality Act pursuant to Section 15183, based on the Findings for Approval and subject to the Conditions of Approval.

BACKGROUND:

In 1998, the City Council approved a new four-story, 60,790 square-foot, mixed-use building with commercial and office uses, and ten (10) live-work units, at 1528 S. El Camino Real. The project included a parcel map to merge three parcels separately zoned as R-3 and C2-1/R4, which resulted in a parcel with split zoning. Condition No. 69 imposed restrictions on the live-work units that the live-work units “shall be considered a residential occupancy” and the residential portion shall be no less than 540 square feet or 25% of the unit floor area, whichever is larger. In addition, the project received height and intensity bonuses to exceed the maximum allowable height and floor area ratio (FAR) of the base zoning district, given the mixed-use project included a residential component and provided amenities beyond the city requirements.

The property owner reported that since the building has been occupied, these live-work units have been challenging to occupy for their intended use. In 2020, a code enforcement case documented that these live-work units did not include a residential component and were instead used solely as office spaces. To correct these on-site violations, the Applicant seeks to modify the building to convert the 10 live-work units to 10 residential units. No expansion is proposed. The zoning map amendment allows for reconfiguration of the building’s interior space.

The site is currently split-zoned, with the front portion along El Camino Real zoned C2-1/R4 (Regional/Community Commercial with Residential Overlay District - Mixed Use), and the rear portion along Jasmine Street zoned R3 (Multiple Family Dwellings-Medium Density). The existing building straddles both zoning designations; the use is office uses on the ground floor within the R3 zone. The zoning map amendment would redesignate the rear of the lot from R3 to C2-1/R4 to create one zoning designation for the whole site and allow for the entire mixed-use building to contain commercial, office, and residential uses.

The Planning Commission reviewed the project application and unanimously recommended that the City Council approve the zoning map amendment and Site Plan and Architectural review (SPAR). The Draft Ordinance for the zoning map amendment is included in Attachment 1 and the Draft Resolution for the SPAR is included in Attachment 2.

Project Description

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CITY OF SAN MATEO
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The proposed project includes a zoning map amendment, interior improvements to establish ten (10) new residential units within the building, and modifications to the conditions of approval to remove the live-work requirements. The building, as originally approved, included ten (10) one-bedroom live-work units for a total of approximately 26,609 square feet, of which 5,400 square feet was required to be for the residential portion of each unit. The proposed modification would create ten residential units (four studios, five one-bedrooms, and one two-bedroom apartments) ranging in size from 667 to 1,152 square feet, totaling approximately 9,250 square feet within the existing building. The proposed project plans are included as Attachment 3 and the original plans approved in 1997 are included as Attachment 4.

The project site is located on an irregularly shaped parcel totaling 42,003 square feet (0.96 acres). The site has two street frontages and is bounded by S. El Camino Real to the east, Jasmine Street to the west, commercial and residential buildings to the north, and commercial buildings to the south. The site is designated Mixed-Use Medium II in the City’s General Plan 2040 Land Use Plan.

The existing four-story mixed-use building currently consists of professional and medical offices, a dance studio, a yoga studio, a massage facility, and a below-grade garage and surface parking with 112 parking spaces in total. The site is approximately one-half mile from the Hayward Park Caltrain Station. A location map showing the project site, its vicinity, and adjacent zoning designations is included as Attachment 5.

APPLICABLE CODE AND POLICY REVIEW:

General Plan and Zoning Map Amendment
The General Plan 2040 Land Use Map (Attachment 6) designates the project site as Mixed-Use Medium II. The Mixed-Use Medium II land use designation was established to provide for medium-density mixed-use buildings that provide a variety of commercial, office, and/or residential uses within the same site or building.

The current R3 zoning at the rear of the property does not allow for standard office or commercial zoning, and therefore is not consistent with the General Plan 2040 land use designation. However, the requested C2-1/R4 zone would allow for the proposed project, as the C2-1 zone supports a broad range of office, retail, and commercial uses and the Residential Mixed-Use Overlay District allows residential uses as part of a mixed-use development. Therefore, the proposed amendment would align the existing development with a zoning designation that is compatible with the General Plan 2040 land use designation of Mixed-Use Medium II. In addition, the proposed rezoning will eliminate the split-zoning and result in a single zone of C2-1/R4 throughout the entire lot.

There is no net loss in residential capacity with this zoning map amendment and the rezoning is consistent with State law (Housing Crisis Act, Government Code Section 66300(b)(1)(A)).The proposed zoning map amendment also does not involve a decrease in the allowable building height, maximum allowable density, or FAR; nor would it increase requirements for lot size, setbacks, or other development requirements or standards that would lessen the intensity of housing.

Interior Improvements
The proposed project consists of interior modifications to the existing four-story building as detailed in the table below.

The building’s total square footage and parking spaces would remain the same.

Floors Floor Area Allowed Uses per PA-1997-033 Proposed Uses 1 17,529 sq.ft. •R3 zone: residential recreation area
•C2-1/R4 zone: commercial
Office only
2 18,390 sq.ft.
•R3 zone: Live-work Units #1, 2, 3, 4
(downstairs)
•C2-1/R4 zone: commercial
Four residential units (one studio, two one-bedroom,
and one two-bedrooms), offices, and health studios
3 16,528 sq.ft.
•R3 zone: Live-work Units #1, 2, 3, 4 (upstairs)
•C2-1/R4 zone: Live-work Units #6, 7, 8
(downstairs) and #5,9
Six residential units (three studios and three one-
bedrooms) and office uses
4 7,509 sq.ft. •R3 zone: Roof deck Office only

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CITY OF SAN MATEO
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•C2-1/R4 zone: Live-Work Units #6, 7, 8
(upstairs), and Live-Work Unit #10
The project will maintain its existing off-street parking layout with 112 unassigned parking spaces, of which 84 are in the subterranean garage and 28 are in the surface parking lot. This project is located within one-half mile of the Hayward Park Caltrain Station and therefore is not required to provide off-street parking spaces for residential or commercial uses, pursuant to Assembly Bill (AB) 2097. A full list of the required and proposed changes to the building are listed in the project data sheet (Attachment 7).

Modification to Conditions of Approval
With the proposed interior modifications to remove the live-work units and replace them with independent residential units, two Conditions of Approval from the 1997 Council approval need to be updated to align with this change. To remove the live-work requirement and ensure that residential uses are maintained as part of the project to account for the allowed FAR and height increases that were approved with the original application, the Condition #69 would be updated as follows:

69. RESIDENTIAL UN–TS - The building shall maintain a minimum of ten (10) residential units for the life of the project, unless modified by a City-approved entitlement, in order to remain consistent with the requirements of PA97-033, through which height and intensity bonuses were provided in exchange for a residential component and specified amenities. The residential units shall be the same sizes or larger and provide the same or greater number of bedrooms as the approved plans submitted on December 15, 2023. (PLANNING) In addition, Condition #57 which sets restrictions related to the live-work units would be deleted. The proposed changes maintain the residential components of the approved mixed-use building and is consistent with the Senate Bill (SB) 330, as described above. Besides modification to the conditions for the live-work units, other departments and divisions also provided or updated corresponding conditions of approval based on current standards for the interior improvements. The conditions of approval from PA-1997-033, previously adopted by City Council on May 18, 1998, are superseded by those in PA-2023-033, and the full list of proposed effective conditions are included as Exhibit A under Attachment 2. With these updated conditions, the Site Plan and Architecture Review would be in compliance with all applicable requirements.

Details on the findings for approval are included in Attachment 2.

PUBLIC COMMENTS:

The applicant held a formal Neighborhood Informational Meeting on September 19, 2023. The applicant’s summary of the neighborhood meeting is included as Attachment 8. The Planning Commission heard the item on April 23, 2024. One member of the public expressed concerns about ingress and egress and inquired about the scope of work relating to the floor plan reconfiguration.

NEXT STEPS:

If the Council approves the project, the Zoning Map Amendment Ordinance will be brought back for adoption (second reading) at a subsequent meeting. The ordinance would be effective 30 days after adoption.

ENVIRONMENTAL DETERMINATION:

In accordance with California Environmental Quality Act (CEQA) Section 15183 (Projects Consistent with a Community Plan, General Plan, or Zoning), the zoning map amendment from R3 to C2-1/R4, the interior changes to the building and the modifications to the conditions of approval are exempt from further environmental review because the project is consistent with the development density established by the General Plan policies for which an Environmental Impact Report (EIR) was certified on March 18, 2024. In addition, the map amendment to C2-1/R4 is consistent with the current General Plan land use designation for the property; no additional floor area or exterior modification to the existing building are proposed; there are no project specific effects which are peculiar to the project or its site; there are no project specific impacts which the General Plan EIR failed to analyze as significant effects; there are no potentially significant off- site and cumulative impacts which the General Plan EIR failed to evaluate; and there is no substantial new information which results in more severe impacts than anticipated by the General Plan EIR. Furthermore, any future development of

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CITY OF SAN MATEO
4 8
7 9
the site would be subject to a project specific environmental assessment consistent with the CEQA statutes and guidelines in effect at that time.

NOTICE PROVIDED:

In accordance with Government Code section 65090, notice of this Public Hearing was published in the San Mateo Daily Journal newspaper more than ten days in advance of this City Council meeting. In accordance with Government Code section 65091 and the City’s Municipal Code noticing requirements in Section 27.08.050, this hearing was noticed to the following parties ten days in advance of the City Council meeting:

Property owners, residential tenants and business tenants within 1,000 feet of the project site; The City’s “900 List” which contains nearly 100 Homeowner Associations, Neighborhood Associations, local utilities, media, and other organizations interested in city-wide planning projects; The City’s Planning “Notify Me” email list; and,
The interested parties list, which includes interested individuals who contacted the City and requested to be added to the project notification list.

ATTACHMENTS
Attachment 1 – Draft Ordinance for Zoning Map Amendment Exhibit A – Zoning Map
Attachment 2 – Proposed Resolution for SPAR with Findings Exhibit A – Modified Conditions of Approval (Clean Copy) Attachment 3 – PA-2023-057 – Proposed Project Plans
Attachment 4 – PA-1997-033 – Approved Plans
Attachment 5 – Location and Zoning Maps
Attachment 6 – General Plan 2040 Land Use Map
Attachment 7 – Project Data Sheet
Attachment 8 – Neighborhood Meeting Summary

STAFF CONTACT
Elaine Ling, AICP, Principal Planner
[email protected]
(650) 522-7216

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CITY OF SAN MATEO

DRAFT ORDINANCE
Amending the Zoning Map of the City of San Mateo to Rezone the Western Portion of the Site at 1528 South El Camino Real from R3 (Multiple Family Dwellings – Medium Density) to C2-1/R4 (Regional/Community Commercial With Residential Overlay District – Mixed Use) Consistent with the General Plan 2040 Land Use Map Designation of Mixed-Use WHEREAS, on May 11, 1998, the City Council approved a Site Plan and Architectural Review (SPAR) for a mixed-use building with landscaping and a Parcel Map to merge parcels zoned as R3 and C2- 1/R4 (PA97-033) located at 1528 South El Camino Real (APN 034-413-290), resulting in a 41,979 square- foot, split-zoned lot facing El Camino Real at the front and Jasmine Street at the rear, and made findings to permit height and intensity bonuses for the mixed-use project (“Project”) with amenities beyond City requirements; and
WHEREAS, per the City’s General Plan 2030, the split-zoned property had a previous land use designation of “Medium Density Multi-Family" for the western 20,104 square-foot portion of the site along Jasmine Street zoned as “R3” (Multiple-Family Dwellings – Medium Density) and a land use designation of “Regional/Community Commercial/High Density Multi-Family" for the eastern 21,875 square-foot portion of the site zoned as “C2-1/R4” (Regional/Community Commercial with Residential Overlay District – Mixed Use); and
WHEREAS, State law (Govt. §65400) requires the City to implement the general plan so that it will serve as an effective guide for orderly growth and development; and WHEREAS, on March 18, 2024, the City Council adopted the City of San Mateo’s General Plan 2040, with an effective date of April 17, 2024, which included land use policies and land use designations for properties within the City; and
WHEREAS, land use designation of Mixed-Use Medium II was established in General Plan 2040 for the subject site to provide for development of land pursuant to the goals and policies of the General Plan, and provide for medium-density mixed-use buildings that provide a variety of commercial, office, and/or residential uses within the same site or building, which was intended to allow a mix of uses near other mixed-use, commercial, or residential areas, and within Downtown; and WHEREAS, on September 7, 2023, the applicant (The Kastrop Group, Inc.) submitted a planning application (PA-2023-057) for a zoning amendment of the western 20,104 square-foot portion of the property along Jasmine Street from R3 to C2-1/R-4 and to change the PA-1997-033 Conditions of Approval to allow interior changes including to replace 10 live-work units with 10 stand-alone residential units with commercial spaces where no exterior changes are proposed; and WHEREAS, the C2-1 zoning designation allows a combination of regional and community commercial uses including offices; and
WHEREAS, the C2-1/R4 overlay zoning designation supports residential uses as part of a mixed- use development; and

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WHEREAS, the zoning amendment from R3 to C2-1/R4 would be more compatible with the subject property’s current General Plan land use designation in that it would align the existing development with zoning designation and ensure that subsequent new development and uses at the subject property would be subject to C2-1/R4 development standards for a mixed-use development; and

WHEREAS, the zoning amendment would eliminate the split-zoning and result in a single zone of C2-1/R4 for the entire 41,979 square-foot lot; and

WHEREAS, on April 23, 2024, the Planning Commission held a duly noticed public hearing, at which time the Commission received and considered written and oral evidence, and by a vote of 5-0 recommended that the City Council introduce an ordinance reclassifying the subject site from R3 to C2- 1/R4.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF SAN MATEO ORDAINS AS FOLLOWS:

Section 1. CEQA. In accordance with California Environmental Quality Act (CEQA) Guidelines Section 15183, the zoning amendment from R3 to C2-1/R4 is exempt from further environmental review because the Project is consistent with the land use designation for this site adopted as part of the General Plan 2040 for which an Environmental Impact Report (EIR) was certified on March 18, 2024.

There are no project specific effects that are peculiar to the project or its site; there are no project specific impacts that the General Plan Update EIR failed to analyze as significant effects; there are no potentially significant off-site and cumulative impacts that the general plan EIR failed to evaluate; and there is no substantial new information which results in more severe impacts than anticipated by the general plan EIR. Furthermore, any future development of the site would be subject to a project specific environmental assessment consistent with the CEQA statutes and guidelines in effect at that time.

Section 2. LEGISLATIVE FINDINGS. At a duly noticed public hearing on June 17, 2024, the City Council of the City of San Mateo reviewed and considered the associated staff report and attachments thereto, the Categorical Exemption, together with comments received during the public review process, and hereby finds and determines as follows:

1) CONFORMANCE WITH GENERAL PLAN. The proposed zoning map amendment and rezoning of the subject property is in conformance with the land use designation of the General Plan 2040 of the City of San Mateo, because one of the main intents of the Mixed-Use Medium II land use designations is to promote a variety of uses within the same building or site, and the project proposes to incorporate both commercial, office, and residential uses within the same building.

2) INTENT OF ZONING CODE. The zoning amendment conforms to the purpose of Municipal Code Section 27.32.005 in that the reclassification of the underlying zoning district supports the intention of providing a major commercial center accommodating a broad range of office, retail, and personal services of community-wide or regional significance. The zoning amendment to the overlay district also conforms to the purpose of Municipal Code Section

27.29.100 in that it encourages residential development as part of a mixed-use development. Residential development is encouraged both to meet housing needs and to provide support for the growth of local businesses.

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3) CONSISTENCY WITH STATE LAW. The proposed zoning map amendment and zoning reclassification of the western portion of the property located at 1528 S. El Camino Real from R3 to C2-1/R4 is consistent with Senate Bill 330 (Housing Crisis Act, Government Code Section 66300(b)(1)(A)) in that:
1) The proposed C2-1/R4 zoning designation allows for a maximum residential density of 50 dwelling units per acre on this site, which represents an increase from 34.8 dwelling units per acre allowed under existing R3 standards; and 2) The proposed change in C2-1/R4 zoning designation would increase the maximum allowable floor area ratio (FAR) from 1.0 to 2.0 for residential developments; and 3) The proposed C2-1/R4 zoning designation would reduce or keep the same requirements for lot size requirements, setbacks, height, or other development standards to facilitate increased residential density; and 4) Therefore, there is no net loss in residential capacity.

Section 3. ZONING MAP. The Zoning Map of the City of San Mateo is hereby amended to rezone a portion of the property generally known as 1528 S. El Camino Real (APN: 034-413-290) from R3 to C2- 1/R4, as depicted in Exhibit A, attached hereto and incorporated by reference. The Zoning Map shall be amended to reflect this reclassification.

Section 4. SEVERABILITY. If any section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be unconstitutional, such decision shall not affect the validity of the other remaining portions of this ordinance. The City Council hereby declares that it would have passed this ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsection, sentence, clause or phrase be declared unconstitutional.

Section 5. PUBLICATION. In accordance with City Charter Section 2.15, this Ordinance shall be published once in a newspaper of general circulation before becoming effective.

Section 6. EFFECTIVE DATE. This ordinance was introduced on _________, adopted on __________, and shall take effect 30 days after adoption.

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EXHIBIT A – ZONING MAP

PA-2023-057
1528 S. El Camino Real, SPAR

Address(es): 1528 S. EL CAMINO REAL
San Mateo, CA 94401

Parcel Number(s): 034-413-290

Project

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CITY OF SAN MATEO
RESOLUTION __ (2024)

APPROVING SITE PLAN AND ARCHITECTURAL REVIEW (SPAR) FOR INTERIOR CHANGES, INCLUDING TO MODIFY PLANNING APPLICATION 1997-033 CONDITIONS OF APPROVAL #57 AND #69 FOR LIVE-WORK UNITS IN AN EXISTING MIXED-USE BUILDING LOCATED AT 1528 SOUTH EL CAMINO REAL (PA-2023-057, 1528 S. EL CAMINO REAL, ZONING MAP AMENDMENT + SPAR) WHEREAS, on May 11, 1998, the City Council approved Planning Application (PA) 1997-033 for a Site Plan and Architectural Review (SPAR) for a mixed-use building with ten (10) live-work units and landscaping and a Parcel Map to merge parcels zoned as R3 and C2-1/R4 located at 1528 South El Camino Real (APN 034-413- 290), resulting in a split-zoned lot facing El Camino Real at the front and Jasmine Street at the rear, and made findings to permit height and intensity bonuses for the residential and commercial mixed-use project (“Project”) with amenities beyond City requirements; and
WHEREAS, approval of PA-1997-033 included architectural plans and Conditions of Approval #57 and #69 which imposed restrictions on 10 live-work units, including that the residential components of the live-work units shall be no less than 540 square feet or 25% of the unit floor area, whichever larger; and WHEREAS, the site is currently developed with a four-story, 60,790 square-foot mixed-use building with a subterranean parking garage; and
WHEREAS, in recent years the live-work units have not included residential components as the primary use, and instead have been used as offices as documented through a code enforcement case; and WHEREAS, on September 7, 2023, to correct these on-site violations, the applicant (The Kastrop Group, Inc.) submitted a planning application (PA-2023-057) to modify the PA-1997-033 Conditions of Approval to allow interior changes including to replace 10 live-work units with 10 independent residential units with commercial spaces where no exterior changes are proposed, and to rezone of the western portion of the property from R3 to C2-1/R-4 which would facilitate the proposed project; and WHEREAS, on March 18, 2024, the City Council, as the legislative body of the City of San Mateo, adopted the City of San Mateo’s General Plan 2040, which included redesignating the land use for the entire site to Mixed-Use Medium II, which provides for medium-density mixed-use buildings that provide a variety of commercial, office, and/or residential uses within the same site or building and neighborhood; and WHEREAS, the C2-1 zoning designation allows a combination of regional and community commercial uses including offices, and the /R4 overlay zoning designation supports residential uses as part of a mixed-use development, and therefore the zoning map amendment from R3 to C2-1/R4 would be more compatible with the subject property’s current General Plan land use designation in that it would align the existing development with the zoning designation and ensure that subsequent new development and uses at the subject property would be subject to zoning district’s development standards for a mixed-use development; and WHEREAS, the original Conditions of Approval #57 and #69 would be removed and replaced by a new condition requiring the site to maintain a minimum of 10 independent residential units for the life of the project, unless modified by a City-approved entitlement, and the residential units shall be the same sizes or larger and provide the same or greater number of bedrooms as the PA-2023-057 approved plans; and

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WHEREAS, due to the Project’s proposed interior modifications, PA-2023-057 incorporates new and revised conditions of approval, including some that supersede conditions outlined in PA-1997-033; and

WHEREAS, on April 23, 2024, the Planning Commission held a duly noticed public hearing, at which time the Commission received and considered written and oral evidence, and by a vote of 5-0 recommended that the City Council approve the zoning map amendment and SPAR, including the modification s to PA-1997-033 Conditions of Approval, subject to the Findings for Approval and PA-2023-057 Conditions of Approval.

NOW, THEREFORE BE IT RESOLVED, BY THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY FINDS AND RESOLVES THAT:

1. The City Council finds on the basis of the whole record before it that there is no substantial evidence that the Project will have a significant effect on the environment. In accordance with CEQA Section 15183 - Projects Consistent with a Community Plan or Zoning , the interior changes including the modifications to the conditions of approval and zoning map amendment from R3 to C2 -1/R4 are exempt from further environmental review because the project is consistent with the development density established by the City’s General Plan 2040 policies for which an Environmental Impact Report (EIR) was certified on March 18, 2024. In addition, there are no proposed addition or exterior modification to the existing structures; there are no project specific effects which are peculiar to the project or its site; there are no project specific impacts which the General Plan Update EIR failed to analyze as significant effects; there are no potentially significant off- site and cumulative impacts which the G eneral Plan EIR failed to evaluate; and there is no substantial new information which results in more severe impacts than anticipated by the general plan EIR.

Furthermore, any future
development of the site would be subject to a project specific environmental assessment consistent with the CEQA statues and guidelines in effect at that time. The project conforms to applicable goals and policies in the City’s General Plan.

a. In conformance with Policy LU 3.1, Housing Diversity, the project promotes a diverse neighborhood by providing different types and sizes of homes for individuals, families, and households of various income levels.
b. In conformance with Policy LU 5.1, Housing on El Camino Real , t he project encourages independent residential uses along El Camino Real as part of this mixed -use development which diversifies the commercial character of the neighborhood.

2. The 1528 S. El Camino Real Site Plan Architectural Review (PA-2023-057) is approved based upon the findings and conditions of approval included in Exhibit A , attached hereto and incorporated by reference.

3. The Site Plan and Architectural Review (Municipal Code Section 27.08.030) application for modifications to Planning Application #1997 -033 conditions of approval and associated interior modifications to a mixed-use building are approved based on the following findings:
a. The existing structures, site plan, and landscaping are in scale and harmonious with the mixed- use character of the neighborhood in that the existing building, which was approved by the City Council in 1998 does not propose any exterior modifications; b. The development will not be detrimental to the harmonious and orderly growth of the City in that the project maintains ten residential units, along with other commercial and office uses,

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which is consistent with the General Plan policies and goals which promote a mixed -use neighborhood with housing;
c. The development will not impair the desirability of investment or occupation in the vicinity, and otherwise is in the best interests of the public health, safety, or welfare in that the project consists of improvements to an existing mixed -use building with commercial, office, and residential uses in an area well- served by public transit , and would allow for 10 functional residential units;
d. The development meets all applicable standards as adopted by the Planning Commission and City Council, conforms with the General Plan, and will correct any violations of the zoning ordinance, building code, or other municipal codes that exist on the site; and e. The development will not adversely affect matters regarding police protection, crime prevention, and security in that the buildings and paths of travel will be required to conform to the City’s current Security Ordinance through conditions of approval.

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1 EXHIBIT A

CITY OF SAN MATEO PLANNING APPLICATION

CONDITIONS OF APPROVAL
PA-2023-057, 1528 S. EL CAMINO REAL, SITE PLAN ARCHITECTURAL REVIEW & ZONING MAP

AMENDMENT

1528 S EL CAMINO REAL 100, SAN MATEO, CA 94402-3067
PARCEL # 034413290
AS APPROVED BY THE CITY COUNCIL ON __________.

The following conditions of approval apply to the project referenced above. The following conditions supersede the Planning Application (PA) 1997-033 Conditions of Approval, previously adopted by City Council on May 18, 1998. Former conditions that are no longer applicable have been removed, and all remaining and new conditions are provided. The conditions of approval are grouped under specific headings that relate to the timing of required compliance. Additional language within a condition may further define the timing of required compliance.

THE FOLLOWING CONDITIONS SHALL BE SATISFIED PRIOR TO ISSUANCE OF A DEMOLITION PERMIT, BUILDING PERMIT, or SITE DEVELOPMENT PERMIT, WHICHEVER IS ISSUED FIRST, OR PRIOR TO THE DEADLINE SPECIFIED IN THAT CONDITION.

Planning Division (PA)

1. APPROVED PLANNING APPLICATION CONFORMANCE - All building permit plans, details, and subsequent construction shall substantially conform with the approved planning application.

This includes but is not limited to plans, materials, project description, and other items submitted as part of the approved planning application. Any proposed modifications to the approved planning application shall be reviewed and approved by the Community Development Director, or his/her designee, prior to construction of the proposed modifications. The Community Development Director, or his/her designee, shall determine whether the proposed modifications substantially conform with the approved planning application, or whether a planning application modification is required to be submitted to permit the proposed modifications, as required by Municipal Code Section 27.08.080 Modifications. (PLANNING)

2. MECHANICAL VENTILATION AND GARBAGE CHUTES - All mechanical ventilation for subterranean garages shall be maintained into the building architecture, structure, or landscape plan. Any modifications shall be reviewed by the Planning Manager/Zoning Administrator who shall determine whether the modifications required additional approval by the Planning Commission or the Zoning Administrator as outlined under Municipal Code Section 27.08.080.

Garbage chutes servicing residential floors shall be maintained in the plans. (PLANNING)

3. APPLICABLE BUILDING STANDARDS AND LOCAL CODES – All building permit plans shall demonstrate compliance with the applicable California Building Standards Codes and local

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2 amendments as adopted by the Building Division at the time of filing the building permit application. (BUILDING)

4. CONDITIONS OF APPROVAL - This complete list of Conditions of Approval shall be reproduced onto the second sheet of all building permit plan sets. (PLANNING)

5. SCREENING OF ROOFTOP MECHANICAL EQUIPMENT – All rooftop mechanical equipment shall be shown on the building permit plans in substantial conformance with the approved planning application. All equipment shall be painted and/or screened by a solid enclosure or parapet wall with materials compatible with the building design subject to the satisfaction of the Community Development Director, or his/her designee. (PLANNING)

6. APPLICABLE BUILDING STANDARDS AND LOCAL CODES – All building permit plans shall demonstrate compliance with the applicable California Building Standards Codes and local amendments as adopted by the Building Division at the time of filing the building permit application. (BUILDING)

7. BUILDING SECURITY CODE COMPLIANCE – The building permit plans shall comply with the City’s Building Security Code (San Mateo Municipal Code Chapter 23.54). (POLICE)

8. PAYMENT OF OUTSTANDING PLANNING APPLICATION FEES – The applicant shall pay all outstanding planning application fees. (PLANNING)

9. CALGREEN – The building permit plans shall incorporate the applicable CALGreen Checklist noting the green building measures the project will incorporate in accordance with the California Green Building Standards Code and City of San Mateo Reach Codes subject to the review and approval by the Building Official, or his/her designee. Current City of San Mateo CALGreen checklists are located on Building Division webpage or will be provided by Community Development Department staff, if requested. (BUILDING)

10. WATER CONSERVATION IN LANDSCAPING – The applicant shall submit a completed Water Conservation in Landscaping Screening Form. If the screening form indicates the project is subject to the Water Conservation in Landscaping Ordinance pursuant to Municipal Code Section 23.72.030, additional documentation prescribed by the screening form shall also be included with the site plan. City of San Mateo Water Conservation in Landscaping forms are located on Building Division webpage. The applicant shall submit the required landscape documentation package with building permit application subject to the review and satisfaction of the Building Official, or his/her designee. (BUILDING)

11. CODE CONFORMANCE – The applicant shall indicate on all building permit plans that all construction shall meet current code standards at the time of building permit submittal. The building permit plans are subject to review and approval by the Fire Marshal or his/her designee. (FIRE)

12. LOCATION AND SCREENING OF ABOVE GROUND UTILITIES AND EQUIPMENT – All screening for any ground-level utilities, equipment, and other project related operational/utility devices

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3 shall be shown on the building permit plans in substantial conformance with the approved planning application. All above ground utilities and equipment shall be screened with landscaping, fencing, and/or other solid materials to the satisfaction of the Community Development Director, or his/her designee. (PLANNING)

15. HAZARDOUS MATERIALS DISCLOSURE - The Hazardous Materials Disclosure Ordinance may apply to this project. (FIRE)

16. WASTEWATER CAPACITY CHARGE – The applicant shall confirm on the Building Permit plans if a water meter upsizing is proposed by the project. A wastewater capacity charge, as established by SMMC Section 7.38.065, is imposed on all new development to recover a proportionate share of costs for existing and future wastewater system facilities and assets from new or expanded connections to City wastewater systems. The applicable wastewater capacity charge is determined by use, wastewater flow, and wastewater strength loadings and the amount shall be established by City Council resolution. The fee shall be collected by the Public Works Department and paid prior to issuance of the first superstructure building permit. The fee shall be based on the most current adopted fee schedule at the time of payment. (PUBLIC WORKS)

18. GENERAL-All public improvements shall be made in accordance with the latest adopted City Standard Drawings and the Standard Specifications for Public Works Construction. 1994 Edition. All work shall conform to the applicable City ordinances. Good housekeeping practices shall be observed at all times during the course of construction. Public right-of-way adjacent to the project site shall be kept clear at the end of each day of all job-related dirt and debris.

Pedestrian access shall be maintained at all times unless otherwise approved. Dirt and debris shall not be washed into storm sewers. The storing of goods and materials on the sidewalk and/or street will not be allowed unless a special permit is issued therefore. The owner's representative in charge shall be at the job site during all working hours. Failure to maintain the public right-of-way in accordance with this paragraph may result in revocation of permit or the City performing the required maintenance at the applicant's expense. (PUBLIC WORKS)

19. TRASH MANAGEMENT PLAN – An approved trash management plan from Recology, the City's franchise waste hauler, must be obtained prior to issuance of building permit for the tenant improvement. (PUBLIC WORKS)

20. RESTORATION OF PUBLIC IMPROVEMENTS - The applicant shall repair or replace all existing improvements not designated for removal which are damaged or removed as a result of his operations. Improvements such as, but not limited to, curbs, gutters, sidewalks, driveways, signs, pavements, raised pavement markers, thermoplastic pavement markings, or signs shall be repaired and replaced to a condition equal to or better than the original condition. Existing improvements to be repaired or replaced shall be at the direction of the Public Works inspector. Applicant shall request a walk-through ·with the Public Works inspector prior to the start of construction to verify existing conditions. (PUBLIC WORKS)

21. CONSTRUCTION WORK HOURS – Construction shall occur only between the hours of 7:00 a.m. and 7:00 p.m. on Monday through Friday, between 9:00 a.m. and 5:00 p.m. on Saturday, and between 12:00 noon and 4:00 p.m. on Sundays and holidays. These hours do not apply to

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4 construction that takes place inside a completely enclosed building and does not exceed the exterior ambient noise level as measured 10 feet from the exterior property lines. The applicant shall conform to the construction work hours to control traffic congestion, noise, and dust unless an exemption is granted in accordance with Municipal Code Section 23.06.061. (BUILDING)

30. ADDRESS PLAN - The applicant shall submit to the Public Works Department a final address plan. The plan shall be substantially in conformance with the address plan approved with the planning application. Said submittal shall be approved by the Director of Public Works or designee prior to the issuance of plans for any demolition permit, building permit, or site development permit and shall be satisfied prior to issuance of whichever permit is issued first. (PUBLIC WORKS)

35. ENCROACHMENT PERMITS, BONDS, AND INSURANCE - For any work within the City of San Mateo Public Right-of-Way, the applicant shall obtain an encroachment permit from the City, posting the required bonds and insurance, and provide a one (1) year warranty for all work to be done in the City's Right-of-Way or easements prior to any work being done. (PUBLIC WORKS)

36. CALTRANS PERMIT - For any work within the California State Right-of-Way (El Camino Real), the applicant shall submit evidence of approval by Caltrans to the City’s Public Works Department prior to starting any work within the State right of way. If the City is required to be a party to the permit application and a fee is required, the applicant shall reimburse the City for its cost. (PUBLIC WORKS)

THE FOLLOWING CONDITIONS SHALL BE ADDRESSED ON THE CONSTRUCITON PLANS SUBMITTED FOR A

BUILDING PERMIT FOR TENANT IMPROVEMENT AND/OR SHALL BE MET PRIOR TO ISSUANCE OF THE BUILDING PERMIT EXCEPT AS OTHERWISE SPECIFIED IN THE CONDITIONS.

38. CONFORMANCE WITH APPROVED PLANS - All building permit drawings and subsequent construction shall substantially conform with the approved planning application drawings, including color and material board. Any modifications must be reviewed by the Chief of Planning/Zoning Administrator who shall determine whether the modification requires additional approval by the Planning Commission or City Council. (PLANNING)

39. TRASH AND RECYCLING ENCLOSURES MECHANICAL AND UTILITY EQUIPMENT -All ground level trash and recycling enclosures and mechanical and utility equipment shall be screened from public view by a solid wall or solid fence, and/or perimeter landscaping. All rooftop equipment shall be screened by a solid enclosure made of materials compatible with the building exterior. (PLANNING)

40. BICYCLE RACKS - The bicycle parking facilities as required under SMMC 27.64.262 shall be maintained on site. (PLANNING)

41. RECOMMENDATIONS BY CONSULTING ARCHITECT/HISTORICAL CONSULTANT-The recommendations contained in the April 7, 1998 report by the consulting architect including modifications imposed through the approval process, shall be incorporated into the final

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5 design of the project. The report includes a recommendation that the construction documents be reviewed by an independent architectural consultant to ensure that the detailing is consistent with the approved plans. This is critical due to complex nature of the proposed massing and detailing that is integral to the project design. (PLANNING)

43. RECOMMENDATIONS OF THE ACOUSTICAL CONSULTANT - The recommendations contained within the Salter acoustical study dated December 22, 1997, shall be incorporated into the project. (PLANNING)

45. LANDSCAPE IMPROVEMENTS - All landscape plans shall comply with Chapter 27.71 of the Municipal Code and shall include but not limited to the following:
a. All planting areas shall be protected from common vehicular traffic with an approved barrier designed to withstand reasonable impact from vehicles. b. The applicant shall install eight (8) 24-inch box or larger Celtis australis (European Hackberry; trees along El Camino Real, and six(6) 24-inch box or larger Gleditsia triacanthos “Shademaster” (Shademaster Locust) street trees along Jasmine Street in accordance with City Standards and the City Street Tree Master Plan. (NOTE: the 2 existing elms trees along the Jasmine Street frontage shall be removed, as they have been rendered valueless by prior pruning.) The applicant and its successors shall irrigate these street trees at all times that the use permitted under this approval occupies the property. A street tree maintenance easement shall be required on the required Parcel Map if the street trees are to be located on private property and no such easement exists.
c. An automatic irrigation system shall be provided to adequately water all proposed plantings. Backflow prevention devices shall be located in areas that are least noticeable from view and screened.
d. All trees shall be double-staked in accordance with City standards. e. A two-inch (2") depth layer of mulch shall be required in all new planting areas except in areas of turfgrass or annuals.
f. The applicant shall provide proof of an agreement with a licensed landscape contractor or, General Contractor for a ninety-(90) day Plant Establishment Maintenance Period for all proposed landscape . areas, including on the street-side of the Jasmine Street wall.

All landscaped areas, including the street-side of the Jasmine Street wall, shall be maintained free of litter, debris and weeds. All plantings, including on the street-side of the Jasmine Street wall, shall be permanently maintained in a healthy growing condition and whenever necessary, replaced with equivalent plant materials to ensure continued conformance with approved plans. The applicant shall request a final inspection 90 days from building occupancy in order to reclaim cash, bonds, or securities for landscaping. g. The row of trees proposed along the southerly property line shall be extended all the way to the front (El Camino Real side) of the site. (PLANNING)

47. LIGHTING PLAN - Plans shall include an exterior lighting plan to indicate the location of all lights, light intensity in the surface parking lot, and specifications of all lights to indicate light intensity and light spill characteristics. Security lighting shall be included for the pedestrian walkway along the northerly side of the property. Light spill shall be minimized to adjacent residential properties, especially the properties across Jasmine Street. (PLANNING)

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6 49. NOISE INSULATION - If further analysis of the noise data indicates that State noise levels may be exceeded, the applicant shall submit to the City an acoustical analysis report in compliance with State Noise Insulation Standards. (BUILDING)

THE FOLLOWING CONDITIONS SHALL BE MET PRIOR TO FINAL INSPECTION, ISSUANCE OF A TEMPORARY CERTIFICATE OF OCCUPANCY, OR ISSUANCE OF OCCUPANCY, WHICHEVER OCCURS FIRST.

58. PLANNING FINAL INSPECTION – Upon completion of all construction and landscaping, the applicant shall request the Project Planner conduct a Planning Final inspection for verification of compliance with all outstanding conditions of approval. The applicant shall contact the Project Planner to schedule each inspection a minimum of 72 hours in advance of the requested inspection. (PLANNING)

THE FOLLOWING CONDITIONS SHALL BE COMPLIED WITH AT ALL TIMES DURING THE CONSTRUCTION PHASE OF THE PROJECT.

67. STREET TREE MAINTENANCE EASEMENT -The parcel map shall provide maintain an easement for street tree maintenance along El Camino Real and Jasmine Street. Such easement shall not absolve the property owner from the requirement to irrigate and maintain all landscaping, including street trees. (PLANNING)

THE FOLLOWING CONDITIONS SHALL BE COMPLIED WITH AT ALL TIMES THAT THE PROJECT PERMITTED BY THIS PLANNING APPLICATION OCCUPIES THE PREMISES.

69. RESIDENTIAL UNITS - The building shall maintain a minimum of ten (10) residential units for the life of the project, unless modified by a City-approved entitlement, in order to remain consistent with the requirements of PA97-033, through which height and intensity bonuses were provided in exchange for a residential component and specified amenities. The residential units shall be the same sizes or larger and provide the same or greater number of bedrooms as the approved plans submitted on December 15, 2023. (PLANNING)

70. APPROVED PLANNING APPLICATION CONFORMANCE AT ALL TIMES – All physical improvements, uses, and operational requirements authorized by the approved planning application shall, at all times that the use permitted by this planning application occupies the premises, substantially conform with the approved planning application. This includes but is not limited to plans, materials, project description, and other items submitted as part of the approved planning application. Any proposed modifications to the approved planning application shall be reviewed and approved by the Community Development Director, or his/her designee, prior to construction of the proposed modifications. The Community Development Director, or his/her designee shall determine whether the proposed modifications substantially conform with the approved planning application, or whether a planning application modification is required to be submitted to permit the proposed modifications, as required by Municipal Code Section 27.08.080 Modifications. (PLANNING)

71. INDEMNIFICATION – The applicant will defend, indemnify, and hold harmless the City of San

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7 Mateo, its elected and appointed officials, employees, and agents from and against any costs, claims, or liabilities arising out of the approval of this planning application, including, without limitation, any award of attorney fees that might result from third party challenge. If applicant is required to defend the City, the City shall retain the right to select the counsel who shall defend the City. (CITY ATTORNEY)

72. PENALTY – In accordance with San Mateo Municipal Code section 27.02.210-Violations of Planning Application Conditions, any violation of any of the conditions of approval is unlawful and will subject the applicant to the penalties set forth in Chapter 1.04-General Penalty of the San Mateo Municipal Code as well as any other available legal remedies. (CITY ATTORNEY)

THE FOLLOWING INFORMATIONAL ITEMS SHALL BE ADDRESSED IN THE CONSTRUCTION PLANS AND SHALL BE COMPLIED WITH AT ALL TIMES DURING THE CONSTRUCTION PHASE OF THE PROJECT.

73. EGRESS – The applicant shall maintain required egress for all adjacent buildings/properties. (FIRE)

74. SECURED BUILDING ACCESS BY EMERGENCY PERSONNEL – The building permit plans for the superstructure shall show the detailed specifications for and the installation of telephone entry pads (TEPs) and/or wireless “click to enter” systems at the main exterior building entrance(s) and parking garage entrance(s) for secured buildings. These access systems must allow emergency personnel to access all levels of the interior of the building. The access systems must also be installed at exterior gate locations that lead to secured areas of the site, such as interior courtyards. Access system placement location is subject to the review and approval of the Chief of Police or his/her designee, prior to the approval of the first building permit for the project. Police access codes shall be as provided by the Chief of Police or his/her designee at the time of installation. (POLICE)

75. DEMOLITION - The applicant shall comply with the California Fire Code Chapter 33 during all phases of construction of the project. (FIRE)

77. PROPERTY MAINTENANCE- The owner of the project site and the owner of the development rights for the project shall maintain the structures and the project site so that they are habitable and free of all public nuisance and shall prevent deterioration of the grounds or structures on the site from their condition and appearance at the time of project approval and otherwise in conformance with SMMC Section 27.68.020(b). When considering any requested time extension on the planning application, the final approval body shall determine that all buildings have remained habitable as per requirements of the Uniform Housing Code, as adopted in the Municipal Code Chapter 7.14, and that the existing condition of the site conforms with all conditions of approval and with all Federal, State, and local laws, including in particular Section

27.68. (BUILDING)

79. WELDING AND CUTTING OPERATIONS INVOLVING SPARK, ARC OR FLAME- Permits are required for any operations involving the use of flames, arc or sparks during the construction phase. All work shall be in compliance with the California Fire Code Article 49, and a permit shall be obtained from the Bureau of Fire Protection and Life Safety. (FIRE)

80. BEST MANAGEMENT PRACTICES (BMP) – The applicant shall perform all construction

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8 activities in accordance with the City’s Storm Water Management and Discharge Control Rules and Regulations (SMMC 7.39), and the San Mateo Countywide Water Pollution Prevention Plan (SMCWPPP) by reference. Detailed information can be located at:
https://www.flowstobay.org/preventing-stormwater-pollution/with-new- redevelopment/construction-best-practices/

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ATTACHMENT 5- LOCATION AND ZONING MAPS

PA-2023-057
1528 S. El Camino Real, SPAR

Address(es): 1528 S. EL CAMINO REAL
San Mateo, CA 94401

Parcel Number(s): 034-413-290

1000 feet
Project Site

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ATTACHMENT 5- LOCATION AND ZONING MAPS

PA-2023-057
1528 S. El Camino Real, SPAR

Address(es): 1528 S. EL CAMINO REAL
San Mateo, CA 94401

Parcel Number(s): 034-413-290

Project

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Attachment 6
City of San Mateo
General Plan 2040 Land Use Map

Excerpt of the General Plan 2040 land use map focusing on the project site area.

Legend

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Attachment 7

DATA FORM
PA:
2023-057

NAME:
1528 S. El Camino Real,
SPAR + Zoning Reclassification
ADDRESS:
1528 S. El Camino Real
LOT SIZE:1
41,979 SF (0.96 AC)
GENERAL PLAN LAND USE DESIGNATION:2
Mixed-Use Medium II
APN:
034-413-290
ZONING: EXISTING:1
Jasmine St. side: R3
El Camino Real side: C2-1/R4
PROPOSED:

C2-1/R4
MAXIMUM ALLOWED:3
-
FLOOR AREA RATIO: EXISTING:

1.45 PROPOSED:

No changes proposed
MAXIMUM ALLOWED:

2.0 FLOOR AREA: EXISTING:
60,790 SF
PROPOSED:

No changes proposed
MAXIMUM ALLOWED:
83,958 SF
DENSITY: EXISTING:

10.37 DU/AC
PROPOSED:

No changes proposed
MAXIMUM ALLOWED:
50 DU/AC
RESIDENTIAL UNITS:

Studio:
1-bedroom:
2-bedroom:

Total:

APPROVED:
0 10
0 10 live-work units
PROPOSED:
4 5
1 10 residential units
MAXIMUM ALLOWED:
-
-
-
50 residential units
STORIES: EXISTING:
4 PROPOSED:

No changes proposed
MAXIMUM ALLOWED:
-
BLDG. HEIGHT: EXISTING:

Jasmine St. side: 39’-9”
El Camino Real side: 53’-9”
PROPOSED:

No changes proposed
MAXIMUM ALLOWED: 4
Jasmine St. side: 35 ft.

El Camino Real side: 55 ft.

SETBACKS:

Front (El Camino Real):

Left Side:

Right Side:

Rear (Jasmine St.):

EXISTING:
10 ft.
31 ft.
5 ft. to C2; 37.67 ft. to R3

25.5 ft. to R3; 160 ft. to R2
PROPOSED:

No changes proposed
No changes proposed
No changes proposed
No changes proposed
MINIMUM REQUIRED:
10 ft.

N/A (C2 & E2)
0 ft. to C2; 24 ft. in R3
24 ft. to R3; 15 ft. to R2
PARKING SPACES: EXISTING:
112
PROPOSED:

No changes proposed
MINIMUM REQUIRED:
0 per AB 2097
FOOTNOTES:

1. The existing site is a through lot with split zoning. The portion of the site along Jasmine Street currently zoned as R3 totals 20,104 sq. ft., and the portion of the site along El Camino Real currently zoned as C2-1/R4-zoned totals 21,875 sq. ft.

2. Per General Plan 2040 and Land Use Map adopted by City Council on March 18, 2024.

3. Form assumes maximum allowable development standards based on proposed Zoning Reclassification to C2-1/R4.

4. For lots more than 100 feet deep, buildings over 40 feet may be permitted up to a maximum of 55 feet if they conform with specific Planning Area policies, per the General Plan and as allowed under Measure Y. According to the agenda report and findings, the City Council approved Planning Application 1997-033 on May 11, 1998, and made findings to permit height and intensity bonuses with public amenities beyond City requirements.

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160 Birch Street, Suite B ♦ Redwood City, CA 94062 ♦ phone: 650 299 0303 ♦ kastropgroup.com

September 20, 2023

To: Planning Division, City of San Mateo
330 W 20th Avenue
San Mateo, CA 94403

Re: NIN-2023-056 & PA-2023-057
Modification to Special Use Permit – Neighborhood Meeting 1528 South El Camino Real
San Mateo, CA 94403

Dear City of San Mateo,

This letter is a summary of the Virtual Informational Neighborhood Meeting we hosted at 6pm on 9/19/23 for our above-mentioned project.

Meeting Attendees:

Steve Porter – Property Owner
D. Michael Kastrop. AIA – The Kastrop Group, Inc. Architects Marie Barron, AIA – The Kastrop Group, Inc. Architects
Felix Tian – Neighbor at 76 Gas Station (1626 S El Camino Real, San Mateo) Wei Lin – Neighbor at 76 Gas Station (1626 S El Camino Real, San Mateo)

Questions & Responses:

1. Felix Tian asked whether this project’s zoning has any effect on his property’s zoning. a. D. Mickael Kastrop and Marie Barron provided a link to the City Zoning Map and showed the different zoning designations for each of the parcels in the block. They clarified that this project has no change in zoning and that his lot’s zoning is therefore unaffected.

2. Felix Tian mentioned someone named Simonzev approached him claiming to be the owner of the 1528 S El Camino Real. He asked whether Steve is the property owner. a. Steve Porter confirmed he is the property owner and that he did not know who Simonzev was.

We received no correspondence from the neighbors leading up to this meeting. Felix’s questions were resolved at approximately 6:20pm and we kept the meeting running until 6:45pm, with no other individuals joining. Please contact us if you have any questions.

Regards,

D. Michael Kastrop, AIA

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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 26 Section Name: PUBLIC HEARING Account Number: 10-2021 File ID: 24-8685 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Finance Department
MEETING DATE: June 17, 2024
SUBJECT:

Fiscal Year 2024-25 Operating and Capital Budgets and Gann Appropriations Limit Adoption and Fiscal Years 2024-29 Capital Improvement Program – Approval
RECOMMENDATION:

Adopt Resolutions to approve the fiscal year 2024-25 operating and capital budgets, the 2024-29 Capital Improvement Program and the fiscal year 2024-25 Gann appropriations limit.

BACKGROUND:

Prior to the Council’s adoption of the fiscal year (FY) 2024-25 budget on June 17, 2024, it holds two public hearings to receive public comment on the proposed budget and Capital Improvement Program (CIP). Council was presented with a preview of the 2024-25 General Fund budget and the 2024-29 CIP on April 15, 2024, and held the first public hearing on June 3, 2024. In addition, the Measure S Oversight Committee recommended that the City Council approve the Measure S-funded programs and capital improvement projects at its regular meeting on May 16, 2024.

Overall, the Citywide budget for FY 2024-25 totals $321.3 million, which includes an operating budget of $256.1 million and a capital budget of $65.2 million. The proposed FY 2024-25 General Fund budget, including transfers, is $180.4 million.

A summary of budget highlights is included in the City Manager’s Letter of Transmittal in the first section of the proposed budget. Additional details on all the City's revenues and expenditures are also included through the budget book (Attachment 4).

PERSONNEL BUDGET
As part of the FY 2024-25 budget, proposed personnel updates have been incorporated for the following departments: the City Manager’s Office, Finance Department, Library, Parks and Recreation, Community Development and Public Works Departments. Upon approved, these classification and staffing level changes will become effective as part of the adoption of the 2024-25 budget.

Details on personnel changes are included in the Appendix section of the budget document (Attachment 4).

In summary, the proposed personnel changes include a net addition of 13.0 full-time equivalent (FTE) merit positions.

Most of the new positions (9.5 FTEs) are funded by special revenue funds and enterprise funds, such as the Construction Service Fund, the Solid Waste Fund, the Sewer Fund, and the Stormwater Fund, to support service demands in those areas.

The General Fund will cover a net increase of 3.5 FTE merit positions, including the following:
•1.0 FTE Senior Management Analyst in the City Manager’s Office to support emergency preparedness, oversee the City’s real property portfolio, work on special projects , support community engagement and strategic planning and support grant writing for all City departments;

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•0.5 FTE Housing Specialist in the Community Development Department to support affordable housing initiatives; and
•2.0 FTE merit positions, Community Service Coordinator and Library Assistant I/II, in the Library to enhance volunteer coordination and customer services.

The costs associated with these 3.5 FTEs will largely be offset by cost recovery from other operating funds or through elimination of per diem positions. As such, the impact to the General Fund is limited. Considering other proposed job classification upgrades and these 3.5 new positions, the net fiscal impact to the General Fund will be $225,000 annually.

BUDGET HIGHLIGHTS
This agenda report provides a high-level summary of the proposed FY 2024-25 budget of the two major operating funds:
the General Fund and the Sewer Fund, and an executive summary of the 2024-29 five-year capital improvement program.

General Fund
The General Fund, which is the City's primary operating fund, projects total revenues of $169.8 million and total expenditures of $180.4 million, including transfers out and all General Fund sub-funds – Measure S, Downtown Services, Recreation Services, and Golf funds. As projected expenditures exceed projected revenues by $10.5 million, it is anticipated that a draw on the General Fund Rainy Day Reserve is required due to the impact of the VLF shortfall, revenue loss in hotel tax and rising costs of providing core City services.

General Fund Revenues
Total revenues for FY 2024-25 are projected to be $169.8 million, reflecting a $8.0 million increase (5.0%) compared to FY 2023-24 estimates of $161.8 million. Key highlights include:
•Property tax is projected to be $84.0 million, an increase of $6.0 million (7.7%) from the previous year’s $78.0 million. This increase is largely due to the anticipated 3.5% annual growth in secured property tax and the assumption that the State of California will backfill the City’s share of the FY 2022-23 property tax in-lieu of vehicle license fee (VLF) shortfalls amounting to $4.2 million in FY 2024-25. •Sales tax, including the ¼ cent Measure S transaction tax, is projected to be $30.1 million. This revenue stream is expected to be stable with moderate annual growth of 1-2%. •Real Property Transfer Tax (RPTT) is set at $8.0 for FY 2024-25, reflecting continued weakness due to the high interest rate environment.
•Transient occupancy tax (TOT) is estimated to generate $4.0 million, down from the originally projected $7.0 million, due to a $3.0 million revenue loss from a major hotel closure. •Franchise fees and business license tax are expected to bring in $3.4 million and $7.8 million, respectively. •Other revenues are expected to maintain stable with moderate growth.

General Fund Expenditures
The proposed FY 2024-25 budget projects $180.4 million in the General Fund total expenditures, including transfers out.

This reflects an increase of $8.6 million (5.0%) compared to the FY 2023-24 adopted budget. The proposed budget primarily consists of $92.6 million in personnel costs, factoring in the increases in salaries and wages, healthcare, and pension costs. Non-personnel operating expenses are projected to be $40.1 million, which includes modest service level enhancements in certain target areas to support Council priorities. Details on service enhancements are included in the Appendix section of the budget document (Attachment 4).

General Fund Transfers Out
The General Fund also supports other needs through transferring resources to other funds. For FY 2024-25, total transfers out are projected to be $11.6 million, and are distributed as follows:

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•$4.4 million to support the City’s capital improvement projects; •$3.7 million of Measure S funds to support the CIP;
•$2.69 million from Measure S to transfer out for debt service related to flood control and street rehabilitation; •$0.41 million to address building maintenance needs; and •$0.35 million to the 2% Hotel Tax Fund to ensure this fund has sufficient funding for debt service.

In summary, the General Fund total expenditures, including transfers out, are projected to exceed total revenues in FY 2024-25, resulting in a budget deficit of approximately $10.6 million. This will require drawing on the General Fund’s Rainy Day Reserve to maintain the City’s core services and investment in capital projects.

Fortunately, the City has built a strong financial position with healthy reserves due to the fiscal prudence of the current and previous Councils and administrations. These reserves provide staff with a runway to commence financial sustainability planning to ensure the City remains resilient in facing these fiscal challenges.

Sewer Fund
The FY 2024-25 proposed budget projects $92.0 million in revenues, principally comprised of sewer service fees of $83.4 million. The projected revenues reflect the approved annual rate increase of 3% for FY 2024-25 to support the capital improvements and maintain ongoing services. Total expenses are projected to be $85.7 million, comprised of $35.7 million in operating expenses, $27.8 million in CIP, and $22.2 million in debt service. CIP expenses will largely be funded by the low-interest loans from the state and federal government and primarily reflects the commitment to complete the Clean Water Program, a comprehensive project to update the wastewater collection system and wastewater treatment plant (WWTP).

FY 2024-25 Capital Budget and 2024-29 Five-Year Capital Improvement Program (CIP) The 2024-29 five-year CIP demonstrates the City’s commitment to investing in the community, with a total of $240.0 million allocated to the CIP for the next five years. Each fiscal year, the City Council appropriates new funding for Year One of the five-year CIP.

The proposed FY 2024-25 capital budget is $65.2 million as summarized in the table below, as well as in detail in the proposed budget book (Attachment 4).

Table 1: 2024-29 Capital Improvement Program by Function 2024-25 Proposed 2025-26 Plan 2026-27 Plan 2027-28 Plan 2028-29 Plan Five-Year Total Bikeway/Pedestrian 3,086,587 2,433,819 5,588,636 1,150,000 450,000 12,709,042 Bridges 8,930,000 50,000 20,000 750,000 - 9,750,000
Buildings 8,888,900 9,625,000 8,310,000 4,410,000 2,560,000 33,793,900 Parks 2,983,000 14,156,828 2,895,000 2,175,000 1,275,000 23,484,828 Sanitary Sewer and Wastewater Management (Clean Water Program) 27,806,000 7,812,000 27,660,000 20,725,000 19,320,000 103,323,000 Stormwater 550,000 150,000 150,000 150,000 150,000 1,150,000 Streets 9,875,000 8,250,000 8,250,000 8,250,000 8,100,000 42,725,000 Traffic - 2,175,000 1,025,000 325,000 325,000 3,850,000 Other City Capital Projects 3,128,876 1,327,000 1,527,000 2,043,500 1,182,000 9,208,376 Total 5-Year CIP 65,248,363 45,979,647 55,425,636 39,978,500 33,362,000 239,994,146

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GANN LIMIT
In addition to the adoption of the FY 2024-25 budget and capital improvement program, there will be one other action requested of the Council as part of the overall budget adoption process on June 17th. This action is to establish the City’s appropriations limit for FY 2024-25. The appropriations limit, which was originally established in 1979 by Proposition 4, places a maximum limit of the appropriation of tax proceeds that can be made by the state, school districts, and local governments in California. California Government Code requires that the City annually adopt an appropriations limit for the upcoming fiscal year. The appropriations limit for the City of San Mateo for FY 2024-25 is $268,524,256, while the proceeds of taxes subject to the appropriations limit is $142,816,000. Therefore, the City is well below its appropriations limit for FY 2024-25.

BUDGET IMPACT:

The overall proposed FY 2024-25 budget is $321.3 million, comprised of $256.1 million for the operating budget and $65.2 million for the capital budget.

The General Fund is projected to account for $169.8 million in revenues and $180.4 million in expenditures and transfers out, reflecting an anticipated draw on the Rainy Day Reserve due to increases in costs of providing core City services, and contributions to fund capital improvement projects. Another major fund, the Sewer Fund, is expected to account for $92.0 million in revenues and $85.7 million in expenditures.

ENVIRONMENTAL DETERMINATION:

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

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Proposed Resolution: Fiscal Year 2024-25 Operating and Capital Budgets Att 2 – Proposed Resolution: Fiscal Years 2024-29 Capital Improvement Program Att 3 – Proposed Resolution: Fiscal Year 2024-25 Gann Appropriations Limit Att 4 – Proposed FY 2024-25 Budget Book

STAFF CONTACT
Karen Huang, Finance Director
[email protected]
(650) 522-7110

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8 CITY OF SAN MATEO
RESOLUTION NO. ___ (2024)
ADOPTING THE 2024-25 CITY BUDGET
WHEREAS, the City Council held public hearings on the Budget and Capital Improvement Program, as required by the City Charter section 5.02; and
WHEREAS, budget required to operate and support the City departments and to pay the bonded indebtedness of the City, or any portion or district therein, is $256,148,134 for Operating and $65,248,363 for the Capital Improvement Program (CIP) for the fiscal year from July 1, 2024 to June 30, 2025; and WHEREAS, Municipal Code Section 3.50.160, Fiscal Accountability Provisions, requires that the amount of revenue generated by the one-quarter cent Measure S Transactions and Use Tax and how it was used be included in the annual financial audit; and
WHEREAS, budgeted resources and requirements are sufficient to meet Council’s adopted financial policy that the General Fund reserve will be maintained in an amount equal to at least three months, or 25 percent, of the annual General Fund operating expenditure budget to be used in the event of significant financial emergency.

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

1. In accordance California Environmental Quality Act (CEQA) Guidelines section 15378(b)(4), adoption of the budget is not a project subject to CEQA because it is a government fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.

2. The City Budget, providing for expenditures and appropriations in the sum of $256,148,134 for Operating and $65,248,363 for Capital Improvement Program (CIP), for a total of $321,396,497 for the fiscal year from July 1, 2024 through June 30, 2025, set forth the accompanying Administrative Report and its attachments, is approved.

3. The Measure S spending plan, which is included as part of the City Budget, $9,063,633 in operating expenditures and transfers out for the fiscal year from July 1, 2024 to June 30, 2025 that includes:
a. $1,816,766 in salaries and benefits covering a total of 5.91 Full Time Equivalents (FTE), including 3.0 FTE merit Police Officers, 1.0 FTE merit Police Sergeant, 0.75 FTE merit Library Assistant I/II, 1.0 FTE merit Community Services Coordinator, and 0.16 FTE merit Community Services Supervisor; and
b. $517,835 in non-personnel operating expenditures that consist of $104,321 for the Library Department, $231,514 for the Parks and Recreation Department, and $182,000 of capital outlay for the Police Department; and
c. $3,700,000 in transfers to the Capital Project Fund to support capital improvement projects; and
d. $339,032 in transfers to the General Fund that represents year six of ten to repay the advance funding from the General Fund; and
e. $2,690,000 in debt service on street and flood control lease revenue bonds; is approved; and

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8 4. The FTE positions by department as noted in the table below for the fiscal year 2024-25 are hereby approved the pay period that includes July 1, 2024; and FULL TIME EQUIVALENT (FTE) PERSONNEL 2024-25 PROPOSED
BUDGET

CITY ATTORNEY
City Attorney 1.00
Assistant City Attorney 3.00
Executive Secretary to City Attorney 1.00
Total Merit 5.00
Total Per Diem -
Total FTE 5.00

CITY CLERK
City Clerk 1.00
Assistant to the City Clerk 1.00
Deputy City Clerk 1.00
Management Analyst I/II 1.00
Total Merit 4.00
Total Per Diem 0.88
Total FTE 4.88

CITY COUNCIL
City Council Member 5.00
Total Merit 5.00
Total Per Diem -
Total FTE 5.00

CITY MANAGER
City Manager 1.00
Assistant City Manager 1.00
Communications and Public Relations Analyst 1.00
Communications Manager 1.00
Economic Development Manager 1.00
Executive Secretary to City Manager 1.00
Management Analyst I/II 1.00
Senior Management Analyst 1.00
Sustainability Analyst 1.00
Total Merit 9.00
Total Per Diem 0.48
Total FTE 9.48

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8 COMMUNITY DEVELOPMENT
Community Development Director 1.00
Administrative Assistant 4.00
Administrative Technician 2.00
Associate Planner 6.00
Building Inspector I/II 7.00
Business Manager 1.00
Code Enforcement Manager 1.00
Code Enforcement Officer I/II 3.00
Deputy Building Official 1.00
Deputy Community Development Director 1.00
Deputy Comm. Dev. Director/Building Official 1.00
Development Review Technician 5.00
Housing and Neighborhood Services Manager 1.00
Housing Specialist I/II 2.00
Inspection Supervisor 1.00
Managing Arborist 1.00
Office Assistant I/II 2.00
Permit Center Supervisor 1.00
Plan Check Supervisor 1.00
Plan Checker Engineer 5.00
Planning Manager 1.00
Principal Planner 2.00
Senior Business Systems Analyst 1.00
Senior Code Enforcement Officer 1.00
Senior Development Review Technician 2.00
Senior Management Analyst 1.00
Senior Planner 2.00
Total Merit 57.00
Total Per Diem 0.92
Total FTE 57.92

HUMAN RESOURCES
Human Resources Director 1.00
Human Resources Information Systems Analyst I/II 1.00
Human Resources Technician 3.00
Senior Human Resources Analyst 5.00
Senior Human Resources Analyst Risk Manager 1.00
Total Merit 11.00
Total Per Diem 0.48
Total FTE 11.48

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1 0
4 0
8 FINANCE
Finance Director 1.00
Accountant I/II 2.00
Accounting Assistant I/II 4.00
Accounting Manager 1.00
Budget Manager 1.00
Deputy Finance Director 1.00
Finance Specialist I/II 1.00
Payroll Supervisor 1.00
Payroll Technician I/II 1.00
Senior Accountant 2.00
Senior Accounting Assistant 2.00
Senior Management Analyst 1.00
Total Merit 18.00
Total Per Diem -
Total FTE 18.00

INFORMATION TECHNOLOGY
Information Technology Director 1.00
Consulting and Applications Manager 1.00
Customer Service Manager 1.00
GIS Coordinator 1.00
GIS Technician I/II 1.00
IS Support Technician I/II 2.00
Network Analyst 1.00
Senior IS Support Technician 1.00
Systems Analyst I/II 3.00
Systems and Network Manager 1.00
Web Specialist 1.00
Total Merit 14.00
Total Per Diem 0.23
Total FTE 14.23

LIBRARY
City Librarian 1.00
Administrative Technician 1.00
Community Services Coordinator 1.50
Deputy City Librarian 1.00
Executive Assistant 1.00
Librarian I/II 9.63
Library Assistant I/II 9.75
Library Technology Specialist 1.00
Literacy Program Coordinator 1.00
Literacy Specialist 0.63
Senior Accounting Assistant 1.00

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1 0
4 0
8 Senior Library Assistant 3.00
Senior Management Analyst 1.00
Supervising Librarian 3.00
Supervising Library Assistant 1.00
Total Merit 36.51
Total Per Diem 17.15
Total FTE 53.66

PARKS AND RECREATION
Parks and Recreation Director 1.00
Administrative Assistant 1.00
Administrative Technician 1.00
Business Manager 1.00
Communications and Public Relations Analyst 1.00
Community Services Coordinator 9.00
Community Services Section Manager 2.00
Community Services Manager 1.00
Community Services Supervisor 7.00
Custodian 1.00
Deputy Parks and Recreation Director 1.00
Golf Course Maintenance Supervisor 1.00
Golf Equipment Maintenance Specialist 1.00
Golf Services Manager 1.00
Irrigation Specialist 2.00
Landscape Laborer 3.00
Landscape Maintenance Worker I/II 15.00
Lead Teacher 2.50
Managing Arborist 1.00
Park and Landscape Maintenance Supervisor 1.00
Park and Landscape Manager 1.00
Senior Accounting Assistant 1.00
Senior Park Landscape Maintenance Worker 3.00
Senior Park Ranger 1.00
Senior Program Assistant 5.00
Senior Project Manager 1.00
Tree Maintenance Specialist 1.00
Total Merit 66.50
Total Per Diem 50.17
Total FTE 116.67
POLICE
Chief of Police 1.00
Administrative Assistant 2.00
Administrative Technician 1.00
Business Manager 1.00
Community Service Officer I/II 5.00

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1 0
4 0
8 Communications & Public Relations Analyst 1.00
Crime and Intelligence Analyst 1.00
Dispatch Services Supervisor 2.00
Dispatcher 14.00
Executive Assistant 1.00
Management Analyst I/II 1.00
Police Captain 2.00
Police Digital Forensic Specialist 1.00
Police Evidence Analyst 1.00
Police Lieutenant 6.00
Police Officer 90.00
Police Records Specialist I/II 5.00
Police Records Supervisor 2.00
Police Sergeant 17.00
Police Support Services Analyst 1.00
Police Technical Services Administrator 1.00
Senior Business Systems Analyst 1.00
Senior Community Service Officer 1.00
Senior Management Analyst 1.00
Senior Police Records Specialist 2.00
Vehicle Abatement Officer 2.00
Total Merit 163.00
Total Per Diem 12.75
Total FTE 175.75

PUBLIC WORKS
Public Works Director 1.00
Administrative Assistant 6.00
Administrative Technician 2.00
Associate Engineer 14.00
Associate Transportation Planner 1.00
Building Maintenance Supervisor 1.00
Business Manager 1.00
Calibration Technician 1.00
Central Services Worker 1.00
Construction Inspector I/II 4.00
Deputy Director of Public Works 2.00
Downtown Coordinator 1.00
Engineering Manager 3.00
Engineering Technician I/II 6.00
Environmental Compliance Inspector 3.00
Environmental Programs Coordinator 1.00
Executive Assistant 1.00
Facilities and Fleet Services Manager 1.00
Facility Maintenance Worker 4.00
Field Maintenance Manager 1.00

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1 0
4 0
8 Fleet Services Supervisor 1.00
Instrument Control Technician 1.00
Laboratory Analyst I/II 3.00
Laboratory Analyst III 1.00
Laboratory Supervisor 1.00
Laborer 1.00
Maintenance Planner 2.00
Maintenance Worker I/II 26.00
Management Analyst I/II 3.00
Principal Transportation Planner 1.00
Project Manager I/II 3.00
Public Works Maintenance Leadworker 3.00
Public Works Supervisor 4.00
Pump Station Mechanic I/II 3.00
Pump Station Mechanic III 1.00
Regulatory Compliance Manager 1.00
Senior Engineer 7.00
Senior Facility Maintenance Worker 3.00
Senior I&C Technician 1.00
Senior Management Analyst 1.00
Solid Waste & Recycling Program Coordinator 1.00
Solid Waste Technician 1.00
Traffic and Light Technician 2.00
Traffic Safety Worker 3.00
WWTP Electrical Technician 2.00
WWTP Maintenance Superintendent 1.00
WWTP Manager 1.00
WWTP Mechanic I/II 6.00
WWTP Mechanic III 2.00
WWTP Operations Superintendent 1.00
WWTP Operator In-Training/I/II 10.00
WWTP Operator III 5.00
WWTP Shift Supervisor 2.00
Waste Management Supervisor 1.00
Total Merit 160.00
Total Per Diem 6.04
Total FTE 166.04
2024-25 POSITION BUDGET:

TOTAL MERIT 549.01
TOTAL PER DIEM 89.10
TOTAL FTEs 638.11

5. The City Manager is authorized and instructed to effectuate the City Budget as approved.

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7 4

CITY OF SAN MATEO
RESOLUTION NO. _____ (2024)
APPROVING THE 2024-2029 CAPITAL IMPROVEMENT PROGRAM
WHEREAS, the City Council held public hearings on the Budget and Capital Improvement Program (CIP), as required by the City Charter section 5.02; and
WHEREAS, the CIP is a five-year plan that identifies all planned capital improvement projects, their estimated cost, and a revenue and/or funding source forecast; and WHEREAS, the 2024-29 Capital Budget presented as part of the proposed budget document that was delivered to Council on June 3, 2024 included details on recommended and funded CIP projects, as well as projects without an identified funding source; and
WHEREAS, the 2024-2029 CIP includes capital projects planned for the five-year period totaling $239,994,146; and
WHEREAS, no changes to the 2024-2029 CIP were proposed by the Council; and WHEREAS, section 5.09 of the City’s Charter requires that the CIP be approved by Council resolution.

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

1. In accordance California Environmental Quality Act (CEQA) Guidelines section 15378(b)(4), adoption of the Capital Improvement Program is exempt from CEQA because it is a government fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.

2. The 2024-2029 Capital Improvement Program for the City of San Mateo, set forth in the accompanying Administrative Report and the proposed business plan document, is approved.

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7 3

CITY OF SAN MATEO
RESOLUTION NO. ______ (2024)

ESTABLISHING THE CITY’S APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25

WHEREAS, under Article XIII B of the California Constitution and Government Code sections 7900 and following, the City is required to establish an annual appropriations limit based on revenues obtained from the proceeds of taxes; and

WHEREAS, the method and basis of calculating these limits was revised by Proposition 111, amending Article XIII B of the State Constitution, and the implementing legislation, to allow election of the basis for population adjustment between the change in population in either the city or the county and an election of inflation factor between the growth of California per capita income or the growth of nonresidential assessed valuation due to new construction in the city; and

WHEREAS, the County of San Mateo population percentage change over the prior year is negative 0.50 percent and the growth in California per capita personal income is 3.62 percent;

WHEREAS, utilizing the population growth for the County of San Mateo and the growth in California per capital personal income yield the most favorable appropriations limit; and WHEREAS, the appropriations limit for 2024-25 is $268,524,256 and the estimated budgeted proceeds from taxes are $142,816,000.

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

1.In accordance with Public Resources Code Section 21065, this action is exempt from review under the California Environmental Quality Act because it can be seen with certainty that it will not have a significant impact on the environment.

2.The City Council finds that the adjustment factors shall be based on the County’s population growth and the growth in California per capita income to determine the appropriations limit for the fiscal year 2024-25.

3.The City Council approves the appropriation limit on revenue obtained from the proceeds of taxes for fiscal year 2024-25 to be $268,524,256 using the selected adjustment factors.

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1 441 of 671

Table of Contents

TRANSMITTAL OF PROPOSED
BUDGET
3 FUND INFORMATION
Special Revenue
Debt Service
163
165
181

CITY OVERVIEW
City Council Vision
City Council Strategic Direction
City Council Priorities
Organizational Vision
City Proﬁle
City Organizational Chart
Basis of Budgeting
Budget Preparation Timeline
Budget Preparation Process
GFOA Budget Award
15 16
Enterprise 185
188Internal Services
17 CAPITAL IMPROVEMENT PROGRAM
Summary
195
196
201
208
214
18 19
CIP Project By Category and Funding Source
CIP Project By Funding Source and Category
Funded Projects
20 22
23 24
25 26
Unfunded Projects 218
APPENDIX 219
220
226
227
230
Financial Policies
Gann Appropriations Limit
Budget Changes
Glossary
CSMFO Budget Award 27

FINANCIAL TRENDS
General Fund Revenues
Major General Fund Tax Revenue
General Fund Expenditures
Citywide Employees
28 29
30 34
35 BUDGET OVERVIEW
City Sources of Funding
36 37
38 40
44 45
47 49
51 Citywide Operating Budget
Schedule of Interfund Transfers
Full Time Equivalent (FTE) Personnel
All Funds Budget Summary
Pension Long-Term Forecast
General Fund Summary
General Fund 10-Year Forecast
Revenue and Expenditure Assumptions 53

DEPARTMENTS
Departments by Fund
City Attorney
62 63
65 68
74 City Clerk
City Council
City Manager’s Oﬃce
Community Development
Finance
78 84
94 100
106
111
Human Resources
Information Technology
Library
Parks and Recreation
Police
117
132
151
161
Public Works
Non-Departmental

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Transmittal of Proposed Budget
City Manager’s Letter of Transmittal
Honorable Mayor and Members of the City Council:

I am pleased to present for your review and consideration the 2024-26 business plan, which includes the proposed 2024-25 budget and our financial plans for the next two years. The business plan also includes the Capital Improvement Program (CIP) for the next five years. This budget reflects our commitment to providing essential City services, investing in the community, and ensuring long-term fiscal health.

Overall, the proposed citywide budget, including both operating and capital, is $321.3 million for fiscal year (FY) 2024-25 and $315.2 million for FY 2025-26. This budget continues to provide funding for core services, Council priorities, and community needs. The five-year CIP reflects the City’s commitment to improve and maintain City facilities and infrastructure, by investing $240.0 million over the next five years in capital projects. We’ve also made modest operating increases to enhance service levels in targeted areas, such as providing resources for emergency preparedness, affordable housing, public safety, transportation, and storm and flood controls.

The development of the proposed budget this year proved challenging as the City faces a headwind of potential economic conditions that may impact the City’s overall fiscal health. Taking into account the economic impacts, such as continued high inflation and interest rates, a slowdown in the housing market, sales tax revenues flattening, and State Vehicle License Fee (VLF) revenue shortfalls, coupled with increased costs for providing city services, the loss of transient occupancy tax (Marriott), and increased unfunded pension liability costs and payments, the City’s fiscal stability is threatened. Fortunately, the current Council and previous Councils’ and administrations were fiscally prudent, and the City has reserves to respond to these threats short term. The reserves allow staff a runway to commence financial sustainability planning which will position the City to be resilient, ensure our ability to respond, withstand, and recover as an organization from these fiscal challenges, and continue to provide essential services to our community.

Although we are mindful of the fiscal challenges at hand, the goal of this budget message is to provide an overview of the components of the FY 2024-25 Citywide Operating Budget and the FY 2024-25 Capital Budget and Five-Year CIP. This year’s budget, as in the past, focuses on weaving together the City Council priorities and the service needs of the community with the fiscal reality and challenges facing San Mateo as well as other cities within San Mateo County. The following sections of the letter of transmittal provide a summary of how that is accomplished in this year’s budget and how the City plans to accomplish this in future budgets.

City Council Priorities
The City Council priorities for FY 2024-25 are part of a larger picture that starts with the City Council Vision and Strategic Direction and leads to the annual, two to five-year, and five-year plus priorities included in this budget book. Below are the City Council adopted FY 2024-25 priorities:
•
•
Establish policies to decarbonize existing buildings and infrastructure and eliminate methane gas use by 2030.

Create a comprehensive, ongoing Citywide Community Outreach and Engagement Program. 3 443 of 671

Transmittal of Proposed Budget
•
•
•
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.

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

Expedite efforts to improve the stormwater collection, drainage, and storage system, including dredging the Marina lagoon.
•
•
Explore adopting a Gardening Waste ordinance.

Explore a resolution affirming the City's commitment to integrate new technologies, such as artificial intelligence (AI), without displacing the work force.
•
•
Increase organizational capacity to support the Toyonaka Sister City Program within the Parks & Recreation Department and City Clerk Department.

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.

These annual priorities are reflected in the FY 2024-25 Citywide Operating Budget and the FY 2024-25 Capital Budget. These budgets advance the priorities by investing in process improvement efforts for key programs, assessing the development of new policies, providing a comprehensive review of various infrastructure needs, and providing support to new programs and community engagement efforts where feasible. 2024-25 Citywide Operating Budget
The table below summarizes the 2024-26 business plans for Citywide operating expenditures:
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

CITYWIDE OPERATING BUDGET
General Fund $ 168.8

28.7 $ 174.6

30.0Special Revenue and Debt Service Funds
Enterprise Funds 58.6 64.6
Total Operating Budget $ 256.1 $ 269.2
In millions. Operating costs include debt service payments.

The City implemented a two-year budget cycle, which requires that each department submit two one-year expenditure plans and revenue estimates to the City Council for approval. Only the first year of the two-year budget will be adopted. In each alternate year, City staff makes recommendations to the City Council for amending the second-year plan.

With 2024-25 being the start of a new two-year budget cycle, the primary focus of budget development was a comprehensive review of the City’s operating budget to ensure operational priorities aligned with Council priorities, as established at the Council’s strategic planning workshop. Overall, the operating budget reflects the maintenance of existing service levels, with Council’s top priorities funded. 4 444 of 671

Transmittal of Proposed Budget
The proposed FY 2024-25 Citywide operating budget is $256.1 million, which is up approximately 7.0% over the adopted FY 2023-24 budget. This predominantly reflects the general increase in the cost of operating the City at existing service levels.

The proposed FY 2024-25 budget recommends increasing merit staffing levels by 13.0 Full Time Equivalents (FTE) for a total authorized merit staffing of 549.0 FTE. The budget funds these new positions primarily through special revenue funds, enterprise funds, and internal service funds (9.5 FTE). Impacts to the General Fund (3.5 FTE) have been carefully evaluated to provide necessary operational support and enhance organizational resilience. The additional costs associated with the new General Fund positions will largely be offset by cost recovery from other funds and the elimination of per diem positions. As a result, the net fiscal impact to the General Fund is limited.

Below is a summary of the service enhancements in this budget as outlined by functional area:
• Police - Funding a full-time Senior Management Analyst to enhance mental health crisis response and services, and provide essential support for civilian-response programs, such as the homeless outreach team, the other mental health clinician, and a domestic violence advocate. Additionally, five part-time Community Service Officers will enhance community services, extend unit hours, and create a recruitment pipeline from the Police Explorer program. Finally, investment in the Real-Time Crime Center system, which integrates data and real-time intelligence, will enable faster and more informed decision-making during emergencies. The benefits of this system extend beyond criminal investigations to include natural disasters, storms, floods, fires, and calls for service. • Parks and Recreation -. The department is reallocating some positions to higher level positions within its existing FTE count to ensure that the positions and the Department’s organizational structure can meet the needs of the community as well as the challenges of recruiting in today’s job market. This includes reallocating a Project Manager to a Senior Project Manager, a Program Assistant to a Senior Program Assistant, and a Community Services Section Manager to a Community Services Manager. The department also made changes within its part time staffing to support its programming and organizational changes, including adding part-time Administrative Assistant hours in Recreation and funding for intern opportunities within departmental administration. •
•
Public Works - Adding operations and staffing resources to enhance streets, solid waste, sewer, and storm and flood control maintenance. Also funding for an organization assessment for the CIP program to be conducted in the upcoming year to improve program effectiveness and efficiency. Additionally, the Wastewater Treatment Plant (WWTP) is scheduled for full operation in 2025. To ensure the new plant is ready to function smoothly, the department needs to increase operating budget and staffing levels within the Sewer Fund. This investment will enhance operational readiness for the new Clean Water Facility.

Information Technology – Funding to invest in network multi-factor authentication (MFA) to improve our cybersecurity defense; add a second ISP to provide more internet bandwidth and increase internet redundancy and reliability; and implement a Customer Relationship Management (CRM) system to improve our service request management response and tracking. The new CRM system will enable residents and businesses to report issues to the City more efficiently and effectively and track the status of their requests with greater transparency.
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Transmittal of Proposed Budget
• Community Development – Funding to allocate additional resources to manage complex development applications, growing policy workloads, and affordable housing initiatives. Resources will also be committed to implementing the newly adopted General Plan and Housing Elements in the upcoming fiscal year.
•
•
•
Library Services - Recognizing recent challenges in recruiting and retaining part-time staff, the library is converting part-time positions to create two merit positions to better support volunteer coordination and library customer service.

City Clerk’s Office - Adding part-time support to enhance our capacity to address the rising volume and complexity of Public Records Act requests. This support will bolster our ability to maintain transparency and provide timely responses to our community.

Internal Support & Administration – Adding resources to fully fund the adopted labor agreements for all labor groups; strengthen organizational resilience; enhance emergency preparedness and grant writing support for all City departments; augment management of the City’s real property portfolio; and improve communication and community engagement.

A summary of the changes to the personnel budget, as well as all other operational increases to the baseline budget, are included in the Appendix section of this document.

General Fund
The General Fund is the primary funding source for our core services. The FY 2024-25 proposed budget, including transfers out, is $180.4 million, an increase of 5.0% over the adopted FY 2023-24 budget of $171.7 million. This increase is the result of several factors, including rising personnel costs, especially increases due to negotiated labor contracts and benefits, rising pension costs, service enhancements, and the City’s continued contribution to capital projects.

The proposed budget reflects a moderate growth in most of the General Fund revenues. The revenue projection is based on the assumptions that the high inflation and interest rate environment will continue in the next two years and the property tax in-lieu of vehicle license fees (VLF) shortfalls will be backfilled by the State of California. These key assumptions are discussed in detail in the Budget Overview section of this budget document.

Due to the increase in costs and the uncertainty in some revenues, it is projected that the City will have a budget deficit of $10.6 million for FY 2024-25 and will require use of the General Fund Rainy Day Reserve to fund everything currently programmed in the budget. Even though what is currently programmed includes discretionary items, the fact remains that the City will need to begin prioritizing amongst many competing resource demands over the next few years to ensure we remain in a good financial position. 6 446 of 671

Transmittal of Proposed Budget
Measure S
Measure S, the 0.25% transactions and use tax extension, generates about $7 million in tax revenue each year.

This critical funding source makes a significant difference for our community by providing much-needed support for both operations and capital improvements.

The proposed FY 2024-25 budget showcases how Measure S funding is allocated to enhance our City core services and infrastructure. In addition to providing $2.3 million to support ongoing police, library, parks and recreation programs, the budget includes $3.7 million from Measure S to support CIP projects. These projects include $2.1 million for the Marina Library improvements and reconstruction, $0.6 million for the Police Station parking deck resurfacing, $0.5 million for the Quick-Build Program to improve bike and pedestrian safety, $0.4 million set-aside for synthetic turf field replacement, $0.3 million for replacement of the Bermuda Drive Bridge, and $0.3 million for the Gateway Park Pedestrian Bridge improvements. On May 16, 2024, the Measure S Oversight Committee reviewed and recommended the Measure S 2024-25 budget, which has been incorporated in this proposed budget document.
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Transmittal of Proposed Budget
2024-25 Capital Budget and 2024-29 Five-Year Capital Improvement Program (CIP) The Capital Improvement Program (CIP) for FY 2024-25 totals $65.2 million. Major projects include the Clean Water Program, Smooth Streets Program, storm and flood control improvements, roadway safety and bicycle/pedestrian initiatives:

Clean Water Program - The City continues to move closer to completion of the $1 billion Clean Water Program where tremendous progress has been made to upgrade and expand the wastewater treatment plant and the collection systems to provide high-quality services to our community for decades to come. This program leveraged low interest loans with the Environmental Protection Agency (EPA) through the Water Infrastructure Finance and Innovation Act (WIFIA) and the State of California’s State Revolving Fund (SRF) loans to save rate payers over $170 million compared to issuing debt through the municipal bond market.

Smooth Streets Program – The City will continue to commit $8 million annually as part of the ongoing program to expedite street resurfacing and reconstruction. This program is funded partially by Measure S, and special revenues such as gas tax, Measure A, Measure W, and Road Maintenance and Rehabilitation Account (RMRA) funds.

Storm and Flood Controls – In January 2024, the Community Flood and Storm Protection Fee Ballot Measure was approved by property owners, passing with 51.78% of the vote. This measure will generate approximately $4 million annually in stormwater fee revenue, providing consistent and sustainable funding for significant improvements to our stormwater system. The new funding will be allocated to immediate storm preparedness and mitigation improvements, the development of a stormwater master plan, and capital projects aimed at enhancing our stormwater infrastructure.

Bikeway and Pedestrian Improvements - Our 2024–29 CIP allocates $12.7 million for bikeway and pedestrian capital improvements over the next five years. In the upcoming fiscal year, we are committing $3.0 million to these initiatives, including $1.6 million for safe routes to school projects and $0.5 million for the Quick Build Mobility Program to enhance bike and pedestrian safety.

In addition to these major initiatives, we have several other important capital and infrastructure projects programmed in the budget for FY 2024-25. Some of the notable projects include:
•
•
Marina Library Branch Reconstruction Project – Investing an additional $2.1 million from Measure S funding and $1.7 million in grant funding to fix the Marina Library structural issues and make improvements and renovation. The total project will cost $7.6 million. This project is 2/3 funded by grants and 1/3 by city funds. Our investment today will ensure our residents have a great library facility to enjoy and benefit from for years to come.

Bermuda Drive Bridge Replacement Project – The existing bridge, built in 1954, has structural and seismic deficiencies. Replacing the bridge will ensure a safe and reliable route for residents and other users of the roadway. In the upcoming fiscal year, $6.1 million grant funds and $2.7 million from gas tax, Measure S and Measure A funds will be programmed into the project. This funding will advance the project from pre-project planning into the construction phase, addressing a critical infrastructure need for our community.
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Transmittal of Proposed Budget
• Citywide Facilities Conditions Assessment - The purpose of this Citywide program is to evaluate each City owned facility on an individual basis, analyze potential issues with the physical conditions, develop cost estimates and use that information to prioritize maintenance and repairs in the most efficient manner. The assessment is scheduled to be accomplished within fiscal year 2024-25. • Central Park Playground - The Central Park Master Plan outlines a long-term conceptual plan to make incremental improvements to the park; including a new plaza and underground parking at the 5th Avenue side of the park, relocated tennis courts, a new community event building, new picnic pavilion, and renovations to the existing children’s playground area. Due to its age and condition, the renovations to the children’s play area were always anticipated to be the first phase of the project.

Phase 1 includes a new “Adventure Village” playground design that incorporates the natural character of Central Park while the magical forest inspires creative and imaginative play, a new restroom building that will serve both the playground area and the future tennis courts as well as a new picnic shelter with BBQ’s.
•
•
Development of a Citywide Stormwater Master Plan – The City’s last Storm Drain Master Plan (SDMP) was drafted in 2004 and many of the improvements identified in the SDMP were not completed due to insufficient funding resources. The recent passage of the Community Flood and Storm Protection Fee provides the City with the financial means to revisit and update the SDMP and begin implementation of necessary storm system improvements.

Parks and Recreation Projects - Additional funding for park improvements. This includes improving our sport courts, replacing and updating playground equipment to ensure safe and engaging play areas for children, and renovating park restrooms to improve cleanliness and accessibility for all visitors.

These projects are a testament to the investment and commitment we make to our community even as we face economic and revenue uncertainties. These priority projects, along with other major capital investments, are discussed in detail in the Capital Improvement Program section of this budget document.

Fiscal Reality and Challenges
While we prioritize Council goals and community needs, this budget is developed amidst a complex financial environment. We must acknowledge the current fiscal realities, including high inflation, a tight labor market, a slowdown in the housing market, and potential revenue shortfalls. Uncertainties related to our tax revenues raise concerns about our financial sustainability. Additionally, we also face increasing costs to provide services, ongoing pension obligations, and funding limitations for CIP projects.

Tax Revenue Uncertainties
San Mateo relies on tax revenues to fund our core services. Although secured property tax remains a stable revenue source, this revenue base is projecting a moderate 3.5% and 4.0% annual growth for the next two years.

Sales tax, as the City’s second largest tax revenue, is projected to stay flat with a moderate 1-2% annual growth. Due to a major hotel closure, the City is projecting to lose $3.0 million annually in Transient Occupancy Tax (TOT), projecting an annual TOT at $4.0 million in FY 2024-25. Property transfer tax fluctuates with economic conditions. Due to high interest rates and a cooling housing market, property transfer tax is anticipated to stay flat with an $8.0 million revenue projection for the upcoming year. 9 449 of 671

Transmittal of Proposed Budget
Another major uncertainty we face is the State’s property tax in-lieu of vehicle license fee (VLF). VLF is a key component of the City’s property tax revenues, making up roughly 18% of our total property tax revenues, and about 10% of the total General Fund revenues. The absence of reliable funding sources for VLF from the State of California has become a major threat to the City’s fiscal sustainability.

The City’s FY 2024-25 proposed budget assumes that the State will eventually honor its VLF obligations. Our share of the FY 2022-23 county-wide VLF shortfalls is $4.2 million, and we expect this to be backfilled in FY 2024-25. However, if this assumption does not hold, the General Fund’s FY 2024-25 budget deficit will increase from the current $10.6 million to $14.8 million. Furthermore, if the State budget deficit situation does not improve, our share of the FY 2023-24 VLF shortfalls ($6.6 million) will be at risk, potentially pushing the City’s projected FY 2025-26 budget deficit from the current $12.5 million to $19.1 million.

Pension Costs
Pension obligations have placed a significant strain on our budget. CalPERS pension contribution requirements have increased significantly over the years due to a number of factors, including CalPERS lower-than-expected investment returns and changes in actuarial assumptions. The City’s unfunded pension liability is nearly $300 million. Citywide pension costs are expected to go up in FY 2024-25, primarily due to the CalPERS’s investment loss of -7.5% in FY 2022. This will add an additional $2 - $10 million per year to the City’s pension costs, as compared to that for 2023-24. As such, we are required to make additional payments through FY 2030-31, after which pension requirements are expected to gradually ramp down, provided CalPERS can achieve its 6.8% annual investment return target for future years.

To demonstrate the impact of these increases on General Fund operations, the table below compares expected pension expenditures over the next ten years with our projected sales tax revenue, which is the second largest General Fund revenue source.

Table 1: Comparison of General Fund 10-Year Pension Costs and Local 1% Sales Tax Projection (in millions)

GENERNAL FUNDGENERAL FUND

PENSION
NORMAL COSTS*

GENERAL FUND

PENSION
UAL REQUIREMENT**

GENERAL FUND
TOTAL

PENSION COSTS

PROJECTED
1% SALES TAX

REVENUE

TOTAL PENSION
COSTS AS % OF

SALES TAX

FISCAL YEAR
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
2030-31
2031-32
2032-33
$5.9
$5.9
$5.9
$6.0
$6.0
$6.0
$6.0
$6.0
$6.0
$6.0
$17.4
$19.4
$20.2
$21.6
$22.7
$24.9
$25.5
$26.1
$25.4
$25.2
$23.3
$25.3
$26.1
$27.6
$28.7
$30.9
$31.5
$32.1
$31.4
$31.2
$22.5
$22.5
$23.0
$23.4
$23.9
$24.4
$24.9
$25.4
$25.9
$26.4
104%
112%
114%
118%
120%
127%
127%
127%
121%
118%
* Pension normal cost presents the annual cost of providing pension benefit for active employees based on their one-year service. **UAL (Unfunded Actuarial Liability) requirement is the annual payment based on the amortized dollar amount of the City’s unfunded pension liability. 10 450 of 671

Transmittal of Proposed Budget
As the table indicates, our entire local 1% sales tax will not be sufficient to cover the General Fund’s share of the annual pension contribution requirement. This example demonstrates the type of pressure the increase in pension expenditures will put on the General Fund and City operations, as these expenditures are consuming an increasing share of our overall operating revenues and limiting our ability to make new service-level commitments.

Aging City Facilities and Infrastructure
We all know that parks, open space, playgrounds, libraries, vibrant recreation facilities, smooth and safe streets, storm and flood controls, and clean water infrastructure are essential for a thriving community. The City is committed to continuing to invest in our infrastructure and improve our facilities to a level the community deserves. However, maintaining and improving our aged City facilities and infrastructure requires significant funding, and right now, our resources are limited.

Streets and Transportation
Currently, we rely on special revenue sources (Gas Tax, Measure A, Measure W, Measure M, and RMRA) totaling $8.3 million annually to fund streets and transportation projects. However, the Smooth Streets Program alone requires annual funding of $7.8 to $8.0 million, leaving little for other critical projects. To address the funding gap, we often turn to the General Fund and Measure S for extra funding support. This may become more and more challenging as the General Fund itself is experiencing a significant budget deficit.

Aging City Facilities
The General Fund, which supports all City facility repairs and improvements, faces increasing pressure.

Although General Fund and Measure S combined provide $7.25 million annually to fund CIP projects, it is still not enough to meet all the needs.

Many City facility projects were put on hold or deferred due to funding issues, such as improvement projects for the 2nd and El Camino Real parking garage, structural repair of the Main Library Garage, waterproofing and painting the Main Street, Central, and Transit Parking Garages, all of which highlight the significant need related to City facilities.

Although funding is a challenge, I believe, by working collaboratively, exploring funding options, and prioritizing needs, we can create a plan to build the infrastructure and facilities our community deserves. To ensure we're investing wisely, during FY 2024-25, the City will conduct a comprehensive Citywide facilities assessment. This assessment will help us understand our facilities’ condition, prioritize needs, and develop a strategic plan for investing in and protecting our facilities. We will keep you updated on the results of the Citywide facilities assessment and future plans.
11 451 of 671

Transmittal of Proposed Budget
Ongoing Fiscal Sustainability Actions
Our City has a proud tradition of fiscal responsibility. I appreciate the City Council's prudent fiscal discipline, which has led us to a strong financial position. Thanks to careful and proactive planning, we’ve built a strong financial position with healthy reserves. This financial prudence allows the City to maintain current service levels, invest in necessary improvements, and continue funding important capital projects for the upcoming fiscal year without having to take drastic measures in response to the current revenue uncertainties.

However, the City’s General Fund ten-year forecast, which is included in this proposed budget, has highlighted the long-term financial challenges we face.

Table 2: General Fund Ten-Year Forecast – Middle-Ground Scenario (in millions) 10-YEAR FORECAST
2024-25
ProposedGENERAL FUND 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 Total Revenues 169.8 173.0 176.1 181.1 186.2 191.4 197.0 202.9 209.1 215.6 222.3 Operating Expenses
Transfers to CIP
168.9

8.1 174.6

7.3 177.1

7.3 182.1

7.3 188.0

7.3 192.5

7.3 197.1

7.3 200.5

7.3 204.5

7.3 207.6

7.3 211.5

7.3 Transfers Out - Debt Service & Other
Total Expenditures

3.5 180.4

3.5 185.3

3.4 187.7

3.4 192.8

3.4 198.7

3.0 202.8

3.0 207.4

3.0 210.8

3.0 214.8

3.0 217.9

3.0 221.8
Surplus / (Deficit) (10.6)
109.8
$99.2
(12.3)

99.2 (11.6)

86.9 (11.7)

75.3 (12.5)

63.6 (11.4)

51.1 (10.3)

39.6 (8.0)

29.3 (5.8)

21.4 (2.3)

15.6 0.4

13.3General Fund - Beginning Fund Balance
General Fund - Ending Fund Balance $86.9 $75.3 $63.6 $51.1 $39.6 $29.3 $21.4 $15.6 $13.3 $13.7 The forecast, based on the middle-ground forecasting scenario, assumes that the State and the County will reach an agreement to fix the VLF funding issue, making VLF revenues more reliable, while potentially reduced.

Under this scenario, the City can maintain its service levels for a few more years. However, as the table shows, in four years, if economic conditions do not improve and no actions are taken to address the budget imbalance, we may risk depleting the General Fund Rainy Day Reserve. Furthermore, our General Fund balance may fall short of maintaining the 25% operating reserve.

To balance the budget, the strategy is straightforward – increase revenues and/or reduce spending. Given the current economic conditions and unresolved VLF shortfall issue, our revenues are expected to remain flat with only moderate annual growth. This growth will be insufficient to keep pace with our expenditures. To maintain the City’s fiscal sustainability, we should start planning for potential actions, which may include reviewing and optimizing the current cost recovery plan, seeking grant funding, assessing new revenue opportunities, and considering potential future revenue ballot measures. Furthermore, the City may employ citywide cost containment strategies to reduce expenses, such as reducing discretionary spending, cutting non- essential programs, implementing hiring freezes, eliminating current vacancies and reducing future vacancies through attrition, and/or implementing furloughs with corresponding service reductions. Additionally, investment in capital projects may be reduced or deferred.

Several variables will impact our financial outlook in the coming years. If the housing market rebounds, our tax revenue forecast may improve. If inflation returns to the Federal Reserve’s 2% target, it will ease some of the rising cost pressures we are currently facing. And we will continue to advocate for VLF funding and look for a long-term solution. While we must be prepared for the worst, we hope that these factors, especially the VLF funding issue, will turn in our favor.
12 452 of 671

Transmittal of Proposed Budget
Future of San Mateo
Despite the financial challenges we are currently facing, I am confident that we will overcome the obstacles and emerge stronger. San Mateo is a wonderful place to live and work. Its central location on the Peninsula, its diversity and high quality of life with well-maintained parks, excellent schools, and a safe environment continue to make it an exceptional city. I firmly believe in the potential of San Mateo and am optimistic about our future. Together, we can navigate through these difficulties and continue to make our community better for everyone.

In that vein, as your City Manager, I have outlined five operational priorities, in alignment with the City Council Vision and Strategic Direction, designed to prepare this organization to serve the City and its residents better now and into the future. These five priorities include:

Attract and Retain Staff
The greatest resource our City has is our staff. Over the past few years, we have experienced significant turnover. Finding new staff, providing the training and opportunities they need to be successful, and keeping the staff we have has proven to be very challenging. Establishing a stable City work force has been my focus since I came on board in 2023 and will continue until we are adequately staffed to provide efficient and effective service levels to meet the needs of our community.

Improve Communications and Community Engagement
It is my goal to provide proactive communications that result in effective collaboration between the City and the community. Not only is it our duty to inform the community, but it is our duty to listen to the community and be caring and responsive. We must be transparent and inclusive in our efforts to engage with the community and support people of all backgrounds. We have launched a campaign to make this happen, including mailing newsletters to the entire community, issuing weekly electronic newsletters, increasing our messaging on social media, translating our messages in Spanish, and working on Diversity, Equity and Inclusion initiatives that bring new voices to the table.

Land Use
With the recent passage of our Housing Element and General Plan 2040, we are now concentrating our efforts on implementation of the Council and community vision for our future. With a focus on economic vitality and the housing goals of protection, preservation, production, promotion, and affirmatively furthering fair housing, we hope to achieve our land use goals as expeditiously as possible. Furthermore, staff will be educating and informing the community on a potential land use ballot measure for the November 2024 election to have the General Plan and Housing Element reach its envisioned full potential.

Capital Improvement Program (CIP)
As stewards of our city, we must reinvest in our infrastructure. Along with retaining the necessary resources and staffing to achieve our CIP goals, we must assess our facilities and establish maintenance programs to protect our investment in our infrastructure. We must position our CIP program to efficiently and effectively deliver much needed infrastructure projects. Funding this effort is a challenge, and we will need to identify future funding sources to ensure we can accomplish this goal. 13 453 of 671

Transmittal of Proposed Budget
Financial Sustainability
In the upcoming year, we must prioritize financial sustainability to ensure long-term financial health for the City. While current reserves are strong, long-term forecasts show budget challenges. We need to explore opportunities for revenue growth and implement cost-saving measures to maintain essential services and build a healthy financial future for the organization.

Closing Remarks
I am honored to serve as your City Manager and incredibly excited about the future of the City of San Mateo.

Our city is brimming with energy and potential, with exciting development projects underway and a vibrant community spirit. Through the budget process, it is my goal to provide you with a thoughtful, strategic, and informative budget plan that aligns with the City Council’s priorities and addresses the community’s needs. I’m also tremendously proud of the work we have done to prudently utilize our resources to provide a great level of service to our community while building a level of resiliency to withstand the challenges we face. I am grateful for Council’s support as we have opted to maintain our service levels with enhancements in targeted areas and to continue to invest in our community in the face of financial uncertainties, all while remaining committed to creating better sustainability in the long term.

The development and delivery of the proposed budget to the Council is the culmination of months of work from staff throughout the organization, and it is a true team effort. I would like to thank the City Council for articulating a vision and setting priorities that helped us develop the budget. I would also like to thank my executive team, along with their respective staff members, for their efforts in supporting the budget development process. My thanks also go to the members of the Finance Department, Finance Director Karen Huang, Deputy Director of Finance Abby Veeser, Budget Manager Renee Halcon, Senior Accounting Assistant Samantha Wong, and Accounting Assistant Christopher Chau, who drove the process to develop the budget and prepare this budget document. Finally, I commend Public Works Director Matt Fabry, Deputy Director of Public Works Deryk Daquigan, and Business Manager Jamie Perez for their overall management of the capital budget and long-term capital plan.

Respectfully submitted,
Alex Khojikian
City Manager
14 454 of 671

City Overview
15 455 of 671

City Council Vision
San Mateo
•
•
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•
•
•
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Is a pre-eminent City between San Francisco and San Jose.

Has strong, attractive commercial areas and viable, wholesome neighborhoods.

Has a solid, healthy economic and ﬁnancial base that cultivates innovation and technology.

Includes its diverse population in all facets of community life and is a nurturing place for youth.

Is safe and has well maintained infrastructure.

Is the cultural center of the County.

Is increasingly sustainable and a leader in reducing carbon emissions.

To achieve this vision, the San Mateo City Government will:
•
•
•
Facilitate the eﬀective functioning and development of the community and its citizens.

Ensure all elements of the community are well represented in the government process.

Serve as both a facilitator and a provider in seeing that community needs and desires are addressed through the most appropriate, eﬀective delivery system whether it is public, non-public, or public/private partnership. •
•
Serve as a consensus builder in the community and articulate collective direction.

Maintain a responsive, capable staﬀ dedicated to serving the community in a non-bureaucratic manner and provide high value for the expenditure of public funds.
•
•
Look to the long-term future of the community and seek constant improvement, including increasing sustainability and reducing the community's carbon footprint.

Be a full partner in the sharing of common services and regional aﬀairs that aﬀect the City. 16 456 of 671

City Council Strategic Direction
The strategic directions express key targets that must be accomplished to achieve its vision. These strategic directions are:

Safe, Clean, and Attractive Neighborhoods
•
•
Ensure higher levels of public safety, especially in neighborhoods under the most stress.

Enhance the quality of residential neighborhoods by encouraging improved appearance and more community involvement.

Successful Businesses and a Solid Tax Base
• Increase the economic vitality of the City with strengthened ties between business and the general community.

A Community Where Residents Can Flourish and Youth are Nurtured • Continue to encourage involvement of youth in our community by improving programs for children, pre-teens, and teens.
• Continue to support eﬀorts to improve access to and aﬀordability of early childhood care and education.

Orderly Planning, Development, and Functioning of the Community •
•
•
Support future growth and redevelopment in Downtown, other commercial areas, and along the transportation corridor to ensure a well-planned environment and promote a high quality of life.

Continue eﬀorts to increase entry-level housing, strive for a balance between jobs and housing, and provide incentives for City employees to live in San Mateo.

Continue to invest in the long-term infrastructure needs of the City and create an identity for San Mateo that generates civic pride and responsibility.

An Open, Participative, and Eﬀective City Government
• Continue to provide cost-eﬀective and quality services that are accessible to all segments of the San Mateo community.
•
•
•
Maintain City ﬁnances where expenses do not exceed ongoing revenues.

Expand community outreach and participation opportunities for all who live and/or work in San Mateo.

Continue to cooperate with regional partners, schools, and other agencies to improve infrastructure and services, strengthen partnerships, avoid duplication, and decrease costs. • Develop and maintain an organization that values employee participation and a sense of ownership. 17 457 of 671

City Council Priorities
Items to be Completed within the Fiscal Year:
• Establish policies to decarbonize existing buildings
and infrastructure and eliminate methane gas use by
2030
• Expedite eﬀorts to improve the stormwater collection, drainage, and storage system, including dredging the
Marina lagoon
•
•
Create a comprehensive, ongoing Citywide •
•
Explore adopting a Gardening Waste ordinance
Community Outreach and Engagement Program Explore a resolution aﬃrming the City's commitment to integrate new technologies, such as artiﬁcial
intelligence(AI), without displacing work force
Increase organizational capacity to support the
Toyonaka Sister City Program within the Parks &
Recreation Department and City Clerk Department
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
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
Provide greater support to business development
centers or mixed use development areas to increase
economic vitality
•
•
•
Items to be Completed within 2 to 5 Years:
•
•
Consider the adoption of wage theft protections
Integrate master plans to increase eﬃciency and
community impact
Design and implement capital improvements for
permanent street closure
Initiate a Community Budget Process for anticipated
revenue from Measure CC
Remove North Shoreview from FEMA Flood
Assessment
Explore the establishment of Property-Based
Improvement Districts
Explore the implementation of a Customer Response
Management or 311 system
Enhance city-wide disaster response and emergency
preparedness
•
•
•
Address structural issues at the Marina Library
Reconstruct all failed streets in San Mateo by 2026
Replace all remaining high voltage circuits to improve
safety and reliability of the street light system
Implement a robust, year-round Downtown Activation
Program as part of our core City services
Prioritize planning, design, construction and
maintenance of rapid safety improvement projects
citywide and ensure there is a reliable City fund for
long term success
Explore piloting a City Grant Fund
Improve and strengthen democratic systems and
decrease polarization
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•
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• Work with schools, community colleges, businesses,
and other organizations to expand youth and
senior workforce development & civic leadership
opportunities
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•
Implement the adopted General Plan
Implement Housing Element Policies
• Deliver the Clean Water Program
Items to be Completed in 5 or More Years:
•
•
•
Implement Library Space Master Plan
Implement the Central Park Master Plan
Expedite eﬀorts to improve the stormwater collection,
drainage, and storage system, including dredging the
Marina lagoon
•
•
•
•
Minimize impacts to residents from train horn noise at
City at-grade crossings
Study resource feasibility for the downtown grade
separations and long-term train corridor improvements
Improve traﬃc ﬂow on 19th Ave and Fashion Island
Boulevard from Grant to Mariners Island Boulevard
Complete all High and Medium-High priority projects
in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan with the goal of prioritizing quick-build
projects where feasible
•
•
Implement a Green Fleet by 2030
Expedite eﬀorts to provide high quality eﬄuent from
the wastewater treatment plant upgrades to support
the future production of potable water
18 458 of 671

19 459 of 671

City Proﬁle
Location
The City of San Mateo is located in San Mateo County, on the Peninsula in the San Francisco Bay Area. It is bordered by Burlingame to the north, Foster City to the east, Belmont to the south, and Hillsborough to the west. The City is conveniently situated 19 miles south of San Francisco and 30 miles north of San Jose. It covers an area of 15.4 square miles, including 3.87 square miles of tidelands from the San Francisco Bay to the east and a range of coastal mountains to the west.

The City
The City was incorporated in 1894 and was originally
chartered in 1922. The current charter was adopted in
1971 and revised in 2002. San Mateo has a Council-
Manager form of government. The City shifted from Council members being elected at-large to districts beginning in the November 2022 election, where three of the ﬁve districts were open. The remaining two districts will be open for election in November 2024. The Council selects a Mayor
from among its members each December for a one-year
term. The Mayor and City Council serve as the legislative and policy making body of the City. The City Manager,
appointed by the Council, serves as chief executive oﬃcer and is responsible for the day-to-day administration of City aﬀairs. The City Council also appoints a City Attorney.

There are twelve Advisory Boards and Commissions.

Services Population and Demographic
CharacteristicThe City provides a full range of municipal services.

These include police, planning, building, sewer, street maintenance, and general administrative services. Fire
service is provided by the San Mateo Consolidated Fire
Department. Water is provided to the residents of the
City of San Mateo by California Water Services, a private company. The City operates and maintains facilities for wastewater treatment. In addition, the City oﬀers thirty-ﬁve parks, six recreation centers, three libraries, and an 18-hole golf course. The San Mateo Performing Arts Center hosts productions by numerous local, regional, and international artistic enterprises, including the Peninsula Ballet Theatre, the Peninsula Civic Light Opera, and the Peninsula
Symphony. San Mateo has abundant shopping areas,
including two major regional shopping centers, Hillsdale Shopping Mall, and Bridgepointe.

Based on the California Department of Finance, the City’s population as of 2024 was just over 103,000, which
represents about 15.20% of the countywide population.

Also based on the most recent U.S. Census data, per capita personal income for San Mateo residents was $78,990,
which is slightly above the amount for San Mateo County as a whole ($77,741) and well above the value for the State of California ($45,591). According to the Employment
Development Department, the City's unemployment rate is

3.3%, which is the same as the County's unemployment rate at 3.3%.
20 460 of 671

City Proﬁle
Local Economy City Statistical Data
San Mateo is centrally located in the San Francisco Bay Area and has direct access to interstate highways, rail lines, a trans-bay bridge, public transit routes, and the San Francisco International Airport. San Mateo serves
as a center of commercial and residential activity. The Transit Center is a multi-modal transportation hub allowing people to board Caltrain to destinations as far north as San Francisco and as far south as Gilroy.

Miscellaneous statistical data for the City of San Mateo is as follows:

Date of Incorporation
1894
Form of Government
Council-Manager
The community is comprised of residences of all types
and at a range of costs, major retail and commercial
establishments, a downtown transit center, a community
college, and two major medical centers. It is also the
home of the San Mateo County Events Center. The robust
economy has renewed interest in the downtown area,
which continues to attract quality small- to medium-sized businesses. The main City Library, completed in 2006,
is the cultural center of the City and beneﬁts many local and regional patrons. The Police Station, completed in
2009, serves as the headquarters to protect and serve the residents in the City.

Area in Square Miles

15.4 Capital Assets
6 Community Centers
3 Libraries
35 Parks
1 Golf Course
1 Police Station
6 Fire Stations
204 miles of streets / 7,500 street lights
260 miles of sanitary sewers
148 miles of storm drains
Median Age of Residents

38.0 Public School Enrollment
19,554
Top Employers
County of San Mateo Medical Center
San Mateo-Foster City Uniﬁed School District
Sony Interactive Entertainment
San Mateo Union High School District
San Mateo Community College District
Franklin Templeton Investor
21 461 of 671

City Organizational Chart

COMMUNITY OF SAN MATEO

CITY COUNCILBOARDS & COMMISSIONS
Civic Arts Committee
Community Relations Commission
Investment Advisory Committee
Library Board
Measure S Oversight Committee
Mosquito and Vector Control District
Parks & Recreation Commission
Personnel Board

CITY AT TORNEY

CITY CLERK
Planning Commission
CITY MANAGERSenior Citizens Commission
Sustainability and Infrastructure Commission
Youth Advisory Council

OPERATING DEPARTMENTS

PUBLIC PARKS &

RECREATION
HUMAN

RESOURCES

COMMUNITY

DEVELOPMENT

INFORMATION

TECHNOLOGYPOLICE LIBRARY FINANCEWORKS
City Council Department Heads
Mayor Lisa Diaz Nash Assistant City Manager
City Clerk
City Librarian
Community Development Director
Finance Director
Interim Human Resources Director
Information Technology Director
Parks and Recreation Director
Police Chief
Christina Horrisberger
Deputy Mayor
Council Member
Council Member
Council Member
Rob Newsom Jr.

Adam Loraine
Rich Hedges
Martin McTaggart
James Moore
Zach Dahl
Karen Huang
Shawnna Maltbie
Pete Owen
Joanne Magrini
Ed Barberini
Matt Fabry
Amourence Lee
City Manager
City Attorney
Alex Khojikian
Prasanna Rasiah
Public Works Director
22 462 of 671

Basis of Budgeting
Fund Accounting Budget System Proprietary Fund Types
The City of San Mateo’s budget is organized on the
basis of the fund accounting system, in which each fund is considered a separate budgeting entity. Government
resources are allocated to and expenses accounted for
in individual funds based upon the purposes for which
they are to be spent and the means by which spending
activities are controlled. All operating funds’ budgets lapse at the end of the adoption cycle. The capital projects fund appropriations are valid for the life of the projects. The City also maintains an encumbrance accounting system as one
technique of accomplishing budgetary control. Encumbered amounts in the operating budget lapse one year after
the end of the ﬁscal year. There is no formal provision in departmental budgets for depreciation and compensated
absences (i.e. accrued vacation and sick leave time), but they are budgeted as internal services fund charges. The following fund types are used by the City:

All proprietary fund budgets are accounted for on a ﬂow of economic resources measurement focus and a full accrual basis.

Enterprise Funds
This fund accounts for operations of the City that are
ﬁnanced and operated in a manner similar to private
business enterprises.

Internal Service Funds
These funds account for the ﬁnancing of services provided by one department to other departments on a cost-
reimbursement basis.

Budgetary Controls
Eﬀective July 1, 1986, the City implemented a two-year
budget cycle. The two-year budget process requires that each department submit two one-year expenditure plans
and revenue estimates to the City Council for approval.

Only the ﬁrst of the two years’ budget will be adopted. In each alternate year, City staﬀ makes recommendations to the City Council for amending the second-year plan. In any budget cycle, to remain adaptable to changing economic
and/or operational conditions, the City may choose to
develop one-year instead of two-year budget plans.

The Department Heads are responsible for containing
expenditures within their budgeted appropriations as
approved by the City Council. Subsequent to the adoption of the budget, all additional changes to the budget require City Council approval.

Governmental Fund Types
All governmental fund budgets are accounted for using
a current ﬁnancial resources measurement focus and a
modiﬁed accrual basis.

General Fund
This fund accounts for all ﬁnancial resources not required to be accounted for in other funds, and is the general
operating fund of the City. The General Fund has four sub- funds: the Measure S Tracking sub-fund, the Downtown
Services sub-fund, the Recreation Services sub-fund, and the Golf sub-fund.

Activities of the General Fund, Special Revenue Funds,
Debt Service Funds, Proprietary, and Capital Funds are
included in the annual budget. The level of budgetary
control is the department within each fund.

Special Revenue Funds
These funds account for the City’s revenues from sources which, by law or administrative action, are designated to ﬁnance particular functions or activities other than capital projects or expendable trusts.

Debt Service Funds
These funds account for the accumulation of ﬁnancial
resources for and the payment of principal, interest, and related costs on general long-term debt.

Capital Programs Funds
These funds account for ﬁnancial resources to be used
for the acquisition or construction of major capital facilities (other than those ﬁnanced by Proprietary Fund Types).
23 463 of 671

Budget Preparation Timeline
Like any large, complex organization, the process to develop and produce the budget is continuous throughout the ﬁscal year, which runs from July 1 to June 30. The major activities and milestones are as follows:

July Through September January Through March
• Departments report out on performance and workload
indicators from the previous ﬁscal year.

Encumbrances and capital project carryovers are
incorporated into department budgets and long-term
ﬁnancial plans of each applicable fund.

Preliminary ﬁnancial results from the previous ﬁscal
year are reported to Council.

Initial scoping meetings are held between Department
Heads and the City Manager to discuss any signiﬁcant
changes to the departmental operating or capital
budget that will be proposed for the upcoming cycle.
•
•
•
City Council holds its annual goal setting session to
identify budget priorities.

Annual mid-year ﬁnancial report is delivered to
Council.

Departmental operating and/or capital budget
requests are received and evaluated by Finance and
the City Manager’s Oﬃce.

Revenue projections for major General Fund tax
revenues are ﬁnalized.
•
•
• •
April Through June
October Through December
•
•
•
City Council approves Master Fee Schedule during a
public hearing.

Long-term ﬁnancial plans for applicable funds are
ﬁnalized.

Study session is held with Council to introduce
major components of the budget and receive ﬁnal
feedback and guidance prior to the delivery of the
recommended budget.
• Schedule for the development of the following
ﬁscal year’s budget is established and distributed to
departments.
• Final ﬁnancial results from the previous ﬁscal year,
in the form of the Comprehensive Annual Financial
Report, are presented to Council.
•
•
Development of internal service charges and cost
allocations begins.

Budget direction and guidance are provided to
departments.
•
•
City Council holds two public hearings on the
recommended budget.

Final budget adopted by the City Council.
24 464 of 671

Budget Preparation Process
2024-25 Budget Development Process
The development of the 2024-25 budget began in the second half of calendar year 2023, with the department heads having scoping meetings with the City Manager to discuss their plans, at a high level, for operating budget adjustments for the upcoming business plan. Once these scoping meetings are concluded, departments submit their initial baseline budgets and requests for service level adds to the City Manager for review and approval. As 2024 got underway, the focus shifted to baseline operating budget reviews, evaluation of service level add requests, and identiﬁcation of available capacity for service level adds. In late-January, Finance staﬀ provided a comprehensive ﬁscal update to Council to set expectations on capacity for service level increases. Subsequently, Council held its strategic planning workshop, which provided direction on priorities for new initiatives in the operating budget.

Second half of the calendar year Finance meets with the CIP Committee, consisting of the City Manager, Assistant City Manager, Finance Director, Public Works Director, and Parks and Recreation. The meetings consists of evaluating the status of the currently budgeted projects in the 5-year CIP, inventorying all existing unfunded projects, and identifying any new capital requests. Once that was completed, the departments, primarily Public Works and Parks and Recreation, updated cost estimates for all existing projects, funded and unfunded, and established initial estimated for new capital projects.

The CIP Committee then developed an initial list of priority projects for funding, which predominantly consisted of existing projects that had been previously slated for funding. In parallel, staﬀ from Finance, Public Works, and Parks and Recreation updated revenue estimated from the various project funding sources to determine the overall capacity to fund priority projects. The CIP Committee utilized this information to then make ﬁnal funding decisions on projects for the 2024-29 5-year CIP.

In mid-April, staﬀ presented to City Council with a preview of the recommended budget which primarily focused on General Fund revenues, the long-term ﬁnancial plan, and pension related costs along with a preview of the 2024-29 CIP 5-year plan. Staﬀ incorporated Council feedback and ﬁnalized numbers for the 2024-25 budget, which included ﬁve year ﬁnancial plans for each of the applicable funds. Attention then turned towards the design and creation of the budget document. The proposed 2024-25 budget was delivered at the ﬁrst City Council meeting in June and public hearings were held and the ﬁnal budget adopted before June 30.
25 465 of 671

GFOA Budget Award
26 466 of 671

CSMFO Budget Award
27 467 of 671

Financial Trends
28 468 of 671

General Fund Revenues
5-YEAR TREND - GENERAL FUND REVENUES BY CATEGORY (IN MILLIONS) 2021-22 ACTUALS 2022-23 ACTUALS 2023-24 ESTIMATES 2024-25 PROPOSED 2025-26 PROJECTED FY 2024-25 GENERAL FUND REVENUES $169.8 MILLION
Property tax
Sales tax
Property transfer tax
Transient ccupancy tax
Business license tax
Recreation and golf service charges
Franchises, permits, fees and fines
Intergovernmental
Invetment and other revenues
Charges to other funds
29 469 of 671

Major General Fund Tax Revenue

PROPERTY TAX (IN MILLIONS)
$80
$70
$60
$50
$40
$30
$20
$10
$0
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Estimates
MAJOR GENERAL FUND TAX REVENUES: PROPERTY TAX
Property tax is the General Fund’s largest and most stable revenue source and is driven by growth in property assessed value.

The City’s assessed valuation attributable to the General Fund is heavily weighted toward residential properties at about 80%.

As shown in the table below, the City’s assessed value (AV) has experienced strong growth, increased an average of 6.6% annually, over the last 13 years. It went from a low of 2.6% in fiscal year (FY) 2013 and a high of 8.5% in FY 2016. However, due to high interest rates, AV growth has showed sign of slowing dow, reflected in the 5.5% growth for FY 2023-24 and a latest projection of 3.5% growth in the upcoming fiscal year.

CHANGES IN ASSESSED VALUATIONS
One of the kep components of property tax revenues is property tax in lieu of vehicle license fees (VLF). Funding for VLF continues to be threatened as the VLF shortfall increases. And State backfill remains uncertain. The State proposed budget for FY 2024-25 did not include a line item to backfill the local VLF shortfalls. The County of San Mateo and local cities will continue to work together to advocate for the State to honor its VLF obligations.

FISCAL YEAR
ENDS JUNE 30
% CHANGE FROM

PRIOR YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Average

2.6%

7.0%

7.4%

8.5%

7.7%

8.4%

7.6%

7.5%

3.5%

8.1%

5.5%

3.5%

6.6%
Staff will continue to monitor the issue and update the long-term financial plan accordingly as more information become available.
30 470 of 671

Major General Fund Tax Revenue

SALES TAX (IN MILLIONS)
$30
$25
$20
$15
$10
$5
$-
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Estimates
Local 1% Sales Tax (including Prop 172) Measure S
MAJOR GENERAL FUND TAX REVENUES: SALES TAX
The chart shows sales tax revenues for the last ten years, including estimates for FY 2023-24. The blue bars represent the local 1% sales tax, and the yellow bars represent the 0.25% Measure S transaction and use tax.

The combined total sales tax revenue for the City is also depicted.

Key points from the chart:

Before the pandemic, the City’s sales tax revenues were stable and showed moderate growth following the economic recovery from the Great Recession of 2008.

Sales tax revenues dropped significantly in FY 2019-20 and 2020-21 due to the pandemic.

The City's sales tax revenues have recovered over the last two years.

The outlook for sales tax revenue is stable, with expectations of moderate growth in the coming years. 31 471 of 671

Major General Fund Tax Revenues

PROPERTY TRANSFER TAX (IN MILLIONS)
$16
$14
$12
$10
$8
$6
$4
$2
$0
MAJOR GENERAL FUND TAX REVENUES: PROPERTY TRANSFER TAX
This chart provides fifteen years of chronological real property transfer tax (RPTT) history, along with the fiscal year 2023-24 estimates. RPTT is a tax on the transfer of ownership in real estate and can be imposed by charter cities such as the City of San Mateo.

As demonstrated by the chart, RPTT fluctuates significantly year over year. Therefore, this revenue source is difficult to project. As the Federal Reserve tightened monetary policy, mortgage rates remain high. Higher borrowing costs dampen the housing market, affecting both transaction volume and sale prices. As such, the baseline RPTT has been reset to $8.0 million for the long-term financial plan.

Staff will monitor the local real estate trends and metrics more closely and evaluate the RPTT revenue performance. 32 472 of 671

Major General Fund Tax Revenues

TRANSIENT OCCUPANCY TAX (IN MILLIONS)
$8
$7
$6
$5
$4
$3
$2
$1
$0
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Estimates
GENERAL FUND TAX REVENUES: TRANSIENT OCCUPANCY TAX
Transient occupancy tax (TOT) is a tax on hotel or other short-term rental occupants whose stays are 30 or fewer consecutive nights. TOT revenue depends on both occupancy and room rates of the City’s hotel stock. This category of taxes is susceptible to economic trends. In good times both occupancy and room rates increase. But during recessionary times, both go down, which can significantly reduce revenue. San Mateo hotels primarily serve business travelers. Recovery in this sector of the hotel industry is expected to be slower than in other parts of the economy.

TOT revenue was origianlly projected to return to the pre-pandemic levels with an annual income of $7 million, but due to a major hotel closure, staff must adjust the revenue projection of fiscal year 2023-24 downward to $5.3 million and the baseline projection to $4.0 million in the long-term financial plan. 33 473 of 671

General Fund Expenditures
5-YEAR TREND - GENERAL FUND EXPENDITURES (IN MILLIONS)
2021-22 ACTUALS 2022-23 ACTUALS 2023-24 ESTIMATES 2024-25 PROPOSED 2025-26 PROJECTED 120
100
80 60
40 20
-
9693
86 7976
4140 3836 3635 34333130
1412 12 11
7 Personnel Expenses Non-Personnel Operating
Expenses
SMC Fire and Legacy Costs Transfers Out to Other Funds
FY 2024-25 GENERAL FUND EXPENDITURES $180.4 MILLION
Personnel Expenses
Non-Personnel Operating Expenses
SMC Fire and Legacy Costs
Transfers Out to Other Funds
34 474 of 671

Citywide Employees
The chart and table below show the Citywide staffing over the 10-year period by department. Staffing is listed by "Full Time Equivalents" (FTE) and considers both merit and per diem employees.
10 Year Trend - Citywide FTE by Department
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Proposed 180
160
140
120
100
80 60
40 20
-
2024-25
ProposedDepartment 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 City Attorney
City Clerk

6.00 4.00

6.00 4.14

6.00 4.40

5.00 4.40

5.00 4.00

5.00 4.23

5.00 4.88
City Council
City Manager

5.00 9.01

5.00 7.46

5.00 8.00

5.00 7.00

5.00 8.48

5.00 9.48
Community Development
Finance
Fire*
Human Resources
Information Technology
Library
Parks & Recreation
Police

47.35 18.25

87.98 9.15

15.00 49.35
112.68 113.84
168.55 175.68
123.98 138.45
656.30 685.51

48.94 17.25

92.43 10.44

15.29 50.59

49.94 18.00

92.43 11.20

15.29 52.48
114.98
173.67
139.60
690.19

49.72 18.00
-

11.20 15.05

53.36 120.28
176.14
146.09
613.24

51.72 19.00
-

11.20 14.05

53.36 120.28
171.51
148.09
612.61

51.40 19.00
-

11.20 14.35

53.34 120.28
176.14
146.09
613.20

51.40 18.00
-

11.20 14.35

52.34 120.43
167.50
148.91
605.13

53.18 17.00
-

11.20 14.48

54.32 114.22
170.40
154.21
610.24

57.18 17.00
-

11.20 14.48

54.32 115.58
172.40
157.69
622.56

57.92 18.00
-

11.48 14.23

53.66 116.67
175.75
166.04
638.11
Public Works
Total City
* Fire Department's FTE was transferred to the San Mateo Consolidated Fire Department in January 2019. 35 475 of 671

Budget
Overview
36 476 of 671

City Sources of Funding
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET
FUND
General Funds
General $ 140,389,551
7,314,000
2,362,966
3,571,224
3,240,250
156,877,991
$ 148,964,931
7,300,000
4,251,000
4,233,057
3,473,500
168,222,488
$ 151,765,935
7,400,000
4,251,000
4,342,410
3,643,500
171,402,845
Measure S Tracking
Downtown Services
Recreation Services
Golf
General Funds Total
Special Revenue Funds
Police Grants and Safety
Solid Waste
$ $ $
$ 569,539
3,432,160
15,000
$ 1,747,137
4,004,609
15,000
$ 538,118
3,738,000
15,000HOME
Community Development Block Grant 704,000 740,000 740,000 Advance Planning
Construction Services
Gas Tax
1,842,000
8,820,100
3,030,448
34,000
2,044,760
9,241,100
3,051,959
66,000
2,044,760
9,241,100
3,180,000
66,000City Housing
Low and Moderate Income Housing
Asset 287,000 289,190 291,446
Parks and Recreation Revenue
Traffic Impact Fee
10,967,136
2,537,482
125,000
237,000
2,428,197
5,000,000
5,430,231
1,456,363
5,000,000Commercial Linkage Fee
Road Maintenance and Rehabilitation
Account (RMRA) 2,631,190 2,884,904 2,960,071
Permanent Local Housing Allocation
Landfill
500,000
655,000
300,000
680,000
300,000
680,000
Special Revenue Funds Total
Debt Service Funds
General Obligation Bonds
2% Hotel Tax
$
$
$
$
36,150,055 $
$
$
32,729,856 $
$
$
35,681,088
2,148,050
1,000,000
3,148,050
1,460,000
700,000
1,460,000
714,000
Debt Service Funds Total
Capital Programs Funds
Capital Projects
2,160,000 2,174,000
12,764,825 $ 17,201,533 $ 9,379,605
Capital Programs Funds Total
Enterprise Funds
$ - $ 17,201,533 $ 9,379,605
Sewer $ 86,246,900
-
$ 91,895,466
4,050,000
95,945,466
$ 92,035,481
4,170,000
96,205,481
Storm
Enterprise Funds Total
Internal Service Funds*
$ 86,246,900 $ $
Vehicle and Equipment Replacement $ 2,190,909 $ 2,161,585 $ 2,000,585 Fleet and Building Maintenance
Benefits
5,852,465
44,802,199
785,000
5,778,693
47,921,301
756,000
5,844,848
49,989,759
779,000Dental
Workers’ Compensation 4,110,000 4,699,000 4,828,000
Comprehensive Liability 2,825,000
60,565,573
282,422,996
3,700,000
65,016,579
316,977,344
4,440,000
67,882,192
315,400,019
Internal Service Funds Total
Total City Operating Budget
$
$
$
$
$
$
*For Internal Service Funds, only investment income in included in the Total Citywide Sources of Funding. 37 477 of 671

City Operating Budget
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

DEPARTMENT
City Attorney $ 1,503,578
862,087
$ 1,671,143
1,153,719
456,520
$ 1,639,888
968,106City Clerk
City Council 356,898 463,104
City Manager
Community Development
Finance
2,977,051
16,035,094
4,179,696
2,284,816
4,814,162
8,925,860
21,666,729
59,827,201
46,586,932
3,403,190
17,348,912
4,503,342
2,593,709
5,198,308
9,811,801
22,592,600
65,267,789
52,530,283
3,454,025
17,706,049
4,801,021
2,649,023
5,267,543
10,154,412
23,223,955
67,523,075
53,844,253
Human Resources
Information Technology
Library
Parks and Recreation
Police
Public Works
San Mateo Consolidated Fire Department
Contribution and Fire Legacy Costs 34,279,728 36,095,951 37,609,760 Non-Departmental 38,498,169 33,520,867 39,904,621
Total City Operating Budget $ 242,798,001 $ 256,148,134 $ 269,208,836 Totals do not include internal services.

CITYWIDE OPERATIONS BY DEPARTMENT
2024-25 ($256.1 MILLION)
Citywide Administration* $19.0
$17.3Community Development
Library $9.8
$22.6Parks and Recreation
Police $65.3
Public Works $52.5
San Mateo Consolidated Fire Department
Contribution and Fire Legacy Costs $36.1
Non-Departmental $33.5
15%0% 5% 10% 20% 25% 30%
Department totals shown in millions.
* Citywide Administration includes these departments: City Attorney, City Clerk, City Council, City Manager, Finance, Human Resources and IT.

478 of 671

Citywide Operating Budget
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET
2023-24 ADJUSTEDFUND BUDGET
General Funds
General $ 137,871,879
2,118,775
-
$ 148,694,170
2,334,601
83,499
$ 154,020,057
2,246,574
88,857
Measure S Tracking
Housing Set-Aside
Downtown Services
Recreation Services
Golf
4,645,244
9,546,244
3,332,729
157,514,871
4,538,937
9,738,915
3,464,503
168,854,626
4,647,314
10,065,908
3,530,979
174,599,687General Funds Total
Special Revenue Funds
Police Grants and Safety
Solid Waste
$ $ $
$ 863,856
3,272,189
10,000
$ 1,732,239
3,711,768
10,000
$ 1,781,963
4,533,795
10,000HOME
Community Development Block Grant 252,899 504,175 505,803 Advance Planning
Construction Services
City Housing
1,422,665
12,459,069
198,500
146,399
16,882
1,901,347
14,147,176
228,500
146,311
17,726
1,933,480
14,561,768
228,500
147,956
18,612
Low and Moderate Income Housing Asset
Parks and Recreation Revenue
Commercial Linkage Fee 5,084 5,338 5,605
Permanent Local Housing Allocation
Landfill
500,000
96,586
309,303
107,814
22,821,697
309,899
100,422
24,137,802Special Revenue Funds Total
Debt Service Funds
$ 19,244,129 $ $
Street and Flood Control Projects
Bond $ 2,691,764 $ 2,693,045 $ 2,699,227
General Obligation Bonds
2% Hotel Tax
2,107,913
976,889
2,124,106
1,079,144
5,896,295
2,136,444
1,068,851
5,904,522Debt Service Funds Total
Enterprise Funds
Sewer
$ 5,776,566 $ $
$ 56,548,402
-
$ 57,923,218
652,298
$ 63,337,825
1,228,999Storm
Enterprise Funds Total
Total City Operating Budget
Internal Service Funds*
$
$
56,548,402
239,083,968
$
$
58,575,516
256,148,134
$
$
64,566,824
269,208,836
Vehicle and Equipment Replacement $ 8,890,507 $ 10,600,790 $ 2,303,974 Fleet and Building Maintenance
Benefits
5,925,519
44,256,881
808,000
6,183,665
47,672,604
823,000
6,281,449
49,693,563
855,000Dental
Workers’ Compensation
Comprehensive Liability
Internal Service Funds Total
4,324,619
3,460,905
67,666,431
4,412,299
4,037,792
73,730,151
4,463,738
4,640,711
68,238,435$ $ $
* Informational figures only. Not included in totals since they are already included in departmental budgets. 39 479 of 671

Schedule of Interfund Transfers
2024-25 PROPOSED BUDGET
TransferFUND
In Out
General Fund
From Measure S Tracking Fund
From Construction Services Fund
From Gas Tax Fund
$ 339,032
510,000
$ -
-
-1,747,500
To Housing Set Aside Reserve Fund **
To 2% Hotel Tax Fund
-
-
-
-
-
-
6,970,000
350,000
-To Downtown Services Fund
To Recreation Services Fund
To Capital Projects Fund
5,520,411
4,400,000
410,000To Vehicle and Equipment Replacement Fund
Total $ 2,596,532 $ 17,650,411
Measure S Tracking Fund
To General Fund $ -
-
-
-
$ 339,032
2,690,000
3,700,000
6,729,032
To Street and Flood Control Projects Bond Fund
To Capital Projects Fund
Total $ $
Housing Set Aside Fund
From General Fund
Total
$ 6,970,000 $ -
$ 6,970,000 $ -
Downtown Services Fund
From General Fund
Total
$ - $ -
$ - $ -
Recreation Services Fund
From General Fund
Total
$ 5,520,411 $ -
$ 5,520,411 $ -
Community Development Block Grant Fund
To Capital Projects Fund
Total
$ - $ 617,000
$ - $ 617,000
Construction Services Fund
To General Fund $
$
$
$
-
-
-
$
$
$
$
510,000
540,000To Capital Projects Fund
Total 1,050,000
Gas Tax Fund
To General Fund -
-
-
1,747,500
2,300,000
4,047,500
To Capital Projects Fund
Total
Parks and Recreation Revenue Fund
To Capital Projects Fund
Total
$ - $ 938,000
$ - $ 938,000
Traffic Impact Fee Fund
To Capital Projects Fund
Total
$ - $ 1,800,000
$ - $ 1,800,000
** Housing Set-Aside Reserve Fund is a General Fund sub-fund. Starting FY 2024-25, staff will use this sub-fund to track the housing set-aside transactions. The transfer in of $6,970,000 includes the transfer of beginning balance of $5,870,000 and the new transfer in of $1,100,000 for fiscal year 2024-25.
40 480 of 671

Schedule of Interfund Transfers
2024-25 PROPOSED BUDGET
TransferFUND
In Out
Road Maintenance and Rehabilitation Account Fund
To Capital Projects Fund
Total
$ - $ 3,200,000
$ - $ 3,200,000
Street and Flood Control Project Fund
From Measure S Tracking Fund
Total
$ 2,690,000 $ -
$ 2,690,000 $ -
2% Hotel Tax Fund
From General Fund $ 350,000 $ -
Total $ 350,000 $ -
Sewer Fund
To Capital Projects Fund
Total
$ - $ 28,059,000
$ - $ 28,059,000
Storm Fund
To Capital Projects Fund
Total
$ - $ 500,000
$ - $ 500,000
Workers' Compensation Fund
To Comprehensive Liability Fund
Total
$ - $ 2,000,000
$ - $ 2,000,000
Comprehensive Liability Fund
From Workers Comp Fund
Total
$ 2,000,000 $ -
$ 2,000,000 $ -
Vehicle and Equipment Replacement Fund
From General Fund $ 410,000 $ -
Total $ 410,000 $ -
Capital Projects Fund
From General Fund $ 4,400,000
3,700,000
617,000
$ -
From Measure S Tracking Fund
From CDBG
-
-
From Construction Services Fund
From Gas Tax Fund
From Parks and Recreation Revenue Fund
From Traffic Impact Fee Fund
From Road Maintenance and Rehabilitation Account Fund
From Sewer Fund
540,000 -
2,300,000
938,000
-
-
1,800,000
3,200,000
28,059,000
500,000
-
-
-
From Storm Fund -
-Total $
$
46,054,000
66,590,943
$
$Total City Transfers 66,590,943
41 481 of 671

Schedule of Interfund Transfers
2025-26 PROJECTED BUDGET
TransferFUND In Out
General Fund
From Measure S Tracking Fund
From Construction Services Fund
From Gas Tax Fund
$ 339,032
530,000
$ -
-
-1,747,500
To Housing Set Aside Reserve Fund
To 2% Hotel Tax Fund
-
-
-
-
-
-
1,144,000
350,000
-To Downtown Services Fund
To Recreation Services Fund
To Capital Projects Fund
5,723,497
4,250,000
410,000To Vehicle and Equipment Replacement Fund
Total $ 2,616,532 $ 11,877,497
Measure S Tracking Fund
To General Fund $ -
-
-
-
$ 339,032
2,690,000
3,000,000
6,029,032
To Street and Flood Control Projects Bond Fund
To Capital Projects Fund
Total $ $
Housing Set Aside Fund
From General Fund
Total
$ 1,144,000 $ -
$ 1,144,000 $ -
Downtown Services Fund
From General Fund
Total
$ - $ -
$ - $ -
Recreation Services Fund
From General Fund
Total
$ 5,723,497 $ -
$ 5,723,497 $ -
Community Development Block Grant Fund
To Capital Projects Fund
Total
$ - $ 617,000
$ - $ 617,000
Construction Services Fund
To General Fund $
$
$
$
-
-
-
$
$
$
$
530,000
350,000
880,000
To Capital Projects Fund
Total
Gas Tax Fund
To General Fund -
-
-
1,747,500
1,300,000
3,047,500
To Capital Projects Fund
Total
Parks and Recreation Revenue Fund
To Capital Projects Fund
Total
$ - $ 11,470,000
$ - $ 11,470,000
Traffic Impact Fee Fund
To Capital Projects Fund
Total
$ - $ 850,000
$ - $ 850,000
42 482 of 671

Schedule of Interfund Transfers
2025-26 PROJECTED BUDGET
Transfer
FUND
In Out
Road Maintenance and Rehabilitation Account Fund
To Capital Projects Fund
Total
$ - $ 2,700,000
$ - $ 2,700,000
Street and Flood Control Project Fund
From Measure S Tracking Fund
Total
$ 2,690,000 $ -
$ 2,690,000 $ -
2% Hotel Tax Fund
From General Fund
Total
$ 350,000 $ -
$ 350,000 $ -
Sewer Fund
To Capital Projects Fund
Total
$
$
-
-
$ 9,262,000
$ 9,262,000
Storm Fund
To Capital Projects Fund
Total
$ - $ 150,000
$ - $ 150,000
Workers' Compensation Fund
To Comprehensive Liability Fund
Total
$ - $ -
$ - $ -
Comprehensive Liability Fund
From Workers Comp Fund
Total
$ - $ -
$ - $ -
Vehicle and Equipment Replacement Fund
From General Fund
Total
$ 410,000 $ -
$ 410,000 $ -
Capital Projects Fund
From General Fund
From Measure S Tracking Fund
From CDBG
$ 4,250,000
3,000,000
617,000
$ -
-
-
From Construction Services Fund
From Gas Tax Fund
From Parks and Recreation Revenue Fund
From Traffic Impact Fee Fund
From Road Maintenance and Rehabilitation Account Fund
From Sewer Fund
350,000 -
1,300,000
11,470,000
850,000
-
-
-
2,700,000
9,262,000
150,000
-
-
From Storm Fund -
-Total $
$
33,949,000
46,883,029
$
$Total City Transfers 46,883,029
43 483 of 671

Full Time Equivalent (FTE) Personnel
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET
All Funds All Funds All Funds
By Department
City Attorney 5.00

4.23 5.00

4.88 5.00

4.88City Clerk
City Council 5.00 5.00 5.00
City Manager
Community Development
Finance

8.48 9.48 9.48

57.18 17.00

11.20 14.48

54.32 115.58
172.40
157.69

57.92 18.00

11.48 14.23

53.66 116.67
175.75
166.04

57.92 18.00

11.48 14.23

53.66 116.67
175.75
166.04
Human Resources
Information Technology
Library
Parks and Recreation
Police
Public Works
Total City 622.56 638.11 638.11
By Type
Merit Positions
Per Diem
536.01

85.55 549.01

89.10 549.01

89.10 Total City 621.56 638.11 638.11
44 484 of 671

All Funds Budget Summary

BEGINNING FUND

BALANCE

REVENUES INTERFUND INTERFUND EXPENDITURES
Operating Transfer to CIP

ENDING FUND
BALANCEPROPOSED 2024-25 TRANSFERS IN TRANSFERS
OUT
General Funds
General 1
$ 96,819,758 $ 148,964,931
7,300,000
-
$ 2,596,532 $ 13,250,411 $ 148,694,170
2,334,601
83,499
$ 4,400,000 $ 82,036,640
8,891,956
6,886,501
1,599,047
0 Measure S Tracking 10,655,589
-
-
6,970,000
-
3,029,032 3,700,000
Housing Set Aside - -
Downtown Services 1,886,983
(14,553)
444,699
109,792,476
4,251,000
4,233,057
3,473,500
168,222,488
- 4,538,937
9,738,915
3,464,503
168,854,626
-
Recreation Services 5,520,411 -
-
-
-Golf 453,695
99,867,839General Funds Total
Special Revenue Funds
Police Grants
$ $ $ 15,086,943 $ 16,279,443 $ $ 8,100,000 $
$$ 1,088,927
15,328,880
460,422
$ 1,747,137
4,004,609
15,000
$ -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$ - $ 1,732,239
3,711,768
10,000
504,175
1,901,347
14,147,176
-
$ - 1,103,825
15,621,722
465,422
Solid Waste - -

HOME - -
Community Development Block Grant
Advance Planning
(360,896)
5,715,951
29,043,954
787,345
740,000 - 617,000 (742,071)
5,859,364
23,087,878
(208,196)
1,053,259
5,271,897
(537,874)
443,901
2,044,760
9,241,100
3,051,959
66,000
- -
Construction Services
Gas Tax
510,000 540,000
1,747,500 2,300,000
City Housing 1,215,759
5,129,019
180,852
- 228,500
146,311
17,726
-
-
Low and Moderate Income Housing Asset
Parks and Recreation Revenue
Traffic Impact Fee
289,190 - -
237,000 - 938,000
(184,296)
3,365,767
3,049,530
17,397
2,428,197
5,000,000
2,884,904
300,000
- 1,800,000
Commercial Linkage Fee
Road Maintenance and Rehabilitation Account
Permanent Local Housing Allocation
Landfill Fund
- 5,338 - 8,360,429
2,734,434
8,094
- - 3,200,000
-
-
309,303
107,814
22,821,697
-
-4,424,537
69,263,148
680,000 4,996,723
67,518,808Special Revenue Funds Total
Debt Service Funds
Street and Flood Control Projects Bond
General Obligation Bonds
2% Hotel Tax
$ $ 32,729,856 $ $ 2,257,500 $ $ 9,395,000 $
$$ 16,315
7,247,310
64,098
$ - $ 2,690,000
-
$ -
-
-
-
$ 2,693,045
2,124,106
1,079,144
5,896,295
$ -
-
-
-
13,270
6,583,204
34,954
1,460,000
700,000
2,160,000
350,000
3,040,000Debt Service Funds Total
Capital Improvement Projects Funds
Capital Improvement Projects
Capital Improvement Projects Funds Total
Enterprise Fund
$ 7,327,723 $ $ $ $ $ $ 6,631,428
$ 38,804,617 $ 17,201,533 $ - $ - $ - $ 19,194,363 $
$
36,811,787
36,811,787$ 38,804,617 $ 17,201,533 $ - $ - $ - $ 19,194,363 Sewer $
$
$
205,619,846
-
$
$
$
91,895,466
4,050,000
95,945,466
$
$
$
-
-
-
$
$
$
-
-
-
$
$
$
57,923,218
652,298
$
$
$
28,059,000
500,000
$
$
$
211,533,094
2,897,702Storm
Enterprise Fund Total 205,619,846 58,575,516 28,559,000 214,430,795 Internal Service Funds 2
Vehicle and Equipment Replacement
Fleet and Building Maintenance
Benefits
15,899,025
830,706
2,161,585
5,778,693
47,921,301
756,000
410,000 - 10,600,790
6,183,665
47,672,604
823,000
- 7,869,820
425,734- - -
889,946 - - - 1,138,642
874,138Dental 941,138 -
-
-
2,000,000
-
-
Workers' Compensation
Comprehensive Liability
Internal Service Funds Total
Total City
8,368,258
(1,655,854)
25,273,220
430,807,809
4,699,000
3,700,000
65,016,579
4,412,299
4,037,792
73,730,151
256,148,134
- 6,654,959
6,3542,000,000
2,410,000
-
-$ $ $ $ 2,000,000 $ $ $ 16,969,648
$ $ 316,977,344 $ 20,536,943 $ 20,536,943 $ $ 65,248,363 $ 425,260,657 Note: Governmental Funds are presented using a modified accrual basis and Proprietary Funds are presented using a full accrual basis. 1 Vacancy savings shown in the General Fund Long-Term Financial Plan are incorporated in the amounts under the Operating column. 2 For Internal Service Funds, only transfers and investment income are included in totals. 45 485 of 671

All Funds Budget Summary

BEGINNING FUND

BALANCE

REVENUES INTERFUND INTERFUND EXPENDITURES
Operating Transfer to CIP

ENDING FUND
BALANCEPROJECTED 2025-26
General Funds

TRANSFERS IN TRANSFERS OUT
General 1
$ 82,036,640 $ 151,765,935
7,400,000
-
$ 2,616,532 $ 7,627,497 $ 154,020,057
2,246,574
88,857
$ 4,250,000 $ 70,521,553
8,016,350
7,941,644
1,202,733
(0)
Measure S Tracking 8,891,956
6,886,501
1,599,047
0 -
1,144,000
-
3,029,032 3,000,000
Housing Set Aside - -
Downtown Services 4,251,000
4,342,410
3,643,500
171,402,845
- 4,647,314
10,065,908
3,530,979
174,599,688
-
Recreation Services 5,723,497
-
-
-
-
-Golf 453,695
99,867,839
566,217
General Funds Total
Special Revenue Funds
Police Grants
$ $ $ 9,484,029 $ 10,656,529 $ $ 7,250,000 $
$
88,248,496
$ 1,103,825
15,621,722
465,422
$ 538,118
3,738,000
15,000
$ -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$ - $ 1,781,963
4,533,795
10,000
505,803
1,933,480
14,561,768
-
$ - (140,020)
14,825,927
470,422
Solid Waste - -

HOME - -
Community Development Block Grant
Advance Planning
(742,071)
5,859,364
23,087,878
(208,196)
1,053,259
5,271,897
(537,874)
443,901
740,000 - 617,000 (1,124,874)
5,970,644
16,887,210
(75,696)
2,044,760
9,241,100
3,180,000
66,000
- -
Construction Services
Gas Tax
530,000 350,000
1,747,500 1,300,000
City Housing - 228,500
147,956
18,612
-
- 890,759
Low and Moderate Income Housing Asset
Parks and Recreation Revenue
Traffic Impact Fee
291,446 - - 5,415,387
(6,596,255)
1,050,264
13,354,824
2,994,505
(1,805)
5,430,231
1,456,363
5,000,000
2,960,071
300,000
- 11,470,000
- 850,000
Commercial Linkage Fee
Road Maintenance and Rehabilitation Account
Permanent Local Housing Allocation
Landfill Fund
8,360,429
2,734,434
8,094
- 5,605 -
- - 2,700,000
-
-
309,899
100,422
24,137,802
-
-4,996,723
67,518,808
680,000 5,576,302
59,497,594Special Revenue Funds Total
Debt Service Funds
Street and Flood Control Projects Bond
General Obligation Bonds
2% Hotel Tax
$ $ 35,681,088 $ $ 2,277,500 $ $ 17,287,000 $
$$ 13,270
6,583,204
34,954
$ - $ 2,690,000
-
$ -
-
-
-
$ 2,699,227
2,136,444
1,068,851
5,904,522
$ -
-
-
-
4,043
5,906,760
30,103
1,460,000
714,000
2,174,000
350,000
3,040,000Debt Service Funds Total
Capital Improvement Projects Funds
Capital Improvement Projects
Capital Improvement Projects Funds Total
Enterprise Fund
$ 6,631,428 $ $ $ $ $ $ 5,940,906
$ 36,811,787 $ 9,379,605 $ - $ - $ - $ 12,030,647 $
$
34,160,745
34,160,745$ 36,811,787 $ 9,379,605 $ - $ - $ - $ 12,030,647 Sewer $
$
$
211,533,094
2,897,702
$
$
$
92,035,481
4,170,000
96,205,481
$
$
$
-
-
-
$
$
$
-
-
-
$
$
$
63,337,825
1,228,999
64,566,824
$
$
$
9,262,000
150,000
$
$
$
230,968,750
5,688,703Storm
Enterprise Fund Total 214,430,795 9,412,000 236,657,453 Internal Service Funds 2
Vehicle and Equipment Replacement
Fleet and Building Maintenance
Benefits
7,869,820
425,734
2,000,585
5,844,848
410,000 - 2,303,974
6,281,449
49,693,563
855,000
- 7,976,431
(10,867)- - -
1,138,642
874,138
49,989,759
779,000
- - - 1,434,839
798,138Dental - - -
Workers' Compensation
Comprehensive Liability
Internal Service Funds Total
Total City
6,654,959
6,354
4,828,000 -
-
- 4,463,738
4,640,711
68,238,435
269,208,836
- 7,019,221
(194,356)4,440,000 -
-
-
-$ 16,969,648
425,260,657
$ 67,882,192
$ 315,400,019
$ 410,000
12,934,029
$ $ $ $ 17,023,405
$ 424,505,194$ $ $ 12,934,029 $ $ 45,979,647
Note: Governmental Funds are presented using a modified accrual basis and Proprietary Funds are presented using a full accrual basis. 1 Vacancy savings shown in the General Fund Long-Term Financial Plan are incorporated in the amounts under the Operating column. 2 For Internal Service Funds, only transfers and investment income are included in totals. 46 486 of 671

Pension Long-Term Forecast
2023-24 2024-25 2025-26 2026-27 2027-28
(In millions) ESTIMATES PROPOSED PROJECTED FORECAST FORECAST Pension Contribution 1 - By Plan
Miscellaneous
Safety
Total
$ 10.6

17.1 27.7
$ 11.7

18.5 30.22
$ 11.5

19.5 30.9
$ 12.2

20.4 32.6
$ 12.8

21.2 34.0$ $ $ $ $
Pension Contribution 1 - By Type
Normal Costs
Unfunded Actuarial Liability (UAL)
Total
$ 7.4

20.3 27.7
$ 7.4

22.8 30.22
$ 7.4

23.5 30.9
$ 7.5

25.2 32.6
$ 7.5

26.5 34.0$ $ $ $ $
Actuarial Unfunded Liabilities
Miscellaneous
Safety
Total
$ 100.3
198.1
298.4
$ 99.7
197.2
296.9
$ 97.7
194.7
292.4
$ 95.9
190.9
286.9
$ 93.3
185.9
279.2$ $ $ $ $
Funded Percentage
Miscellaneous
Safety
70%
60%
64%
71%
61%
65%
72%
62%
66%
74%
63%
67%
75%
65%
69%Total
3Total Pension Contribution as % of Covered Payroll
Miscellaneous
Safety
Total
28%
96%
50%
31%
101%
53%
29%
103%
53%
30%
105%
54%
31%
106%
55%
Pension Contribution as % of General Fund
2Expenditures
Miscellaneous
Safety
7% 7% 7% 7% 7%
11%
18%
11%
18%
11%
18%
12%
18%
12%
19%Total
1 This is the City's pension cost before accounting for employees' cost-sharing. 2 General Fund Expenditures only. Transfers out is not included. 3 Percentage increases for Safety plan are primarily due to the City's fire operations transferred to a new JPA agency in January 2019, resulting in less covered payroll but with the unfunded liabilities remaining as the City's responsibility. 47 487 of 671

Pension Long-Term Forecast
2028-29 2029-30 2030-31 2031-32 2032-33 2033-34
(In millions) FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST Pension Contribution 1 - By Plan
Miscellaneous
Safety
Total
$ 13.9

22.8 36.7
$ 14.2

23.2 37.4
$ 14.5

23.6 38.1
$ 14.2

23.1 37.3
$ 14.1

23.0 37.1
$ 13.5

22.0 35.5$ $ $ $ $ $
Pension Contribution 1 - By Type
Normal Costs
Unfunded Actuarial Liability (UAL)
Total
$ 7.5

29.2 36.7
$ 7.6

29.9 37.4
$ 7.6

30.5 38.1
$ 7.6

29.7 37.3
$ 7.6

29.4 37.1
$ 7.6

27.9 35.5$ $ $ $ $ $
Actuarial Unfunded Liabilities
Miscellaneous
Safety
Total
$ 89.9
179.7
269.6
$ 85.1
171.4
256.5
$ 79.7
162.1
241.8
$ 73.7
151.6
225.3
$ 67.7
141.0
208.6
$ 61.4
129.7
191.1$ $ $ $ $ $
Funded Percentage
Miscellaneous
Safety
76%
66%
71%
78%
68%
73%
80%
71%
75%
82%
73%
77%
84%
75%
79%
86%
77%
81%Total
3Total Pension Contribution as % of Covered Payroll
Miscellaneous
Safety
Total
33%
111%
58%
32%
110%
57%
32%
109%
57%
30%
104%
54%
29%
100%
52%
27%
93%
49%
Pension Contribution as % of General Fund
2Expenditures
Miscellaneous
Safety
7% 7% 7% 7% 7% 6%
12%
20%
12%
19%
12%
19%
12%
19%
11%
18%
11%
17%Total
1 This is the City's pension cost before accounting for employees' cost-sharing. 2 General Fund Expenditures only. Transfers out is not included. 3 Percentage increases for Safety plan are primarily due to the City's fire operations transferr but with the unfunded liabilities remaining as the City's responsibility. 48 488 of 671

General Fund Summary
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

GENERAL FUND
Resources
Property Tax $ 84,000,000
22,920,000
7,200,000
8,000,000
4,000,000
7,750,000
3,350,000
3,473,500
4,131,057
7,702,786
3,368,551
4,950,000
4,920,000
1,800,000
510,000
$ 85,876,000
23,390,000
7,300,000
8,000,000
4,080,000
7,910,000
3,430,000
3,643,500
4,241,410
7,741,708
3,401,515
4,750,000
5,170,000
1,800,000
530,000
Sales Tax - Local 1%
Sales Tax - 1/4% Measure S
Property Transfer Tax
Transient Occupancy Tax
Business License Tax
Franchises
Golf Fees
Recreation Service Charges
Permits, Fees, and Fines
Intergovernmental
Interest and Miscellaneous
Transfers In - In Lieu Charges
Transfers In - Rent from Sewer Fund
Transfers In - Construction Services
Transfers In - Gas Tax
Current Resources
Use Unassigned Fund Balance
Total Resources
1,747,500
169,823,394
10,581,231
180,404,625
1,747,500
173,011,633
12,288,053
185,299,686
$ $
$
$
$
$
Expenditures by Department
City Attorney $ 1,332,870
1,153,719
456,520
$ 1,300,204
968,106City Clerk
City Council 463,104
City Manager 2,848,297
2,271,225
4,354,554
2,593,709
5,068,589
9,811,801
22,592,600
63,535,550
11,732,157
5,007,083
11,550,000
36,095,951
180,404,625
-
2,883,913
2,256,285
4,643,203
2,649,023
5,134,937
10,154,411
23,223,955
65,741,112
11,901,714
5,669,958
10,700,000
37,609,760
185,299,686
-
Community Development
Finance
Human Resources
Information Technology
Library
Parks and Recreation
Police
Public Works
Non-Departmental
Transfers Out
San Mateo Consolidated Fire Department Constribution and Fire Legacy Costs Total Expenditures
Resources Over / (Under) Expenditures
$
$
$
$

489 of 671

General Fund Summary

GENERAL FUND

OPERATING BUDGET BY DEPARTMENT
2024-25 ($180.4 MILLION)
San Mateo
Consolidated Fire
Department
Constribution and Fire
Legacy Costs
$36.1
City Administration
$17.8 Community
Development
$2.3
Library
$9.8
Parks and
Recreation
$22.6Transfers Out
$11.6
Non-Departmental
$5.0
Public Works
$11.7
Police
$63.5
Department totals shown in millions.
*Citywide Administration includes these departments: City Attorney, City Clerk, City Council, City Manager, Finance, Human Resources, and Information Technology. 50 490 of 671

General Fund 10-Year Forecast
2024-25

PROPOSED PROJECTED
2025-262022-23

ACTUALS ESTIMATES
2023-24 2026-27

FORECAST
2027-28

FORECASTBUDGET BUDGET

REVENUES
Property Tax $ 80,632,210
22,106,044
387,588
$ 78,422,243
22,000,000
400,000
$ 84,000,000
22,500,000
420,000
$ 85,876,000
22,950,000
440,000
$ 89,193,959
23,409,000
449,000
$ 92,730,278
23,877,000
458,000
Sales Tax - Local 1%
Sales Tax - Prop 172
Sales Tax - 1/4% Measure S
Property Transfer Tax
Transient Occupancy Tax
Business License Tax
Franchises
7,107,739
7,418,099
6,076,560
8,797,963
3,627,304
3,199,468
3,653,413
8,018,782
3,488,505
2,788,659
4,552,203
1,800,000
485,372
7,100,000
7,000,000
5,260,000
7,000,000
3,200,000
3,400,000
4,367,724
7,932,500
2,806,774
4,152,488
4,688,762
1,800,000
499,933
7,200,000
8,000,000
4,000,000
7,750,000
3,350,000
3,473,500
4,131,057
7,702,786
3,368,551
4,950,000
4,920,000
1,800,000
510,000
7,300,000
8,000,000
4,080,000
7,910,000
3,430,000
3,643,500
4,241,410
7,741,708
3,401,515
4,750,000
5,170,000
1,800,000
530,000
7,400,000
8,000,000
4,162,000
8,070,000
3,460,000
3,720,000
4,450,000
8,100,000
3,600,000
2,550,000
5,430,000
1,800,000
550,000
7,500,000
8,000,000
4,245,000
8,230,000
3,490,000
3,790,000
4,580,000
8,340,000
3,670,000
2,350,000
5,700,000
1,800,000
570,000
Golf Fees
Recreation Service Charges
Permits, Fees, and Fines
Intergovernmental
Interest and Miscellaneous
Transfers In - In Lieu Charges
Transfers In - Rent from Sewer Fund
Transfers In - Construction Services
Transfers In - Gas Tax 1,747,500
165,887,409
1,747,500
161,777,925
1,747,500
169,823,394
1,747,500
173,011,633
1,747,500
176,091,459
1,747,500
181,077,778TOTAL REVENUES

EXPENDITURES
$ $ $ $ $ $
Salaries and Wages $ 48,275,460
19,432,297
11,697,336
34,756,747
32,845,560
12,452,803
-
$ 52,886,412
21,226,861
11,440,980
35,728,797
34,279,728
14,301,887
-
$ 56,140,669
23,512,566
12,984,027
40,121,412
36,095,951
11,550,000
-
$ 58,148,046
24,404,553
13,367,259
41,070,068
37,609,760
10,700,000
-
$ 58,694,160
24,060,000
14,260,000
43,045,000
39,024,000
10,642,900
(2,000,000)
187,726,060
(11,634,601)
86,923,192
75,288,591
$ 59,868,000
24,550,000
15,020,000
44,481,000
40,308,000
10,641,300
(2,100,000)
192,768,300
(11,690,522)
75,288,591
63,598,069
Benefits
Pension Unfunded Liability (UAL)
Non-Personnel Operating
SMC Fire and Legacy Costs
Transfers Out
Net Reduction

TOTAL EXPENDITURES
Resources Over / (Under) Requirements
Beginning Fund Balance
Ending Fund Balance
$
$
159,460,204
6,427,205
111,452,010
117,879,215
$
$
169,864,665
(8,086,740)
117,879,215
109,792,476
$
$
180,404,625
(10,581,231)
109,792,476
99,211,245
$
$
185,299,686
(12,288,053)
99,211,245
86,923,192
$
$
$
$
51 491 of 671

General Fund 10-Year Forecast
2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35

FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST

REVENUES
Property Tax $ 96,391,049 $ 100,180,171 $ 104,103,577 $ 108,166,240 $ 112,373,170 $ 116,831,417 $ 121,447,074 Sales Tax - Local 1%
Sales Tax - Prop 172
Sales Tax - 1/4% Measure S
Property Transfer Tax
Transient Occupancy Tax
Business License Tax
Franchises
24,355,000
467,000
24,842,000
476,000
25,339,000
486,000
25,846,000
496,000
26,363,000
506,000
26,890,000
516,000
27,428,000
526,000
7,700,000
8,000,000
4,330,000
8,390,000
3,520,000
3,870,000
4,720,000
8,590,000
3,740,000
1,950,000
5,990,000
1,800,000
590,000
7,900,000
8,000,000
4,417,000
8,560,000
3,560,000
3,950,000
4,860,000
8,850,000
3,810,000
1,550,000
6,290,000
1,800,000
610,000
8,100,000
8,000,000
4,505,000
8,730,000
3,600,000
4,030,000
5,010,000
9,120,000
3,890,000
1,350,000
6,600,000
1,800,000
630,000
8,300,000
8,000,000
4,595,000
8,900,000
3,640,000
4,110,000
5,160,000
9,390,000
3,970,000
1,150,000
6,930,000
1,800,000
650,000
8,500,000
8,000,000
4,687,000
9,080,000
3,680,000
4,190,000
5,310,000
9,670,000
4,050,000
1,150,000
7,280,000
1,800,000
670,000
8,700,000
8,000,000
4,781,000
9,260,000
3,720,000
4,270,000
5,470,000
9,960,000
4,130,000
1,150,000
7,640,000
1,800,000
690,000
8,900,000
8,000,000
4,877,000
9,450,000
3,760,000
4,355,400
5,630,000
10,260,000
4,210,000
1,150,000
8,020,000
1,800,000
710,000
Golf Fees
Recreation Service Charges
Permits, Fees, and Fines
Intergovernmental
Interest and Miscellaneous
Transfers In - In Lieu Charges
Transfers In - Rent from Sewer Fund
Transfers In - Construction Services
Transfers In - Gas Tax 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500 1,747,500

TOTAL REVENUES

EXPENDITURES
$ 186,150,549 $ 191,402,671 $ 197,041,077 $ 202,850,740 $ 209,056,670 $ 215,555,917 $ 222,270,974 Salaries and Wages $ 61,065,000
24,430,000
16,540,000
46,252,000
41,950,000
10,643,100
(2,200,000)
$ 62,286,000
24,910,000
16,950,000
47,560,000
43,140,000
10,293,100
(2,300,000)
$ 63,532,000
25,410,000
17,290,000
48,909,000
44,330,000
10,291,300
(2,400,000)
$ 64,803,000
25,920,000
16,830,000
50,299,000
45,160,000
10,290,550
(2,500,000)
$ 66,099,000
26,440,000
16,690,000
51,732,000
46,171,000
10,291,800
(2,600,000)
$ 67,421,000
26,970,000
15,820,000
53,210,000
46,884,000
10,286,800
(2,700,000)
$ 68,769,000
27,510,000
15,460,000
54,734,000
47,860,000
10,289,550
(2,800,000)
Benefits
Pension Unfunded Liability (UAL)
Non-Personnel Operating
SMC Fire and Legacy Costs
Transfers Out
Net Reduction

TOTAL EXPENDITURES
Resources Over / (Under) Requirements
Beginning Fund Balance
Ending Fund Balance
$ 198,680,100 $ 202,839,100 $ 207,362,300 $ 210,802,550 $ 214,823,800 $ 217,891,800 $ 221,822,550 (12,529,551)
63,598,069
51,068,517
(11,436,429)
51,068,517
39,632,088
(10,321,223)
39,632,088
29,310,865
(7,951,810)
29,310,865
21,359,056
(5,767,130)
21,359,056
15,591,926
(2,335,883)
15,591,926
13,256,043 $
448,424
13,256,043
13,704,466$ $ $ $ $ $
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Revenue and Expenditure Assumptions
Revenues and expenditures in the 2024-26 business plan and corresponding long-term financial plan are based on assumptions about the factors impacting each major revenue and expenditure category. For revenues, assumptions are largely based on economic or other conditions outside the City’s control. Assumptions for expenditures differ, however, in that in many cases, the assumptions are predominantly under the City’s control. A detailed discussion of the projection methodologies and major assumptions made for the 2024-26 business plan and corresponding long-term financial plan are discussed in detail below.

GENERAL FUND REVENUES
Revenue Estimation Methodology
All revenue assumptions and projections are reviewed and revised each fiscal year. Key elements that have an impact on major revenue sources are identified and analyzed to ensure that the projection methodology is as reliable as possible over the long term. Historical data trends indicate that significant swings in major revenues can occur due to economic cycles. Projecting revenues based on the high point of the economic cycle overstates the City’s financial position and could result in spending patterns that cannot be sustained. Conversely, projecting revenues from the lowest point of the economic cycle understates the long-term financial position of the City and can cause unnecessary service reductions.

Property Taxes
Property Tax is the largest source of General Fund revenue, comprising approximately 50% of the General Fund total revenues. The property tax base in San Mateo has been very stable, declining only slightly during the Great Recession and pandemic. However, due to Federal Reserve’s monetary policy to control high inflation, we are living in a high interest rate environment. Rising borrowing costs have a damper effect on the housing market, which in return hurt the City’s property tax revenue growth.

Property tax revenue is projected to be $84.0 million for fiscal year (FY) 2024-25, an increase of $6.0 million compared to $78.0 million estimates for FY 2023-24. This projection is based on the several key assumptions which we will discuss in detail. Of all, the most important factor this year is whether the State of California will backfill the FY 2022-23 the property tax in-lieu of vehicle license fees (VLF) shortfalls in FY 2024-25, including the City’s share of $4.2 million.

The City’s property tax revenue includes several main categories:


Secured Property Tax is the tax on real property and the structures on that real property.

AB 26 Redevelopment Residual Revenues represent the City’s designated share of tax increment from the former redevelopment project areas that are in excess of the Successor Agency’s required obligated payments. These revenues are primarily from the secured tax base in the former redevelopment project areas. 


AB 1290 Redevelopment Pass-through funds represent the City of San Mateo’s General Fund share of the AB 1290 pass-through payments made to taxing entities based on the tax increment funds used by Successor Agency to pay remaining debt obligations. Similar to the AB 26 funds, these revenues are primarily from the secured tax base in the former redevelopment project areas.

Educational Revenue Augmentation Fund (ERAF) is a mechanism used by the State to shift funding from local property tax dollars to public schools. When local property tax dollars shifted into ERAF exceed what is necessary to fund the schools, those excess funds are returned to the local taxing entities via Excess ERAF revenue. San Mateo is one of the five counties in the State where Excess ERAF is generated.

Property Tax in Lieu of VLF represents the swap of vehicle license fees (VLF) for property tax as part of a state- local budget agreement in 2004. The agreement permanently reduced the VLF tax rate from 2% to 0.65%, and the 53 493 of 671

Revenue and Expenditure Assumptions
revenue loss was replaced with a like amount from property tax. After the fiscal year 2004-05 base year, property tax in lieu of VLF increases annually in proportion to the growth in assessed valuation. Property tax in lieu of VLF has two funding sources: property taxes from non-basic aid school districts, and ERAF that would otherwise go to non-basic aid school districts.


Unsecured Property Tax represents the tax on appurtenances such as furniture, machinery, and equipment.

Supplemental Property Tax is the result of reassessing the value of real property when there is a change of ownership or new construction is completed after the official lien date. 

Unitary Property Tax is assessed on property owned by utilities, such as power lines, cable, etc.

Homeowners’ Property Tax Relief revenues are reimbursements from the State for revenues lost due to the homeowners’ property tax exemption on the first $7,000 of assessed value of their principal place of residence.

Secured Property Tax Assumption:

Secured property tax constitutes over 60% of total property tax revenues and is projected to grow roughly 3.5% in the upcoming FY 2024-25. The increase reflects the change in assessed value (AV) based on the County Assessor’s Office estimated property tax roll. While the average annual growth in AV over the past 10 years has been over 6%, indicating strong demand in our region, we have experienced a slowdown in the housing market reflected on both real estate sales volume and prices. In the long-term plan, a conservative growth estimate of 4% is utilized for the ten-year forecast. This assumption factors in historic growth rates and the current economic environment.

Property Tax In-Lieu of Vehicle License Fees (VLF) Assumption:

As discussed above, in 2004, as a part of the budget deal with the State of California, the vehicle license fee rate was reduced from 2.0% to 0.65%. To offset the onerous financial impact to local governments, the State backfilled the reduction of vehicle license fees with property tax, which is known as property tax in-lieu of vehicle license fees (VLF). The primary caveat being that the funding source for the VLF is property tax and ERAF from non-basic aid school districts, which are school districts that are not able to meet their State-determined minimum funding level (as defined by Proposition 98) through property taxes. The funding mechanic is that the counties and cities use the property tax and ERAF from non-basic aid school districts to fund VLF, then the school districts get funding backfilled by the State General Fund.

In San Mateo County, due to decreases in student enrollment and increases in property taxes, more and more school districts have switched to basic-aid status, meaning local property taxes are sufficient to meet the schools’ State minimum funding level. Currently, 18 of the 23 school districts in San Mateo County are basic-aid school districts, leaving only five non-basic aid school districts. As such, property tax and ERAF from these limited non-basic-aid schools are not enough to fulfill the VLF revenues obligated to the county and local cities, creating the chronic VLF shortfall issue.

To date, San Mateo County is one of the three counties in the State of California that has had VLF shortfalls. At present, the only recourse to be made whole for the VLF shortfall is to file a claim with the State for it to consider as a part of its budget deliberations in the subsequent fiscal year. In the last few years, the State has reimbursed counties and cities for their VLF shortfalls through its annual budget process. However, as the county-wide VLF shortfalls continue to widen, the State’s willingness to fund this obligation may diminish, particularly during fiscal years when the State experiences significant deficits. This year, the State is facing a $27 billion budget deficit.

In FY 2022-23, the county-wide VLF shortfall was $70 million, and the City’s share of the VLF shortfall was $4.2 million.

Despite the collective efforts from San Mateo County and every local city within San Mateo County to contact state representatives to address the FY 2022-23 VLF shortfall, the State refused to include VLF backfill funding in its FY 2024-25 proposed budget (May revision). San Mateo County and the cities will continue to fight for the VLF revenues. The next step, if the State adopts its 2024-25 budget without VLF backfill, is to advocate through our state representatives to include the VLF funding in the State’s budget amendments. 54 494 of 671

Revenue and Expenditure Assumptions
VLF shortfalls have become a major threat to our financial sustainability. San Mateo County projects that, over the next 7- 8 years, the remaining non-basic aid school districts will all gradually shift to basic-aid status. As such, the county-wide VLF shortfall will grow exponentially, from the shortfall of $70 million for FY 2022-23 to over $300 million by FY 2031-32.

The City’s share of the county-wide VLF shortfall is about 6%. And our share of VLF shortfalls is $4.2 million for FY 2022-23.

If indeed there will be no more non-basic aid schools in 7-8 years, the City’s VLF shortfall will grow to $24 million by FY 2031-32. Therefore, it is imperative for the county and cities in San Mateo County to continue advocating for the VLF revenue, as losing State funding on VLF shortfalls will severely impact to the City’s financial health. This funding should remain local as it is tax revenue remitted from property owners within the City and County.

For the next fiscal year, our assumption is that the State will fund its VLF obligations. In the 10-year forecast, we use a middle-ground assumption, assuming the County and cities will eventually find a permanent fix for the VLF issue, and this revenue will become stable.

Other Assumptions:

Excess ERAF Funds continue to be a steady, yet somewhat uncertain, revenue source for the General Fund. The long-term plan anticipates the continued receipt of Excess ERAF revenues annually. Excess ERAF is projected to be $8.2 million in 2023-24. There have been legislative efforts to increase the Local Control Funding Formula (LCFF),which would ultimately increase funding for public school districts and decrease the amount of Excess ERAF that is available. Conversely, these efforts to increase the LCFF would likely shift more school districts into non-basic aid status and somewhat address the VLF shortfall issue, but it is difficult to quantify the impact until impartial analysis has been completed by the Legislative Analyst’s Office (LAO). The latest effort, AB 938 would increase the base level of funding for LCFF by 50% by 2030-31. Staff will continue to monitor this legislative effort and modify the General Fund Long-Term Financial Plan if it is approved by the state legislature and signed into law.

AB 26 Redevelopment Residual Revenues: Baseline revenue amount is projected to be $5.3 million for FY 2024-25 and grows at the same rate annually as the secured tax projection. Per Council direction, 20% of this residual revenue should be reserved annually in a housing set-aside in the General Fund. Policy H1.2 of the City’s Housing Element also calls for the City to resume contributing 20% of the AB26 redevelopment residual revenue to the housing set-aside, which the City can use for affordable housing developments. As a result, in the 2024-25 budget, $1.0 million has been added to the housing set-aside reserve.

AB 1290 Redevelopment Pass-through: It funds are expected to remain constant since the portion of the tax increment that is collected by the Successor Agency to pay continuing obligations has stabilized. Revenues are projected to be approximately $1.4 million annually over the next 10 years.

Other property tax components, including unsecured, supplemental secured, and unitary property tax revenues, as well as Homeowners’ Property Tax Relief revenues, are expected to remain flat due to the nature of the revenue source.

Background Information:

The Successor Agency to the Redevelopment Agency of the City of San Mateo is responsible for payment of the remaining recognized obligations, which include tax allocation refunding bonds (TAB). The last debt service payment for the Series 2015A TAB will occur in fiscal year 2032-33, which is the trigger event for the dissolution of the former Redevelopment Agency of the City of San Mateo. Beginning in fiscal year 2033-34, rather than receive AB 26 and AB 1290 property tax revenues, the taxing entities, which includes the City, will receive the full property tax increment, as all of the recognized obligations will be satisfied. As such, the City will need to address this change in advance to determine if it wants to continue contributing to the housing set-aside, as the AB 26 property tax revenue source will no longer exist beginning in fiscal year 2033-34.
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Revenue and Expenditure Assumptions
Sales Tax
Sales tax revenue is currently the second largest single revenue source of the General Fund. It has been a stable revenue source for the City, and is projected to stay flat with only moderate 1-2% annual growth.

It is also worthwhile to note that the City’s share of the local 1% sales tax from internet sales is allocated through the County pool based on the City’s proportionate share of locally-generated sales tax. There have been several legislative efforts to allocate sales tax based on point of delivery, but the political will has not yet come to fruition to address this issue. Over the last two years, sales tax from the County pool has increased due to a combination of the new taxes from the full implementation of AB147 (Wayfair) and surges in online spending.

The 2024-25 budget assumes Local 1% sales tax revenues (Bradley Burns) of $22.5 million and local 1/4% sales tax revenues (Measure S) of $7.2 million. Slow and steady growth is anticipated for sales tax throughout the long-term financial plan.

Property Transfer Tax
The City collects a real property transfer tax (RPTT) upon the sale or transfer of any property within the City boundaries. As a charter city, San Mateo voters approved a 0.5% real property transfer tax (RPTT) rate. Furthermore, in the November 2022 election, San Mateo voters approved Measure CC that increased the RPTT rate to 1.5% for properties sold or transferred with a value of $10 million or more.

This revenue source is extremely volatile, since it is driven by both property values and transaction volume, which can vary significantly, even during periods of relatively stable economic growth. During the Great Recession, RPTT dropped 70% from $10 million to $3 million over a two-year period and took six years to climb back up to the $10-million-dollar level. In 2018-19, RPTT reached a record-high $14.0 million, only one year later it dropped nearly 30% to $9 million in 2019-20 due to COVID pandemic. RPTT rebounded quickly and reached $14.3 million in 2021-22, one year later it dropped again due to the rise of mortgage interest rates which negatively impact the real property sales value and transaction volume. RPTT is anticipated to be $7.0 million at the close of FY 2023-24. These examples showcased how volatile this revenue source can be.

Rather than try to determine the year-over-year trend, the General Fund Long-Term Plan uses an average of $8.0 million, including fiscal year 2024-25. Finance staff will continue to monitor market trends at the local and national level and adjust assumptions accordingly.

Transient Occupancy Tax
Transient Occupancy Tax (TOT) is dependent on both the occupancy levels and room rates of the City’s hotel stock. TOT revenue is very sensitive to broader economic trends. In good economic times, both occupancy rates and room rates increase, but during recessionary periods, both go down, which can result in a significant reduction in TOT revenue. In the City of San Mateo, the existing hotel stock primarily serves business travelers flying into and out of the San Francisco International Airport.

TOT revenue suffered the most during the pandemic and was originally projected to return to the $7.0 million pre- pandemic baseline by 2024-25. However, due to a major hotel closure, we must reduce the baseline to $4.0 million, used in FY 2024-25 projections and in the long-term financial plan. 56 496 of 671

Revenue and Expenditure Assumptions
Business License Tax
The City of San Mateo Municipal Code requires all persons or businesses doing business in the City of San Mateo to pay an annual business tax, which is also referred to as a business license. The payment of this tax is required prior to the commencement of business in San Mateo. Depending on the type of business, the business license tax is either a flat fee or is based on gross receipts. Business license tax revenues have seen steady growth over the past decade. This revenue resource is projected to be $7.7 million, then grow at a modest 2% annually in the long-term financial plan.

Franchise Fees
The City receives franchise payments from companies providing garbage, electricity, gas, and cable television services.

Modest growth is expected from this revenue source, 2% annually in the forecast. This revenue source will continue to be carefully monitored, with future growth projections adjusted accordingly. Overall, franchise fee revenues are projected to be just under $3.6 million in 2024-25.

Golf Fees
Golf fee revenues primarily come from rounds of golf played, but other sources include driving range revenue and merchandise sales. The City’s golf course continues to perform well in the post-pandemic period. The budget projection is set at $3.5 million for FY 2024-25, with a moderate 2% annual growth in the long-term financial plan.

Recreation Service Charges
Recreation service charges include the revenue collected from the various recreation programs that are run by the Parks and Recreation Department, including camps, youth and adult programs, picnic and recreation center rentals, and lagoon use fees. For FY 2024-25, total revenues from recreation service, including grants, are projected to be $4.2 million, with a 2% annual increase in the ten-year long-term forecast.

Permits, Fees, and Fines
The City receives permit, fee, and fine revenues from a number of sources across departments, including parking and traffic-related citations (Police) and encroachment permits (Public Works). In 2021-22, the Downtown Parking Fund was merged into the General Fund. As such, parking revenues are now reported under this revenue category in the General Fund. In total, General Fund’s permit, fee, and fine revenues are projected to be $7.7 million for 2024-25 then grow by 2% annually in the long-term financial plan.

Intergovernmental
Intergovernmental revenues are predominantly grants or reimbursements from other governmental agencies, including other cities, the county, the state, and the federal government. Because this revenue category consists predominantly of grants and reimbursements, many of which are one-time funds, revenues can fluctuate annually. Additionally, the City has an agreement with the San Mateo Consolidated Fire Department (SMC Fire) to provide Human Resources and Finance services. Reimbursement from SMC Fire is recorded here under Intergovernmental revenues. For FY 2024-25, this revenue is projected to be $_ million with modest growth in in the ten-year forecast.

Interest and Miscellaneous
This revenue category includes interest earnings on the City’s investment portfolio and other smaller revenues not attached to other categories. Budget projections for investment earnings are on cash basis to avoid he flux due to mark-to- market accounting adjustment on the City’s investment portfolio. In total, this category of revenues is expected to generate approximately $5.0 million in 2024-25.
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Revenue and Expenditure Assumptions
In-Lieu Charges
In-lieu charges are funds transferred into the General Fund from other funds to cover the cost of City-wide administration.

These costs include covering a portion of expenditures related to the operation of the City Manager’s Office, City Attorney’s Office, City Clerk, Finance, Human Resources, and Information Technology. It also covers costs such as the other funds’ share of general liability expenses. A total of approximately $4.9 million is projected in 2024-25.

In-lieu charges are set to grow at a rate of 3% - 5% annually in the ten-year forecast. The increase is largely due to increases in costs of providing administrative services. In accordance with best practices, the City’s cost allocation study was last updated in 2020-21, and it is expected that the study will be maintained and updated on a regular basis.

Transfers In – Construction Services
Beginning 2020-21, the Construction Services Fund will make lease payments to the General Fund for the space occupied by construction services staff in the Community Development Department and the atrium space that is utilized for building permit services in City Hall. This practice is consistent with neighboring municipalities and generally accepted accounting principles. Occupancy cost is calculated on a cost per square foot basis with fixed annual increases over the long-term financial plan, which reflects market rates for commercial office space leases. The transfer from the Construction Services Fund to the General Fund is approximately $0.5 million in 2024-25.

Transfers In – Gas Tax
The Gas Tax Fund is set to transfer $1.7 million annually to the General Fund in the long-term forecast to cover a portion of street maintenance costs within the Public Works Department. This transfer has been set at a flat amount annually, which means over time it will provide less and less funding in terms of real dollars. While the $1.7 million has been increased in 2018-19 from the historical transfer of $1.5 million, the cost of street maintenance along with the revenues from Gas Tax funding will be monitored closely, and future transfers will be adjusted accordingly.

GENERAL FUND EXPENDITURES
Expenditure Estimation Methodology
Similar to the revenue assumptions, expenditure assumptions and projections are reviewed and revised each fiscal year.

Unlike revenues, especially tax revenues, General Fund expenditures are largely under the control of the City. As such, assumptions for expenditure growth are generally able to be aligned with revenue growth where possible. In cases where an expenditure category is not under control of the City, as is the case for CalPERS pension contributions, the projected increases are treated as nondiscretionary and take precedence in terms of the allocation of resources, limiting the City’s flexibility to prioritize where funds are expended. Assumptions for each of the General Fund’s expenditure categories are discussed in detail below.

Personnel Costs
Personnel costs, if including the City’s share of SMC Fire’s personnel costs, represent over 70% of total General Fund expenditures. The General Fund is projected to allocate $92.6 million for personnel costs in FY 2024-25. To best reflect the personnel costs, the General Fund ten-year forecast splits costs into three categories: salaries, benefits, and payment on the unfunded pension liability. This allows assumptions for cost increases in the three categories to move independently from one another. Assumptions for the major categories of personnel expenditures are discussed in the detail below.

Increases for salaries and salary-related costs, such as overtime, are initially based on existing labor contractual agreements or assumptions about the outcome of ongoing and future negotiations. Beyond those contractual 58 498 of 671

Revenue and Expenditure Assumptions
assumptions, salary increases were set in the ten-year forecast based on projected modest salary increases, which is generally aligning with our long-term CPI projections, throughout the forecast. It is important to note that these are only projections of possible salary increases and do not reflect the actual salary adjustments that will be made in the future.

There are several factors that have to be considered related to salary increases in the future, including the City’s economic condition, the amount of unassigned fund balance in the General Fund, labor negotiations, and our ability to compete in the market for employees.

As previously discussed, the cost of CalPERS pension contributions is not something the City has control over the way it does over many other expenditures. As a result, the ten-year forecast contains projected increases in the City’s contribution rates that were developed based on the latest CalPERS actuarial valuation and projection. These contribution rates, which have been adjusted to consider the employees’ share of the City’s contribution rates, factor in assumptions related to turnover of City employees and the fact that new employees will come in under lower pension formulas. The rates also factor in the most up-to-date information available about the economic and actuarial changes CalPERS has recently implemented, as well as updated investment return results. A couple of the significant factors include:

As reported in the mid-year budget update and the preliminary budget review, the City’s pension contribution will increase significantly starting fiscal year 2024-25 due to the CalPERS investment loss of negative 7.5% in FY 2021-22. Such investment loss will cost the City over $100 million in additional pension costs over the 20-year amortization period. As result, the City will be required to pay an additional $2 million to $8 million annually during the five-year ramp-up period (FY 2024-25 through FY 2028-29). Once the five-year ramping has been completed, the increase in pension contributions is projected to be an additional $10 million each year for the next four years (FY 2029-30 through FY 2032-33), as compared to that for 2023-24, before gradually decreasing.

Citywide Pension Outlook - All Funds
Source of Information: CalPERS Pension Outlook
If CalPERS investment returns fall short of the long-term investment of return, which is currently set at 6.8%, it will create another layer of unfunded pension liability to the City. The General Fund Long-Term Plan assumes that CalPERS will meet its target rate of return (discount rate) for the remainder of the ten-year forecast. 59 499 of 671

Revenue and Expenditure Assumptions
Background Information:

Payment on the unfunded pension liability includes the payment for fire employees that have transferred to SMC Fire, as those costs correspond to the years of service that the fire employees had worked for the City and remain the City’s responsibility even after transfer of operations. In the ten-year financial plan, fire’s portion of the unfunded pension liability is included as part of fire legacy costs. More detail on this is discussed below in the subsection for San Mateo Consolidated Fire Department Contribution and Fire Legacy Costs.

Other major costs in this category include medical, dental, and vision premiums paid by the City; Medicare and Social Security taxes; workers’ compensation; and deferred compensation. Medical insurance, which is the second-largest cost in this category, is set in the forecast to increase at 6.5% in 2024-25 and then remain flat at 6% for the duration of the long- term plan. These assumptions are based on historical trends and assumptions used by the consulting actuary in the valuation of the City’s retiree medical plan. For other benefit costs that move with salary increases, such as Medicare and Social Security taxes, those are set to increase at the same rate as salaries in the ten-year financial plan.

Non-Personnel Costs
The remaining General Fund’s expenditures consist of non-personnel costs. For the ten-year forecast, non-personnel expenditures were broken down into distinct categories: operating, transfers out, and the annual contribution to the San Mateo Consolidated Fire Department and fire legacy costs. A brief description of the types of expenditures in each category is provided below.

OPERATING EXPENDITURES
Operating expenditures, which total $40.0 million in FY 2024-25, include spending on a wide variety of expenditure categories related to operations of the City. Some of the major expenditure categories include professional and contract services, utilities costs, and capital outlay.

Professional and contract services in this category total $10.6 million in 2024-25 and it covers a wide variety of service areas, such as engineering services, legal services, the annual financial audit, consultants for special studies, animal control, and the maintenance of street and park trees. Because expenditures in this category are largely within the City’s control, the long-term forecast reflects an annual increase of 2-3%.

Utilities costs, which total $3.9 million in 2024-25, include gas, electricity, water, and telecommunications costs required for city operations. Of the total, over 55% goes toward gas and electricity, 25% goes toward water, and the remaining 15% is for telecommunications. For the ten-year forecast, the annual inflationary increase is set at 2%. These increases consider expected growth in costs, which are largely beyond the City’s control, although increased conservation efforts can help control expenditure growth in this area.

The capital outlay expenditures include a "rental rate" charged to departments to cover the cost of replacing vehicles and equipment through the Vehicle and Equipment Replacement Fund. Funds are accumulated while the vehicle or equipment is still in use, ensuring sufficient resources are available for replacements. The budget for this category is $1.8 million for the 2024-25 fiscal year. For more information about the Vehicle and Equipment Replacement Fund and its long-term financial plan, please refer to the Fund Information section of this budget document. 60 500 of 671

Revenue and Expenditure Assumptions

TRANSFERS OUT
This category of funding includes the transfers the General Fund makes to various funds to fund ongoing and one-time needs. Ongoing transfers are programed in the long-term forecast.

In the proposed 2024-25 budget, transfers out is projected to be $11.6 million, comprising of the following:


$8.1 million contributions to Capital Improvement Plan (CIP), of which $3.7 million from Measure S; $2.7 million from Measure S for debt service related to the 2020A Revenue Bonds issued for flood control and street rehabilitation improvements;


$0.41 million annual contribution to the Equipment and Vehicle Replacement Fund for major building component replacement; and
$0.35 million to replenish the 2% Hotel Tax Fund’s fund balance to meet debt service requirements.

SAN MATEO CONSOLIDATED FIRE DEPARTMENT CONTRIBUTION AND FIRE LEGACY COSTS On January 13, 2019, the City’s fire operations were transferred to the San Mateo Consolidated Fire Department (SMC Fire), a Joint Powers Authority (JPA), for fire, rescue, and emergency services between the cities of Belmont, Foster City, and San Mateo. Pursuant to the JPA, SMC Fire costs are split 20% Belmont, 20% Foster City, and 60% San Mateo.

The City’s share of SMC Fire costs is projected to be $28.7 million for 2024-25. Additionally, there are legacy costs that remain with the City, which are costs that were incurred during the time that the fire employees had worked for the City.

These legacy costs include the unfunded pension liability, workers’ compensation liability, and retiree health benefit liability. Factoring in the legacy costs that remain with the City, the total cost to the City’s General Fund for fire service for 2024-25 is $36.1 million.

The long-term forecast presents the City’s contribution to SMC Fire and its fire legacy costs in a separate line to provide greater transparency and better projection of costs. The legacy costs are based on the consulting actuary’s projections. The City’s 60% contributions were based on the SMC Fire budget and five-year forecast. Beyond that, a 3% annual growth has been projected.

NET REDUCTION / USE OF UNASSIGNED FUND BALANCE
The net reduction amount represents the expenditure reductions and/or revenues exceeding expectations. Including this adjustment in the General Fund long-term forecast is to present a more realistic view of the General Fund’s financial position.

Given the tax revenue uncertainties, this year’s General Fund forecast adopts a middle-ground approach. It assumes that the State and County will resolve the VLF funding issue, ensuring more reliable VLF revenues. Under this scenario, the City is expected to operate with a budget deficit for the next 7-9 years, utilizing the General Fund reserves to manage through this challenging period.

LONG-TERM FINANCIAL FORECAST
The long-term financial forecast includes all known and assumed resource demands. This provides a comprehensive view of the demand for the City’s resources and allows Council to prioritize how those resources should be allocated. The long- term forecast allows the City to foresee structural imbalance, and plan to position itself towards long-term financial sustainability.
61 501 of 671

Departments
62 502 of 671

Departments by Fund
CITY

MANAGER'S
OFFICE
CITY

ATTORNEY
CITY
CLERK
CITY

COUNCIL

COMMUNITY

DEVELOPMENTFUND NAME
General Funds
General X X X X X
Measure S Tracking
Downtown Services
Recreation Services
Golf
Special Revenue Funds
Police Grants and Safety
Solid Waste x
HOME X
X
X
X
X
X
Community Development Block Grant
Advance Planning x
Construction Services
City Housing
X X
Low and Moderate Income Housing Asset
Parks and Recreation Revenue
Commercial Linkage Fee
Permanent Local Housing Allocation
Landﬁll
X
Debt Service Funds
Street and Flood Control Projects Bond
General Obligation Bonds
2% Hotel Tax
Enterprise Funds
Sewer X x
Storm
Internal Service Funds
Vehicle and Equipment Replacement
Fleet and Building Maintenance
Beneﬁts
Dental
Workers’ Compensation
Comprehensive Liability X
63 503 of 671

Departments by Fund
HUMAN

RESOURCES

INFORMATION

TECHNOLOGY

PARKS AND

RECREATION
PUBLIC
WORKS
NON-

DEPARTMENTALFINANCE LIBRARY POLICE

X X X X
X
X
X
X
X
X
X
X
X
X
X
X
X
x X
X
x
x X x
X
X
X
X
X
X
X X
x
X
x
X
x
x
x
64 504 of 671

City Attorney
65 505 of 671

City Attorney
Mission Statement SUMMARY 2024-25
The mission of the City Attorney’s Oﬃce is to provide
excellent, clear legal advice and zealous, ethical legal representation for the City Council, City oﬃcers, and City staﬀ to support them in their eﬀorts to make San Mateo a community of the highest quality. The Oﬃce staﬀ will be accessible to those they serve and respond to requests for service in a timely manner.

FTEs 5.00
Total budget $ 5.7 million
General Funds
Special Revenue Funds
Enterprise Funds
Internal Service Funds
Funding source(s)
Services and Structure
Legal Counsel
The City Attorney’s Oﬃce is responsible for providing
legal advice to the City Council, City staﬀ, and City boards or commissions on matters that aﬀect the conduct of
City business; and for preparing contracts, ordinances, resolutions, and related legal documents to implement
adopted City policy. The City Attorney’s Oﬃce also
provides, either directly or through outside counsel, for the representation of the City in administrative proceedings and in court proceedings initiated by the City.

Litigation Defense
The City Attorney’s Oﬃce is responsible for providing,
either directly or through outside counsel, for the defense of the City, its oﬃcers, and its employees against lawsuits and claims. The Oﬃce procures property and general
liability insurance, contracts for claims adjusting services, and oversees the handling of Tort Claims. The City
receives approximately 67 claims yearly, including claims for personal injury and property damage.
66 506 of 671

City Attorney
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 1,521,062
4,122,800
65,073
$ 1,489,551
4,722,800
68,247
Operating
Indirect & Overhead
Total Expenditures
Funding Sources
General Funds
$ 5,708,935 $ 6,280,598
$ 1,332,870
229,249
$ 1,300,203
228,757Special Revenue Funds
Enterprise Funds
Internal Service Funds
Total Funding Sources
109,024 110,927
4,037,792
5,708,935
4,640,711
6,280,598$ $
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
City Attorney 1.00

3.00 1.00

5.00 -

1.00 3.00

1.00 5.00
-

1.00 3.00

1.00 5.00
-
Assistant City Attorney
Executive Secretary to City Attorney
Total Merit
Total Per Diem
Total Positions 5.00 5.00 5.00
67 507 of 671

City Clerk
68 508 of 671

City Clerk
Mission Statement SUMMARY 2024-25
The oﬃce of the City Clerk assists residents in navigating the City’s governance structure; provides access to
local government decision-makers; is the compliance
ﬁling oﬃcer; is the City’s elections oﬃcial; and ensures transparent processes and access to the City’s records.

FTEs 4.88
Total budget
Funding source(s)
$1.2 million
General Funds
• Coordinated with our Sister Cities Association to bring Services and Structure a delegation of San Mateo representatives and youth softball players to Toyonaka, Japan to celebrate 60
years of friendship.The Clerk’s oﬃce provides the following services:
•
•
•
•
•
Oversight of the City Council legislative processes,
including compliance with the Brown Act.

Coordination of recruitments for the City’s Boards and
Commissions.

Preservation of the City’s oﬃcial records and oversight of the City’s records management program.

Research and retrieval of records for the public and
staﬀ.

Maintenance of the City Charter and codiﬁcation of
the Municipal Code.

Management of agreements, contracts, and deeds.

Coordination and execution of municipal elections.

Act as the City’s compliance ﬁling oﬃcer for the
Political Reform Act and Public Records Act.
•
•
Provided an updated Boards and Commission
Demography survey and analysis to City Council.

Recruitment and onboarding of San Mateo’s ﬁrst
Youth Commissioners on the Parks & Recreation
Commission.

Fostered youth civic engagement through partnership
with Youth Activities Council and Generation Voter:

Over 100 students pre-registered to vote; Facilitated
the “I Voted” sticker competition.

Published a public Historical Ballot Measure Archive.

Continuing to facilitate citywide ﬁle structure
development and electronic conversion eﬀorts.

Implemented an Email Retention Policy to align with
records management best practices.
•
•
••
•
•
•
•
•
Administrative support to the City Council.

Manages special relationships such as Sister City and
Adopted Unit program.
2024-26 Budget
The City Clerk Department's operating budget of $1.2
million is an increase of $0.4 million or 28% over fiscal year 2023-24. This is primarily due to the anticipated costs of the 2024 election.2022-24 Highlights
• Conducted recruitments for board and commission
members
•
•
Coordinated city-wide records clean-up days
Created an interactive Campaign Finance Dashboard
to increase campaign contribution and expenditure
transparency for the November 8, 2022 General
Election.
•
•
First candidate by-district election for Districts 1, 3, and

5. Hosted a book signing and celebration of the history of San Mateo’s special relationship with the 101st
Airborne Adopted Unit.
• Facilitated fundraising eﬀorts and developed
recognition policy and review processes for the Fallen
Heroes Memorial.
69 509 of 671

City Clerk
Key Department Initiatives
Continue to build upon technology enhancements for meet- ing management citywide, as well as policies, procedures, and personnel for facilitating public records requests. •
•
•
Investigate funding opportunities for Capital
Improvement Project planning towards modernization
of Council Chambers.

Focus on records management initiatives with an
emphasis on consistency citywide through policy
development and implementation.

Continue implementing education and outreach for
the ﬁnal transition to district elections in November
2024 with increased communication and access to
elections information.
•
•
Improve transparency for candidate campaign ﬁlings.

Provide additional training opportunities for Board and Commission members.
• Develop strategies to increase Diversity, Equity,
and Inclusion through Boards & Commission
recruitment, including youth, senior, and demographic
representation.
• Facilitate a holistic rewrite of governance documents for all public bodies.
70 510 of 671

City Clerk
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 831,164
311,932
10,623
$ 867,991
89,492
10,623
Operating
Indirect & Overhead
Total Expenditures
Funding Sources
General Funds
$ 1,153,719 $ 968,106
$ 1,153,719 $ 968,106
Total Funding Sources $ 1,153,719 $ 968,106
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
City Clerk 1.00

1.00 1.00

1.00 4.00

0.23 4.23

1.00 1.00

4.00 0.88

4.88 1.00

1.00 1.00

1.00 4.00

0.88 4.88
Asistant to City Clerk
Deputy City Clerk
Management Analyst I/II
Total Merit
Total Per Diem
Total Positions
72 511 of 671

City Clerk

METRICS
Public Transparency and Compliance
We provide public access to legislative decision-making and government records.

Number of Public Records Act (PRA) requests received
Percent of PRA responses responded to within prescribed timelines Percent of Fair Political Practices Commission (FPPC) compliances documents ﬁled on time Percent of minutes completed and published on next regular meeting agenda Legislative Process
We ensure that the City’s legislative decisions are smoothly and timely completed.

Number of contracts processed annually
Number of agendas developed for public meetings
Records Management
We are committed to protecting the City’s oﬃcial public records.

Number of oﬃcial records added to City’s electronic document management system.

Informational Metrics
Number of Statement of Economic Interest Forms ﬁled
73 512 of 671

City Clerk
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload 1,460
86%
98%
76%
1,252
97%
98%
86%
1,300
97%
99%
85%
1,300
97%
99%
85%
1,300
97%
99%
85%
Performance
Performance
Performance
Workload
Workload
159
50 122
48 150
50 150
50 150
50 Workload
Workload
1,595
127
1,662
150
1,745
150
1,832
150
1,923
150
74 513 of 671

City Council
75 514 of 671

City Council
Mission Statement SUMMARY 2024-25
The City Council’s mission is to protect, maintain, and improve the quality of life for San Mateo residents and visitors by adopting legislation, providing policy direction for the City’s administration, and by promoting the
best interests of the community locally and with other
governmental agencies.

FTEs 5.00
Total budget
Funding source(s)
$457,000
General Funds
Services and Structure •
•
Expedite eﬀorts to improve the stormwater collection
and storage system, including dredging the Marina
lagoon.The City Council is comprised of ﬁve members.

Commencing with the November 2022 election, San
Mateo began its transition to by-district election, with three members elected from Districts 1, 3 and 5. The
City’s transition to by-district elections will be complete following the November 2024 election, where two at-large seats will expire Districts 2 and 4 will hold their ﬁrst district elections. General municipal elections are held every even numbered year, with two Council Members elected the
year preceding Leap Year and three elected the year after Leap Year. Council Members hold oﬃce for four-year terms commencing the ﬁrst regular council meeting in December following the November election. The Council Members
select from among themselves a Mayor and Deputy Mayor
to serve for one-year terms. The Council sets policy for the City, enacts ordinances, approves the budget, and
authorizes City expenditures.

Remove North Shoreview from FEMA Flood
Assessment.

Fund and deliver the Clean Water Program.

Meet the 100% trash reduction mandate.

Implement a Green Fleet by 2030.

Expedite eﬀorts to produce potable water from the
Clean Water Program
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.
•
•
•
•
•
Quality of Life
• Implement traﬃc programs and improvements to
enhance safety for all users by utilizing public input
and data, such as the input that led to the Traﬃc
Action plans to improve safety on neighborhood
roadways and intersections.

Minimize impacts to residents from train horn noise at
City at-grade crossings.

Proactively manage Citywide parking resources to
optimize existing supply.

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.

Implement bicycle and pedestrian projects and
programs that address safety and align with adopted
City plans.

Integrate master plans to increase eﬃciency and
community impact.

Expand on coordinating police services with mental
health and social services.

Implement projects and programs to enhance Police
Traﬃc Unit services.

The Oﬃce of the City Council focuses on the following
areas: the formulation of City policies which reﬂect the needs, wishes, and priorities of the residents of San Mateo; the promotion of economic, cultural, and governmental
well-being of the community. To assure that residents
and visitors are kept informed of municipal activities and events; and to establish and maintain cooperative, eﬀective relationships and communications with local, state, and federal agencies to inﬂuence policy decisions, legislation, and services that aﬀect the City of San Mateo.
•
•
•
Priorities 2024
•
Stewardship of Infrastructure
• Reconstruct all failed streets in San Mateo by 2026
using Measure S sales tax, Countywide Measure A
funding, grants, General Fund and other available
funding.
•
•
•
•
•
•
Address structural issues and renovate the Marina
Library.

Replace all remaining high voltage circuits to improve
safety and reliability of the street light system. Leverage technology in support of safe and secure neighborhoods.
76 515 of 671

City Council
•
•
•
•
Create a comprehensive, ongoing Citywide Economic Vitality Community Outreach and Engagement Program. • Review Municipal Code provisions related to development review process and identify
opportunities for streamlining.

Initiate a Community Budget Process for anticipated
revenue from Measure CC.

Explore the implementation of a Customer Response
Management or 311 system.

Enable more quick-build bicycle/micro mobility/
pedestrian projects by identifying reliable City funding.

Explore piloting a City Grant Fund.

Explore adopting a Gardening Waste ordinance.

Enhance city-wide disaster response and emergency
preparedness.
• Study resource feasibility for the downtown
grade separations and long-term train corridor
improvements.
•
•
•
Enhance the customer experience Downtown and in
other commercial districts.

Design and implement capital improvements for
permanent street closure.

Evaluate Downtown parking and transit incentive
programs for employees.
•
•
•
• •
•
Explore options to discourage commercial vacancies.

Explore the establishment of Property-Based
Improvement Districts (PBIDs).

Framing the Future
• Establish policies to decarbonize existing buildings
and infrastructure and eliminate methane gas use by
2030.

Implement the Climate Action Plan and work to reduce
greenhouse gas emissions.

Pursue development and preservation of housing to
increase supply of aﬀordable and workforce housing
and leverage external funding sources for aﬀordable
housing.

Implement mandates for composting in multi-family
dwellings.

Provide greater support to business development
centers or mixed-use development areas to increase
economic vitality.
•
•
Eliminate the City’s unfunded pension and Other Post-
Employment Beneﬁts (OPEB) liabilities by no later than
2050.

Implement a robust, year-round Downtown Activation
Program as part of our core City services.
•
•
2024-26 Budget
•
•
The Council’s operating budget is primarily focused
on partnerships and memberships that enhance the
community and the city’s relationship with other state, local, and federal governments and builds collaboration in the region. Moreover, the Council’s operating budget will assist the Council with determining the policies of the City and seek the most eﬀective use of resources to meet community needs.
•
•
Implement the Central Park Master Plan.

Implement the adopted General Plan, including
developing public beneﬁts policy for increased height
areas, urban agriculture policies, and evaluating
aﬀordable housing incentives/zoning allowances for
properties with adjacent lots, such as those owned by
faith-based organizations.
•
•
Develop a funding strategy for existing infrastructure
plans.

Work with schools, community colleges, businesses,
and other organizations to expand youth and
senior workforce development & civic leadership
opportunities.
•
•
Explore a resolution aﬃrming the City's commitment
to integrate new technologies, such as artiﬁcial
intelligence (AI), without displacing the work force.

Increase organizational capacity to support the
Toyonaka Sister City Program within the Parks &
Recreation Department and City Clerk Department.
77 516 of 671

City Council
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 131,335
311,735
$ 130,398
319,256
13,450
Operating
Indirect & Overhead
Total Expenditures
Funding Sources
General Funds
13,450
$ 456,520 $ 463,104
$ 456,520 $ 463,104
Total Funding Sources $ 456,520 $ 463,104
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
City Council Member
Total Merit

5.00 5.00

0.00 5.00

5.00 5.00

0.00 5.00

5.00 5.00

0.00 5.00
Total Per Diem
Total Positions
78 517 of 671

City Manager's
Oﬃce
79 518 of 671

City Manager's Oﬃce
Mission Statement SUMMARY 2024-25
The City Manager’s Oﬃce provides leadership, support,
and coordination for City departments; provides policy
recommendations to the City Council and implements
Council policies and actions; represents City interests in local and regional issues; and oversees key program areas of a Citywide nature.

FTEs 9.48
Total budget $3.4 million
General Funds
Special Revenue Funds
Enterprise Funds
Funding source(s)
Services and Structure Department the Racial Equity Art project selection process and installation of the artwork in the
pedestrian mall.

Led the way on the B Street pedestrian mall and
outdoor seating and parklets eﬀorts.

Updated the City’s Minimum Wage Ordinance.

Adopted a Reach Code Ordinance and commenced
work on building electriﬁcation policy outreach.

Relaunched the English as a Second Language City
Government Academy, joint eﬀort with the San Mateo
Adult School, after a 2-year hiatus from the pandemic.

Opened the new Downtown Parking Garage and
the 225-unit Kiku Crossing 100% aﬀordable housing
project.

The City Manager’s Oﬃce includes the following program
areas: •
City Management •
•
Providing Citywide leadership and coordination to the
organization and policy development support for the City Council. Representing the City’s interests in local and regional issues, and ensuring diversity, equity, and inclusion (DEI) initiatives are integrated into our work citywide. •
•Economic Development
Supporting the economic vitality of the City through
development opportunities, permitting support, business outreach and retention, marketing, and liaison work
with economic development stakeholders and partner
organizations. 2024-26 Budget
The City Manager’s Oﬃce budget contains some
adjustments from the prior year budget to accommodate
additional operational expenses and staﬃng expansions,
including the creation of the Citywide Communications and Community Engagement division. Additional funds were
added to support the new staﬃng needs and additional
projects, such as Climate Adaptation planning, grant
writing, emergency preparedness work, and community
leaders convenings.

Communications
Developing and implementing Citywide communications
and community engagement activities and tools and
serving as a resource for other departments. Managing the content, navigation, and design of the City’s website and social media channels.

Sustainability
Developing and implementing Citywide sustainability
activities in support of Climate Action Plan and serving as a liaison to the Sustainability Commission.

Key Department Initiatives
Volunteer Engagement
Coordinating volunteer engagement opportunities with
City departments and encouraging greater community
involvement with special events and neighborhood
activities.
• Conduct outreach and develop policies to
decarbonize existing buildings and infrastructure to
eliminate methane gas use.
•
•
•
•
Establish a comprehensive, ongoing Citywide
Community Outreach and Engagement program.

Continue implementing the adopted 2020 Climate
Action Plan.

Continue ensure the integration of master plans to
increase eﬃciency and community impact.

Explore the implementation of a Customer Response
Management or 311 system.
2022-24 Highlights
•
•
•
Onboarded a new City Manager and Assistant City
Manager
Developed and began implementation of a Citywide
DEI Strategic Plan and Framework.

Comanaged with the Community Development
80 519 of 671

City Manager's Oﬃce
•
•
•
Enhance city-wide disaster response and emergency
preparedness.

Implement a robust, year-round Downtown Activation
program as part of our core City services.

Collaborate with Public Works on the design and
construction improvements for the pedestrian mall on
B Street between 1st and 3rd.
•
•
•
Create interdepartmental grants acquisition team.

Establish a Citywide ADA program.

Develop a citywide strategic plan to educate and
inform the community on land use measure.
• Conduct a comprehensive analysis of the City's real
property portfolio.
•
•
Support City departments on annual DEI initiatives.

Establish a Citywide Translation policy.
81 520 of 671

City Manager's Oﬃce
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 2,439,808
945,600
17,782
$ 2,489,965
945,600
18,460
Operating
Indirect & Overhead
Total Expenditures
Funding Sources
General Funds
$ 3,403,190 $ 3,454,025
$ 2,848,297
466,182
88,711
$ 2,883,913
478,449
91,663
Special Revenue Funds
Enterprise Funds
Total Funding Sources $ 3,403,190 $ 3,454,025
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
City Manager 1.00

1.00 1.00

1.00 1.00
-

1.00 1.00

1.00 9.00

0.48 9.48

1.00 1.00

1.00 9.00

0.48 9.48
Asistant City Manager
Communications Manager
Communications & Public Relations Analyst
Economic Development Manager
Executive Secretary to City Manager
Management Analyst I/II
Sr. Management Analyst
Sustainability Analyst 1.00

8.00 0.48

8.48 Total Merit
Total Per Diem
Total Positions
82 521 of 671

City Manager's Oﬃce

METRICS
Economic Development
Business assistance provided
Communications
Number of citywide eNewsletter subscribers
Volunteer Engagement
Number of volunteers and volunteer hours
83 522 of 671

City Manager's Oﬃce
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload 100 150 150 150 200
Performance 10,000 12,500 13,000 13,500 14,000
1,718 vols
42,534 hrs
3,500 vols
75,000 hrs
3,500 vols
75,000 hrs
3,500 vols
75,000 hrs
4,000 vols
80,000 hrsWorkload
84 523 of 671

Community
Development
85 524 of 671

Community Development
Mission Statement SUMMARY 2024-25
To ensure a quality-built environment and healthy
neighborhoods that contribute to a strong economic base in the City of San Mateo; to be responsive to the community and respected by it; and to provide outstanding customer service.

FTEs 57.92
Total budget $17.3 million
General Funds
Special Revenue Funds
Funding source(s)
Services and Structure
The Community Development Department (CDD) has broad
responsibilities, including long-range planning, review of applications for new development, administration of
the City’s General Plan, Zoning Code and the California Building Code, implementation of the City’s housing
programs, and maintenance of neighborhoods. Five
divisions work together to accomplish these goals:

Building, Code Enforcement, Housing, Planning, and
Business and Admin Services. The department provides
staﬀ support and services to three standing commissions and committees, including the Planning Commission,
Community Relations Commission, and Civic Arts
Committee, and works with numerous outside agencies,
community groups and homeowner associations.

Zoning Codes. Additionally, Code Enforcement works in
partnership with other divisions, departments, and outside agencies to support code compliance and assisting
property owners, businesses and tenants in understanding City rules and regulations.

Housing
The Housing Division manages programs and services
that increase and preserve aﬀordable housing, improve
and preserve lower income neighborhoods, prevent and
address homelessness, and ﬁnancially assist social service agencies providing services that beneﬁt low-income
households, and works with Planning to administer and
implement programs and policies in the City’s Housing
Element and procure planning grants from federal and state sources. It manages grants from the federal Community
Development Block Grant (CDBG) program, the state
Permanent Local Housing Allocation (PLHA) fund, provides funding and ongoing monitoring of aﬀordable housing,
including administration of the City’s Below Market Rate inclusionary program, and staﬀs the Community Relations Commission. The division also co-manages the HOME
Investment Partnership Program through the San Mateo
County HOME Consortium.

Building Division
The Building Division manages programs and services
related to building permit plan review and inspection of buildings and structures to ensure a safe, accessible,
sustainable, and energy-eﬃcient environment throughout
our community. The division regulates local and state
laws related to building construction, maintenance, use, repair, and habitation. This includes the enforcement of the established health and safety codes, building codes, and standards.

Planning
The division is organized into three work units (permit center (City Hall public counter), plan review, and
construction inspection), which oﬀer customers permit
and property information, technical code review, permit issuance, and inspection services.

The Planning Division plans for the physical, social, and economic development of the City and ensures compliance with the General Plan, Zoning Code and other adopted
plans and policies, as well as the California Environmental Quality Act (CEQA) for both public and private projects.

Together with the Building Division, Planning reviews and processes private development projects to achieve a high- quality built environment and long-term economic growth.

Its mission includes customer service and public education to enhance the safety of existing buildings and to provide more public awareness of codes. In the event of an
emergency or disaster, it is the division’s responsibility to perform damage assessments for all structures.

The division has two functions. Advanced Planning
prepares long-range plans and policy documents for
the physical and economic development of the City, and
administers and maintains the City’s General Plan, including the Housing Element, Speciﬁc Plans, Zoning Code, and
other policy documents to ensure compliance with state
law and to reﬂect community needs and desires. Current
Planning provides public information on City codes and
requirements, and reviews development applications,
Code Enforcement
Code Enforcement works to promote and maintain a
safe and desirable living and working environment on
all private properties around the City. Code Enforcement accomplishes this by enforcing the City’s Municipal Codes, including Property Maintenance, Nuisance, Building, and 86 525 of 671

Community Development
including coordination with other Departments and outside agencies, to ensure that development within the City
is consistent with long-range plans, community needs,
development laws and state statutes.
•
•
Established an extension process for entitled projects
to address changes in market conditions; and
Increased the administrative approval threshold for
housing projects with up to 25 units.
•
•
Held over 50 community meetings and workshops.

Relocated 27 tenant households from unsafe living
conditions.

Closed 766 Code Enforcement cases.

Continued the digitization process with over 500,000
microﬁche records converted to digital ﬁles.

Processed approximately 1,300 Public Records Act
(PRA) requests.

Completed at least 38 minor home repairs including
weatherization and accessibility upgrades for lower
income property owners.

Entitled multiple housing and mixed-use private
development projects with nearly 400 new housing
units.

Filled 20 staﬀ vacancies and reduced CDD's vacancy
rate from a peak of approximately 20% to 2%. Key
positions ﬁlled included Director, Business Manager,
Housing Manager, Plan Check Supervisor, two
Principal Planners, Senior Code Enforcement Oﬃcer,
Senior Management Analyst and Senior Development
Review Technician.

Business and Admin Services
The Business and Admin Services Division manages the
Department's internal ﬁnancial operations and annual
budget, provides administrative support to the other
four divisions, administers the Department’s business
and enterprise systems, processes Public Records Act
(PRA) requests and provides human resources support. In addition, the Division supports the City’s Child Care Loan program, Civic Arts Committee and Art in Public Places
program, and manages other special departmental projects. •
•
•
•
2022-2024 Highlights •
••
•
Adopted the Strive San Mateo General Plan 2040
update, completing a ﬁve-and-a-half-year eﬀort with
signiﬁcant community outreach and engagement.

Adopted the 2023-2031 Housing Element, a three-
year planning eﬀort to develop a plan to meet the
City’s Regional Housing Needs Allocation (RHNA) and
comply with state housing laws.
• Completed construction of the Kiku Crossing
aﬀordable housing project and new downtown
parking garage on City owned property, with 225 new
below market rate (aﬀordable) units.
• Implemented an automated permit process for eligible
Solar PV projects through the SolarAPP+ system.

Key Department Initiatives•
•
•
Issued over 7,500 building permits and performed
over 37,500 building inspections.

Served over 11,400 customers at the City Hall Permit
Center.

Adopted an updated Accessory Dwelling Unit (ADU)
Ordinance and expanded online ADU resources and
information.
• Initiate comprehensive update of the City’s Zoning
Code to be consistent with the updated General Plan
2040.

Implement the City’s 2023-2031 Housing Element,
which includes over 100 programs and actions.

Update the Downtown Area Plan, with substantial
community outreach and engagement.

Collaborate with the Parks and Recreation Department
on streamlining and improving processes related
to Tree Removal Permits, and administration of the
Protected Tree Ordinance and Heritage Tree Policy.

Improve and streamline the development review and
permitting process for new development, including
updating the pre-application and design review
processes, and simplifying the permitting process for
single-family homes.

Onboard a Hearing Oﬃcer and establish an updated
appeals process for citations and the Red Tag
Ordinance.
•
•
•
•
•
Adopted Objective Design Standards for new
residential development and mixed-use development
and an SB9 Ordinance.

Completed multiple Zoning and Municipal Code
amendments to correct errors, make clariﬁcations and
improve the development review process, including: •
•
•
•
Streamlining the review process for public projects;
Streamlining and simplifying the process to review and
approve projects proposing minor modiﬁcations;
•
•
Clariﬁcation of the City’s height and bulk standards;
Simplifying and adding ﬂexibility to the security
requirements for housing and mixed-use projects;
87 526 of 671

Community Development
•
•
•
Standardize and update code enforcement
procedures to more eﬃciently respond to complaints
and manage open cases.

Explore policies to strengthen AB1482 Tenant
Protection Act and improve the Tenant Protection
Ordinance.

Pursue development and preservation of housing to
increase supply of aﬀordable and workforce housing
and leverage external funding sources for aﬀordable
housing.
•
•
Develop and revise the funding plans for the CDBG
and PLHA programs to be consistent with HUD and
HCD requirements while funding and supporting local
organizations and community needs.

Continue managing federal and state grants to
develop and fund programs that address housing
related needs, general human needs, and the needs
of those at risk of homelessness.
•
•
Continue managing the City’s below market rate (BMR)
unit portfolio, First Time Homebuyer program, and
identifying priorities for use of local housing funds.

Implement the recently adopted Objective Design
Standards for multi-family developments and provide
annual reports to City Council.
•
•
•
Continue to update and maintain the CDD website,
handouts, and informational materials.

Continue digitizing of records, including microﬁche
and paper documents.

Continue to implement improvements to
strengthen/streamline processes and provide more
comprehensive services.
• Continue staﬀ cross-training and development that
will improve customer service, communications, and
application processing.
88 527 of 671

Community Development
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 10,971,660
4,909,450
1,467,801
$ 11,257,398
4,910,860
1,537,789
Operating
Indirect & Overhead
Total Expenditures
Expenditures by Cost Center
Advanced Planning
Aﬀordable Housing
Building Inspection
Building Operations
Building Plan Checking
CDD Operations
$ 17,348,911 $ 17,706,047
$ 1,663,727
2,167,062
299,704
5,911,321
636,000
713,215
$ 1,685,651
2,110,393
300,670
6,142,096
636,000
726,744
Current Planning 4,334,679
1,572,803
4,429,232
1,624,861General Code Enforcement
Planning Commission 50,400 50,400
Total Expenditures
Funding Sources
$
$
$
17,348,911 $
$
$
17,706,047
General Funds 2,271,225
15,077,686
17,348,911
2,256,285
15,449,762
17,706,047
Special Revenue Funds
Total Funding Sources
89 528 of 671

Community Development
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Community Development Director
Administrative Assistant
Administrative Technician
Associate Planner

1.00 4.00

2.00 6.00

7.00 1.00

1.00 1.00

3.00 1.00

1.00 1.00

4.00 2.00

6.00 7.00
-

1.00 4.00

2.00 6.00

7.00 -
Building Inspector I/II
Building Oﬃcial
Business Manager 1.00

1.00 3.00

1.00 1.00

3.00 1.00

1.00 Code Enforcement Manager
Code Enforcement Oﬃcer I/II
Deputy Building Oﬃcial
Deputy Community Development Director
Deputy Community Development Director/
Building Oﬃcial - 1.00 1.00
Development Review Technician
Housing and Neighborhood Services Manager
Housing Specialist I/II

5.00 1.00

1.00 1.00

1.00 2.00

1.00 1.00

5.00 1.00

2.00 1.00

1.00 2.00

1.00 1.00

55.00 1.18

5.00 1.00

2.00 1.00

2.00 1.00Inspection Supervisor
Managing Arborist 1.00 1.00
Oﬃce Assistant I/II 2.00

1.00 2.00

1.00Permit Center Supervisor
Plan Check Supervisor
Plan Checker Engineer
Planning Manager

1.00 1.00

5.00 1.00

5.00 1.00
Principal Planner 2.00

1.00 2.00

1.00Senior Business Systems Analyst
Senior Code Enforcement Oﬃcer
Senior Development Review Technician
Senior Management Analyst
Senior Planner

1.00 1.00

2.00 1.00

2.00 57.00

0.92 57.92

2.00 57.00

0.92 57.92
Total Merit
Total Per Diem
Total Positions 56.18
90 529 of 671

Community Development

METRICS
CDD Administration
Number of staﬀ vacancies within the year
Number of vacancies ﬁlled within the year
Number of PRA requests
Number of average business days to respond to PRA requests Building
Number of Building Permit Applications Submitted - Commercial Number of Building Permit Applications Submitted - % Commercial Online Number of Building Permit Applications Submitted - Residential Percent of Building Permit Applications Submitted - % Residential Online Number of Building Permit Applications Submitted - ADU and JADU (number is subset of residential applications total) Number of Building Permits issued - Commercial
Number of Building Permits issued - Residential
Number of Building Permits issued - ADU and JADU (Accessory Dwelling Unit / Junior Accessory Dwelling Unit) Number of Permit Inspections completed
Percent of Permit Inspections Completed - within a two-hour window Number of In-person customers served at the Permit Center - Total CDD Customers Number of planning applications reviews
Percent of planning application reviews completed within 10 business days Number of Residential permit applications reviewed - Residential Building Permit review Eﬃciency Number of residential permits issued that required more than 3 plan checks before approval Number of special and emergency event responses assisting SMCFD and SMPD - Special and Emergency Event responses Number of responses that were out of regular business hours -Special and Emergency Event responses Number of Residential VOTC (virtual over the counter) online submittal applications - Virtual Permit Activity Number of Solar APP+ Applications - Virtual Permit Activity Total number of BD Reviews for CDD Arborist
Total number of PA Reviews for CDD Arborist
Number of Arborist Inspections completed
Number of Tree Removal Permit applicaitons
Code Enforcement
Number of complaints received
Percent of new cases investigated/opened
Percent of new cases closed: cases that were opened and closed within reporting quarter Number of unpermitted construction cases opened
Number of all active cases: including cases from previous reporting quarters Percent of existing cases closed
Number of Substandard Housing Condition complaints received Percent of Substandard Housing Condition complaints received - Tenant relocation required Percent of Substandard Housing Condition complaints received - Repeat violator/violations Percent of Substandard Housing Condition complaints investigated within 48 business hours 91 530 of 671

Community Development
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload
Workload
Workload
Performance
New
New
703
7 10
11 24
20 5
5 5
5 546
7 450
8 600
9 600
9 Workload
Workload
Workload
Workload
Workload
Workload
Workload
Workload
Workload
Performance
Workload
Workload
Performance
Workload
Workload
Workload
Workload
Workload
Workload
Workload
Workload
Workload
Workload
282
New
102
273
New
4,129
New
111
282
88%
2,873
75%
78 396
90%
3,892
75%
100
396
90%
3,892
75%
100
New
102
218 247
3,875
87 250
3,800
115
220
3,600
90 220
3,600
90 3,991
73 18,713
New
4,193
New
New
New
New
New
New
651
18,743
New
6,003
162
18,115
94%
New
170
19,000
90%
6,000
120
19,000
90%
6,000
120
90%
391
90%
356
75 90%
384
80 90%
384
8090
30 30 30 30
10 10 10 10
700
New
347
325
New
269
103
325
34 325
34New
294 250
100
250
100145 155
New
New
New
New
New
New
100 100
100 100
Workload New
New
New
New
New
New
New
New
New
New
818
40%
30%
5 1,000
40%
30%
5 800
40%
40%
10 800
40%
40%
10 Workload
Performance
Workload
Workload 857
30%
New
1%
850
25%
New
1%
800
25%
15%
1%
800
25%
15%
1%
Performance
Workload
Workload
Workload 0% 0% 0% 0%
Performance 100% 80% 100% 100%
92 531 of 671

Community Development

METRICS
Housing
Number of housing units repaired/improved through minor home repair, accessibility modiﬁcations, and Rebuilding Together grants Number of oﬀer letters sent to Sellers of FTB and BMR Units Percentage of letters sent to Sellers of FTB and BMR Units within prescribed deadlines Number of San Mateo residents who received services through the City’s Community Funding Program Number of performed annual on-site monitoring visits of housing projects with City inclusionary units Number of BMR and First-Time Buyer Units monitored annually for owner-occupancy Planning
Number of Planning Application submittals
Number of Planning Applications Deemed Complete
Percent of planning application review eﬃciency - Percentage deemed complete within three review cycles Number of Zoning Administrator Planning Application Decision Letters - ZA level Decision letter prepared Percent of Zoning Administrator Level Planning Application Decision Letters processed within 20 days Number of Building Applications assigned - Building Permit Applications Reviewed by Planning Percent of Building Application plan check reviews processed within 20 business days after assignment to planner Number of Public and Community Outreach Meetings - Planning Applications and Planning Policy items reviewed by City Council Number of Public and Community Outreach Meetings - Planning Applications and Planning Policy items reviewed by Planning Commission Number of Public and Community Outreach Meetings - Community meetings and workshops Number of Neighborhood Meetings - Pre-application neighborhood meetings held by applicants Number of Neighborhood Meetings - Informal neighborhood meetings held by applicants 93 532 of 671

Community Development
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Performance
Workload
33 7
18 10
20 4
19 2
19 2
Workload 100%
2744
17 100%
5839
15 100%
2,773
19 100%
4,389
17 100%
4,389
19 Performance
Workload
Workload 300 320 400 390 390
Workload 82
49 94
82 80
50 75
50 75
50Performance
Performance
Workload
76%
43 79%
48 80%
36 80%
40 80%
40 Performance
Workload
67%
1,422
Modiﬁed
22 100%
1,132
80%
12 100%
1,000
80%
New
New
New
New
New
95%
1,000
80%
6 95%
1,000
80%
6 Performance
Workload
Workload 31 21 12 12
Workload New
New
114
New
3 12 12
Workload 4 4
Workload 101 70 70
94 533 of 671

Finance
95 534 of 671

Finance
Mission Statement SUMMARY 2024-25
The Finance Department is responsible for the overall
ﬁnancial management of the City. The Department’s core
function is to maintain a strong and secure ﬁnancial position for the City by providing comprehensive ﬁnancial and
analytical services to the City Council, City management, staﬀ, and the public.

FTEs 18.00
Total budget $4.5 million
General Funds
Special Revenue Funds
Enterprise Funds
Funding source(s)
Services and Structure 2022-24 Highlights
Operationally, the Finance Department provides the
following services:
• The City’s 2023-24 Budget received the Distinguished
Budget Presentation Award from the Government
Finance Oﬃcers Association (GFOA) and the
Excellence in Budgeting Award from the California
Society of Municipal Finance Oﬃcers (CSMFO).

Accounting and Financial Reporting
Performing the accounting for all of the City’s ﬁnancial transactions and preparing the Annual Comprehensive
Financial Report and all other required annual ﬁnancial statements.
•
•
Began Phase 2 of the ERP Implementation Project for
Workday HCM/Payroll system.

Enhanced the Clean Water Program ﬁnancing.

Worked the U.S. Environmental Protection Agency
(EPA) for WIFIA loans interim ﬁnancing option which
created approximately $13 million savings in debt
service and unlocked an additional $27 million of
loan proceeds immediately that the City would not
otherwise have access to until August 1, 2025.

Budget
Managing the annual operating and capital budget
development process, and providing departments with
reports and analysis to ensure expenditures are maintained within budgeted appropriations.

Treasury and Revenue Management • Supported labor negotiations. Provided critical support and ﬁnancial insights throughout the processes.

Ensured the City addresses the needs and concerns
of our workforce while maintaining its long-term
ﬁnancial sustainability.

Provided administrative support to the San Mateo
Consolidated Fire Department.

Provided support and consultation services on major
City-wide initiatives such as the ﬁve-year capital
improvement program, ﬁnancial planning for the new
storm fees, and the Clean Water Program.

Finance operations annually averaged issuing around
16,000 paychecks/direct deposits, 7,000 business
licenses (new and renewals), and 14,000 vendor
payments.

Managing the City’s cash and investments to ensure cash requirements are met and return on invested funds is
aligned with the City’s investment policy. Administering the business license tax program, monitoring and enforcing
collections of other revenue sources, and coordinating the annual update of the Comprehensive Fee Schedule.
•
•Purchasing and Accounts Payable
Administering the purchasing program to ensure purchases are made in compliance with City policy and vendors are paid on time and accurately. Filing all required regulatory and tax-related documentation in a timely manner. •
Payroll
Processing bi-weekly payroll for all of the City’s employees, reporting and paying tax obligations, and completing all regulatory reporting requirements. 2024-26 Budget
Debt Service The proposed personnel budget included an additional

1.0 FTE to provide critical budget and ﬁnancial reporting services. The additional personnel costs will be oﬀset
by cost recovery from other funds. Non-personnel
expenditures were adjusted to align with historical actuals and/or reﬂect current needs for service provision.

Managing the City’s debt portfolio to ensure adequate
funds are available to make principal, interest, and other debt-related payments in a timely manner; ensuring all
continuing disclosure requirements are met; issuing new debt to meet City capital and infrastructure needs; and refunding existing bonds to achieve debt service savings. 96 535 of 671

Finance
Key Department Initiatives
• Complete Phase 2 of the ERP Implementation Project -
Workday HCM/Payroll system.
•
•
•
•
Review opportunities for new or enhanced revenues.

Manage pension liabilities and funding needs.

Assist with ongoing labor negotiations.

Develop ﬁnancing plans to address city facilities and
infrastructure needs.
•
•
Review and improve internal controls.

Establish employee cross training and backup plan
to ensure the sustainability of the department’s
operations.
•
•
Continue employee development and succession
planning initiatives.

Continue to reﬁne ﬁnancial models and revenue
forecasting in General Fund to support strategic
resource allocation and long-term planning.
97 536 of 671

Finance
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 3,434,360
988.700
80,282
-
$ 3,681,868
1,038,700
80,453
-
Operating
Indirect & Overhead
Capital Outlay
Total Expenditures
Funding Sources
General Funds
$ 4,503,342 $ 4,801,021
$ 4,354,554
72,686
$ 4,643,203
77,193Special Revenue Funds
Enterprise Funds
Total Funding Sources
76,103 80,625
$ 4,503,342 $ 4,801,021
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Finance Director 1.00

2.00 4.00

1.00 1.00

1.00 -

1.00 2.00

4.00 1.00

1.00 2.00

4.00 1.00
Accountant I/II
Accounting Assistant I/II
Accounting Manager
Budget Manager 1.00 1.00
Deputy Finance Director
Finance Specialist I/II
Payroll Supervisor
Payroll Technician I/II
Senior Accountant
Senior Accounting Assistant
Senior Management Analyst
Total Merit

1.00 1.00

2.00 2.00

1.00 17.00

0.00 17.00

1.00 1.00

2.00 2.00

1.00 2.00

2.00 1.00

18.00 0.00

18.00 18.00

0.00 18.00
Total Per Diem
Total Positions
98 537 of 671

Finance

METRICS
The City's annual ﬁnancial statements receive an unmodiﬁed opinion from the external auditors The City's Annual Comprehensive Finance Report receives the Government Finance Oﬃcers Association Certiﬁcate of Achievement for Excellence in Financial Reporting
The City's Annual Comprehensive Finance Report is approved by Council by December 31st Number of business license renewals processed
Number of new business licenses issued
Number of employee paychecks issued
Percent of paychecks issued with no customer-facing errors Number of invoices received
Percent of vendor payments made with no errors
Percent of months City's investment portfolio complies with investment policy Average duration of City's investment portfolio
Percent of months yield on the City's investment portfolio meets benchmark performance targets Percent variance between ﬁnal estimated revenues and actual revenues for major General Fund taxes Percent of purchase orders processed within 1 business day Number of change orders processed in Purchasing
Number of new credit cards issued
Percent variance between budget and actual General Fund expenditures 99 538 of 671

Finance
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Performance
Performance
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Performance
Workload
Yes
6,100
1,200
20,000
100%
14,000
99%
No
7,000
1,350
16,500
100%
11,600
97%
Yes
6,700
1,300
17,400
>99%
9,000
98%
Yes
7,000
1,300
18,000
>99%
10,000
>99%
100%
520
Yes
7,000
1,300
18,000
>99%
10,000
>99%
100%
520
Workload
Workload
Performance
Workload
Performance
Performance
Other
100%
730 days
100%
4%
100%
430 days
100%
4%
100%
700 days
100%
5%
Performance
Performance
Performance
Workload
100%
<5%
100%
<5%
98% 95% 95% >95%
200
>95%
200200 183 260
Workload 20 21 28 25 25
Performance 5% 2% 5% <5% <5%
100

539 of 671

Human
Resources
101

540 of 671

Human Resources
Mission Statement SUMMARY 2024-25
The Human Resources Department is responsible
for programs in personnel recruitment and selection,
classiﬁcation and position control, labor and employee
relations, performance management, employee training
and development, salary and beneﬁt administration,
workers’ compensation, employment related policies,
safety programs, and employee service awards.

FTEs 11.48
Total budget $7.0 million
General Funds
Internal Service Funds
Funding source(s)
Services and Structure Human Resources Support to San Mateo Consolidated Fire Department (SMC Fire)
Performs human resources activities on a contract basis for SMC Fire as coordinated by an on-site Senior Human
Resources Analyst.

The Human Resources Department focuses on the
following areas that support the City’s departments and workforce:

Recruitment, Selection, and Classication /
Compensation 2022-24 Highlights
Directs the City’s recruitment, selection, and retention program, ensuring it meets legal requirements and
civil service expectations; oversees the City’s position and vacancy control systems; determines appropriate
classiﬁcations and compensation for positions; and
monitors employee retention for the City.
• Completion of Workday testing for HCM Core, Talent
Management, Beneﬁts, Learning and Recruitment
modules.
•
•
•
Completion of bargaining unit negotiations with 4
labor unions.
88%completion rate for (timely) employee
performance evaluations.

Completion of over 112 recruitments across 11
departments, 10 of which are executive level
recruitments.

Employee and Labor Relations
Coordinates the collective bargaining process; ensures
contractual changes are implemented; guides performance management, grievance resolution, employee conﬂict
resolution, and administration of the City’s discipline process; and schedules matters before the Personnel
Board.
• Completion of over 60 classiﬁcation and
compensation studies. Created 5 new classiﬁcations,
completed 18 reallocations, 2 reclassiﬁcations, 8
compensation updates, and created or updated 24 job
speciﬁcations.Employee Services / Benets
Manages the City’s beneﬁt programs, leave of absence,
and bilingual program; and directs the City’s automated personnel record keeping system.
•
•
•
Hired 154 merit employees and 7 executive level
employees.

Completion of mandatory and elective employee
trainings for 1,002 participants
Spent $259,329 less in workers compensation claims
related costs in Q1 and Q2 of FY 2024 compared to
Q1 and Q2 of FY 2024
Employee Services / Employee Development and
Workforce Planning
Oversees the Citywide training programs, new hire
orientation, and employee recognition program. Develops and conducts professional development initiatives,
fosters diversity, and encourages cross-departmental
collaboration. Provides resources and expertise in support of departmental workforce planning eﬀorts. Administers the tuition reimbursement program.
• Reduced outstanding workers compensation
liabilities by settling cases timely and in their entirety (permanent closure) decreasing the City’s future
outstanding liabilities.
•
•
Improved user accessibility to HR Portal
Workers’ Compensation Actively participated in the City’s Diversity, Equity, and Inclusion (DEI) Committee and supported its purpose,
to create a culture which employees have a sense
of belonging to one another and to the City and
Community of San Mateo and to foster an inclusive
and diverse workplace is to appreciate and respect
the diﬀerences within our workforce.

Provides oversight for the third party administrator's
management of all claims; monitors compliance with
the Americans with Disabilities Act (ADA); oversees
administration of the Department of Transportation (DOT) regulations, the City's safety program, and modiﬁed duty program.
102

541 of 671

Human Resources
2024-26 Budget
The department’s budget reﬂects adjustments to non-
personnel expenditures to align with historical actuals and/ or to reﬂect current needs for service provision.

Key Department Initiatives
• Oversee the City’s High-Performance Orientation
Steering Committee promoting integration of City
employees’ mission, values and organizational
principles with City operations and activities.
•
•
Conduct timely recruitments and continue to make
improvements and streamline the recruitment and
hiring processes.

Implement the new ERP Human Resources Information
System (HRIS) to improve eﬃciencies by eliminating/
replacing paper processes and increase service to all
departments.
• Participate on the Deferred Compensation Committee
to ensure the plan meets investment and education
expectations.
•
•
•
Continue to chair the Wellness Committee to support
and incentivize employee well-being.

Champion workforce planning and development
eﬀorts throughout the City.

Work with departmental safety committees to ensure
full utilization of accident prevention programs on an
ongoing basis.
•
•
•
Assist with negotiations, recruitment, and organization redesign for SMC Fire.

Develop an employee retention program to retain the
City’s diverse and talented workforce.

Promote and enhance the City’s Leadership Coaching
Program.
103

542 of 671

Human Resources
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 2,336,159
4,529,266
140,583
$ 2,386,664
4,579,348
146,749
Operating
Capital Outlay
Total Expenditures
Funding Sources
General Funds
$
$
$
7,006,009 $
$
$
7,112,761
2,593,709
4,412,299
7,006,009
2,649,023
4,463,738
7,112,761
Internal Service Funds
Total Funding Sources
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Human Resources Director
Human Resources Analyst I/II
Human Resources Technician
Senior Human Resources Analyst
Senior Human Resources Analyst Risk Manager
Total Merit

1.00 -

1.00 1.00

4.00 5.00

1.00 11.00

0.20 11.20

3.00 5.00

1.00 3.00

5.00 1.00

11.00 0.48

11.48 11.00

0.48 11.48
Total Per Diem
Total Positions
104

543 of 671

Human Resources

METRICS
Recruitment, Selection, and Classication
Number of recruitments conducted
Number of weeks from signed Recruitment Plan to Eligibility List Percent of hiring departments rating recruitment as good or better Number of annual employee turnover rate
Number of classiﬁcation reviews and job spec updates
Employee and Labor Relations
Percent of employee performance evaluations completed on time Percent of departing merit employees who have an exit interview Percent of disciplinary actions determined within 60 days from completion of investigation Percent of grievances and disciplinary actions resolved within the agency Number of labor contracts negotiated
Number of employees trained on Employee & Labor Relations Employee Services/Benets
Number of employees attending beneﬁts seminars (EAP, deferred comp, CalPERS) Percent of employees voluntarily participating in a deferred compensation plan Number of beneﬁts orientations conducted during NHO
Number of leave requests processed
Number of Wellness Program events per year
Employee Services/Employee Development & Workforce Planning Number of employee participation in training courses
Percent of participants satisﬁed with City sponsored training courses Number of employees participating in the Citywide Talent Exchange Number of employees in Lead Worker, Supervisor, & Leadership Academies Number of employees utlizing professional leadership coaching Workers’ Compensation and Safety
Number of claims opened during the ﬁscal year
Cost of incurred claims
Percent of new hires receiving IIPP training
Support to SMC Fire
Number of recruitments conducted
Percent of disciplinary actions determined within 60 days from completion of investigation Number of workers' compensation indemnity claims opened in the ﬁscal year 105

544 of 671

Human Resources
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload 64

7.0 weeks

99.7%
40 5 weeks

99.5%
<15%
40 <8 Weeks
>90%
65 <8 weeks
>90%
65 <8 weeks
>90%
Performance
Performance
Performance
Workload

13.4% <15% <15% <15%
42 25 25 45 45
Performance
Workload
93%
88%
100%
94%
5 80%
80%
90%
90%
5 80%
80%
90%
90%
5 80%
80%
90%
90%
5 80%
80%
90%
90%
5 Performance
Performance
Workload
Workload 94 40 40 30 30
Performance
Performance
Workload
78 80%
1 115
80%
3 115
80%
3 60
80%
3 60
80%
3 Workload 269
3 60
3 60
3 60
2 60
2Workload
Workload 1,255
90%
6 450
90%
3 450
90%
3 500
90%
2 500
90%
2 Performance
Performance
Workload 21 24 24 24 24
Performance 18 12 12 12 12
Workload 46
$3.6M
98%
<70
<$3.5M
100%
<70
<$3.6M
100%
<60
<2.6M
100%%
<60
<2.6M
100%%
Performance
Performance
Workload 11
100%
31 5
90%
33 5
90%
35 6
90%
30 5
90%
30 Performance
Performance /
Workload
106

545 of 671

Information
Technology
107

546 of 671

Information Technology
Mission Statment SUMMARY 2024-25
The Department of Information Technology (DoIT) works
collaboratively with all City departments to deliver the highest quality IT services, infrastructure, and technology consulting possible. DoIT ensures the technologies that are being utilized serve business needs, help staﬀ to be eﬀective and eﬃcient, and can be maintained long term.

FTEs 14.23
Total budget $5.2 million
General Funds
Special Revenue Funds
Funding source(s)
Services and Structure 2022-24 Highlights
Operationally, DoIT provides the following services: •
•
Achieved near 100% customer satisfaction rating.

Handled over 3,400 help desk cases per year with
90%+ meeting 48 hr. closure rate metric.

Continued to support cloud-based collaboration tools
including Teams Rooms for conference rooms.

Public dashboards for elections / campaign ﬁnance,
police transparency, and Marina Lagoon.

Launched Workday phase 1 (Financials).

Supported winter storms EOC activation.

Continued ongoing PC replacement program.

Consulting and Applications (BusCon)
Works collaboratively with departments to explore evolving business needs, deﬁne requirements, and build solutions.

Acts as internal IT consultants, partnering with departments to explore departmental, multi-departmental, and Citywide business needs as they relate to technology. Supports and maintains applications and systems once they are put into production. The BusCon team also provides support for
the City’s public Internet web presence, and administers, maintains, and supports the City’s Intranet platform as a collaborative workspace that serves Citywide and individual department operational business needs.
•
•
•
•
•
2024-26 Budget
Geographic Information Systems (GIS) The department’s overall budget expenditures remain largely unchanged, with no substantial service-level
changes from the previous business plan. Merit staﬃng
stands at 14 FTE, and non-personnel expenditures align
with historical actuals and current service needs.

Supports and maintains all GIS systems Citywide and
creates GIS and mapping products, including a Police
Accountability & Transparency dashboard, elections
dashboard, Marina Lagoon dashboard, property information lookup, traﬃc and transportation improvements, Adopt-A- Drain, and other web maps.

Key Department Initiatives
Systems and Networks •
•
•
•
•
Support a Customer Relationship Management
initiative.

Support completion of the Human Capital
Management portion of the City’s new ERP system.

Provide IT support and consulting to departments
through collaboration tools and cloud technologies.

Continue to eﬀectively and eﬃciently execute the
day-to-day operations of the department.

Manages the operation, maintenance, and support of all
City technology infrastructure and technology assets.

Technology infrastructure includes all server-based systems (application hosting, ﬁle/data storage, backup), VoIP
telephone, Local Area Network/Wide Area Network (LAN/
WAN), and Internet connectivity. Systems and Networks is also the lead for cyber-security protections for the City and administers cloud applications such as Microsoft 365.

Work to maintain our high customer satisfaction rating.Technical Support / Customer Service Provides end user technology support through our Help
Desk. Oﬀers end user technology training resources. The Customer Support team also manages all end points (PCs) and the PC replacement schedule.
108

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Information Technology
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $3,199,997
1,769,025
212,121
$3,231,048
1,955,118
212,919
Operating
Indirect & Overhead
Capital Outlay 17,165 17,680
Total Expenditures
Funding Sources
General Funds
$5,198,308 $5,416,764
$5,068,589
129,719
$5,284,158
132,606Special Revenue Funds
Total Funding Sources $5,198,308 $5,416,764
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Information Technology Director
Consulting and Applications Manager
Custom Service Manager
GIS Coordinator

1.00 1.00

1.00 1.00 1.00

1.00 1.00 1.00
GIS Technician I/II 1.00 1.00 1.00
IS Support Technician I/II
Network Analyst

2.00 1.00

2.00 1.00
Senior IS Support Technician
Systems Analyst I/II

1.00 1.00 1.00

3.00 1.00

1.00 1.00
Systems and Network Manager
Web Specialist

3.00 1.00

3.00 1.001.00
Total Merit 14.00

0.48 14.48

14.00 0.23

14.23 14.00

0.23 14.23
Total Per Diem
Total Positions
1079

548 of 671

Information Technology

METRICS
Percent of Help Desk calls completed within 48 hours or less Number of Help Desk calls annually
Percent of GIS requests completed within agreed upon time and scope Number of GIS requests annually
Composite Score, technology infrastructure reliability
Annual Customer Satisfaction Survey rating
110

549 of 671

Information Technology
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Performance
Workload
96%
3,535
96%
90%
3,500
90%
75 90%
3,500
90%
90%
3,500
90%
90%
3,500
90%Performance
Workload 89 75 75 75
Performance
Performance

99.7%
100%

99.7%
99%

99.9%
90%

99.9%
90%
111

550 of 671

Library
112

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Library
Mission Statement SUMMARY 2024-25
San Mateo Public Library builds community by inspiring
imagination, discovery, and learning. FTEs 53.66
Total budget
Funding source(s)
$9.8 million
General FundsServices and Structure
Technical Services oversees the acquisition, cataloging, and processing of all library materials (print, media, and periodicals) for all three locations; maintains the library’s collection through repair, preservation, and deaccessioning of library materials that are dated or in poor condition.

The division also provides oversight and processing
responsibilities of the LINK+ interlibrary loan system.

The Library Department is organized in the following
divisions:

Administrative Services
Oversees the administrative services of the Library,
including ﬁscal operations (budget, payroll, accounting); business contracts; facilities and safety; personnel
processes and recordkeeping; meeting room rentals; the
Passport Acceptance Oﬃce; Library IT and technology
support; volunteer program; and supports the City
Librarian’s work with the Library Board of Trustees.
2022-24 Highlights
• In 2022-23, the Branches Enhancement project saw
the installation of new information services desks at
Hillsdale and Marina branches. A new trash enclosure
was installed at the Hillsdale branch to curb illegal
dumping.

Adult-Teen / Information Services
Adult – Teen & Information Services coordinates the
delivery of information services; develops collections and programs to meet the needs of a diverse community;
cultivates partnerships to leverage the eﬀort to reach a wider audience; instructs library customers on the use of electronic resources and tools; and promotes reading and literacy.
•
•
•
A selection process took place to identify a consulting company to assist the Library with creating the
department’s Strategic Plan for 2023-2028.

In 2023, the Main Library welcomed the San Mateo
County Genealogical Society (SMCGS) as a new
service and collection.Children’s / Literacy Services
The Library was awarded a $10,000 LSTAChildren’s Services provides library and literacy services to children (infants-8th grade), caregivers, and parents; develops resources that meet diverse needs; provides
reader’s advisory service appropriate for reading interests and abilities; and assists students to succeed in school and meet personal learning goals.

Sustainability Grant, which allowed staﬀ to provide
focused programming for Earth Day, to create a Seed
Library, and to oﬀer hands-on workshops. In total 21
programs were oﬀered reaching 757 participants.
• The Technology Lending Collection was expanded to
include musical instruments, robots, and Raspberry Pi
computing. In addition, Tech Lending and Makerspace
Open Houses were oﬀered during National Library
Week.

Adult Literacy Services (Project Read) provides free,
conﬁdential, and goal-directed literacy instruction in small groups or one-on-one tutoring to adults over 16 years
of age so that learners can meet their literacy goals and fulﬁl important roles as family members, workers, and
community members.
•
•
The Library secured a $45,000 grant from the
California State Library to provide outdoor kits for The State Parks Are For Everyone! Program. Parks-focused
programming and a ﬁeld trip were also oﬀered.

San Mateo Public Library Foundation hosted the ﬁrst
edition of San Mateo Celebrates! A celebration of
arts and culture during the National Library week.

In addition, The SMPLF awarded annual grants of
$180,000 to the Library in support of services and
programs.

Circulation / Technical Services
Circulation Services maintains the database of registered users; issues library cards; oversees the lending,
maintenance and return of library materials including the technology device lending collection; bills and collects on accounts; oversees operations at Accounts Desks and
self-checkout stations; upkeeps the library’s collections; manages reserve/holds operations; maintains and
troubleshoots library technologies and systems; and assists with outreach in the community through mobile circulation technology.
• The Library secured State and Federal grants
totaling $3,717,000 for the Marina Branch Structure
Improvement project.
113

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Library
2024-26 Budget
The Library’s operating budget continues to be “right
sized”, involving an analysis of historical and future trends, and determination of costs to maintain and provide services at current service levels. An allocation from Measure S funds to support the cost of expanded hours that were
restored during the 2016-18 Business Plan is again
budgeted in the Library’s 2024-25 budget.

Key Department Initiatives
• Complete the 5-year Strategic Plan (2023-2028) with
input from stakeholders.
•
•
•
•
Enhance Volunteer and Outreach Services.

Build partnerships with Community Organizations.

Expand program oﬀering for adults.

Provide new programming that promotes innovation,
diversity, and literacy.
•
•
•
Develop and deliver family literacy services to
enrolled and unenrolled adult learners.

Continue to enhance internal and external user
experience with emphasis on facilities.

Incorporate equity, diversity, and inclusion lens for
staﬀ development, collection development, and
programming.
•
•
Work in conjunction with Public Works staﬀ to manage
the Marina Branch Structure Project.

Strengthen existing relationship with the San Mateo-
Foster City School District and preschools.
114

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Library
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $6,565,048
2,361,363
885,390
-
$6,768,678
2,500,344
885,390
-
Operating
Indirect & Overhead
Capital Outlay
Total Expenditures
Funding Sources
General Funds
$9,811,801 $10,154,412
$9,811,801 $10,154,412
Total Funding Sources $9,811,801 $10,154,412
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
City Librarian 1.00

1.00 1.00

1.00 1.50
Administrative Technician
Community Services Coordinator
Deputy City Librarian
Executive Assistant

0.50 1.00

1.50 1.00 1.00

1.00 9.63

9.75 1.00

1.00 0.63

1.00 3.00

1.00 36.51

17.15 53.66

1.00 1.00
Librarian I/II 9.63

8.75 1.00

9.63 9.75

1.00 Library Assistant I/II
Library Technology Specialist
Literacy Program Coordinator
Literacy Specialist

1.00 1.00

0.63 1.00

0.63 1.00Senior Accounting Assistant
Senior Library Assistant
Senior Management Analyst
Supervising Librarian
Supervising Library Assistant
Total Merit

3.00 1.00

34.51 19.81

54.32 36.51

17.15 53.66
Total Per Diem
Total Positions
115

554 of 671

Library

METRICS
Number of non-digital library materials in circulation
Number of digital library materials in circulation
Percent of self-checkout transactions
Number of library patrons receiving technology assistance/instruction Number of participants in library's reading programs
Percent of respondents to Customer Satisfaction Survey who rate library service as excellent or good Number of annual visits by library patrons
Number of patrons served through outreach
116

555 of 671

Library
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload
Workload
Performance
Workload
Workload
Performance
Workload
Workload
282,010
1,856,238
86%
263,819
1,521,497
86%
300,000
1,800,000
86%
325,000
1,900,000
87%
330,00
1,910,000
87%
8,808
2,690
96%
12,204
7,066
12,600
8,500
13,000
9,000
13,100
9,500
96% 90% 90% 90%
255,644
6,280
336,040
6,592
350,000
7,500
355,000
8,000
360,000
8,200
117

556 of 671

Parks and
Recreation
118

557 of 671

Parks and Recreation
Mission Statement
SUMMARY 2024-25
The Parks and Recreation Department’s mission is to
enhance the quality of life and strengthen the bonds
of community by providing an appropriate mix of safe,
well-maintained and well-designed parks, open spaces,
and community center facilities that are accessible for all residents; provide enriching leisure opportunities for all age groups; and to preserve and protect the City’s natural resources, including its urban forest, public open spaces, and landscaped medians and islands.

FTEs 116.67
Total budget $22.5 million
Funding source(s) General Funds
2022-2024 Highlights
•
•
Ground opening of Borel Park – our newest park.

Completed the construction documents for the Central
Park Playground Improvements project.

Services and Structure •
•
Conducted Community meetings to identify preferred
East Hillsdale playground design.

Reached community fundraising goals to support
construction of the Fallen Heroes Memorial.

Construction started December 2023 and to be
completed in Spring 2024.

Operationally, the Parks and Recreation Department
provides the following services:

Landscape Resources
Provides for the maintenance and conservation of all parks, open spaces, and public medians and right of ways and
ensures the long-term protection of the City’s urban forest through scheduled maintenance activities.
• Developed and administered a new contract for the
maintenance on City’s islands, medians, right of ways
and green infrastructure.
•
•
•
Winter storm response with over 80 tree failures.

Central Park 100 Year Celebration
New Halloween Event in collaboration with DSMA on
the pedestrian mall – Boos on B Street
PAL after school drop in program at Shoreview
Recreation Center
Age Friendly Action Plan approval and implementation
Poplar Creek fountain and pond restoration
Installation of feminine hygiene project dispensers in
community recreation centers
Installation of new picnic tables and benches at
Parkside Aquatic Park
Addition of two youth commissioners to the Park and
Recreation Commission
Measure S Funds supported the Get Around, Senior
Transportation program as well as Mobile Recreation
that provide essential services to our community
members.

Golf and Visitor Services
Operates Poplar Creek Golf Course and driving range
through concessionaire agreements, pro shop services,
and food and beverage services. Visitor services provides park ranger presence in parks to promote and support
positive user experiences and enforcement of City
ordinances.
•
•
•
•
Park Planning and Development
Provides for park planning, capital improvement
program management, project design, and construction
management services through the use of both in-house and professional consultant resources. •
•
•
Administrative Services
Coordinates the department’s administrative and business services that support operational units, thereby maximizing our eﬃciency and eﬀectiveness in areas such as internal work-ﬂow, customer service, marketing, and budget
management.

Recreation and Community Services
Provides a comprehensive program of recreational,
instructional, and community-building activities for all age groups utilizing community centers, aquatic facilities, numerous parks and school sites.
119

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Parks and Recreation
2024-26 Budget
The Measure S Fund continues to support the Get
Around, Senior Transportation program as well as Mobile Recreation that provide essential services to our community members. The department is pursuing additional funding
opportunities through grant resources to further support services provided to our diverse community.

Key Department Initiatives
• Continue to modernize the irrigation systems for city landscapes.
•
•
•
•
Construction of Central Park Playground
Coordinate for leaf blower transition plan
Assessment of aquatic and licensed childcare facilities Addition of backup generators to support designated
recreational facilities to serve in emergencies
• Coordination of Human Capital Management System
rollout
•
•
Poplar Creek Irrigation Well Design
Age Friendly Action Plan -Business Certiﬁcation Pilot
Project
•
•
Complete construction documents for East Hillsdale
Park upgrade
Analyze and update Parks and Rec fee structure
120

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Parks and Recreation

METRICS
Landscape Resources - Parks
We provide environmental stewardship of the City’s park land, civic facilities, medians, islands, and right-of ways.

Number of acres of developed park land, civic facilities, medians, and islands maintained ¹ Cost per acre to maintain developed park land, civic facilities, medians, and islands Percent of maintenance standards met at park land, civic facilities, medians, and islands Percent of park visitors who agree that the park and park landscaping was well maintained Percent of park visitors who reported feeling a high level of safety in our parks Number of acres of developed community parks and neighborhood parks with sports ﬁelds Water usage per acre at developed community parks and neighborhood parks ² Percent of maximum labor captured in Cartegraph
Landscape Resources - Trees
We provide environmental stewardship to the City’s street and park trees.

Number of street and park trees maintained
Number of street and park trees pruned annually
Percent of street and park trees pruned annually
Number of new trees planted
Percent of street and park trees removed that are replaced by newly planted trees Number of tree service requests
Percent of tree service requests responded to within 10 working days Golf
We eﬃciently operate an 18-hole golf course.

Number of golf rounds played annually
Percent of golf tee times utilized
Percent of golf course operating expenses covered by revenues We provide a community resource.

Number of golf course tournaments and clubhouse events facilitated annually Recreation
We provide opportunities for Active and Healthy Lifestyles, Creative Outlets, Creating Community, Youth Development, and Lifelong Learning.

Number of program registrants
Number of special events attendees
We balance providing aordable recreation and access for all with appropriate cost recovery through user fees.

Percent of programs covering costs within the cost recovery target range Number of unduplicated youth that received fee assistance to attend Recreation programs 1 Target does yet include acreage for medians and islands. Staff is working to convert current information on miles to a relevant acreage number. 2 Water usage is only tracked in those neighborhood parks with significant sports turf on a calendar year. 121

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Parks and Recreation
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload 289.7
$25,000
85%
289.7
$26,000
85%
289.7
$27,000
85%
289.7
$28,000
85%
289.7
$29,000
85%
Performance
Performance
Performance
Performance
Workload
95% 95% 95% 95% 95%
97% 95% 95% 95% 95%
112.9 112.9 112.9 112.9 112.9
Performance
Performance
438 484 484 484 484
75% 70% 70% 70% 70%
Workload 23,600
2,400
10%
23,600
2,400
10%
23,600
2,400
10%
25,000
2,400
10%
25,000
2,400
10%
Performance
Performance
Workload 130 130 150 250 300
Performance
Workload
100%
300
110%
300
110%
300
125%
300
150%
300
Performance 90% 95% 95% 95% 95%
Workload 83,964
74%
75,130
75%
82,000
80%
82,000
82%
83,000
82%Performance
Performance 110% 105% 100% 100% 100%
Workload 301 352 325 350 350
Workload
Workload
20,000
16,000
20,000
25,000
24,000
26,000
24,250
26,250
24,400
26,400
Performance
Other
45%
995
35%
600
45%
650
45%
675
45%
700
122

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Parks and Recreation

METRICS
Recreation (cont.)
We encourage the involvement of youth and create a safe environment for them in our community.

Number of Recreation program registrants who are youth
Percent of Recreation program registrants who are youth Number of youth registrants made water safe through City swim lessons We oer our facilities as a community resource.

Number of public rentals occurring at recreation centers We have happy, satised customers.

Percent of course registration occurring online
123

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Parks and Recreation
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Performance
Performance
Performance
15,000
63%
14,000
65%
16,000
65%
16,500
65%
17,000
65%
2,155 950 1,000 1,000 1,000
Workload 200
75%
400
90%
500
92%
525
92%
550
93%Performance
124

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Parks and Recreation
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 12,941,674
7,528,729
1,996,197
$ 13,292,779
7,908,979
1,996,197
Operating
Indirect & Overhead
Capital Outlay 26,000 26,000
Total Expenditures
Expenditures by Cost Center
Arborist
$ 22,492,600 $ 23,223,955
$ 1,330,505
10,963,572
2,601,086
452,928
$ 1,345,886
11,395,115
2,670,686
458,723
Community Services
Golf Services
Park Planning
Parks & Landscapes 7,144,509 7,353,545
Total Expenditures
Funding Sources
General Funds
$ 22,492,600 $ 23,223,955
$ 22,492,600 $ 23,223,955
Total Funding Sources $ 22,492,600 $ 23,223,955
125

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Parks and Recreation
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Parks and Recreation Director
Administrative Assistant

1.00 1.00

1.00 9.00
-

1.00 1.00

1.00 9.00

1.00 2.00

7.00 1.00

1.00 1.00

2.00 3.00

15.00 2.50

1.00 1.00

1.00 -

1.00 1.00

1.00 9.00

1.00 2.00

7.00 1.00

1.00 1.00

2.00 3.00

15.00 2.50

1.00 1.00

1.00 -
Administrative Technician
Business Manager
Communications & Public Relations Analyst
Community Services Coordinator
Community Services Manager
Community Services Section Manager
Community Services Supervisor
Custodian

3.00 7.00

1.00 1.00

1.00 2.00

3.00 15.00

2.50 1.00

1.00 1.00

1.00 3.00

1.00 4.00
-
Deputy Parks and Recreation Director
Golf Course Maintenance Supervisor
Golf Equipment Maintenance Specialist
Golf Services Manager
Irrigation Specialist
Landscape Laborer
Landscape Mainenance Worker I/II
Lead Teacher
Managing Arborist
Park and Landscape Maintenance Supervisor
Park and Landscape Manager
Program Assistant I/II
Project Manager I/II - -
Senior Accounting Assistant
Senior Park Landscape Maintenance Worker
Senior Park Ranger

1.00 3.00

1.00 5.00

1.00 1.00

66.50 50.17
116.67

1.00 3.00

1.00 5.00

1.00 1.00

66.50 50.17
116.67
Senior Program Assistant
Senior Project Manager
Tree Maintenance Specialist
Total Merit

1.00 66.50

49.08 115.58
Total Per Diem
Total Positions
126

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Parks and Recreation
Environmental Stewardship

ARBOR MANAGEMENT PARKS AND LANDSCAPE MAINTENANCE
Program Manager:

Tim Heartquist, (650) 522-7425
Program Manager:

Ron Hostick, (650) 522-7423
“The materials of city planning are: sky, space, trees, steel and cement; in that order and that hierarchy.” ~LeCorbusier “Everybody needs beauty as well as bread, places to play in and pray in, where nature may heal and give strength to body and soul.” ~John Muir
Overview
Overview
A well maintained urban forest contributes signiﬁcant
social, neighborhood, environmental and economic
beneﬁts to the community. Trees play an important role in creating safer, more livable neighborhoods; establishing community image; improving air and water quality and
increasing property values.

The value of a park system extends beyond the boundaries of the parks themselves. Parks provide natural beauty and respite from traﬃc and congestion; provide spaces for
people to engage in physical activity; improve the natural environment and create learning opportunities within a
variety of outdoor classroom spaces.Ongoing Responsibilities Ongoing Responsibilities
• Manage the pruning, removal, and spraying of
approximately 21,000street trees and 4,000 trees
growing within city parks, around public landscaped
facilities, and within the downtown corridor.

Coordinate the planting of new street and park trees.

Approximately 200 trees annually.

Process applications for tree permits, complete tree
inspections for sidewalk, curb and street repairs and
respond to tree-related service requests from the
public.
• Provide maintenance and management for 31
developed parks totaling approximately 212 acres;
open space; a variety of wetland and bay front water
features at shoreline parks; 2 libraries, 6 civic facilities, 6 community centers, medians, islands, right of ways,
multiple dog parks, and dog oﬀ leash areas.
•
•
• Fertilize, mow, and aerate over 80 acres of turf grass and maintain 16 baseball/softball and 7 soccer ﬁelds for maximum usage and optimum play.
• Maintain and update database for street and park tree inventory.
•
•
•
Provide 46 clean and accessible restroom facilities at
19 parks opened daily.

Accomplish trash pickup for parks seven days a week
totaling over 350,000 pounds of garbage.

Maintain existing irrigation systems in developed
parks, public facilities, and all the city’s water backﬂow protection devices.
• Administer contracts for landscape maintenance in
medians, islands, and right-of-way areas and manage
the day-to-day services.
•
•
•
•
•
Utilize a maintenance management software system, to
eﬀectively manage workorders.

Collaborate with Public Works to ensure play structures are safe and enjoyable for users.

Assist with planning, design and installation of every
greenspace projects.

Facilitate and collaborate for the management of
community gardens.

Maintain a widely recognized Japanese Tea Garden
in Central Park in keeping with traditional Japanese
gardening techniques.
• Accomplish yearly ﬁre control breaks for open space.
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Parks and Recreation
Golf Services

GOLF SERVICES
Program Manager:

Kevin Kobayashi, (650) 522-7512
“Go out and have fun. Golf is a game for everyone, not just for the talented few.” ~Harvey Penick
Overview
Poplar Creek Golf Course provides an aﬀordable, local
venue for golfers to experience the wide array of beneﬁts that come from playing the game. A round of golf provides the opportunity for physical exercise, mental challenge, and socialization
Ongoing Responsibilities
•
•
•
Manage an 18-hole golf facility, including the pro
shop, restaurant, banquet facility, and all associated
buildings.

Ensure they operate and are maintained in a
manner consistent with golf industry and community
standards.

Ensure that routine course maintenance activities
are scheduled and performed as needed to maintain
quality play conditions and meet the course
maintenance standards.
• Manage golf professional and food/beverage
concessionaire to ensure adherence to contract
provisions of high quality public service and to
coordinate that eﬀort with course maintenance.
•
•
Maintain communication links with golfers as well
as on-going contacts with aﬃliated golf clubs and
representatives from high school golf programs.

Provide administrative support to the golf
course, including coordination of marketing and
communications. , Coordinate use of reservation and
Point of Sale systems, VIP Membership program, and
online booking portal.
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Parks and Recreation
Active and Healthy Lifestyles

RECREATION
Program Manager:

Stephanie Douglas, (650) 522-7442
“Take care of your body, it’s the only place you have to live” - Jim Rohn
Overview
Active living, physical development and a healthy body
and mind are among the most critical elements of a fulﬁlled life. We provide the tools necessary to begin, sustain and expand active and healthy lifestyles and to incorporate health and wellness practices into everyday life. Activities such as team sports, group ﬁtness, martial arts, swimming, and restorative activities such as yoga and meditation
provide the opportunities to meet a variety of interests and skills for individuals of all ages and abilities.

Ongoing Responsibilities
• Provide a variety of athletic and ﬁtness-oriented
instruction, such as Tennis, Youth and Adult Fitness,
Martial Arts, and Sports Camps.
•
•
Coordinate a Regional Adult Softball League in the
cities of San Mateo and Belmont.

Provide balanced use of City athletic facilities by
coordinating reservations and scheduling for 14 City
facilities with 24 ﬁelds (including joint use of Bayside School Field) for use by organized youth and adult
groups as well as general public usage.
• In cooperation with the San Mateo Union High School
District, coordinate use of the San Mateo High School
Gymnasium by community groups during non-school
hours.
•
•
Promote water safety and swimming skills through
Learn-to-Swim lessons seasonally.

Provide recreational swimming for all ages at Joinville Pool and King Pool facilities.
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Parks and Recreation
Creating Community-Spaces, Celebration, and Support

RECREATION
Program Manager:

Stephanie Douglas, (650) 522-7442
“Community events create strong communities, and a
strong community is a healthy community. A healthy
community is a happy community” – Sandy Smith
Overview
Opportunities to come together as a community, to
celebrate our heritage, cultures and milestones. These
are to create a sense of community..community. We
provide multiple facilities for community meetings, support family and social celebrations, leisure activity involvement; provide family and parent-child activities and events;
and provide senior programing including lunch and
transportation services.

Ongoing Responsibilities
•
•
Maintain and operate 6 community centers, 2 pools,
and 1 art / ceramic studio.

Schedule and facilitate the use of multiple community
centers for sponsored recreational activities and
community meetings and celebrations.
• Oﬀer a variety of special community events such as
Eggstravaganza, Winter Wonderland, Movie Nights,
Central Park Music Series and additional events in
collaboration with other departments and agencies.
•
•
•
•
Coordinate the Mobile Recreation Program for
recreationally underserved neighborhoods and
populations including community events and outreach
Provide for social and enrichment opportunities for
the aging population through programs at the Senior
Center.

Provide senior lunch services at the Senior and King
Centers weekdays to meet both social and nutritional
needs.

Facilitate the availability of transportation for seniors within the community who need rides to medical
appointments, classes, or social outings through the
department Senior Get Around Program.
• Celebrate our diverse cultures through themed events
and programs.
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Parks and Recreation
Creative Outlets, Enrichment and Lifelong Learning

RECREATION
Program Manager:

Stephanie Douglas, (650) 522-7442
”Logic will take you from A to B, Imagination will take you everywhere” - Einstein
Overview
Community members beneﬁt from a wide array of lifelong
learning and enrichment opportunities that provide mental stimulation, self-improvement, exploration, adventure,
educational opportunities, and skills. Opportunities to express oneself through the creative arts can result in great self-discovery and the enrichment of the mind, body, and spirit. Skill development and performance opportunities in music, drama, ﬁne arts, crafts, and dance provide the outlets to nurture this creative discovery.

Ongoing Responsibilities
•
•
Provide a variety of youth special interest activities.

Provide a variety of enrichment courses for adults and
conduct or facilitate on-going programs targeted to
aging adults in a wide variety of interest areas.
•
•
Support health and consumer awareness for aging
adults and their families through seminars.

Coordinate with San Mateo Adult School to expand
opportunities for community members to participate
in their activities by scheduling into city facilities and publicizing Adult School activities.
• Provide instruction in music, drama, arts, crafts, and dance to youth and adults.
•
•
Provide youth theatre camps.

Provide arts performance opportunities including
private music recitals, summer theatre productions,
arts & ceramics shows and community performances.
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Parks and Recreation
Child and Youth Development

RECREATION
Program Manager:

Stephanie Douglas, (650) 522-7442
“It is paradoxical that many educators and parents still diﬀerentiate between a time for learning and a time for play without seeing the vital connection between them” - Leo Buscaglia
Overview
Healthy children are indicative of a community committed to an environment in which youth can ﬂourish. We aspire to provide youth a variety of experiences that nurture
individuality, spark imagination, and build the skills needed to ensure success in the next stage of development. Our approach spans preschool to high school, with programs
focused on early childhood education, child care, skill building, leadership, personal development, and community involvement.

Ongoing Responsibilities
Provide an early childhood education program, Pre-school Building Blocks, supporting child development and school readiness with a series of articulated activities for ages 2-5. • Provide safe and enriched after-school child care
programs at recreation centers.
• Provide school-year holiday vacation camps in
alignment with the San Mateo Foster City School
District schedule.
•
•
Coordinate Summer camps at multiple site locations;
provide enhancements through specialty camp
instructors in Music/Drama, Adventures and Sports;
Xtreme Summer Days camps for middle school youth
and Leaders In Training, a summer service learning/
volunteer program for 10th-12th graders.

Provide a variety of teen focused programs such
as the Green Teens and facilitated service learning
projects.
•
•
Support to the Youth Activities Council and its
activities.

Provide teen and young adult drop-in gym and game
room use at King Center and other teen programs at
various locations.
• Collaborate with the Police Department on the
management and programming of the Police Activities
League.
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Police
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Police
Mission Statement SUMMARY 2024-25
Safeguarding and serving our City with professionalism, integrity and proactive, community-oriented policing is our mission. The men and women of the San Mateo Police
Department are progressive and professional; dedicated
peace keepers, defenders of our community’s quality of
life, and problem solvers protecting our community. We
provide a safe and secure quality of life through resolution of issues and problems by aligning community partnerships and resources through ongoing collaborations. We have
a committed, diverse, and outstanding group of men
and women in this department dedicated to providing
outstanding public service.

FTEs 175.75
Total budget $64.9 million
General Funds
Special Revenue Funds
Funding source(s)
problems and proactively prevent crime, disorder, and
delinquency.

Field Operations Services includes the following
specialized units:

Accountability, compassion, collaboration, legitimacy,
integrity and respect are our guiding principles as we
provide service while adhering to the highest ethical
standards. The department is dedicated to protecting
with honor and serving with pride. We provide creative, proactive, and long-term solutions to issues that arise, strengthening and securing our neighborhoods. We strive to be the model police agency that others will emulate
and a leader in the county and our profession, adopting creative and innovative strategies to prevent crime and support those most in need. We provide our services
through a trauma-informed restorative justice approach, understanding that many who oﬀend require more than jail to rehabilitate and restore their lives.
• The Traﬃc Unit provides enforcement of traﬃc
laws, expert collision investigations, and parking
enforcement while meeting our community’s traﬃc
safety needs. The Traﬃc Unit collaborates with the
Public Works Department and other allied agencies
to provide a comprehensive approach addressing
the critical factors that contribute to safe streets
(engineering, education, and enforcement) and
formulates Neighborhood Traﬃc Safety Action Plans
to address neighborhood traﬃc and parking issues.

The San Mateo Police Department Traﬃc Unit has fully
committed providing timely and responsive police
services to mitigate the impacts of traﬃc and parking
on our community, and to improve safety on our
roadways for pedestrians, bicycles, and vehicles.

The Crime Reduction Unit (CRU) is dedicated to the
eradication of violent crime, gang activity, drug activity, and serial crime patterns. CRU provides proactive
targeted enforcement aimed at abating community
crime, problem locations, career criminal oﬀenders,
and organized criminal activity, including human
traﬃcking and the associated activities that often lead to the victimization of our youth.

The Downtown Unit serves our downtown and
surrounding areas on foot and bike patrol and is
dedicated to ensuring a safe and vibrant environment
for our business districts. These oﬃcers also serve
as a business liaison and support mechanism,
seeking long-term solutions for the chronic homeless,
inebriates, and those with mental illness. They also
work closely with the entertainment and alcohol
businesses in the downtown and other business
districts, regulating and permitting establishments,
while fostering economic development through a safe
environment in San Mateo’s busy downtown.

The Police Department is committed to improving the
quality of life in our city, by recognizing community needs, forming partnerships, and working with allied agencies
to ensure long-term resolution to crime and disorder
issues. We will continue to do this through cutting-edge technology, creative solutions to problems, by respecting individual rights, conducting fair and non-biased policing, and good, old-fashioned police work.
•
•Services and Structure
The San Mateo Police Department is a 24/7 comprehensive community policing department divided into three primary service units: Field Operations Services; Support Services which includes the Investigations and Youth Services Units; and Communications, Records and Technology Services.

Field Operations Services Bureau (FOSB)
FOSB provides around-the-clock uniformed police
protection and responds to all requests for police
assistance. Based on a geographic service delivery model, staﬀ are assigned to their patrol beats on a long-term
basis so that patrol oﬃcers and Area Lieutenants form
partnerships with their assigned communities to resolve • FOSB provides special technical on-call units that
include the Special Weapons and Tactics Team
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(SWAT), and the Tactical Negotiations Team (TNT).

These special units are staﬀed on an as-needed basis
and are used in high-risk search and arrest warrant
service, as well as being part of a regional team
responding to critical incidents involving armed and
dangerous subjects.

FOSB oversees the K-9 program, Field Training
Program, the Behavioral Health and Recovery Services
Mental Health Clinicians, the Homeless Outreach
Team, and provides operational support for the
Department, including the Critical Incident Response
Team and the Peer Support Unit.
of crime, working with service providers to reduce the harm to victims.

Our Youth Services Unit (YSU), is responsible for oversight of youth programs encompassing a balanced approach
of professionalism, integrity, and excellence. The unit consists of the popular and highly eﬀective San Mateo
Police Activities League (SM PAL), as well as Youth
Services Oﬃcers (YSO). The YSU encompasses crime and
prevention eﬀorts aimed at our youth who are suspects
or victims of crime or gang or bullying eﬀorts. The YSU enacted a trail blazing Diversion Program with a goal of reducing the number of youth introduced into the juvenile justice system. Our Diversion Program is a leader for the County, and has received funding from the County to
regionalize the program and hire counseling for troubled youth and their families, thereby increasing the resiliency and support for these youth to get back on track, stay in school, and out of trouble.
•
Support Services
Support Services Administration Bureau encompasses
two major areas: support and development along with
neighborhood outreach. Bureau operations and personnel
provide personnel hiring and training; accounting and
budgetary functions; facility and equipment maintenance; research, development, and planning; business services; media services; and Internal Aﬀairs and Professional
Standards.

Communications, Records and Technology Services
The Communications, Records and Technology Division
provides outstanding infrastructure to front line operations in all aspects. The division is responsible for providing a high level of customer service while taking and dispatching emergency calls; receiving, processing and storing police records and property in accordance with all applicable
laws; operating computer systems and applications
management; and managing and integrating technology
into police operations.

Staﬀ in the Support Services Bureau conduct recruitments to ensure that our highly qualiﬁed candidates reﬂect
the diverse nature of the community we serve; provide
business and ﬁscal management for the department; and
coordinate and facilitate all departmental training. Our Media Services Unit continues to ﬁnd innovative ways
to keep our community informed while engaging them
in long-term problem solving strategies and information sharing in their neighborhoods. Our Neighborhood Watch
Program administers over 300 Neighborhood Watch Blocks
dedicated to partnering with their neighborhood Police
Oﬃcers to advance safety, security, and community within our neighborhoods. Subscribers to our Community Alert
System and social media outlets currently exceeds 165,000 and continues to increase as we further eﬀorts to enhance community awareness.

Staﬀ in the unit provide a highly professional 24 hour
emergency communications dispatch center which
receives and dispatches 911 calls and requests for services; maintain accurate police records, property and evidence functions in accordance with all required laws; and manage the implementation and maintenance of department
technology, keeping a vision on the future and a priority on integrating sustainable solutions. The unit is also
responsible for ensuring the ongoing vitality of citywide radio and communications infrastructure.Investigations and Youth Services Bureau Investigations and Youth Services conducts major
investigations into crimes against persons, property,
businesses, and institutions. Detectives track and monitor sexual registrants, drug registrants, and early release prisoners placed on Post Released Community Supervision (PRCS). Investigation Services is responsible for covert operations directed toward the apprehension of the most serious and career criminals. Detectives prepare cases for prosecution and develop expertise in speciﬁc specialty
investigations, including crimes against the elderly,
domestic violence, and high-tech crimes. Our Investigations Services Bureau focuses on special and vulnerable victims 135

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Police
2022-24 Highlights • Commenced study to assess internal staﬃng and organizational structure to maximize eﬃciency of
service delivery.
•
•
Enhanced coordination of police services with mental
health and social service providers by integrating
a second civilian mental health clinician into patrol
operations to assist in the response to individuals
experiencing mental health crises.

Continued to integrate 21st Century Policing practices
into our operations, including measures to enhance
oﬃcer safety, build trust, and increase transparency
through implementation of technology projects such
as Live911, Spidr, and Project Guardian.
2024-26 Budget
Over the course of the 2024-25 budget the Police
Department will continue to focus on enhancing police
accountability, transparency and eﬃciency, and will look to continue to expand on coordinating police services
with mental health and social service providers. The
Department will be collaborating with the County of San Mateo for the provision of resources focused on providing eﬀective response to domestic violence victims, and will seek to identify opportunities for reﬁnement or expansion of these types of innovative programs.
•
•
Continued to provide an enhanced Traﬃc Program
which includes additional staﬀ resources allowing
for greater focused enforcement and community
outreach, and provision of an elevated level of service.

Enhanced our progressive strategy to keep the
community informed while engaging them in
long-term problem solving strategies, including
the augmentation of the data available on our
transparency webpage which now includes all Racial
and Identity Proﬁling Act (RIPA) stop data.

In addition, the Police Department will be working to
implement projects and programs to enhance the services provided by our Traﬃc Unit. We will seek to increase the staﬀ assigned to the traﬃc unit and leverage community
focused traﬃc safety measures such as alternatives to
vehicle equipment enforcement, warning systems for
speed issues, and produce public safety advisement videos and outreach content. We plan to conduct more targeted
saturation details to address neighborhood complaints and problematic trends.
• Implemented innovative tools to support and
strengthen employee wellness such as a mobile
wellness app for ﬁrst responders.
•
•
Continued to advance and leverage new technology
as part of a multi-pronged approach to solve crime.

Completed necessary replacement of critical radio
communications infrastructure including dispatch
consoles and repair and replacement of external
communications infrastructure.

Our eﬀorts to leverage technology are ongoing and this
year we will seek to evaluate implementation of technology programs which will support our safe and secure
neighborhoods, as well as enhance accountability and
transparency.
• Integrated a civilian homeless outreach coordinator
into operations to liaise with the Homeless Outreach
Team (HOT), identify individuals in need, and facilitate connection to services
Expanded eﬀorts in digital forensics to keep pace with
changes in technology and evidence
Partnered with other agencies to secure grant funding
from the Board of State Community Corrections to
combat organized retail theft.

Achieved over 165,000 total subscribers to the Police
community alert system and social media, highlighting
proactive eﬀorts to engage the community via social
media outlets and provide direct messaging of public
safety information.

Key Department Initiatives
•
•
•
Leverage technology in support of safe and secure
neighborhoods by continuing to seek opportunities to
enhance neighborhood safety.

Enhance police accountability, transparency, and
eﬃciency, and expand on coordinating police services
with mental health and social service providers.

Continue to provide timely and responsive police
services to mitigate the impacts of traﬃc and parking
in our community, and improve safety on our roadways
for pedestrians, bicycles and vehicles.
•
•
•
•
• Implement projects and programs to enhance Traﬃc
services; work with City departments and community
groups to promote safe travel, reduce collisions and
increase roadway safety.

Hosted robust community conversations on policing
including multiple “real-talk” virtual engagement
sessions.
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Police
• Leverage new crime analyst resource to strengthen
utilization of crime statistics and analysis to guide hot spot policing and targeted focused enforcements
based on crime and complaint data.
• Establish a real time information center to enhance
public safety through rapid response and data-driven
policing strategies.
•
•
Abate neighborhood safety issues including crime,
traﬃc, graﬃti, and parking using creative strategies.

Expand positive impacts made in homeless outreach
and crisis intervention through augmented expertise,
and ongoing crisis intervention training for our oﬃcers. •
•
•
Implement ﬁnal phase of project to ensure ongoing
viability of critical radio communications equipment by replacing handheld and mobile radios.

Continued development of a victim-centered
approach by providing focused resources and
coordination to our most vulnerable populations.

Evaluate ongoing engagement with schools
while continuing to meet regularly with district
administrators and work collaboratively to address
safety issues and concerns such as gang reduction
and mental health.
•
•
Conduct regular quality assurance to ensure
compliance with requirements of Racial and Identify
Proﬁling Act (RIPA) are met; and evaluate results of
RIPA data analysis project and identify next steps.

Anticipate recruitment needs of the department
that results in minimal time between vacancies and
the hiring of employees. Strive to hire outstanding
personnel who reﬂect the diversity of the customer
base that we serve.
•
•
Continue to achieve juvenile crime reduction through
delivery of juvenile diversion program in partnership
with San Mateo County Probation.

Maintain an ongoing community conversation on
policing in San Mateo by continuing to host Real Talk
Sessions; Coﬀee with a Cop; Virtual Ride Alongs; and
other activities to promote communication.
• Continue successful Community Policing Academy
and advance development of curriculum in multiple
languages and targeting speciﬁc demographic groups.
•
•
Improve employee retention through the creation of
innovative programs to enhance wellness.

Partner with Daly City and San Bruno to deliver
programs funded by the Organized Retail Theft grant
and implement strategies to discourage retail theft.
• Provide enhanced programmatic support of alternative
response units such as the Community Wellness and
Crisis Response Team, Homeless Outreach Team, and
Domestic Violence Co-Response Advocate programs.
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METRICS
Field Operating Services
We take a collaborative approach to address critical factors that contribute to safe streets, and strive to increase safety through implementation of comprehensive Traﬃc Action Plans conducted in targeted areas based on violations, complaints, and collision data; and seek to mitigate the impact of traﬃc and parking violations on neighborhoods.

Number of pedestrian or bicycle collisions with motor vehicles Number of drunk driving arrests
Number of Abandoned Vehicle Complaints
Percent of reported abandoned vehicle complaints resolved w/in 5 calendar days Number of parking citations issued
We work to maintain a safe, secure City through smart policing tactics and data driven strategic policing through prevention, intervention, and enforcement.

Number of oﬃcer-initiated incidents
Number of reported incidents of violent crime (murder, rape, robbery, aggravated assault) Number of reported incidents of property crime (burglary, motor vehicle theft, auto burglary, larceny, arson) We conduct outreach and intervention to assist those experiencing homelessness, mental health crises, or in need of other social services.

Number of Community Wellness and Crisis Response Team calls for service Number of homeless outreach referrals to services
Support Services
We recruit and conduct background investigations to identify highly qualied candidates for hire to join the Police Department Number of sworn police oﬃcers hired
Number of professional staﬀ hired
We oer youth services aimed at providing intervention and diverting juveniles from the Criminal Justice System.

Number of juveniles diverted from the court system to the Youth Services Division Number of youth participating in Police Activities League prevention/intervention programs We seek to enhance community awareness and engagement through innovative messaging, along with conventional and social media Number of subscribers to the Police Department's Community Alert System and social media Number of media inquiries answered
Number of press releases issued
Number of oﬃcer visits to schools and community events
Our sta is devoted to protecting with honor and serving with pride by providing ethical and compassionate service to our public.

Survey respondent average rating of overall satisfaction with police services on a scale of 1-5 138

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Police
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload
Workload
Workload
Performance
Workload
47 150
64 235
100
275
N/A
N/A
N/A
95%
N/A
N/A
N/A
N/A
95%
N/A
2,824
91%
3,811
91%
3,100
100%
60,10037,276 65,102
Workload
Workload
Workload
25,139
723
28,337
814
28,200
775
N/A
N/A
N/A
N/A
N/A
N/A2,147 2,198 2,000
Workload
Workload
New
New
258
656
200
925
N/A
N/A
N/A
N/A
Workload
Workload
10 11
9 20
20 N/A
N/A
N/A
N/A13
Workload
Workload
14 43 45 48 50
2,174 2,685 4,000 4,100 4,200
Other 158,259 168,882
New
178,000
110
180,000
N/A
183,000
N/AWorkload
Workload
Other
-
-
-
New 105 N/A N/A
New 40 45 50
new feedback platform
implementedPerformance - 4.34 4.5 4.5
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Police

METRICS
Communications, Records and Technology
We strive to quickly respond to all emergencies.

Total 911 calls answered
Number of SMPD calls for service
Number of Priority 1 calls (*reclassiﬁed in FY22/23 to exclude 911 hangups) Average response time from dispatch of a Priority 1 call to arrival of responding oﬃcer Average answering time from moment call enters system to time it takes to answer Percentage of Priority 1 calls dispatched within 90 seconds of receipt 140

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Police
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Performance
Workload
30,572
60,183
29,828
66,394
30,000
72,150
N/A
N/A
N/A
N/A
Performance
Performance
1,384 556* 500 N/A N/A
5 min; 38 sec 5 min; 10 sec 5 min; 20 sec <7 minutes <7 minutes

98.7% answered w/in
15 seconds

98.5% answered w/in
15 seconds
99% answered w/in 15
seconds
95% answered w/in 15
seconds
95% answered w/in 15
secondsPerformance
Performance 96% 98% 97% 90% 90%
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2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Personnel $54,141,109
9,596,632
968,361
$56,775,051
9,391,488
968,361
Operating
Indirect & Overhead
Capital Outlay 259,000 79,310
Total Expenditures
Funding Sources
General Funds
$
$
$
64,965,102 $
$
$
67,214,210
63,535,550
1,429,552
65,741,112
1,473,097
67,214,210
Special Revenue Funds
Total Funding Sources 64,965,102
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2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Chief of Police 1.00

2.00 1.00

1.00 2.00

1.00 1.00

2.00 1.00
Administrative Assistant
Administrative Technician
Business Manager 1.00 1.00 1.00
Community Service Oﬃcer I/II
Communications & Public Relations Analyst
Crime and Intelligence Analyst
Dispatch Services Supervisor
Dispatcher I/II

5.00 1.00

1.00 1.00 1.00

2.00 14.00

1.00 2.00

14.00 1.00

2.00 14.00

1.00Executive Assistant
Management Analyst I/II
Police Captain

1.00 1.00 1.00

2.00 1.00

2.00 1.00Police Digital Forensic Specialist
Police Evidence Analyst
Police Lieutenant

1.00 1.00 1.00

6.00 90.00

5.00 2.00

17.00 1.00

6.00 90.00

5.00 2.00

17.00 1.00

6.00 90.00

5.00 2.00

17.00 1.00
Police Oﬃcer
Police Records Specialist I/II
Police Records Supervisor
Police Sergeant
Police Support Services Analyst
Police Technical Services Administrator
Senior Business Systems Analyst
Senior Community Service Oﬃcer
Senior Management Analyst
Senior Police Records Specialist
Vehicle Abatement Oﬃcer
Total Merit

1.00 1.00 1.00

2.00 2.00
163.00

9.40 172.40

2.00 2.00
163.00

12.75 175.75

2.00 2.00
163.00

12.75 175.75
Total Per Diem
Total Positions
143

582 of 671

Police
Communications, Records and Technology
Program Manager: processes to ensure ongoing compliance.

Continued to advance and leverage new technology
to improve operations and increase eﬃciency.

Digitized existing records processes to create more
eﬃciency and better record retention and evaluation.

Police Technical Services Administrator Kelly O’Keefe
(650) 522-7709
•
•Overview
The Communications, Records and Technology Division
provides outstanding infrastructure to front line operations in all aspects. The division is responsible for providing a high level of customer service while taking and dispatching emergency calls; receiving, processing and storing police records and property in accordance with all applicable
laws; operating computer systems and applications
management; and managing and integrating technology
into police operations.

Key Program Initiatives
• Look for eﬃciencies that result in the timely
destruction of property on adjudicated cases and
proper purging of records in accordance with
applicable laws.
•
•
Continue to evaluate technology options to enhance
eﬃciency of operations.

Conduct regular quality assurance activities to ensure
compliance in operational performance, Public
Records Act request fullﬁllment, and data reporting for state and federal initiatives.

Continue to evaluate implementation of technology
projects to enhance transparency.

Implement handheld and mobile radio replacement
project.

Ongoing Responsibilities
• Maintain a highly professional 24-hour emergency
dispatch center that receives and dispatches 9-1-1
emergency calls and requests for Police and Public
Works services with outstanding service to the
community and personnel.
•
••
•
Maintain accurate records and streamline processes
for crime analysis and information retrieval.

Create, update, and maintain policies and procedures
to keep all departmental technical services performing
in line with local, regional, and national best practices. •
•
Thoroughly manage department technology with
a vision for the future and a priority on sustainable
solutions.

Ensure ongoing viability of radio and communications
infrastructure.
2022-24 Highlights
• Conducted a thorough and comprehensive review of
equipment, processes, and personnel in the Records,
Property and Dispatch Units, resulting in the creation
of numerous standard operating procedures to
streamline and improve operations.
•
•
Completed dispatch console replacement project
and completed repairs and replacement of
critical components of external communications
infrastructure.

Implemented technology projects to enhance
transparency such as Live 911, Spidr, and Project
Guardian.
•
•
•
Completed security improvements within the property
unit to ensure ongoing integrity of evidence.

Completed reorganization within the property unit to
provide for appropriate supervision and oversight.

Implemented reporting requirements of Racial and
Identify Proﬁling Act (RIPA) and continued to reﬁne
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Police
Downtown Security and Parking Enforcement
Program Manager: Key Program Initiatives
Lieutenant Anthony Riccardi, (650) 522-7689 • Coordinate with the Public Works Department on strategies and operational issues related to parking
management and enforcement including staﬃng
needs, technology usage, special event coverage, and
other components.

Overview
This program provides the staﬃng and resources
necessary to support a safe and vibrant downtown.

The downtown police oﬃcers provide high visibility
foot patrols during critical hours. Parking enforcement services are provided for vehicles on the streets, in public parking garages, and parking lots in the downtown area.

Oﬃcers in the downtown area proactively prevent crime
through direct interaction with business owners and the community who use downtown for shopping, dining, and
entertainment.
• Provide oversight and administration of parking
enforcement service contract to monitor impact and
eﬀectiveness, and ensure all operational expectations
are met. Evaluate extension of contact with current
service provider, and conduct related actions as
appropriate.
• Expand positive impacts made in homeless outreach
and crisis intervention through continued growth of
the HOT team, augmented expertise in Downtown San
Mateo, and ongoing crisis intervention training for our oﬃcers.

Ongoing Responsibilities
•
•
Engage in high visibility foot patrol.

Enforce parking regulations in public lots, garages,
and spaces regulated by meters or pay stations.
•
•
Ensure visitors to downtown have a safe and pleasant
experience through the enforcement of drinking,
loitering, panhandling, and entertainment laws and
ordinances and by proactively preventing crime
before it occurs.

Conduct homeless outreach eﬀorts in coordination
with the Homeless Outreach Team (HOT) to ﬁnd
permanent housing solutions and other social services
for those homeless in the downtown area.
•
•
Ensure the smooth and free ﬂow of traﬃc during hours
of peak usage.

Address complaints in a timely manner and maintain
an ongoing dialogue and problem-solving partnership
with merchants and customers.
• Partner with those conducting downtown events
to ensure safe and highly-successful events that
showcase our downtown.
2022-24 Highlights
•
•
•
Continued oversight of contracted service delivery
model for parking enforcement services to provide
enhanced eﬃciency and eﬀectiveness.

Worked with entertainment establishments to ensure
strict adherence to entertainment ordinances and
regulations.

Continued to grow and develop the HOT to most
eﬀectively provide resources and reduce impacts on
this vulnerable segment of our community.
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Police
Field Operations Services
Program Manager: individuals experiencing mental health crises.

Captain Matt Lethin, (650) 522-7663 •
•
Implemented data collection and reporting
requirements of the Racial and Identify Proﬁling Act
(RIPA)
Strengthened regional partnerships by assigning
oﬃcers to the County Gang Intelligence Unit to
engage in collaborative eﬀorts related to the
detection, apprehension and prosecution of gang
activity.

Adopted projects and programs to enhance Traﬃc
unit services such as implementing the MAIT (Major
Accident Investigation Team) to enhance ability
to investigate major accidents with neighboring
agencies.

Leveraged technology in support of safe and secure
neighborhoods including enhance the automated
license plate reader (ALPR) and small unmanned
aircraft system (sUAS) programs.

Overview
Field Operations Services provides responsive and
quality police services every day, 24-hours a day through Patrol and Specialty Teams. The front line service units in Patrol are supplemented by the Crime Reduction Unit
(CRU) who are specially trained to suppress gang, drug, and vice activity; and the Traﬃc Unit, which handles
accident investigation and case prosecution, addresses
neighborhood traﬃc issues, provides focused traﬃc
enforcement, and manages the parking enforcement and
abandoned vehicle abatement programs.
•
Ongoing Responsibilities •
•
•
•
•Quickly respond to all emergencies.

Proactively protect lives and property, prevent criminal activity, and maintain civil order.
•
•
Work with City departments, service providers, and
other agencies as necessary to provide long-term
solutions for problems.

Strive to provide the highest degree of traﬃc safety
through a neighborhood traﬃc management strategy
in collaboration with Public Works.

Initiated an analytical analysis of available RIPA
(Racial and Identity Act) stop data to identify whether disparities exist in current practices.

Key Program Initiatives
• Implement projects and programs to further
enhance the Traﬃc unit services; and work with City
departments and community groups to promote safe
trave, reduce collisions and increase roadway safety.
•
•
•
Eradicate gang activity through prevention,
intervention, and enforcement.

Reduce burglary and robbery through the
apprehension and prosecution of narcotics violators.

Develop and implement operational plans for special
events that result in safe operations and eﬃcient use
of resources.
• Partner with Daly City and San Bruno to deliver
programs funded by the Organized Retail Theft grant
and implement strategies to discourage retail theft.

Strengthen the utilization of crime statistics and
analysis to maximize eﬀectiveness.

Work to enhance neighborhood safety partnerships
and establish relevant beat goals aimed at addressing
crime control and improving quality of life.

Coordinate with San Mateo County Police Agencies to
develop strategies to target and reduce gang related
criminal activity. Work closely with the County Gang
Intelligence Unit and participate in the Countywide
Gang Task Force.

Establish liaisons and meet with community groups
and organizations, such as Crisis Outreach, College of
San Mateo, San Mateo County General Hospital and
others to ensure valuable information is shared and
community needs are being addressed.

Continue to attack human traﬃcking through
collaborative eﬀorts with other local, state, and federal partners.

Ensure compliance with the Racial and Identity
Proﬁling Act (RIPA) and evaluate results of the
data analysis project including identiﬁcation of any
appropriate next steps.
•
•• Identify and coordinate crime control strategies for locating crime patterns and “hot spots.”
2022-24 Highlights •
•
• Continued to integrate 21st Century Policing practices into operations including measures to enhance oﬃcer
safety, build trust and increase transparency.
• Provided an enhanced Traﬃc Program which includes
additional staﬀ resources allowing for greater focused
enforcement and community outreach, and provision
of an elevated level of service.
•
•
Integrated a civilian homeless outreach coordinator
into patrol operations who liaised with the Homeless
Outreach Team (HOT) and identiﬁed individuals in
need who met the intake criteria and attempted to
facilitate entrance into the program.

Expanded the integration of mental health clinician
services into patrol operations with the addition of a
second civilian clinician to assist in the response to
•
•
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Police
Investigations and Youth Services
Program Managers:

Lieutenant Matt Earnshaw (650) 522-7627
Lieutenant Kimber Joyce (650) 522-7658
program, underscoring our eﬀorts to connect
with youth through education, engagement, and
intervention, while keeping kids safe and on track
•
•
Administered grant activities funded by the CA
Department of Justice for one Youth Services Oﬃcer
position.

Entered into a Memorandum of Understanding with
the San Mateo Foster City Elementary School District
to guide engagement and collaboration.

Overview
Investigations and Youth Services provides the highest
degree of professional expertise to major felony crimes, including investigation of murder, rape, robbery, grand theft, burglary, arson, sex crimes, child abuse, elder abuse, and major fraud. The Bureau uses proactive policing methods, cutting edge technological tools, and collaborates with other law enforcement agencies, the public, media, and
District Attorney’s Oﬃce to bring to justice those who
choose to commit crimes. This division oversees youth
services including the juvenile diversion program and other programming aimed at assisting at-risk youth.

Key Program Initiatives
• Assign violent crimes cases with suspect information
to a detective within one working day.

Continue to explore and utilize cutting edge
technologies to swiftly and precisely further criminal
investigations and bolster prosecutions.

Continue partnership with County Probation to deliver
an eﬀective, impactful juvenile diversion program.

Evaluate ongoing engagement with schools
while continuing to meet regularly with district
administrators and work collaboratively to address
safety issues and concerns such as gang reduction
and mental health.
•
Ongoing Responsibilities
•
•
•
•
•
Proactive review and investigation of major crimes to
ensure continuity of serious cases to closure.

Partner with the District Attorney’s Oﬃce and allied
agencies to maximize successful prosecution.

Utilize the latest in intelligence-led and data-driven
investigative practices to identify patterns of conduct, proactively identify criminals, and improve community
safety. • Secure renewed grant funding for Youth Service Oﬃcer position funded by CA Department of Justice•
•
Continue to proactively register, track, and verify the address of registered sex oﬀenders.

Serve as positive role models for youth through the
Youth Services Unit (YSU) to identify and address at-
risk youth through multiple resources.
•
•
Protect seniors from predators by educating them on
various scams and frauds.

Continue seamless communication with Field
Operations to disseminate timely crime information.
2022-24 Highlights
• Provided eﬀective follow-up to existing cases and
immediate, relentless pursuit of suspects in urgent
cases.
• Ensured balanced, victim-centered response to
respect the safety and welfare of those impacted by
serious crimes.
•
•
Continued to advance eﬀorts in digital forensics to
keep pace with changes in technology and evidence.

Implemented new strategies to maintain consistency
with recognized industry standards to ensure
timely and accurate follow up to all missing persons
incidents.
• Provided proactive assistance diverting over 85
youths from jail through the juvenile diversion
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Police
Police Activities League
Program Manager: •
•
Serve as team member to plan and execute several
large fundraising events with PAL the non-proﬁt.

Lead outreach eﬀorts for special PAL projects.

Lieutenant Kimber Joyce, (650) 522-7658
Overview
The mission of the San Mateo Police Activities League
(PAL) is to prevent juvenile delinquency and juvenile crime by engaging youth with police oﬃcers to help create a
safer community and promote a healthy development of
our youth physically, socially, and psychologically. PAL’s overarching mission is to keep our youth in school, on
track, and out of trouble (or engaged with their community.) Since 1997, PAL has provided recreational, educational, and leisure activities at little or no cost to thousands of San Mateo youth. Supported by a volunteer board of directors and a staﬀ consisting of police oﬃcers, Parks & Recreation staﬀ, and City employees, the San Mateo PAL is building a stronger and safer community through kids – our most
valuable asset.

Key Program Initiatives
• Provide programs to promote overall wellness
(physically, educationally, socially and psychologically) to youth and their families
•
•
Promote youth engagement in their community,
school and families
“Level the playing ﬁeld” for at-risk youth by providing access to a wide range of activities, mental health
support and educational enrichment opportunities
•
•
•
•
•
•
Ensure culturally competent programming and
outreach to communities in need of support.

Build relationships between police oﬃcers, youth and
families.

Continue to increase our membership through various
community outreach programs.

Work to incorporate more “overall wellness” activities
within programs.

Work to incorporate a “Safety Message” in all
programs.

Continue to work with the Youth Services Unit to
provide services for the youth involved in our schools, our Explorer Program and our Juvenile Diversion
Program.

San Mateo PAL is responsible for providing safe programs, classes, trips and opportunities to youth ages 5 to 18
years that result in keeping our kids in school, out of trouble, resilient with a positive future. We provide a ‘Safety Message’ with our programs. PAL delivers a high level of customer service while engaged with our kids
and their families. Our programming is done on a four-
season schedule and in an age-appropriate manner. PAL
works with the SMPD Youth Services Unit, including our
Juvenile Diversion program, Explorer Program and with our Youth Service Oﬃcers that provide service to the school community. Assistance is given to the non-proﬁt in Fund Development programs.
•
•
•
•
Continue to work with community organizations to
identify potential for joint programing opportunities.

Continue to track all volunteer hours on a monthly
basis.

Continue to coordinate the Junior Giants Baseball
League.

Host PAL community events, in partnership with other
city departments, to promote citywide engagement.

Events such as Dia de los Muertos, Super Hero Day,
and the Bike Rodeo.

Ongoing Responsibilities
•
•
Oﬀer quality programming opportunities each season.

Communicate with our PAL Members via email, phone,
and in-person, maintain PAL Member database, and
identify new opportunities for membership drives or
campaigns.
• Oversee per diem staﬀ assignments, training,
supervision and evaluation.
• Actively recruit more Oﬃcer volunteers for our
programing needs.•
•
Serve as liaison to PAL the non-proﬁt.

Create an Annual Budget/Forecasting and Quarterly
Statistics.
•
•
•
Maintain PAL’s Facebook page, Twitter, and Instagram
accounts in creative ways to expand PAL’s reach and
support.

Recruit Oﬃcer volunteers and other volunteers
for various tasks as needed (follow up paperwork,
ﬁngerprinting, background checks, tracking hours).

Engage and educate our community about PAL and its
programs through proactive outreach.
148

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Police
Police Grants and Safety
Program Manager: Ongoing Responsibilities
Captain Dave Peruzzaro, (650) 522-7684 •
•
•
•
•
Maintain accurate expenditure records on the
disbursement of funds.

Provide the granting/originating agencies with
requested reports.

Develop programs needed in the community that are
in line with the funding guidelines.

Monitor the programs developed to evaluate their
value to the community.

Overview
The program seeks, applies for, and directs funds received from various grants and other sources to the diﬀerent areas of police services, within the limitations established by the various granting/originating agencies.

The program is currently made up of funds from the
following sources: Ensure that all of the funds are properly managed. • The Citizens' Options for Public Safety Program’s
Supplemental Law Enforcement Services Fund (COPS/
SLESF) grant partially covers the costs of two traﬃc
oﬃcer positions. This grant was ﬁrst funded in 1996.

While the COPS program is intended to be on-going
and permanent, there is no guarantee that continued
funding will occur.

Key Program Initiatives
• Identify best ongoing resources for research and
identiﬁcation of new grant opportunities and added
value is provided to the community.
• The State Oﬃce of Traﬃc Safety (OTS) provides
grants to both the San Mateo Police Department
and regionally to San Mateo County. This grant will
continue annually and is the source of funding to
specialized traﬃc enforcement, DUI reduction, and
pedestrian/bicycle safety enforcement.
•
•
US Department of Justice Edward Byrne Memorial
Justice Assistance Grant (JAG) funds which are
applied for annually and purposed towards various
law-enforcement related objectives
State Department of Justice Proposition 56 Tobacco
Grant Program which funds a Police Oﬃcer position
over the course of three years through Fiscal Year
2024/2025, dedicated to reducing and preventing the
use of tobacco products in our community.
•
•
Board of State and Community Corrections Oﬃcer
Wellness and Mental Health funds purposed towards
providing law enforcement staﬀ with access to
specialized counseling with services aimed speciﬁcally
at ﬁrst responders as well as ﬁtness equipment.

Board of State and Community Corrections Organized
Retail Theft Prevention Grant Program funds which
San Mateo receives a sub-recipient of a primary
grant awarded to the City of Daly City. The funds are
for a variety of strategies to combat retail theft such as conducting targeted security details, creating
workspace/substations near retail, implementing new
technologies and other programs.
• State and Federal Asset Forfeiture funds. The
source of these funds are assets which have been
conﬁscated by the State or Federal Government,
typically the proceeds or instruments of crime.
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Police
Support Services
Program Manager: 2022-24 Highlights
Captain Dave Peruzzaro (650) 522-7684
• Achieved over 165,000 total subscribers to the Police community alert system and social media, highlighting
proactive eﬀorts to engage the community via social
media outlets and provide direct messaging of public
safety information.

Overview
The Support Services Division provides outstanding
infrastructure to front line operations in all aspects, and through policy, hiring, training and community engagement, maintains SMPD's image as a premier law enforcement
agency and example to our community.
•
•
Revised 25-30 departmental policies.

Advanced eﬀorts to promote transparency including
incorporating Racial and Identity Proﬁling Act (RIPA)
data onto the police transparency webpage.Support Services is responsible for providing a high level of customer service while conducting training, recruiting, and pre-employment background investigations; developing
and distributing accounting, budgetary and administrative reports; investigating internal aﬀairs complaints; and
ensuring that the police building is safe and well
maintained. In addition, this program is responsible for directing funds to outside public agencies for a wide
range of services not directly provided by the Police
Department such as animal control, school crossing guards, County Narcotics Task Force, San Mateo County Crime
Lab, Peninsula Conﬂict Resolution Center, Community
Overcoming Relationship Abuse and Star Vista.
•
•
Coordinated several large-scale advanced oﬃcer
training exercises which included multiple real life
simulated scenarios and role players, and led a
countywide training on public communications during
large-scale critical incidents.

Continued to integrate 21st Century Policing practices
into operations including implementation of a virtual
reality simulated training program.
•
•
Hosted robust community conversations on policing
including multiple “real-talk” engagement sessions.

Expanded upon the successful Community Policing
Academy by working to develop curriculum in multiple
languages and targeting speciﬁc demographic groups
to enhance understanding of the Police Department.

Ongoing Responsibilities
•
•
•
Constantly review and revise recruiting eﬀorts to
ensure hiring of qualiﬁed candidates who reﬂect the
diversity of the community we serve.

Manage the budget in a responsible manner to
leverage resources and provide the public with the
highest degree of customer service.

Coordinate and facilitate all departmental training to
ensure maintenance of cutting-edge best practices
while complying with all state requirements and
departmental needs.
•
•
Implemented innovative tools to support and
strengthen employee wellness such as a mobile
wellness app for ﬁrst responders.

Increased training related to de-escalation and crisis
response including coordinating with Johns Hopkins
Medical Institute to train all personnel to enhance
response to juveniles and persons with autism.
• Commenced study to assess internal staﬃng and
organizational structure to maximize eﬃciency of
service delivery.
• Create, update, and maintain departmental policies
and procedures to keep the department performing in
line with local, regional, and national best practices of fair, constitutional, and professional policing. Key Program Initiatives •
•
Continue to anticipate the recruitment needs of the
department that results in minimal time between
vacancies and the hiring of employees. Strive to hire
outstanding personnel who reﬂect the diversity of the
customer base that we serve.

Continue to elevate neighborhood safety programs,
community alerts, outreach, and community
engagement eﬀorts through continued expansion of
subscribership as well as the addition of multimedia
tools to illustrate all aspects of operations and reach the broadest audience possible.
•
•
•
•
Continue to ﬁnd progressive ways to keep the
community informed while engaging them in long-term
problem-solving strategies in their neighborhoods.

Maintain our outstanding eﬀorts to inform and engage
our community through innovative messaging – both
in-person and through conventional and social media.

Work with all County contractors and service providers
to ensure program goals are clear, outcomes are met,
and added value is provided to the community.

Maintain liaison with various agency heads to ensure
services are in compliance with our needs and that
the department participates in a cooperative working
relationship.
• Monitor and manage personnel in modiﬁed duty
assignments due to injury or illness, and ensure fair
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Police
Support Services
and proper treatment and care while projecting and
addressing line-level staﬃng needs.
• Continue to evaluate technology options to enhance
neighborhood safety and security, particularly through
partnerships with community-based programs.
•
•
•
•
Increase training in areas related to de-escalation,
behavioral health and crisis response.

Continue to evaluate and enhance transparency
webpage content.

Evaluate implementation of organizational structure
changes recommended at conclusion of staﬃng study.

Improve employee retention through the creation of
innovative programs to enhance wellness.
151

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Public Works
152

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Public Works
Mission Statement SUMMARY 2024-25
Enhancing the community and its environment by providing sustainable stewardship and innovative approaches to
Public Works services.

FTEs 166.04
Total budget $58.9 million
General Funds
Overview Special Revenue Funds
Debt Service Funds
Enterprise Funds
Internal Service Funds
Funding source(s)The Public Works Department is separated into two strategic Sections for optimal performance and
integration - Environmental Services and Engineering
Services. The two Sections work together to meet the
needs of the community. • Data Management is responsible for the development and administration of the Department’s asset
management platform and Geographic Information
System and for building and maintaining the City’s
infrastructure database.

Services and Structure
Environmental Services Division
The Environmental Services Section is comprised of four main Divisions, including the (1) Wastewater Treatment
Plant, (2) Clean Water Program, (3) Field Maintenance,
and (4) Data Management, with multiple subprograms to
provide speciﬁc services for the community.

Engineering Services Division
The Engineering Services Section consists of four main
Divisions, including (1) Engineering, (2) Facilities and Fleet Services, (3) Regulatory Compliance, and (4) Transportation (including Traﬃc Engineering, Right-of-Way/Permitting,
Private Development, and Transportation Planning).
• Wastewater Treatment Plant (WWTP) includes
the administration, management, operation, and
maintenance of the facility, including laboratory
services. As a sub-regional facility, the WWTP
provides treatment of sanitary sewage to neighboring
communities and is partially owned by Foster City.

The WWTP protects the public health and water
environment of the community by providing high
quality wastewater treatment services in compliance
with the National Pollutant Discharge Elimination
System (NPDES) permit, and Stormwater Pollution
Prevention Program (SWPPP) as required by the State
Industrial General Permit (IGP).
• Engineering provides design and construction
management services for capital improvement
projects to improve the City’s streets, sewer, and
storm drain systems. This includes design and
construction to reduce failed streets as identiﬁed by
the City Council.
• Facilities and Fleet Services is responsible for
providing centralized maintenance for all City
buildings and park infrastructure. The program is
also responsible for all building and infrastructure
upgrades, remodels, and new building construction. In
addition, it provides implementation and oversight of
the ﬂeet maintenance contractor, who services all City
vehicles.
•
•
Clean Water Program is the 10-year, $1 billion program
encompassing capital improvements to the sanitary
sewer collection system and WWTP necessary to
replace aging infrastructure, provide wet weather
capacity assurance, meet current and future regulatory
requirements, and align with the City’s sustainability
goals.

Field Maintenance is comprised of specialized
programs to maintain the City’s streets, sewer
and storm system infrastructure, and ﬂood control
systems. This division provides services, repair, and
maintenance of streets, bridges, sidewalks, bike paths, signs and markings, sewer collection infrastructure,
storm drains, traﬃc signals, streetlights, and street
sweeping.
•
•
Regulatory Compliance manages and implements
programs and provides compliance oversight to
meet all regulatory requirements for wastewater,
stormwater, solid waste, and air quality. The division
also provides management of the Marina Lagoon
water quality, dock construction, vegetation
management, and sand replenishment.

Transportation is responsible for ensuring that the
City’s traﬃc and transportation infrastructure is
operated safely and eﬃciently. The program works
on issues at the local and regional levels, performs
studies to identify solutions, evaluates traﬃc impacts
of developments, provides traﬃc and transportation
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Public Works
related designs for the Capital Improvement Program,
and traﬃc signal coordination. This division is also
responsible for ensuring improvements in the public
right-of-way and private developments are built to
the appropriate quality standards to ensure a safe,
accessible, and aesthetically pleasing public right-of- way.
•
•
•
Overhauled three of ﬁve diesel engines for the Marina
Lagoon pumps.

Vacuumed 5,000 storm catch basin for storm
preparation.

Removed sediment accumulation at the O’Neill Slough
inlet gate on the Marina Lagoon.
2022-24 HIGHLIGHTS Engineering
• Met interim Trash Load Reduction requirementsWastewater Treatment Plant contained in the Municipal Regional Stormwater Permit and partnered with Caltrans to fund construction of
three large trash capture devices at Poplar-Dore,
Coyote Point, and Poplar Golf Course.
• Renewed 5-year National Pollutant Discharge
Elimination System Permit (NPDES) discharge permit
for the WWTP with a reduction in Toxicity Testing
requirements.
•
•
•
•
•
Rehabilitated 5.4 centerline miles of roadway
pavement and slurry sealed 18 centerline miles.

Repaired 1.6 miles of failed streets through the
Smooth Streets program.

Completed construction of North Shoreview Flood
Improvement Project.

Completed design of SR 92/El Camino Real
Interchange landscaping improvements.
•
•
Successfully onboarded 5 new staﬀ members in
anticipation for the new WWTP.

WWTP Laboratory received accreditation under TNI
standards.

Clean Water Program
•
•
•
The Underground Flow Equalization System project
will be substantially complete with construction
ﬁnishing in 2024.

Construction of the new process facilities associated
with the WWTP Upgrade and Expansion Project is
nearly done.

Construction is ongoing and nearing completion for
Immediate Action Project Construction Package No. 2
for the WWTP.

Procured consultant designer and initiated design
phase for the Marina Library Structural Improvements
Project.
• Established the Community Flood and Storm
Protection Fee.

Facilities and Fleet Services
• Completed improvements to the restrooms at City
Hall.
•
•
Construction started for Immediate Action Project,
Package No. 3 for the WWTP.

The Dale Avenue Pump Station Improvements are
substantially complete with just the emergency
standby generator construction remaining.
• Created a family changing room at the King Recreation Center.
•
•
•
Completed Phase 1 painting at the Main Library.

Created a police substation at the Hillsdale Mall.

Decommissioned the Compressed Natural Gas Facility
at the WWTP.
•
•
Started construction of the El Camino Real Sewer
Capacity Improvements project.

Executed an Interim Sewer Service Agreement with
the Town of Hillsborough to establish capital cost
sharing requirements associated with the Clean Water
Program.
• Created pickleball courts above the Central Park
Tennis Garage.
•
•
•
•
Created a new trash enclosure at the Hillsdale Library.

Resurfaced the tennis courts at Beresford Park.

Improved the showers at Fire Stations 21 and 23.

Completed structural improvements to the Central
Park Tennis Garage.

Field Maintenance
• Installed cathodic protection equipment for the Marina Lagoon storm pumps.
• Upgraded pump controls for the Marina Lagoon pump
station, including wiring additional alarms and SCADA
programming.
•
•
Improved the accessible entry area at the Corporation
Yard.

Completed restroom improvements at Indian Springs
154

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Park, Casanova Park, and Fiesta Meadows Park.

Installed a ﬁre alarm system at the King Recreation
Center.

Improved the basketball court at Washington Park.

Remodeled the kitchen at the King Recreation Center.

Completed Phase 1 structural improvements to the
2nd and El Camino Garage.

Completed mold remediation at several recreation
centers, municipal buildings and City-owned tenant
spaces.

Modernized elevators at the 2nd and El Camino
Garage and the Central Garage.
•
•
Reviewed and issued 7,848 permits, including permits
for encroachment, parking, special events, block
parties, banners, ﬁlm, and small cells.
•
Served over 100 right-of-way requests.•
•
• 2024-26 BUDGET
The department budget has increased from $50.6 million
in 2023-24 to $58.9 million in 2024-25, which reﬂects
the level of service necessary to meet the needs of the community.
•
•

KEY DEPARTMENT INITIATIVES
Wastewater Treatment PlantRegulatory Compliance
•
•
•
Startup and commission the new Wastewater
Treatment Plant.
• Coordinated 12 Team Up to Clean Up events with over
1,000 volunteers to pick up over 17,000 gallons of litter from our City streets and waterways. Evaluate sewer fund revenues and sewer rate charge needs.

Implement an updated National Pollutant Discharge
Elimination System Permit (NPDES) for the WWTP
operations and discharge.
• Adopted new Mandatory Organic Waste Disposal
Ordinance, and new Memoranda of Understanding
with partner agencies at the County of San Mateo
Oﬃce of Sustainability and South Bayside Waste
Management Authority. •
•
•
Implement staﬃng and training plans for the new
WWTP and UFES, including wet weather operational
scenario training.

Relocate staﬀ from the existing to new WWTP facilities
(e.g. administration building, lab, and maintenance
warehouse).

Transportation
• Completed construction of the 25th Avenue Grade
Separation Project that removed one existing at-grade
crossing and created two new east-west connections
at 28th Avenue and 31st Avenue. Develop a WWTP Biogas Energy Evaluation and Master Plan.•
•
Successfully adopted an ordinance to reduce the
speed limits in school zones to 15mph.

Created the new Bike San Mateo program to start
implementation of projects identiﬁed in the 2020
Bicycle Master Plan.

Clean Water Program
•
•
Continue constructing Clean Water Program projects.

Continue to meet Regional Water Quality Control
Board Cease and Desist Order requirements for
projects and reporting.
•
•
Started design of major bike infrastructure projects
such as the Delaware Safe Routes to School Protected
Bike Lane and the Hillsdale Gap Closure project.

Completed construction of the three high priority bike
lanes identiﬁed in the 2020 BMP on Humboldt Street.
• Complete the WWTP Upgrade & Expansion and
Underground Flow Equalization System projects.

Field Maintenance•
•
Kicked oﬀ the Complete Streets Plan.

Adopted the Transit Orientated Development
Pedestrian Access Plan.
• Creek maintenance and vegetation removal with
appropriate State permits.
• Upgrade all outfall ﬂap gates that drain into the Marina Lagoon.•
•
Constructed railroad crossing safety improvements at
4th and 5th Avenues.

Constructed the CDBG North Central Bike Lanes
Project and implementation of parking programs for
neighborhood.
•
•
Upgrade the 4000 Paciﬁc Storm Station.

Overhaul storm pump and electric motor and replace
existing automatic trash rack at 3rd and Detroit storm
station.
• Reviewed over 241 Planning Applications and 1,414
Building Permits. • Continue with Citywide storm catch basin and trash capture device maintenance.
155

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Public Works
•
•
Conduct Citywide sewer and storm manhole
inspections.

Organize training programs for ﬁeld staﬀ, including
Sanitary Sewer Overﬂow (SSO) reporting and heavy
equipment training.

Underground Fuel Tank Replacement Project at the
Corporation Yard.

Implement a comprehensive facilities assessment to
determine ongoing capital and operating needs.
•
• Incentivize ﬁeld staﬀ for achieving and maintaining
California Water Environment (CWEA) certiﬁcation.

Regulatory Compliance
• Secure a multi-agency permit to allow the City to
conduct maintenance activities in City creeks and
channels.Engineering
• Continue eﬀorts to meet Municipal Regional Permit •
•
•
Implement the new Municipal Regional Stormwater
Permit.

Implement SB1383 Mandatory Organic Waste
requirements.

Obtain regulatory permits for continued routine
maintenance of Marina Lagoon.

Goal for trash capture of 100% reduction by 2025
through implementation of the Long-Term Trash
Management Plan.
•
•
Complete design and construction of City Hall EV
Infrastructure upgrades.

Complete design and construction of 41st Avenue/
Paciﬁc Boulevard Trash Capture Project. Transportation
•
•
Complete the Smooth Streets Program. • Complete construction of the school zone speed limit reduction program.Diversify pavement management approach to include at-risk streets and maintain a Citywide pavement
condition index (PCI) over 70 with a target of 75.

Complete design of Bermuda Drive Bridge Project and
initiate construction.

Complete construction of SR 92/El Camino Real
Interchange landscaping improvements.

Complete design and construction of rail safety
measures required to qualify for a Citywide Train Quiet Zone.

Complete design of the Marina Library Structural
Improvements Project and initiate construction.

Complete design and initiate construction of the
Gateway Park Pedestrian Bridge Replacement Project.
• Update SMMC 17.10 Wireless Communications
Facilities in the Public ROW and corresponding Design
Standards.•
•
•
•
•
Continue the implementation of all High and Med-High
projects in the bicycle and pedestrian master plans.

Continue to improve traﬃc ﬂow on 19th Avenue and
Fashion Island Boulevard from Grant to Mariners
Island Boulevard.
•
•
•
Complete all phases of design for the High Voltage
Streetlight Program.

Complete the Complete Streets, North Central
Complete Streets, and Local Roadway Safety Plans.

Complete the design of multiple intersection safety
improvement projects including the Poplar and
Humboldt Traﬃc Signal Modiﬁcation, 3rd and Norfolk
Intersection Safety Improvement Project, and the
Hillsdale and Alameda Traﬃc Signal Project.
•
•
•
•
Initiate design of the Mariner’s Island Bridge
Settlement Project.

Implement green infrastructure planning requirements
as required by the Municipal Regional Stormwater
Permit. • Continue to implement Traﬃc Action Plan
improvements.• Update the Stormwater Master Plan Update.

Facilities and Fleet Services
•
•
•
Replace or upgrade all ﬁre alarm and intrusion alarm
systems in City facilities.

Complete seismic stabilization of Tennis Court Parking
Garage at Central Park.

Continue to purchase ﬂeet vehicles due for
replacement with focus on “green” vehicles where
feasible.
• Complete design and initiate construction of the
156

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Public Works
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Personnel $ 26,274,088
28,897,345
3,598,715
193,800
$ 27,350,082
28,826,382
3,752,938
196,300
Operating
Indirect & Overhead
Capital Outlay
Total Expenditures
Expenditures by Cost Center
Facilities
$ 58,963,948 $ 60,125,702
$ 3,520,978
2,662,687
1,539,893
1,277,182
$ 3,592,777
2,688,673
1,583,974
1,199,576
Fleet
Private Development
Public Works Administrative Services
Sewer 11,201,672
2,504,645
2,320,421
4,278,788
6,311,209
11,370,275
2,900,934
2,660,059
4,460,125
6,465,232
23,204,078
60,125,702
Solid Waste Management
Storm
Streets
Transportation
Wastewater Treatment Plant
Total Expenditures
Funding Sources
General Funds
23,346,473
58,963,948$ $
$ 11,732,157
4,909,058
107,814
$ 11,901,714
5,775,633
100,422
Special Revenue Funds
Debt Service Funds
Enterprise Funds
Internal Service Funds
Total Funding Sources
36,031,254
6,183,665
58,963,948
36,066,485
6,281,449
60,125,702$ $
157

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Public Works
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Public Works Director 1.00

6.00 2.00

14.00 1.00

1.00 1.00

4.00 1.00

2.00 1.00

3.00 6.00

3.00 1.00

1.00 1.00

3.00 1.00

1.00 1.00

3.00 -

1.00 6.00

2.00 14.00

1.00 1.00

1.00 4.00
-

1.00 6.00

2.00 14.00

1.00 1.00

1.00 4.00
-
Administrative Assistant
Administrative Technician
Associate Engineer
Associate Transportation Planner
Building Maintenance Supervisor
Business Manager
Calibration Technician
Central Services Worker
Construction Inspector I/II
Database Specialist
Deputy Director 2.00

1.00 3.00

6.00 3.00

1.00 1.00

1.00 4.00

1.00 1.00

1.00 3.00

1.00 1.00

1.00 2.00

26.00 3.00

1.00 3.00

2.00 1.00

3.00 6.00

3.00 1.00

1.00 1.00

4.00 1.00

1.00 1.00

3.00 1.00

1.00 1.00

2.00 26.00

3.00 1.00

3.00 Downtown Coordinator
Engineering Manager
Engineering Technician I/II
Environmental Compliance Inspector
Environmental Programs Coordinator
Executive Assistant
Facilities and Fleet Services Manager
Facility Maintenance Worker
Field Maintenance Manager
Fleet Services Supervisor
Instrument Control Technician
Laboratory Analyst I/II
Laboratory Analyst III
Laboratory Supervisor 1.00

1.00 1.00

24.00 3.00

1.00 3.00
Laborer
Maintenance Planner
Maintenance Worker I/II
Management Analyst I/II
Principal Transportation Planner
Project Manager I/II
158

597 of 671

Public Works
2023-24

ADJUSTED
BUDGET
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FULL TIME EQUIVALENT (FTE) PERSONNEL
Public Works Maintenance Leadworker
Public Works Supervisor
Pump Station Mechanic I/II
Pump Station Mechanic III
Regulatory Compliance Manager
Senior Engineer

3.00 2.00

3.00 1.00

3.00 4.00

3.00 1.00

3.00 4.00

3.00 1.00

1.00 1.00 1.00

7.00 3.00

1.00 7.00 7.00
Senior Facility Maintenance Worker
Senior I&C Technician

3.00 1.00

3.00 1.00
Senior Management Analyst
Solid Waste and Recycling Program Coordinator
Solid Waste Technician

1.00 1.00 1.00

1.00 1.00 1.00
Traﬃc and Light Technician
Traﬃc Safety Worker

2.00 3.00

1.00 2.00

3.00 2.00

1.00 2.00

3.00 2.00

1.00 WWTP Electrical Technician
WWTP Maintenance Superintendent
WWTP Manager

1.00 1.00 1.00 1.00
WWTP Mechanic I/II 6.00

2.00 1.00

6.00 2.00

1.00 6.00

2.00 1.00
WWTP Mechanic III
WWTP Operations Superintendent
WWTP Operator In-Training/I/II
WWTP Operator III

10.00 5.00

2.00 1.00

10.00 5.00

2.00 1.00

10.00 5.00

2.00 1.00
WWTP Shift Supervisor
Waste Management Supervisor
Total Merit 153.00

4.69 157.69
160.00

6.04 166.04
160.00

6.04 166.04
Total Per Diem
Total Positions
159

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Public Works

METRICS
Clean Water Program
Feet of sewer pipe rehabilitated annually
Number of Private Sewer Lateral Program applicants completing sewer lateral replacement Engineering Services - Capital Improvement Program
Citywide Pavement Condition Index (PCI)
Number of street miles in street inventory with PCI 30 or less Engineering Services - Transportation and Private Development Number of planning applications received
Percent of planning applications reviewed within 20 days Number of building permits received
Percent of building permits reviewed within 20 days
Percent of customer satisfaction score of 3 or higher at PW Counter (Scale: 1 - 5, 1 = Not Satisﬁed 5 = Extremely Satisﬁed) Facilities
Percent of graﬃti removed from City facilities or Right of Way within 48 hours of reporting by contractor Percent of non-emergency rolling ﬂeet that are sustainable Field Maintenance
Number of miles of sewer main cleaned
Percent of sewer pump stations inspected with quarterly preventative maintenance performed Number of sidewalk tripping hazards reported
Percentage of sidewalk tripping hazards addressed within 7 days (patch or barricade) Percent of traﬃc signals with semi-annual preventive maintenance performed Percent of streetlights with semi-annual preventative maintenance performed Number of Sanitary Sewer Overﬂows
Regulatory Compliance
Percent of regulatory requirements (reports) completed on schedule Percent trash reduction in storm water
Number of illegal dumping incidents reported
Wastewater Treatment Plant
Percentage of days per year the Wastewater Treatment Plant was in full compliance with water, air, and hazardous materials regulations Number of million gallons of wastewater treated at the City's wastewater treatment plant Cost of treatment at the City's wastewater treatment plant per millions of gallons 160

599 of 671

Public Works
2021-22

RESULTS
2022-23

RESULTS
2023-24

ESTIMATE
2024-25
TARGET
2025-26

TARGETTYPE
Workload 9,400
172
7,000
175
7,000
175
7,000
160
7,000
160Performance
Performance
Performance
72 72 73
<5
75 <5
75 <514.3 13.3
Workload 141
43%
1,192
78%
85%
120
90%
950
90%
90%
110
70%
80 80%
1,000
85%
80 80%
1,000
85%
Performance
Workload 1,200
85%
90%
Performance
Performance 90% 90%
Performance
Performance
91%
37%
98%
38%
98%
45%
98%
47%
98%
50%
Workload 290
74%
145
240
100%
95 250
100%
85 260
100%
90 285
100%
90 Performance
Workload
Performance
Performance
Performance
Workload
144 85 80 100 100
106%
43%
<10
100%
100%
<10
100%
100%
<10
100%
100%
<10
100%
100%
<10
Performance
Performance
Workload
100%
83%
576
98%
83%
100%
92%
100%
95%
100%
100%
2,3001,387 2,750 2,500
Performance
Workload
99%
3,834
100%
3,702
100%
4,000
100%
3,800
100%
3,800
Workload $3,382 $3,500 $3,500 $3,600 $3,600
161

600 of 671

Non-
Departmental
73 162

601 of 671

Non-Departmental
Overview SUMMARY 2024-25
In addition to expenditures that are directly related
to departmental operations, there are also signiﬁcant
expenditures that are not directly attributable to the
departments. The largest of the non-departmental
expenditures is related to our internal services mechanism.

To reﬂect the full cost of operations in departmental
budgets, the cost of beneﬁts (medical, dental, pension, etc.) and vehicle/equipment replacement is included
in those budgets. To administer these programs in an
eﬃcient manner, the actual funds from each department
are collected into a series of internal service funds, which consolidate the monies to pay for the beneﬁts and vehicle/ equipment replacements. Internal service fund expenses
are not included in the total operating budget, as they are already incorporated into each department’s operations.

Total budget $92.6 million
General Funds
Special Revenue Funds
Debt Service Funds
Enterprise Funds
Internal Service Funds
Funding source(s)
The non-departmental budget for 2024-25 also includes
$7.4 million in net legacy costs for pension liability, workers’ compensation, and retiree medical related to retirees and former employees from the City’s ﬁre operations that have transferred to SMC Fire. Combined with the contribution to SMC Fire, the City’s cost for ﬁre services totals $36.1 million for 2024-25.

The second largest non-departmental expenditure reﬂects the City’s contribution to San Mateo Consolidated Fire
Department (SMC Fire), a joint powers authority (JPA)
between the City of Belmont, City of Foster City, and City of San Mateo, for ﬁre services. Operations in SMC Fire
commenced in January 2019, and in accordance with the
JPA, its costs are allocated 20% each to Foster City and Belmont, and 60% to San Mateo. For 2024-25, the City’s
contribution amounts to $28.7 million.

Another large non-departmental expenditure is the
payment of debt service. This includes payment for the
library general obligation bonds, golf bonds, sewer bonds, lease revenue bonds related to the funding of the police administration building, and lease revenue bonds for street and ﬂood control improvements.

Finally, the General Fund contribution to the
Comprehensive Liability Fund is included as part of non- departmental expenditures. The amount for 2024-25 is
$3.3 million.
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

FINANCIALS
Expenditures by Category
Operating $ 62,876,394
29,127,341
613,526
-
$ 57,374,537
34,758,132
624,489
-
Debt Service
Indirect & Overhead
Capital Outlay
-
Total Expenditures $ 92,617,261 $ 92,757,158
163

602 of 671

Fund
Information
164

603 of 671

Introduction
Other Funds
As noted previously, the City of San Mateo’s budget is organized on the basis of the fund accounting system, and each fund is considered a separate budgeting entity. For each fund, there is a ten-year ﬁnancial plan, a ﬁve-year ﬁnancial plan, or a two-year ﬁnancial plan provided in this section of the budget document. In addition to the General Fund, whose ten-year plan is included in the Budget Overview section of this budget document, a ten-year plan has been created for the Sewer Enterprise Fund. Unlike the ﬁnancial statements, which are done on an accrual accounting basis, the ten-year plan for the Sewer Enterprise Fund is done on a cash basis since cash ﬂow is an essential component of the fund’s ﬁnancial health.

Five-year ﬁnancial plans have been created for the majority of special revenue funds, and all of the capital and internal service funds. The duration of ﬁve years was selected to be able to identify trends beyond the two-year budget cycle but not stretch the forecasting process out as far as was done with the Sewer Enterprise Fund. This duration will be evaluated annually, and if it is determined there is greater value to planning for a longer duration for some or all of these funds, the ﬁnancial plans will be pushed out to ten years. For the grant special revenue funds, housing special revenue funds, and debt service funds, the ﬁnancial plans were set at two years due to the nature of the funds themselves. Grant funding is typically evaluated and renewed on an annual basis, so long-term planning for grant funding has somewhat limited value.

Below is a summary table of all other funds and the duration of each fund’s ﬁnancial plan:

FUND NAME FUND TYPE FINANCIAL PLAN DURATION
Police Grants and Safety
Solid Waste
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Special Revenue
Debt Service
2 Years
5 Years
2 Years
2 Years
5 Years
5 Years
5 Years
2 Years
2 Years
5 Years
5 Years
2 Years
5 Years
2 Years
2 Years
2 Years
2 Years
5 Years
5 Years
5 Years
5 Years
5 Years
5 Years
5 Years
5 Years
5 Years
HOME
Community Development Block Grant
Advance Planning
Construction Services
Gas Tax
City Housing
Low & Moderate Income Housing Asset
Parks & Recreation Revenue
Traﬃc Impact Fee
Commercial Linkage Fee
Road Maintenance & Rehabilitation Account
Permanent Local Housing Allocation
Landﬁll
Street & Flood Control Projects Bond
General Obligation Bonds
2% Hotel Tax
Debt Service
Debt Service
Sewer Enterprise
Storm Enterprise
Vehicle & Equipment Replacement
Fleet & Building Maintenance
Beneﬁts
Internal Services
Internal Services
Internal Services
Internal Services
Internal Services
Internal Services
Dental
Worker's Compensation Insurance
Comprehensive Liability
165

604 of 671

Special Revenue
166

605 of 671

Police Grants and Safety Fund
2023-24
Estimated
2024-25
Proposed Projected
2025-26
Police Grants & Safety Fund 2022-23 Actuals
Actuals Budget
1,089
Budget
1,104Beginning Fund Balance
Revenues
$ 246 $ 392 $ $
Interest Earnings
Asset Seizure
State Grants
$ 6
150
669
-
$ 6
300
$ 6
-
$ 6
-
830 514 532
-Other 290 1,227
1,747Total Revenues
Expenditures
Personnel
$ 826 $ 1,426 $ $ 538
$ 591
68 $ 552
59 $ 863
618
$ 887
637Operating
Capital Outlay
Total Expenditures
Ending Fund Balance
21 118 251 258
$
$
680
392
$
$
729 $
$
1,732
1,104
$
$
1,782
(140)1,089
Values are shown in thousands.

The purpose of the Police Grants and Safety Fund is to receive and track all Police Department grant revenue, asset forfeiture revenue, and corresponding expenditures in accordance with prescribed regulations. Revenues for this fund are comprised of state and federal asset forfeiture funds, and grant funds from sources such as the Citizens' Option for Public Safety Program's Supplemental Law Enforcement Services Funds (COPS/SLESF); the State Office of Traffic Safety (OTS) Grant; the State Department of Justice Tobacco Grant Program; and the State Organized Retail Theft (ORT) Prevention Grant Program.

The COPS/SLESF grant was established in 1996. Compliant cities are allocated a proportionate share of COPS funds by the State for the exclusive purpose of funding supplemental front line law enforcement services. Under the standard grant program allocation, the City of San Mateo is eligible to receive a minimum grant amount of $100,000 each year, with additional proportionate shares based on population estimates determined by the California Department of Finance. Funds for this program cannot supplant existing funding and are to be used for personnel and/or equipment. In the 2024-25 budget, proceeds from this grant will cover the cost of two partial traffic officer positions. While the COPS program is intended to be ongoing and permanent, there is no guarantee that continued funding will be available. However, the forecast assumes this fund will remain operating as usual.

The California Office of Traffic Safety (OTS) was created to administer funds and provide grants to both the San Mateo Police Department and regionally to San Mateo County for the purpose of reducing traffic deaths, injuries, and economic losses. Each year, eligible agencies compete for available funds by submitting proposals and although OTS does not have sufficient funds for all submissions, all proposals are reviewed against several criteria, including the potential traffic safety impact, collision statistics, seriousness of identified problems, and performance on previous grants. San Mateo has been a recipient of this grant annually since 1996. In the 2024-25 budget, proceeds from this grant will provide additional resources to combat impaired driving; enforce traffic laws; and conduct sobriety/driver license checkpoints, DUI saturation patrols, and targeted pedestrian/bicycle safety enforcement operations to help achieve the overarching goal of reducing injury traffic collisions.

The 2024-25 budget also reflects expenditures planned as a result of a grant awarded from the California Department of Justice for the Proposition 56 Tobacco Grant Program. This grant funds a Police Officer position dedicated to reducing and preventing the use of tobacco products among youth, teens and the community at large through education, outreach and enforcement activities. The total grant award is $710,114 to be expended over the course of three years. The 2024-2025 fiscal year will be the final year of this grant award, and staff plans to apply to renew funding for this purpose.

The Board of State and Community Corrections Organized Retail Theft (ORT) Prevention Grant Program was established in 2022, with funds designated in the Budget Act of 2022 (Senate Bill 154) as a competitive grant to support law enforcement agencies in preventing and responding to organized retail theft. The San Mateo Police Department collaborated with the Cities of Daly City and San Bruno to successfully apply for a share of these funds, and the City of San Mateo was awarded $1,533,802 to be expended over a three-year term, concluding in Fiscal year 2027. The funds are for a variety of strategies to combat retail theft such as conducting targeted security details, creating workspace/substations near retail, implementing new technologies and other programs.

The two-year financial plan being presented represents the best estimate of grant revenues and the spending plan as of the update of the budget. Each aspect will be monitored and adjustments may be made as necessary to keep the fund's balance positive. 167

606 of 671

Solid Waste Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastSolid Waste
Beginning Fund Balance
Revenues
$ 12,178 $ 14,446 $ 15,329 $ 15,622 $ 14,826 $ 14,498 $ 14,096 Interest Earnings
Grants
$ 366
59 $ 160
236
$ 160
336
$ 160
60 $ 160
-
$ 160
-
$ 160
-
Service Charges
Other Revenues
Total Revenues
Expenditures
3,416
802
3,040
482
3,243
266
3,252
266
3,886
272
3,922
277
3,958
283
$ 4,643 $ 3,918 $ 4,005 $ 3,738 $ 4,318 $ 4,359 $ 4,402 Personnel $ 1,642
307
$ 1,521
470
$ 1,907
1,460
305
$ 2,368
1,837
319
$ 2,430
1,878
328
$ 2,493
1,920
338
$ 2,558
1,963
348
Operating
Indirect and Overhead Charges
Capital Outlay
279 291
10 3 40 10 10 10 10
Total Expenditures
Transfer Out
$
$
$
2,239
136
$
$
$
2,285
750
$ 3,712
-
$ 4,534
-
$ 4,646
-
$ 4,761
-
$ 4,880
-$ $ $ $ $
Ending Fund Balance 14,446 15,329 $ 15,622 $ 14,826 $ 14,498 $ 14,096 $ 13,618 Values are shown in thousands.

The Solid Waste Fund accounts for garbage collection surcharge revenues, which are restricted by City ordinance to be used for street cleaning and waste management. The street cleaning aspect of this fund consists of keeping 204 curb miles of streets swept, as well as cleaning and maintaining City-owned parking lots. The waste management aspect of this fund involves the coordination and oversight of a range of programs and activities that provide the community with solid waste and recycling services.

Included in the service charges is $750,000 per year that the fund receives through the garbage collection provider for capital improvements related to the trash load reduction requirements of the Municipal Regional Plan issued by the Regional Quality Control Board. Fund balance has accumulated in this fund as expenditures have been lower than expected over the past several years. Going forward, services for street cleaning and waste management will continue to be evaluated to ensure that the level of support being provided is sufficient. Service charges will continue to be evaluated and adjusted as necessary to ensure alignment with expected expenditures and appropriate reserve levels.
168

607 of 671

HOME Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsHOME Fund
Beginning Fund Balance
Revenues
$ 373 $ 403 $ 460 $ 465
Loan Payments
Total Revenues
Expenditures
$ 30 $ 68 $ 15 $ 15
$ 30 $ 68 $ 15 $ 15
Operating $
$
$
- $
$
$
10 10
$
$
$
10 10
$
$
$
10 10Total Expenditures
Ending Fund Balance
-
403 460 465 470
Values are shown in thousands.

The HOME Investment Partnership (HOME) Program is a federal grant used to assist rental and homeownership housing opportunities for households up to 60-80% of the median income. The City received an annual HOME grant from 1994 to 2016. The fund now includes program income from loan repayments from loans funded with HOME monies in the past.

The program income from prior HOME loans will continue to be collected, and potential projects will be identified as the fund balance reaches an appropriate level. Resources accumulated fund HOME-eligible uses, such as new construction of housing, acquisition and rehabilitation of existing buildings, and down payment assistance.
169

608 of 671

Community Development Block Grant Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsCDBG Fund
Beginning Fund Balance
Revenues
$
$
$
$
357 $ 405 $
$
$
$
(361) $ (742)
Intergovernmental Contributions
Loan Payments
528
1 822
33 732
8 $
$
$
732
8 Total Revenues
Expenditures
529 $ 854 740 740
Personnel 44
405
17 $ 43
712
18 25
461
19 26
461Operating
Indirect & Overhead
Total Expenditures
Transfer Out
19 $
$
$
467
14 $
$
$
772
848
$
$
504
617
$
$
506
617
Ending Fund Balance 405 (361) $ (742) $ (1,125)
Values are shown in thousands.

The Community Development Block Grant (CDBG) Program is a federal grant from the Department of Housing and Urban Development (HUD) that provides flexible funding for community development projects and programs to assist lower income neighborhoods and households up to 80% of the median income. San Mateo has participated in this program since 1977. The fund consists of draws against the grant letter of credit, as well as program income from loan repayments from loans funded with CDBG in the past. The letter of credit consists of prior year unexpended funds in addition to the annual grant. These funds are held by HUD and drawn down on a reimbursement basis to the City.

For the next two years, CDBG funds will be used for Community Funding grants to local social service agencies who serve lower income residents, facility repairs for local service agencies, minor home repairs to lower income homeowners, pedestrian and bike improvements in North Shoreview and North Central neighborhoods, and program administration.
170

609 of 671

Advance Planning Fund
2023-24 2024-25 2025-262022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastAdvance Planning Estimated Proposed Projected
Actuals Budget Budget
Beginning Fund Balance
Revenues
$ 4,605 $ 5,105 $ 5,716 $ 5,859 $ 5,971 $ 6,034 $ 6,048 Interest Earnings
General Plan Maintenance Fee
State Grants
$ 138
1,775
325
$ 92
1,620
240
$ 95
1,700
250
$ 95
1,700
250
$ 95
1,700
250
$ 95
1,700
250
$ 95
1,700
250
Total Revenues $ 2,238 $ 1,952 $ 2,045 $ 2,045 $ 2,045 $ 2,045 $ 2,045 Expenditures
Personnel $ 600
1,012
127
$ 526
684
$ 930
835
$ 955
835
$ 983
850
$ 1,013
865
$ 1,043
881Operating
Indirect and Overhead Charges
Total Expenditures
Ending Fund Balance
130 137 144 148 152 157
$
$
1,738
5,105
$
$
1,341
5,716
$
$
1,901
5,859
$
$
1,933
5,971
$
$
1,982
6,034
$
$
2,031
6,048
$
$
2,081
6,011
Values are shown in thousands.

The Advance Planning Fund accounts for the General Plan maintenance fee collected through building permits and expenditures for activities related to preparing long-term plans and policy documents for the physical and economic development of the City, including the General Plan update. These plans and policies are used for the evaluation of development projects and determining priorities for public improvements.

Prior to 2021-2022, the Community Development Department increased the General Plan maintenance fee to account for the costs associated with several long-range planning efforts the City needs to complete. Advance Planning staff continues to monitor passage and implementation of new State legislation, the next iteration of the Sustainable Communities Strategy (Plan Bay Area) by the Association of Bay Area Governments and Metropolitan Transportation Commission, completing near-term Zoning Code Amendments, preparation and adoption of the General Plan Update, creation of objective design standards for residential development, and implementation of general planning, zoning, and policy recommendations as directed by the City Council. In future cycles, the implementation of the General Plan Update and revision of the City’s various specific plans and zoning code will be funded by the Advance Planning Fund. 171

610 of 671

Construction Services Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastConstruction Services 2022-23 Actuals
Beginning Fund Balance
Revenues
$ 36,314 $ 32,628 $ 29,044 $ 23,088 $ 16,887 $ 12,531 $ 9,295 Interest Earnings
Plan Check Fees
Permit Fees
$ 1,057
5,387
4,765
443
$ 479
5,240
5,448
535
$ 450
3,606
4,660
525
$ 450
3,606
4,660
525
$ 450
4,147
5,359
604
$ 450
4,769
6,163
694
$ 450
5,484
7,087
799Other Fees
Total Revenues
Expenditures
$ 11,653 $ 11,701 $ 9,241 $ 9,241 $ 10,560 $ 12,076 $ 13,820 Personnel $ 7,153
2,639
$ 5,661
2,422
1,402
9,485
5,800
29,044
$ 9,906
2,770
$ 10,234
2,786
1,542
14,562
880
$ 10,437
1,962
1,617
14,016
900
$ 10,645
2,051
1,696
14,391
920
$ 10,857
2,152
1,779
14,788
840
Operating
Indirect & Overhead
Total Expenditures
Transfer Out
1,363 1,470
$
$
$
11,155
4,185
$
$
$
$
$
$
14,147
1,050
$
$
$
$
$
$
$
$
$
$
$
$Ending Fund Balance 32,628 23,088 16,887 12,531 9,295 7,488 Values are shown in thousands.

The Construction Services Fund accounts for building permit revenues and expenditures for activities related to the review of private development projects to achieve high quality and long-term economic growth in the City. Building Division staff members also ensure that new construction meets established standards for health and safety, accessibility, energy efficiency, and provide public education to enhance the safety of existing buildings and better awareness of building codes.

Over the last several years, fund balance has grown significantly. Revenue in this fund is for services to be provided over time, and therefore, the significant fund balance will be needed over time to provide services for existing projects in process. While revenues in the five-year plan are expected to remain stable in the near term, service demand is expected to remain high to fully process existing projects. This is reflected in the ending fund balance being drawn upon over the course of the five-year plan.

Beginning in 2019-20, lease payments through a transfer out have been made to the General Fund for space occupied by construction services staff in City Hall. Additionally, a number of funding commitments are made to transfer out to the Capital Improvement Projects Fund to support the digital storage of property records and electronic review of plans submittals, the traffic model update, and facilities improvements.
172

611 of 671

Gas Tax Fund
2023-24
Estimated Proposed
2024-25 2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastGas Tax
Actuals
1,268
Budget
787Beginning Fund Balance
Revenues
$ 1,081 $ $ $ (208) $ (76) $ 79 $ 297
Interest Earnings
State Gas Tax
$ 38
1,814
862
$ 12
1,972
989
$ 40
2,014
998
$ 40
2,050
1,090
3,180
3,048
$ -
2,090
1,112
3,202
3,048
79 $ - $ -
2,132
1,134
3,266
3,048
297
2,174
1,157
3,331
3,048
581
Gas Tax In Lieu of Prop 42
Total Revenues $
$
$
2,713
2,526
1,268
$
$
$
2,973
3,454
787
$
$
$
3,052
4,048
$
$
$
$
$
$
$
$
$
$
Transfer Out
Ending Fund Balance (208) $ (76) $
Values are shown in thousands.

The Gas Tax Fund accounts for gasoline tax revenues that are utilized for street-related operating and capital costs. The fund makes an annual transfer to the General Fund to partially offset eligible operating costs related to the City's streets and roads maintenance programs. Additionally, it makes annual contributions to the Capital Improvement Projects Fund to fund various capital improvement projects.

Fuel consumption was sharply down during the height of the COVID-19 pandemic but has largely recovered to its prior. Fuel prices increased steeply due to inflation, but fuel costs no longer directly effect on local streets and roads revenues because gas tax rates are per gallon, regardless of price. In addition, scheduled gax tax rate increases help keep the revenue growth at a modest pace. Based on the State Department of Finance (DOF) estimates, staff anticipates the City's gas tax revenues will reach $3.0 million in 2024-25, and further increase to $3.1 million for 2025-26.

The five-year plan maintains the annual transfer to the General Fund, and makes contributions to the Capital Improvement Projects Fund to fund street reconstruction and rehabilitation projects. As more information becomes available on the impacts to gasoline tax revenues, this plan will be updated accordingly. 173

612 of 671

City Housing Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsCity Housing Fund
Beginning Fund Balance
Revenues
$ 1,058 $ 966 $ 1,216 $ 1,053
Housing Fees $ 0.5
-
$ - $ 50
-
$ 50
-Interest Earnings 18
Miscellaneous - 232
250
16 66
16 66Total Revenues $ 0.5 $ $ $
Expenditures
Contribution to Other Agencies
Contribution to First Time Home Buyers
Operating
$ 32
60 -
$ - $ 47
180
2 $ 47
180
2 -
-
-Total Expenditures
Ending Fund Balance
$
$
92 966
$
$
$
$
229
1,053
$
$
229
8911,216
Values are shown in thousands.

The City Housing Fund captures a variety of housing-related revenues, including loan repayments from the defunct federal Rental Rehabilitation Program, a pro rata share of the original homebuyer loans at the Meadow Court housing complex, fees collected for housing loan subordination requests, and the fractional Below Market Rate (BMR) program in lieu fees.

This fund can be used to assist housing-related projects when the fund balance is sufficient and appropriate projects are identified. For the next two years, funds are set aside to assist first-time homebuyers on purchasing housing units that the City has acquired in order to retain their below market rate status. Additionally, funds will be used to pay for financial assistance to Samaritan House for Safe Harbor, the county-wide homeless shelter located in South San Francisco, and the City membership fee for The Housing Endowment and Regional Trust of San Mateo County (HEART), the countywide housing trust fund. These expenditures cannot be covered by other housing funds since they are not located in the city limits of San Mateo.
174

613 of 671

Low and Moderate Income Housing Asset Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsLow and Moderate Income Housing Asset
Beginning Fund Balance
Revenues
$
$
$
$
4,331 $
$
$
$
4,562 $
$
$
$
5,129 $
$
$
$
5,272
Interest Earnings
Loan Payments
Total Revenues
Expenditures
69 258
327
73 523
596
75 214
289
77 214
291
Personnel 49
46 25
3 45
101
47 101Operating
Total Expenditures
Ending Fund Balance
$
$
95 $
$
28 $
$
146 $
$
148
4,562 5,129 5,272 5,415
Vales are shown in thousands.

The Low and Moderate Income Housing Asset Fund consists of loan payments, lease payments, sale of property, and any other revenue generated from loans or assets held by the City as Housing Successor to the former Redevelopment Agency. State law regulates the use of these funds to support housing projects that assist households whose income ranges up to 80% of median income. The fund also consists of administrative costs to monitor existing housing projects, manage the existing loan portfolio, and plan for new projects.
175

614 of 671

Parks and Recreation Revenue Fund
2023-24
Estimated Proposed
2024-25 2025-26
Projected
Budget
Parks and Recreation
Revenue Fund
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastActuals
12,286
Budget
181Beginning Fund Balance
Revenues
$
$
$
12,126 $
$
$
$
$
$
$
$
$
(538) $ (6,596) $ (1,544) $ 12,915
Interest Earnings
P&R Tax and Fees
Total Revenues
Expenditures
348
179
526
187
4,392
4,579
187
50 187
5,243
5,430
$ - $ - $ -
8,572
8,572
15,478
15,478
1,560
1,560237 $ $ $
Operating $
$
$
$
16 16
$
$
$
$
17 17
$
$
$
$
18 18
$
$
$
19 19
$
$
$
19 19
$
$
$
20 20
$
$
$
$
20 20Total Expenditures
Transfer Out 350 16,667
181
938 11,470 3,500 1,000 500
Ending Fund Balance 12,286 (538) $ (6,596) $ (1,544) $ 12,915 13,955 Values are shown in thousands.

The Parks and Recreation Revenue Fund accounts for parks and recreation tax, park impact fees, and park in- lieu fees. Revenues projections are based on residential building projects, and are thus dependent on development activity. Accumulated resources in this fund are utilized to fund parks and recreation related projects through a transfer to the Capital Improvement Projects Fund.

Major transfers planned for 2024-25 include contribution to the Central Park Master Plan. Transfers planned beyond 2024-25 include improvement to citywide play area upgrade, the Central Park Master Plan, and King Center Resiliency Improvements. If the estimated fees do not come to fruition, we will not be able to transfer as much as planned to the Capital Improvement Projects Fund. We will adjust our plan in the future years to align spending with funding capacity.
176

615 of 671

Traffic Impact Fee Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastTraffic Impact Fee
Beginning Fund Balance
Revenues
$
$
$
257 $
$
$
316 $ (184) $ 444 $ 1,050 $ 5,207 $ 7,830
Interest Earnings
Traffic Impact Fees
Total Revenues
Transfer Out
8 10
18 10
40 $ -
2,428
2,428
1,800
444
$ 13
1,443
1,456
850
$ 37
4,969
5,006
850
$ 182
3,291
3,473
850
$ 274
461
50 $
$
$
$
$
$
$
$
$
$
$
$
$
$
735
$ (40) $ 550 150
Ending Fund Balance $ 316 $ (184) $ 1,050 5,207 7,830 8,415 Values shown in thousands.

The Traffic Impact Fee Fund accounts for revenues that are collected to fund various capital projects to mitigate the traffic related cumulative impacts of new development. Revenues from this fund were used to partially pay for traffic calming projects, construction costs of new traffic signals, and to fund infrustructure projects such as the 25 th Ave.

Grade Separation Project, which was completed in 2021, and the Railroad Avenue Wall Enhancement project. In the five-year Capital Improvement Plan, transfers are being made to fund bicycle projects, the Citywide Traffic Calming project, and the El Camino at Highway 92 Landscape improvement project.

Since the Traffic Impact Fees are closely related to the status of new development projects, this revenue source is difficult to project. If the funding projections do not come to fruition, the capital improvement projects programmed to be funded out of this revenue source will be reviewed and evaluated for proper funding and adjustments will have to be made in the out years of this five-year forecast. 177

616 of 671

Commercial Linkage Fee Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastCommercial Linkage Fee
Beginning Fund Balance
Revenues
$ 3,160 $ 3,246 $ 3,366 $ 8,360 $ 13,355 $ 13,349 $ 13,343 Interest Earnings
Commercial Linkage Fee
Total Revenues
Expenditures
$ 91
-
$ 125
-
$ - $ - $ -
-
-
$ -
-
-
$ -
-
-
5,000
5,000
5,000
5,000$ 91 $ 125 $ $ $ $ $
Operating $ 5
5 $ 5
5 $ 5
5 $ 6
6 $ 6
6 $ 6
6 $ 6
6Total Expenditures
Ending Fund Balance
$ $ $ $ $ $ $
$ 3,246 $ 3,366 $ 8,360 $ 13,355 $ 13,349 $ 13,343 $ 13,337 Values shown in thousands.

The Commercial Linkage Fee is an assessment on new commercial developments to address the impacts of new job creation on housing availability and affordability for workers. Developers pay a fee based on square footage of new commercial space depending on type of use: office, retail, or hotel. The funds are to be used for housing programs to assist workers who make up to 120% of the area median income. Examples of housing programs can include acquisition, rehabilitation, or new construction of housing.

The fund balance is being accumulated over the period of this forecast. Potential projects will be identified as the fund balance reaches an appropriate level. Accumulated resources will be utilized to fund projects through a transfer to the Capital Improvement Projects Fund, and this plan will be updated accordingly as more information is available. 178

617 of 671

Road Maintenance and Rehabilitation Account
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
Road Maintenance and
Rehabilitation Account
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
Forecast
Beginning Fund Balance
Revenues
$ 2,166 $ 4,611 $ 3,050 $ 2,734 $ 2,995 $ 3,339 $ 3,771 Road Maint. and Rehabilitation
Interest Earnings
$ 2,360
85 $ 2,565
100
$ 2,739
146
$ 2,821
139
$ 2,906
139
$ 2,993
139
$ 3,083
139
Total Revenues $
$
$
2,445
0 $
$
$
2,665
4,227
3,050
$
$
$
2,885
3,200
2,734
$
$
$
2,960
2,700
2,995
$
$
$
3,045
2,700
3,339
$
$
$
3,132
2,700
3,771
$
$
$
3,222
2,700
4,293
Transfer Out
Ending Fund Balance 4,611
Values are shown in thousands.

The Road Maintenance and Rehabilitation Account (RMRA) Fund was created in 2020-21. It accounts for transportation taxes established by the Road Repair and Accountability Act of 2017 (SB 1). Prior to 2020-21, RMRA revenues were deposited in the Gas Tax Fund, and then subsequently transferred to the Capital Improvement Projects Fund to fund eligible projects. Moving this revenue source into its own special revenue fund creates greater visibility to available resources for projects and will allow for more efficient reporting on how these funds are being utilized.

Based on the State Department of Finance (DOF) estimates, staff anticipates that the RMRA revenues will be approximately $2.9 million for FY 2024-25 and $3.0 million for FY 2025-26. Accumulated resources from the RMRA revenues will be utilized to fund street reconstruction and rehabilitation projects through a transfer to the Capital Improvement Projects (CIP) Fund. In the five- year plan, the annual transfers to CIP are over $2 million each year. 179

618 of 671

Permanent Local Housing Allocation Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsPERMANENT LOCAL HOUSING ALLOCATION FUND
Beginning Fund Balance
Revenues
$ (23) $ 17 $ 17 $ 8
State Grants $ 475 $ 302 $ 300 $ 300
Total Revenues
Expenditures
$ 475 $ 302 $ 300 $ 300
Operating $
$
$
434
434
17 $
$
$
302
302
17 $
$
$
309
309
8 $
$
$
310
310
(2)
Total Expenditures
Ending Fund Balance
Values are shown in thousands.

The Permanent Local Housing Allocation (PLHA) is a State Grant that is provided to the City, starting in Fall 2020, that will continue on an annual basis based on actual State receipts of document recording fees.

These funds are flexible as long as they are used for housing-related projects and programs that assist in addressing the unmet housing needs of San Mateo.

The fund supports two programs to support housing affordability in the City. The first is an operations subsidy for client services at the affordable housing development Montara and a rapid rehousing program with case management, which will use the remainder of the annual grant. 180

619 of 671

Landfill Fund
2023-24
Estimated
Actuals
3,954
2024-25
Proposed
Budget
2025-26
Projected
Budget
4,997
2022-23
ActualsLANDFILL
Beginning Fund Balance
Revenues
$
$
$
$
3,368 $
$
$
$
$
$
$
$
$
4,425 $
$
$
$
Interest Earnings
Garbage Collection Surcharge
Total Revenues
Expenditures
104
600
704
80 450
530
80 600
680
80 600
680
Personnel 27
60 87
28 31
42 66
44 56Operating
Total Expenditures
Transfer Out
$
$
$
59 $
$
$
108
-
$
$
$
100
-31 $ -
Ending Fund Balance 3,954 $ 4,425 4,997 5,576
Values are shown in thousands.

The Landfill Fund was initially set up as a debt service fund to account for debt service payments for the landfill revenue bonds. Since the landfill bonds have been paid off, starting in fiscal year 2024-25, the Landfill Fund will be reclassiflied to a special revenue fund. Surcharge revenues collected will be reviewed and adjusted in future years to reflect the reduction of the debt service obligation.

The Landfill Fund will continue to maintain a fund balance that is sufficient to meet the City's landfill closure and post-closure obligations.
181

620 of 671

Debt Service
182

621 of 671

Street & Flood Control Project Bond
2023-24 2024-25
Proposed
Budget
16 2025-26
Projected
Budget
13 2022-23
ActualsSTREET & FLOOD CONTROL PROJECTS BOND Estimated
Actuals
14Beginning Fund Balance
Revenues
$ 5 $ $ $
Interest Earnings
Total Revenues
Expenditures
$ 9 $ - $ - $ -
$ 9 $ - $ - $ -
Operating $ 60
2,632
2,692
2,693
14 $ 61
2,629
2,690
2,692
16 $ 64
2,629
2,693
2,690
13 $ 67
2,632
2,699
2,690
4 Debt Service
Total Expenditures
Transfer In
$
$
$
$
$
$
$
$
$
$
$
$Ending Fund Balance
Values are shown in thousands.

The City has two debt service funds: the Street and Flood Control Projects Bond Fund and the General Obligation Bonds Fund.

The Street and Flood Control Projects Bond Fund is a debt service fund that accounts for debt service payments on lease revenue bonds issued in 2020 to finance the street and flood control improvement projects. As these improvements are part of the Measure S initiatives, revenues from Measure S are transferred into this fund to administer the debt services. Additionally, a benefit assessment district was created in the North Shoreview neighborhood as it relates to the flood control improvements.

Assessment levies are collected to pay part of the annual debt. The remaining debt service is funded by the Measure S.
183

622 of 671

General Obligation Bonds
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
ActualsGENERAL OBLIGATION BONDS
Beginning Fund Balance
Revenues
$
$
$
$
5,929 $
$
$
$
6,647 $
$
$
$
7,247 $
$
$
$
6,583
Interest Earnings
Property Taxes
Total Revenues
Expenditures
149
2,667
2,816
120
2,620
2,740
120
1,340
1,460
120
1,340
1,460
Operating 57
2,041
2,098
6,647
59 2,081
2,140
7,247
62 2,062
2,124
6,583
65 2,072
2,136
5,907
Debt Service
Total Expenditures
Ending Fund Balance
$ $ $ $
$ $ $ $
Values are shown in thousands.

The General Obligation Bonds Fund accounts for voter-approved property tax revenues and debt service payments on the City's general obligation bonds that were utilized to finance the construction, acquisition, and improvement of a new main library and the improvement of the City's branch libraries.

Other debt of the City is housed directly in the applicable operating and capital funds, with payments for debt service listed as a line item in the financial plans.

The City is bound by a provision in state law limiting the indebtedness for California cities to 15% of the assessed value of all real and personal property of the city. Based on the current fiscal year's total assessed value of $36 billion, San Mateo's legal debt limit was $5.4 billion, only at 0.30% of its legal debt limit. This statutory limitations applies only to bonded indebtedness of the City payable from proceeds of taxes levied on a property. For San Mateo, this includes only the general obligation bonds. 184

623 of 671

2% Hotel Tax Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
Forecast2% Hotel Tax
Beginning Fund Balance
Revenues
$
$
$
$
$
$
(1,364) $ 259 $
$
$
$
$
$
64 $
$
$
$
$
$
35 $
$
$
$
$
$
30 $
$
$
$
$
$
47 $
$
$
$
$
$
46 Interest Earnings
Transient Occupancy Tax
Total Revenues
Expenditures
2 1,023
1,025
$
$
$
$
$
-
847
847
-
700
700
-
714
714
-
728
728
-
743
743
-
758
758
Operating 119
734
132
910
1,042
-
134
945
139
930
144
918
150
944
156
970Debt Service
Total Expenditures
Transfer In
852 1,079
350
1,069
350
1,061
350
1,093
350
1,126
3501,450
259Ending Fund Balance 64 35 30 47 46 29
Values are shown in thousands.

The 2% Hotel Tax Fund accounts for the Measure C voter-approved 2% hotel tax revenue, the related transfers to the Capital Improvement Program Fund, and the debt service on the variable rate bonds that were utilized to partially fund the police administration facility.

Due to the closure of a major hotel in May 2024, we have adjusted the revenue projections. Hotel taxes are expected to decrease from $1 million to $0.7 million for fiscal year 2024-25, with moderate growth in the following years. Additionally, rising interest costs from variable rate bonds pose further challenges. Consequently, ongoing support from the General Fund, approximately $350,000 annually, will be required to maintain a positive fund balance. 185

624 of 671

Enterprise
186

625 of 671

Sewer Fund
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2023-24
Estimates
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastSewer Fund (CASH BASIS)
Beginning Fund Balance
Revenues
$ 346,208 $ 240,099 $ 81,789 $ 191,968 $ 213,044 $ 214,384 $ 222,850 Interest Earnings
Operating Revenues
Capital Contributions from Other
Total Revenues
$ 7,176
78,308
15,469
100,953
$ 5,000
80,256
3,700
$ 2,000
83,869
6,083
$ 2,000
86,311
3,915
$ 2,000
88,792
3,993
$ 2,000
91,375
4,073
$ 2,000
94,060
4,154
$ $ 88,956 $ 91,952 $ 92,226 $ 94,785 $ 97,448 $ 100,214 Expenses
Operating and Maintenance
Debt Service
$ 24,543
27,983
152,742
205,269
-
$ 25,843
48,423
200,000
274,266
27,000
-
$ 35,716
22,207
27,806
85,729
103,956
-
$ 35,494
27,843
7,812
71,149
-
$ 36,559
29,227
27,660
93,445
-
$ 37,656
30,601
20,725
88,982
-
$ 38,785
30,996
19,320
89,101
-
Capital Projects
Total Expenses $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Loan Proceeds
Transfer Out $ 1,794 $ - - - -
Ending Fund Balance $ 240,099 $ 81,789 191,968 213,044 214,384 222,850 233,963 Values are shown in thousands.

The Sewer Fund consists of the sewer collection systems, the Wastewater Treatment Plant (WWTP), and disposal facilities serving the residents and businesses of San Mateo, Foster City, and portions of the neighboring communities of Hillsborough, Belmont, the Crystal Springs County Sanitation District, and certain unincorporated areas of the County. The sewer enterprise system currently serves approximately 30,000 customer accounts in the City and approximately 11,000 customer accounts in Foster City and the subregional customer communities utilizing the WWTP.

The fund's financial plan consists of two elements: (1) fiscal year (FY) 2024-25 proposed operating budget and forecast of future operational needs, and (2) estimated cash inflows and outflows for sewer capital improvement projects (CIP) during the forecast period. The capital expenses identified in this financial plan, as well as the corresponding bond/loan proceeds, are predominantly related to the execution of the Clean Water Program, which is discussed in detail in the Capital Improvement Program section of this document. The financial plan will be continually monitored and this plan will be updated accordingly.

Background information about the Sewer Service Charge:

In 2018, the City Council adopted a five-year sewer rate structure for fiscal years 2018-19 through 2022-23 designed to provide sufficient revenues to fund ongoing operations and capital projections. The 50/50 volumetric/fixed fee structure was implemented. The new rate structure introduced a fixed monthly fee to better stabilized revenue and help address revenue reductions due to increased water conservation. A recent Sewer Rate Study found that the past rate increases have put the City's sewer fund in a good financial position. Additionally, the City has been successful in getting a large amount of the Clean Water Program financed with low interest rate loans. As a result, only inflationary level rate increases will be required for future years. In July 2023, the City Council approved an annual sewer rate increase of 3.0% for the next five years, starting FY 2023-24 through FY 2027-28.
187

626 of 671

Storm Water Fund
2024-25
Proposed
Budget
2025-26
Projected
Budget
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastStorm Enterprise
Beginning Fund Balance
Revenues
$
$
$
$
- $
$
$
$
2,898 $
$
$
$
5,689 $
$
$
$
9,156 $
$
$
$
12,751
Charges for Services
Interest Earnings
Total Revenues
Expenditures
4,000
50 4,120
50 4,244
50 4,371
50 4,502
50 4,050 4,170 4,294 4,421 4,552
Personnel 372
280
-
369
210
378
273
387
279
397
279Operating
Capital 650 25 10 10
Total Expenditures
Transfer Out
$
$
$
652
500
2,898
$
$
$
1,229
150
$
$
$
676 $
$
$
676 $
$
$
687
150 150 150
Ending Fund Balance 5,689 9,156 12,751 16,466
Values are shown in thousands.

The City of San Mateo operates and maintains a stormwater system, which provides vital services to safeguard neighborhoods from flooding and protects local waterways from pollution. The system consists of complex infrastructure including surface drains, underground pipes and conduits, pump stations, creeks and channels, and the Marina Lagoon. The City's stormwater system requires improvements to address flood control capacity limitations and deficiencies related to aging infrastructure, enhanced operations and maintenance, and improvements to minimize pollutants in stormwater runoff as required by state and federal mandates.

In January 2024, the Community Flood and Storm Protection Fee Ballot Measure was approved by property owners.

This measure allows the City Council to levy the Stormwater Fees starting in FY 2024-25, providing an estimated $4.0 million in the first fiscal year. The fees may be adjusted annually by the Consumer Price Index (CPI), with a maximum increase of 3%, subject to annual approval by the City Council.

Additionally, the City aims to complete the Stormwater Master Plan in the upcoming fiscal year. This plan will assess the current state of our stormwater system, recommend improvements, and prioritize projects and resources based on their urgency. The Master Plan will also assess the costs of capital projects and help establish a cash flow forecast to plan for financing the necessary capital improvements to our stormwater infrastructure. Once the plan is finalized, staff will update the budget accordingly to incorporate the new work plans. 188

627 of 671

Internal Services
189

628 of 671

Vehicle and Equipment Replacement
2023-24 2024-25 2025-262022-23
Actuals
2026-27 2027-28 2028-29Vehicle and Equipment Replacement Estimated Proposed Projected Forecast Forecast ForecastActuals Budget Budget Beginning Fund Balance
Revenues
$ 19,156 $ 18,769 $ 15,899 $ 7,870 $ 7,976 $ 8,671 $ 8,806 Interest Earnings $ 389
1,762
(9)
$ 354
1,837
10 $ 318
1,844
-
$ 157
1,844
-
$ 160
1,844
-
$ 173
1,844
-
$ 176
1,844
-
Interfund Replacement Collection
Other Revenues
Total Revenues $ 2,141 $ 2,200 $ 2,162 $ 2,001 $ 2,004 $ 2,017 $ 2,020 Expenses
Vehicle Replacement
Computer Replacement
Radio Replacement
$ 1,696
429
$ 2,709
1,007
274
$ 3,728
778
$ 787
249
-
$ 1,272
121
-
$ 143
191
-
$ 2,541
909
-- 673
Major Equipment Replacement
Other Capital Outlay & Depreciation
Total Expenses
189 242 5,421
-
1,268
-
326
-
1,959
-
609
-(578)
1,735
704
37 $
$
$
$
$
$
$
$
$
$
$
$
4,269
410
$
$
10,601
410
$
$
2,304
410
-
$
$
1,719
410
-
$
$
2,292
410
-
$
$
4,059
410
-
Transfer In
Transfer Out 1,498
18,769
2,460
16,309
1,211
15,899
2,870
13,029
$ - $ $ $ $
Ending Fund Balance
Reserve for Major Building Component Replacements
Remaining Fund Balance
$
$
$
7,870
3,280
4,590
$
$
$
7,976
3,690
4,286
$
$
$
8,671
4,100
4,571
$
$
$
8,806
4,510
4,296
$
$
$
7,177
4,920
2,257
Values are shown in thousands.

The Vehicle and Equipment Replacement Fund accounts for charges to user departments to fund the replacement of vehicles and equipment.

This includes vehicles, computers, radios, furniture, and other major equipment. Funds for future replacement are collected while vehicles and equipment are in service so that when it is time for replacement, adequate funds are available. Accumulated fund balance in this fund is estimated to be over $15 million at the end of fiscal year 2023-24. Unlike the Fleet and Building Maintenance Fund, which is entirely an operating fund and doesn't require a significant fund balance, the Vehicle and Equipment Replacement Fund should have a significant fund balance by nature. Because of that, funds will accumulate over time for that replacement.

This fund collects annually from the operating departments, so it is also important that the amount of available fund balance considers this. To that end, a long-term spending plan is an important tool for managing this type of fund. Understanding spending needs over the short- and long-term and factoring in fund balance allows the City to set a collection amount that ensures funding is available when vehicles and equipment need to be replaced, but does not maintain such a large fund balance that creates an unneccesary burden on the other funds, particularly the General Fund. This five-year plan captures the long-term spending plans for each of the replacement categories, and sets future collections to ensure funding for replacements is available and fund balance is set at an appropriate level.

The five-year plan further captures a portion of the fund balance that is reserved for major building component replacements. Since 2017-18, the General Fund transfers $410,000 each year to this reserve and in 2022-23, the Sewer Fund contributed $294,000. As the reserve balance reaches an appropriate level and major building replacement projects are identified, the accumulated funds will be utilized to fund the projects through a transfer to the Capital Projects Fund, and this plan will be updated accordingly. 190

629 of 671

Fleet and Building Maintenance
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
Fleet and Building
Maintenance
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
Forecast
Beginning Fund Balance
Revenues
$ 755 $ 838 $ 831 $ 426 $ (11) $ (144) $ (85)
Charges to Dept. - Building
Charges to Dept. - Fleet
Other Revenues
Total Revenues
Expenses
$ 3,566
1,989
9 $ 3,566
2,031
8 $ 3,566
2,205
8 $ 3,566
2,271
8 $ 3,851
2,408
8 $ 4,044
2,528
8 $ 4,246
2,654
8 $ 5,564 $ 5,604 $ 5,779 $ 5,845 $ 6,266 $ 6,579 $ 6,908 Personnel $ 1,737
3,353
455
$ 1,558
3,430
452
$ 2,218
3,602
471
$ 2,285
3,495
491
$ 2,331
3,506
506
$ 2,377
3,563
521
$ 2,425
3,622
536
Operating
Indirect & Overhead
Capital Outlay (64) 0 - - - - -
Total Expenses
Ending Fund Balance
$
$
5,481
838
$
$
5,612
831
$
$
6,184
426
$
$
6,281 $ 6,400 $ 6,520 $ 6,644
179(11) $ (144) $ (85) $
Values are shown in thousands.

The Fleet and Building Maintenance Fund accounts for charges to user departments and the expenses related to the maintenance of City vehicles and buildings. This fund is primarily operational in nature, with vehicle and equipment replacement expenses being housed in a separate internal service fund. As such, charges to user departments, over time, should be set fairly close to expected expenses, as there is not a need to keep a significant amount of fund balance in this fund. With expenses outpacing revenues in the past few years, collections were set to increase gradually to ensure the fund remains healthy and with an appropriate level of reserves. 191

630 of 671

Benefits Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastBenefits
Beginning Fund Balance
Revenues
$ (266) $ 554 $ 890 $ 1,139 $ 1,435 $ 1,771 $ 2,147
Internal Service Charge - Pension
Internal Service Charge - Social Security/Medic
Internal Service Charge - Healthcare
Internal Service Charge - Severance Trust
Internal Service Charge - Other
Total Revenues
$ 26,354
3,314
8,659
1,252
2,686
42,265
$ 27,273
3,322
9,353
1,262
2,716
43,927
$ 29,344
3,971
$ 30,431
4,111
$ 31,926
4,256
$ 33,926
4,406
$ 37,227
4,561
10,227
1,325
10,911
1,391
11,641
1,461
12,354
1,534
13,140
1,611
3,055 3,146 3,229 3,312 3,400
$ $ $ 47,921 $ 49,990 $ 52,512 $ 55,531 $ 59,939
Expenses
Pension $ 26,363
3,314
8,491
761
$ 27,273
3,322
9,235
1,200
2,561
43,591
890
$ 29,344
3,971
10,146
1,248
2,964
47,673
1,139
$ 30,431
4,111
10,830
1,273
3,049
49,694
1,435
$ 31,926
4,256
11,560
1,298
3,137
52,176
1,771
$ 33,926
4,406
12,273
1,324
3,227
55,155
2,147
$ 37,227
4,561
13,059
1,350
3,321
59,518
2,567
Social Security/Medicare
Healthcare
Severance Trust
Other 2,516
41,445
554
Total Expenses $ $ $ $ $ $ $
Ending Fund Balance $ $ $ $ $ $ $
Values are shown in thousands.

The Benefits Fund accounts for the collection of funds from operating departments to cover the cost of employee benefits. The expenses covered by this fund include pension, social security/medicare, retiree healthcare, the City's payment for medical premiums for active employees, funding for the severance trust (to pay for the cashout of unused vacation to employees who retire or otherwise leave the City), as well as a few other benefit costs, such as life insurance and long-term disability insurance. In some cases, the cost of providing these benefits is known and collections can be set accordingly. For example, the normal cost of pensions is set as a percentage of pay, so collections can be set based on that percentage of pay. In other cases, such as for the funding of the severance trust, the cost is an estimate based on historical actuals, but will fluctuate annually based on different factors. Thus, to accommodate the fluctuation of expenses like those related to the severance trust, the fund should maintain some level of fund balance. To that end, collections for the various components of this fund have been set to collect costs to fund the programs adequately while maintaining a level of fund balance that allows for the year-over-year fluctuations without requiring a transfer from the General Fund.

The largest expense category in this fund is related to pension expenses. As discussed in detail in the Budget Overview section of the budget document, pension expenses are expected to increase significantly over the next five to seven years as the result of a number of factors. These increases will continue to put pressure on the operating funds, as a larger and larger percentage of the budget will be required to cover pension cost increases.

After the transfer of the City's fire operations to SMC Fire in 2018-19, with the exception of the Bureau of Fire Protection and Life Safety (Bureau), what remains as the City's responsibility is the former fire department employees' unfunded pension liability and retiree health benefits, as those costs are attributable to years of service to the City. These legacy costs are transferred from the General Fund and administered through this fund. Bureau activities are designed to be full cost recovery, so with the transition to SMC Fire, legacy pension costs for former Bureau personnel are the responsibility of SMC Fire.

Fund balance temporarily went negative primarily due to actual expenses for health insurance and retiree medical exceeded the budget. Staff has adjusted the collection rates for the out years in the the five-year plan. The long-term forecast has the fund building back up its fund balance gradually. Actual expenses will be analyzed over time and annual collections will be adjusted accordingly.
192

631 of 671

Dental Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastDental
Beginning Fund Balance
Revenues
$ 1,078 $ 999 $ 941 $ 874 $ 798 $ 712 $ 615
Internal Service Charges
Total Revenues
$ 744 $ 734 $ 756 $ 779 $ 802 $ 826 $ 851
$ 744 $ 734 $ 756 $ 779 $ 802 $ 826 $ 851
Expenses
Insurance Premiums
Total Expenses
$ 823
823
999
$ 791
791
941
$ 823
823
874
$ 855
855
798
$ 888
888
712
$ 923
923
615
$ 959
959
507
$ $ $ $ $ $ $
Ending Fund Balance $ $ $ $ $ $ $
Values are shown in thousands.

The Dental Self-Insurance Fund accounts for the City's self-insurance activities related to the dental plan the City provides its employees. Collections for this fund are made by charging departments a flat amount for each employee.

Expenses in this fund consist almost entirely of the premiums the City pays on behalf of its employees for dental coverage. As actual expenses are analyzed over time, annual collections amounts will be adjusted accordingly. 193

632 of 671

Workers' Compensation Insurance Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
ForecastWorkers' Compensation Insurance
Beginning Fund Balance
Revenues
$
$
$
$
5,130 $
$
$
$
6,391 $
$
$
$
8,368 $
$
$
$
6,655 $
$
$
$
7,019 $
$
$
$
7,428 $
$
$
$
7,917
Interest Earnings
Internal Service Charges
Total Revenues
Expenses
501
4,684
5,186
630
4,174
4,804
400
4,299
4,699
400
4,428
4,828
400
4,561
4,961
400
4,698
5,098
400
4,839
5,239
Personnel 395
707
421
703
427
967
431
1,003
2,500
129
444
1,074
2,500
133
458
1,114
2,500
137
472
1,156
2,500
141
Operating
Claims 1,307
114
1,347
117
2,500
123Indirect Costs
Acturial Adjustment
Total Expenses
Transfer Out
(97) 237 395 400 400 400 400
$
$
$
2,426
1,500
6,391
$
$
$
2,826
-
$
$
$
4,412
2,000
6,655
$
$
$
4,464
-
$
$
$
4,552
-
$
$
$
4,609
-
$
$
$
4,669
-
Ending Fund Balance 8,368 7,019 7,428 7,917 8,487
Values are shown in thousands.

The Workers' Compensation Insurance Fund accounts for all workers' compensation self-insurance activities. This includes the cost of claims, insurance, legal and other professional services, and program administration. The total cost of claims constitutes the largest expense in this fund. Workers' compensation expenses can fluctuate significantly year-over-year based on the total cost of claims, which includes any adjustments to the total liability of the fund due to actuarially- determined changes in experience. Over the past 10 years, total expenses (excluding acturial accounting adjustment) have been as high as $4.3 million and as low as $1.6 million.

Funding for the Workers' Compensation Insurance Fund comes from collections from all of the operations across all funds that include personnel. Departments are charged a percentage of pay for each employee, and the amount of the charge depends on the type of employee. Positions that historically have higher workers' compensation experience, such as police employees, are charged a higher rate than positions with historically lower experience. Collections from departments are set in an effort to ensure adequate funding for this program, including having funds set aside in reserve to cover years where claims expenses were unusually high.

In 2019-20, the fund received a $3.5 million transfer from the General Fund to prevent the fund from going further to a negative balance. However, based on the latest actuarial study, this General Fund support is no longer needed. As such, the excess $1.5 million were transferred out to support the Comprehensive Liability Fund in fiscal year 2021-22, and the remaining $2.0 million will be transferred out to the Comprehensive Liability Fund in 2024-25.

With the transfer of the City's fire operations to San Mateo Consolidated Fire Department (SMC Fire), with the exception of former Fire personnel that served in the Bureau of Fire Protection and Life Safety (Bureau), as it is a cost recovery program, claims that were incurred while the fire employees were City employees will remain in this fund and as the City's responsiblility. While SMC Fire has paid the City for the present value of former Bureau legacy workers' compensation, which reflects open claims and claims that have been closed since SMC Fire commencement of operations, as updated actuarial studies are performed in subsequent fiscal years, the City will prepare an annual analysis to 1) compare actuarial assumptions to the current actuarial study, including the discount rate or cost of healthcare, 2) evaluate new claims if the City is assigned proportional responsiblity. The City will then compare the amount of legacy costs paid by SMC Fire (from its Bureau) to the City with the update workers' compensation liability and resume collecting additional costs as appropriate. 194

633 of 671

Comprehensive Liability Insurance Fund
2023-24
Estimated
Actuals
2024-25
Proposed
Budget
2025-26
Projected
Budget
6 Comprehensive Liability
Insurance
2022-23
Actuals
2026-27
Forecast
2027-28
Forecast
2028-29
Forecast
Beginning Fund Balance
Revenues
$ (1,517) $ (12,057) $ (1,656) $ $ (194) $ (252) $ (666) Interfund Charges
Investment/Interest Earnings
Misc. Revenues
Total Revenues
Expenses
$ 2,237
26 $ 2,793 $ 3,700 $ 4,440 $ 5,328 $ 5,861 $ 6,447
-
-
-
-
-
-
-
-
-
-
-
-3
$ 2,266 $ 2,793 $ 3,700 $ 4,440 $ 5,328 $ 5,861 $ 6,447 Personnel $ 143
1,784
142
$ 142
2,300
2,085
630
$ 149
3,200
250
$ 150
3,600
250
430
211
-
$ 155
4,320
250
443
218
-
$ 160
5,184
250
456
225
-
$ 165
6,221
250
Insurance Premiums
Claims
Attorney's Fees
Other Costs
688 430 470
313 260 209 232
Actuarial Adjustment
Total Expenses
Transfer In
12,738
15,806
3,000
(11,025)
(5,609)
2,000
(200)
4,038
2,000
6 -
$
$
$
$
$
$
$
$
4,641
-
$
$
5,386
-
$
$
6,275
-
$
$
7,338
-
Ending Fund Balance $ (12,057) $ (1,656) $ $ (194) $ (252) $ (666) $ (1,557) Values are shown in thousands.

The Comprehensive Liability Insurance Fund accounts for the City's general liability program. Expenses in this fund primarily consist of insurance premiums, the cost of claims, legal and other professional services, and program administration.

The 2024-25 budget totals $4.0 million, primarily due to insurance premium increases. The City's general liability insurance premium increased from $0.6 million in 2017-18 to $2.3 million in 2023-24, almost tripling over six years with an average annual increase of 25%. For the upcoming fiscal year, the insurance premium is projected to be approximately $3 million, reflecting a 30% increase compared to the previous year. If this trend continues, the insurance premium will reach $6.2 million by 2028-29, pushing the program expenses to over $7.3 million annually. Although staff has increased interfund charges (cost recovery revenues), more is needed to cover the costs. As shown in the five-year forecast, the fund is projected to have a negative fund balance starting in 2025-26, growing to a negative $1.5 million by 2028-29.

The California public entity insurance marketplace has been changing dramatically in recent years, and public agencies throughout the state are seeing a significant increase in plaintiff demands and high dollar liability claims. Areas of concern include wildfires, dangerous conditions, road design, intersections, sidewalks, and public safety services. Future insurance costs will be determined by the loss run experience for the City’s General Liability Program. It is anticipated that insurance premiums will remain high for the next few years before any reduction is seen. 195

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Five-Year Capital
Improvement Program
183196

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Summary
As part of the Capital Improvement Program (CIP) budget process, departments develop project requests that capture the ﬁve-year capital project needs. Total project costs are developed, and funding sources are idenꢀﬁed where possible. For capital projects that have been completed, operaꢀng costs are included in the respecꢀve operaꢀng budgets. New and ongoing capital projects are prioriꢀzed and recommended for funding based on a review and analysis by a commiꢁee made up of the City Manager, Assistant City Manager, Public Works Director, Parks and Recreaꢀon Director, and Finance Director.

Secꢀons 65400, 65401, and 65403 of the California Planning and Land Use Government Code require the City’s governing body, planning, or public works commission to review public works projects proposed for the ﬁscal year to determine conformity with the adopted General Plan. The City Council reviews the Capital Improvement Program Budget at their meeꢀngs in June each year, with the opꢀon to hold study sessions if needed. During these meeꢀngs, the Council reviews the City’s ﬁve-year CIP recommendaꢀons, which are listed in the schedules that follow this narraꢀve, to determine if the proposed capital projects are in conformance with the goals, policies, and acꢀons contained within the General Plan.

The ﬁve-year CIP totals $240.0 million, with $65.2 million for 2024-25. Immediately following this narraꢀve is a list of all the capital projects funded in the 2024-29 CIP (“Funded Projects”). In addiꢀon, the table below summarizes the ﬁve-year CIP by physical type of the capital projects. 2024-25
Proposed
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
Five-Year
Total
Bikeway/Pedestrian
Bridges
$ 3,086,587
8,930,000
8,888,900
2,983,000
$ 2,433,819
50,000
$ 5,588,636
20,000
$ 1,150,000
750,000
$
-
450,000 $ 12,709,042
9,750,000
Buildings 9,625,000
14,156,828
8,310,000
2,895,000
4,410,000
2,175,000
2,560,000
1,275,000
33,793,900
23,484,828Parks
SanitarySewer and
Wastewater Management
(Clean Water Program)
27,806,000 7,812,000 27,660,000 20,725,000 19,320,000 103,323,000 Stormwater 550,000 150,000
8,250,000
2,175,000
1,327,000
150,000
8,250,000
1,025,000
1,527,000
150,000
8,250,000
325,000
150,000
8,100,000
325,000
1,150,000
42,725,000
3,850,000
9,208,376
Streets 9,875,000
Traffic -
Other CityCapital Projects
Total 5-Year CIP
3,128,876 2,043,500 1,182,000
$ 65,248,363 $ 45,979,647 $ 55,425,636 $ 39,978,500 $ 33,362,000 $239,994,146 Of the total $240.0 million, $103.3 million (43% of the total ﬁve-year CIP) is for Clean Water Program capital projects, all of which are funded by sewer service charges, bond and loan proceeds, and capital payments from the sewer system’s subregional customers and the City of Foster City. More details of this signiﬁcant infrastructure investment are provided in the following secꢀon. Street rehabilitaꢀon and reconstrucꢀon projects total $42.7 million (18% of the total ﬁve-year CIP), while parks-related projects amount to $23.5 million (10% of the total).
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Wastewater Capital Improvement Projects
The Sewer Enterprise system consists of the City’s sewer collecꢀon system and wastewater treatment plant (WWTP), faciliꢀes serving the residents and businesses of the City, all of Foster City, the Crystal Springs County Sanitaꢀon District (“CSCSD”), and porꢀons of the neighboring communiꢀes (sub-regional customers) of the Town Hillsborough, City of Belmont, and certain unincorporated areas of San Mateo County. The current populaꢀon in the uꢀlity’s service area is approximately 150,000 residents. There are approximately 28,500 customer accounts in the City and approximately 7,200 customer accounts in Foster City and the sub-regional customer communiꢀes uꢀlizing the WWTP.

Significant Sewer Infrastructure Needs and the Cease and Desist Order (CDO) Similar to many wastewater systems in the region, the City’s Sewer Enterprise faciliꢀes are aging and in need of signiﬁcant rehabilitaꢀon and upgrade. The City’s sewer collecꢀon system dates back to the early 1900s, with the majority of sewer pipes installed in the 1940s through 1960s. The original structures at the WWTP were constructed in 1937. The City’s collecꢀon system has challenges with inﬁltraꢀon and inﬂow through leaky pipes and illegal drain connecꢀons. During signiﬁcant rain events, ﬂow into the sewer pipes increases, exceeding the capacity of the sewer collecꢀon system and WWTP. These condiꢀons result in overﬂows of diluted and untreated sewage onto streets and storm drains, which eventually reaches the City’s local creeks and San Francisco Bay. These events are termed sanitary sewer overﬂows (SSOs).

Due to past incidents of SSOs into the City’s local creeks and San Francisco Bay, the San Francisco Bay Regional Water Quality Control Board (Regional Board) issued a Cease and Desist Order (CDO) in 2009, mandaꢀng the City to implement measures to reduce and prevent SSO’s . The Naꢀonal Pollutant Discharge Eliminaꢀon System permit for the WWTP also requires the City to ensure full treatment at the WWTP of all eﬄuent and eliminate “blending” pracꢀces.

In December 2014, the City established the Clean Water Program to address the Regional Board’s CDO and comply with Wastewater Treatment Plant operaꢀon permit requirements. The Clean Water Program is a 10-year, approximately $1 billion, comprehensive capital improvement plan to address the needs for both the collecꢀon system and the WWTP. These improvements are focused on replacing aging infrastructure, providing wet weather capacity assurance, meeꢀng current and anꢀcipated future regulatory requirements, and aligning with the City’s sustainability goals. The City’s Sewer Enterprise conꢀnues to invest in its operaꢀng budget for staﬀ and consultant engineering services to execute the Clean Water Program improvements.

The Clean Water Program’s largest capital improvement project is the WWTP Upgrade and Expansion project, building new treatment faciliꢀes that increase capacity, ensure full treatment of eﬄuent, and eliminate blending pracꢀces. As of August 2020, all three phases of the WWTP Upgrade and Expansion construcꢀon contract had been awarded. The ﬁrst phase is for excavaꢀon and site preparaꢀon, the second phase is to build the foundaꢀon, and the third phase is to construct the faciliꢀes. The project is anꢀcipated to be completed by October 2025.

The largest collecꢀon system capital improvement project is the Basins 2 & 3 Collecꢀon System Improvements project, which includes the Underground Flow Equalizaꢀon System (UFES) project. The UFES project consists of an underground 5.3-million-gallon structure that provides in-stream storage capacity to help eliminate SSOs in San Mateo and comply with the CDO. The special use permit and the 198

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project environmental impact report were approved in October 2019. The construcꢀon contract was awarded in May 2020 and ﬁnal compleꢀon of the project is anꢀcipated in 2024.

Sewer Capital Project Revenues
The City is uꢀlizing a number of funding and ﬁnancing opꢀons for the Clean Water Program. These include federal Water Infrastructure Finance and Innovaꢀon Act (WIFIA) loan funds, State Revolving Fund (SRF) loan funds, revenue bonds, and direct funding from sewer fees. Sewer fees will pay the debt service on these various ﬁnancing mechanisms.

The City, through the San Mateo – Foster City Public Financing Authority (Authority) with Foster City/Estero Municipal Improvement District (EMID), has received signiﬁcant funding through SRF and WIFIA loans for the wastewater treatment plant upgrade and expansion project. In November 2020, the Authority ﬁnalized a WIFIA loan for the WWTP for $277 million and in December 2020, the City ﬁnalized a second WIFIA loan for its Basins 2 and 3 Collecꢀon System Improvement project for $85 million. An SRF loan of $137 million was ﬁnalized in early May 2022.

Sewer Capital Projects and Costs
Of the total $103.3 million planned over the next ﬁve years, four capital projects are planned for the City’s WWTP totaling an esꢀmated $44.7 million. The largest planned WWTP project is $29.6 million for the on-going WWTP Upgrade and Expansion project, followed by $11.0 million for annual repairs, and $4.1 million for annual major components.

Sewer collecꢀon system improvements total an esꢀmated $63.6 million, with eleven diﬀerent capital projects throughout the City. The largest sewer collecꢀon system project is $13.9 million for CWP Annual Citywide Sanitary Sewer Rehabilitaꢀon, followed by $19.0 million for Sanitary Sewer Pump Staꢀon Upgrades and $26.0 million for Annual Sanitary Sewer Rehabilitaꢀon.

Street Rehabilitation and Improvement Capital Projects
A total of $42.7 million in street rehabilitaꢀon, reconstrucꢀon, and improvement projects are planned for in the ﬁve-year CIP. Primary funding sources for these projects include Road Maintenance and Rehabilitaꢀon Account Fund ($14.0 million), Measure A half-cent sales tax ($9.0 million), Gas Tax ($7.3 million), Measure W half-cent sales tax ($4.0 million), Measure S ($2.7 million), Measure M vehicle license fee revenue ($1.75 million), and Street and Flood Control Bonds ($0.3 million).

The City’s Pavement Management Program (PMP) uses available funding to minimize deferred maintenance, reduce the failed streets inventory, and maintain the City’s streets with a Pavement Condiꢀon Index (PCI) above 70. While the PMP focuses on the management of the City’s enꢀre pavement assets, a separate Smooth Streets Program (SSP) was created in 2013 to address failed streets.

Street segments with a PCI of less than 25 are considered “failed” by common industry pracꢀce, and generally require expensive, full street reconstrucꢀon to restore. Of the 17 miles idenꢀﬁed as failed streets and ﬁve miles idenꢀﬁed as at-risk, 15.7 miles have been restored and 3.6 miles are currently in construcꢀon. The remaining 2.7 miles of failed streets/at-risk streets in the Smooth Streets Program are currently scheduled for compleꢀon by 2026. Smooth Streets projects that are idenꢀﬁed for the next ﬁve years are programmed with a total of $2.0 million.
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City Building and Facilities Improvement Capital Projects Similar to the City’s sewer infrastructure, many City faciliꢀes are aging and facing signiﬁcant upgrade needs. $’s A total of $33.8 million is planned for various building faciliꢀes improvements and new construcꢀon. $7.4 million of this total is budgeted for roof replacement and improvements at various City faciliꢀes, $5.1 million of this total is budgeted for waterprooﬁng, painꢀng, structural repairs, and other improvements to parking garages, and $0.6 million is budgeted for the conꢀnuaꢀon of a Citywide Faciliꢀes Condiꢀon Assessment.

Bridge Maintenance and Improvement Capital Projects
Of the total $9.8 million planned over the next ﬁve years for bridge-related capital improvements, $8.9 million is planned for the Bermuda Drive Bridge Replacement project, $0.1 million for citywide bridge maintenance, and $0.8 million for the Ryder Creek Bridge Painꢀng project. The Bermuda Drive Bridge Replacement project is principally funded by a $6.1 million grant, $1.6 million from Measure A half-cent sales tax , $0.3 million from Measure S, and $0.9 million from Measure W.

Parks and Recreation Facilities Renovation & Rehabilitation Capital Projects A total of $23.5 million in parks and recreaꢀon capital improvement projects are planned for the next ﬁve years. Of the total planned, the largest parks project is $6.7 million for Central Park, consistent with the capital improvements idenꢀﬁed in the approved and updated Central Park Master Plan. $1.8 million is also programmed to upgrade citywide park play areas.

Of the $23.5 million total of planned projects, the majority ($11.1 million) are funded from parks and recreaꢀon related taxes and fees. The City has received signiﬁcant parks and recreaꢀon related taxes and fees from the development projects currently underway in the City, which has allowed for the capacity to program the large projects in the ﬁve-year CIP.

Stormwater / Flood Control Renovation & Rehabilitation Capital Projects A total of $1.2 million is planned for storm drainage and ﬂood control projects for the next ﬁve years.

Projects in this category include $.6 million for the Citywide Soil Stabilizaꢀon Program, $0.5 million for the Marina Lagoon Dredging Design and Permiꢂng project, and $0.05 million for the Adaptaꢀon Plan project. Staﬀ is updaꢀng the City’s Storm Drain Master Plan in 2024-25, which will result in prioriꢀzed capital improvement needs that will be programmed into future ﬁve-year Capital Improvement Program budgets.

Bikeway / Pedestrian Walkway Capital Projects
A total of $12.7 million is planned for bikeway and pedestrian walkway projects. Of the total, $5.4 million is planned for the Fashion Island class IV bike lane, $2.1 million is budgeted for the Bike San Mateo Program, $0.5 million is budgeted for Quick build mobility projects, $3.1 million is budgeted for pedestrian, street and bike infrastructure from CDBG funding, $1.4 million is budgeted for the Delaware Safe Routes to School Corridor project, and $400,000 is budgeted to fully fund the Hillsdale Boulevard and Alameda De Las Pulgas Signal.
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Traffic Capital Projects
A total of $3.9 million is planned for congesꢀon management and neighborhood traﬃc requests. Of this amount, the larger projects include $0.9 million and $0.4 million for two traﬃc signal projects at the intersecꢀons of Alameda De Las Pulgas/ Barneson and Alameda De Las Pulgas/ Hillsdale Blvd, respecꢀvely. The remaining $0.4 million is planned for neighborhood related traﬃc requests.

The primary funding sources for these traﬃc-related projects are traﬃc impact fees ($0.8 million), Measure A ($3.6 million) and Measure S ($0.4 million).

Streetlights Capital Projects
The project replaces approximately 450 exisꢀng high voltage streetlights with lower voltage, LED streetlights. The project will be implemented in phases and is expected to be completed in 2026. This enꢀre project is funded by the General Fund.

Other City Capital Projects
Various other citywide capital projects are planned totaling $9.2 million over the next ﬁve years. Of this amount, the largest project of $2.3 million for childcare faciliꢀes and $1.3 million budgeted for electronic and digital services improvements for the Community Development Department.

CIP Funding
All the projects listed in the following “Funded Projects” sub-secꢀon have idenꢀﬁed sources of funding.

The reports following separate the funded projects by category and by funding source.

The City also has several capital projects that have no idenꢀﬁed source of funding. 201

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CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Bikeway/Pedestrian
Gas Tax
CITYWIDE BICYCLE PARKING $ - $ 10,000 $ 10,000 $ - $ - $ 20,000 Grants
CDBG PROJECTS 450,000
554,545
450,000 450,000 450,000 450,000 2,250,000
5,375,000
(150,000)
1,401,000
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)

HILLSDALE BIKE PEDESTRIAN BRIDGE FEASIBILITY STUDY

DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR
Measure A
831,819 3,988,636 -
-
-
-
-
-
(150,000)
1,401,000
-
-
-
-
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)

BIKE SAN MATEO PROGRAM
-
250,000
300,000
240,000
(452,000)
(15,000)
8,042
- 200,000 -
-
-
-
-
-
-
-
-
-
-
-
-
-
200,000
452,000
300,000
720,000
(452,000)
(15,000)
8,042
202,000 -

CDBG PROJECTS - -

CITYWIDE SAFE ROUTES TO SCHOOL CORRIDOR

HIGH PRIORITY BICYCLE PROJECT DESIGN PACKAGE

HILLSDALE BIKE PEDESTRIAN BRIDGE FEASIBILITY STUDY

TOD PEDESTRIAN ACCESS STUDY
Measure S
240,000 240,000
-
-
-
-
-
-

QUICK BUILD MOBILITY PROGRAM
Traffic Impact Fees
500,000 500,000
BIKE SAN MATEO PROGRAM - 700,000 700,000 700,000 - 2,100,000 Total $ 3,086,587 $ 2,433,819 $ 5,588,636 $ 1,150,000 $ 450,000 $ $
12,709,042
Bridges
General Fund

RYDER CREEK BRIDGE PAINTING
Grants
$ - $ -
-
$ -
-
$ 750,000
-
$ -
-
750,000

BERMUDA DRIVE BRIDGE REPLACEMENT
Measure A
6,100,000 6,100,000

CITYWIDE BRIDGE MAINTENANCE

BERMUDA DRIVE BRIDGE REPLACEMENT
Measure S
50,000 50,000
-
20,000
-
-
-
-
-
120,000
1,580,000 1,580,000

BERMUDA DRIVE BRIDGE REPLACEMENT
Measure W
300,000 - - - - 300,000
BERMUDA DRIVE BRIDGE REPLACEMENT 900,000 - - - - 900,000 Total $ 8,930,000 $ 50,000 $ 20,000 $ 750,000 $ - $ 9,750,000 202

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CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Buildings
General Fund

CITYWIDE FIRE-INTRUSION ALARM SYSTEM UPGRADE

ADA ENTRY COMPLIANCE-BERESFORD

DOWNTOWN PARKING IMPROVEMENTS

ADA COMPLIANCE AND TRANSITION PLANNING

MARINA LIBRARY STRUCTURAL IMPROVEMENTS

CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

PAINT MAIN LIBRARY
$ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 1,000,000 350,000
400,000
355,000
300,000
200,000
5,300
350,000 - - - -
- 100,000 100,000 100,000 100,000
- 250,000 35,000 35,000 35,000
- 300,000 - - -
- 50,000 50,000 50,000 50,000
5,300 - - - -

CITYWIDE FACILITIES CONDITION ASSESSMENT

BERESFORD BASKETBALL COUTY RESURFACE

LOS PRADOS COURT LIGHTING IMPROVEMENTS
BERESFORD RECREATION CENTER: ROOF REPLACEMENT
CENTRAL RECREATION CENTER: ROOF REPLACEMENT

CITY HALL - ROOF REPLACEMENT
600,000 - - - - 600,000
200,000
300,000
700,000
440,000
1,600,000
475,000
125,000
400,000
150,000
900,000
100,000
1,950,000
300,000
3,500,000
1,500,000
1,200,000
700,000
50,000
- - 200,000 - -
- 300,000 - - -
- 700,000 - - -
440,000 - - - -
- -
-
1,600,000 - -
CORPORATION YARD PAVING 75,000 400,000 - -
DOWNTOWN RESTROOMS 25,000 25,000
200,000
-
25,000 25,000 25,000
FIRE STATION 21 - INTERIOR PAINTING - 200,000 - -
FIRE STATION 24 SHOWER REMODEL 150,000 - - -
KING RECREATION CENTER: ROOF REPLACEMENT

MAIN LIBRARY IMPROVEMENTS
- 900,000
100,000
-
- - -
- - - -
MAIN LIBRARY: CARPET REPLACEMENT
MAIN LIBRARY: LIGHTING CONTROLS UPGRADE
MAIN LIBRARY: PARKING GARAGE STRUCTURAL REPAIR

MAIN STREET GARAGE - WATERPROOFING

PARKING LOT RESURFACING (SHORELINE/LAKESHORE/LOS PRADOS/BERESFORD) POLICE STATION: PARKING DECK RESURFACING
POLICE STATION: PARKING GARAGE WATERPROOFING

RECREATION CENTER BACKUP GENERATOR CONNECTION
SENIOR CENTER: ROOF REPLACEMENT

TENNIS COURT GARAGE LIFESPAN EVALUATION
Grants
- 650,000 650,000 650,000
300,000 - - - -
- 500,000
300,000
300,000
-
1,000,000 1,000,000 1,000,000
300,000 300,000 300,000 300,000
-
700,000
-
300,000 300,000 300,000
- - -
50,000
50,000
700,000
-
- - -
50,000
-
50,000 50,000 50,000 250,000
700,000
50,000
-
-
-
-
-
-50,000

MARINA LIBRARY STRUCTURAL IMPROVEMENTS

KING POOL ASSESSMENT AND IMPROVEMENTS
Measure S
1,758,600
850,000
-
-
-
-
-
-
-
-
1,758,600
850,000

MARINA LIBRARY STRUCTURAL IMPROVEMENTS
FIRE STATION 27 - ROOF REPLACEMENT

HILLSDALE LIBRARY - ROOF REPLACEMENT
POLICE STATION: PARKING DECK RESURFACING

SHOREVIEW RECREATION CENTER - ROOF REPLACEMENT
2,100,000 -
-
-
-
-
-
-
-
-
-
-
500,000
500,000
-
-
-
-
-
-
2,100,000
500,000
500,000
600,000
500,000
-
-
600,000
- 500,000
203

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CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Buildings (continued)
Parks and Recreation Tax and Fees

KING POOL ASSESSMENT AND IMPROVEMENTS
Sewer
- 3,000,000 3,000,000 - - 6,000,000

CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

CORPORATION YARD PAVING

WWTP PAVING
- 50,000
400,000
50,000 50,000 50,000 200,000
475,00075,000
100,000
-
-
-
-
-
-1,000,000 1,100,000
Taxes, Fees & Charges
CITY HALL IMPROVEMENTS 100,000
(65,000)
75,000
100,000 100,000 100,000 - 400,000
(65,000)PANIC BUTTONS AT COUNTERS & OFFICES

OFFICES ACOUSTIC ATTENUATION - CITY HALL
-
-
-
-
-
-
-
- 75,000
Total $ 8,888,900 $ 9,625,000 $ 8,310,000 $ 4,410,000 $ 2,560,000 $ $
33,793,900
Parks
General Fund

PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACE/PUBLIC WORKS

CITYWIDE PARK FENCING AND STRUCTURES

SKATE PLAZA UPDATES
$ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 2,500,000 400,000
100,000
150,000
500,000
25,000
200,000 200,000 - - -
-
-
-
-
-
-
-
-
-
-
100,000 - - -
PARK RESTROOM PHASE V 150,000 - - -

SHOREVIEW BASKETBALL COURT RESURFACING

BERESFORD PICKLEBALL COURTS
BERESFORD: PICNIC SHELTER SLAB REPLACEMENT

CITYWIDE EMERGENCY FIELD LIGHTING

LAKESHORE BASKETBALL COURT - RESURFACE

LAURELWOOD PARK RETAINING WALL REPAIR

LOS PRADOS BASKETBALL COURT - RESURFACE
LOS PRADOS: PICNIC AREA IMPROVEMENTS
Grants
- - 500,000 -
25,000 -
50,000
120,000
-
- -
- - - 50,000
120,000 120,000 - 360,000
400,000
100,000
450,000
50,000
- -
-
-
-
400,000
100,000 - -
-
-
-
-
450,000
50,000

CITYWIDE PARK PLAY AREA UPGRADE - HISTORIC

LAKESHORE CHILDCARE
-
-
241,828 -
-
-
-
-
-
241,828
2,000,000 2,000,000
Measure S
SPORTS FIELDS CONVERSION: SYNTHETIC TURF

CENTRAL PARK
400,000 1,100,000
100,000
-
- -
-
-
-
-
-
-
-
1,500,000
100,000-
300,000
-
-
-GATEWAY PARK PEDESTRIAN BRIDGE IMPROVEMENTS

PARK RESTROOM REFURBISHMENT - PHASE VI
Miscellaneous
300,000
600,000 1,000,000 1,600,000

TREE PLANTING - PARKS DIVISION
Parks and Recreation Tax and Fees

CITYWIDE PARK PLAY AREA UPGRADE - HISTORIC
SPORTS FIELDS CONVERSION: SYNTHETIC TURF

CENTRAL PARK
100,000 100,000 100,000 100,000 100,000 500,000
(3,700,000)
-
- - (3,700,000)
2,000,000
6,600,000
85,000
-
2,900,000
-
500,000 1,000,000 500,000
3,700,000
85,000
100,000
-
-
-
-
-
-
-
-
-

SKATE PLAZA UPDATES
PARKS IRRIGATION CONTROLLER UPGRADE 100,000 200,000
204

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CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Parks (continued)

GOLF COURSE - WELL DRILLING
GOLF COURSE UPGRADES 2018-19

JAPANESE GARDEN REPAIRS

LAKESHORE CHILDCARE
53,000 250,000
85,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
303,000
85,000-
- 250,000
2,500,000
775,000
1,610,000
-
250,000
2,500,000
775,000
1,610,000
400,000
-

LAURELWOOD PARK -
-LAURELWOOD PARK PLAYGROUND TBC

PARKSIDE AQUATIC PLAY AREA
Tree Replacement Fee
400,000
TREE PLANTING - PARKS DIVISION 350,000 175,000 175,000 175,000 175,000 1,050,000 Total $ 2,983,000 $ 14,156,828 $ 2,895,000 $ 2,175,000 $ 1,275,000 $ $
23,484,828
Sanitary Sewer and Wastewater Management (Clean Water Program) Sewer
ROOT FOAMING $ 400,000 $ 412,000 $ 425,000 $ 438,000 $ 452,000 2,127,000 (5,000,000)
533,000

PROGRAM MANAGEMENT - SEWER PROJECTS

EAST SAN MATEO LIFT STATION
(5,000,000) - - - -
533,000 - - - -
BASIN 4 COLLECTION SYSTEM IMPROVEMENTS

CWP ANNUAL CITYWIDE SANITARY SEWER REHAB

CWP CCTV INSPECTION PROGRAM
(14,000,000) - -
-
-
-
-
-
(14,000,000)
13,900,000
700,000
11,000,000 2,900,000
700,000 - - - -

TMDL ENHANCED PLANNING AND INFRASTRUCTURE IMPROVEMENTS

SANITARY SEWER FLOW MONITORING & REPORTING

ANNUAL SANITARY SEWER REHABILITATION

SANITARY SEWER PUMP STATION UPGRADES

SANITARY SEWER CCTV INSPECTION PROGRAM

WWTP & FLOW MANAGEMENT UPGRADE & EXPANSION

CWP WWTP ANNUAL MAJOR COMPONENTS

WWTP ANNUAL REPAIRS
2,500,000 2,500,000 2,500,000
125,000
7,120,000
13,020,000
900,000
-
2,500,000
125,000
10,350,000
3,000,000
635,000
-
2,500,000
125,000
8,500,000
3,000,000
955,000
-
12,500,000
375,000- -
- - 25,970,000
19,020,000
2,490,000
29,573,000
4,100,000
11,035,000
103,323,000
-
-
-
-
29,573,000
2,100,000
-
-
2,000,000
-
- - -
3,570,000
27,660,000
3,677,000
20,725,000
3,788,000
19,320,000Total $
$
$
27,806,000 $
$
$
7,812,000 $
$
$
$
$
$
$
$
$
$
$
$
Stormwater
Stormwater Fee

CITYWIDE SOIL STABILIZATION PROGRAM

MARINA LAGOON DREDGING DESIGN/PLANNING
Taxes, Fees & Charges
- 150,000
-
150,000
-
150,000
-
150,000
-
600,000
500,000500,000
ADAPTATION PLAN 50,000
550,000
- - - - 50,000
1,150,000Total 150,000 150,000 150,000 150,000
205

644 of 671

CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Streets
Gas Tax

CITYWIDE STREET REHABILITATION PROGRAM
Measure A
$ 2,300,000 $ 1,240,000 $ 1,240,000 $ 1,250,000 $ 1,250,000 $ 7,280,000

CITYWIDE SIGN INVENTORY AND REPLACEMENT
CITYWIDE STREET REHABILITATION PACKAGE 2
CITYWIDE STREET REHABILITATION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
Measure S
- 150,000 150,000 150,000 - 450,000
(550,000)
(375,000)
9,495,000
(550,000)
(375,000)
1,475,000
-
-
-
-
-
-
-
-
2,010,000 2,010,000 2,000,000 2,000,000
CITYWIDE STREET RECONSTRUCTION PACKAGE 2

CITYWIDE STREET REHABILITATION PROGRAM
Measure W
(725,000)
-
- - - - (725,000)
3,200,000800,000 800,000 800,000 800,000
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
Other Agencies
(725,000)
625,000
100,000
-
-
-
-
-
-
-
-
(725,000)
625,000
1,000,000 1,000,000 1,000,000 1,000,000 4,100,000
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS
RMRA
1,350,000 - - - - 1,350,000
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
Taxes, Fees & Charges
(1,994,898)
4,694,898
500,000
-
-
-
-
-
-
-
-
(1,994,898)
4,694,898
2,700,000 2,700,000 2,700,000 2,700,000 11,300,000
CITYWIDE STREET REHABILITATION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 2

CITYWIDE STREET REHABILITATION PROGRAM

DEVELOPMENT DESIGN STANDARDS
Traffic Impact Fees
(325,000)
675,000
(550,000)
950,000
725,000
75,000
- - - - (325,000)
675,000
(550,000)
2,350,000
725,000
75,000
- - - -
- - - -
350,000 350,000 350,000 350,000
-
-
-
-
-
-
-
-
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS 1,650,000 - - - - 1,650,000 Total $ 9,875,000 $ 8,250,000 $ 8,250,000 $ 8,250,000 $ 8,100,000 $ $
42,725,000
Traffic
Gas Tax

GRAMMERCY DRIVE RETAINING WALL
Grants
$ - $ 50,000
-
$ 50,000
-
$ 50,000
-
$ 50,000
-
200,000

DOWNTOWN GRADE SEPARATION STUDY
Measure A
(1,000,000) (1,000,000)

CITYWIDE TRAFFIC SIGNAL RETIMING

HILLSDALE/ALAMEDA DE LAS PULGAS SIGNAL
28TH AVENUE GAP CLOSURE CONSTRUCTION
-
400,000
550,000
-
25,000
-
25,000 25,000 25,000 100,000
400,000-
-
-
-
-
-
-
-
1,650,000
200,000
2,200,000
900,000ALAMEDA DE LAS PULGAS AND BARNESON INTERSECTION SAFETY AND OPTIMIZATION 700,000 206

645 of 671

CIP Projects by Category and Funding Source
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Traffic (continued)
Measure S

NEIGHBORHOOD TRAFFIC MANAGEMENT
Measure W
- 100,000
-
100,000
-
100,000
-
100,000
-
400,000

DOWNTOWN GRADE SEPARATION STUDY
Traffic Impact Fees
(100,000) (100,000)
CITYWIDE TRAFFIC CALMING 150,000 150,000 150,000 150,000 150,000 750,000 Total $ - $ 2,175,000 $ 1,025,000 $ 325,000 $ 325,000 $ $
3,850,000
Other Capital City Projects
General Fund

CITYWIDE PAID PARKING EVALUATION AND IMPLEMENTATION

POLICE RADIOS - HAND HELD AND MOBILE

GREEN FLEET CHARGING INFRASTRUCTURE

EXTERIOR AND INTERIOR PAINTING - CENTRAL PARK GARAGE

CORP YARD UNDERGROUND TANK REPLACEMENT

CITYWIDE ASSISTIVE LISTENING DEVICES

CITYWIDE FENCE IMPROVEMENTS
Grants
$ - $ - $ - $ 66,500 $ 155,000 221,500
773,000
225,000
600,000
617,000
600,000
500,000
773,000
125,000
300,000
617,000
-
-
100,000
-
-
-
- -
- -
300,000
-
-
-
-
- -
-200,000
100,000
200,000
100,000
200,000
100,000100,000 100,000
CDBG COMMUNITY FACILITIES 40,000
127,000
(73,750)
40,000
127,000
-
40,000
127,000
-
40,000
127,000
-
40,000
127,000
-
200,000
635,000
(73,750)

MINOR HOME REPAIR

RAILROAD CROSSING IMPROVEMENTS
Measure W
TRAIN QUIET ZONE 250,000 - - - - 250,000
Miscellaneous
HOUSING REHABILITATION 60,000
-
60,000
-
60,000
-
60,000 60,000
-
300,000
750,000SEAL POINT PARK POND H2S INVESTIGATION AND REMEDIATION Other Agencies
750,000

RAILROAD CROSSING IMPROVEMENTS
Parks and Recreation Tax and Fees

SHOREVIEW PICKLEBALL COURTS
Private Contributions
(772,374)
300,000
450,000
78,000
- - - - (772,374)
300,000
2,250,000
78,000
-
450,000
-
-
450,000
-
-
450,000
-
-
450,000
-

CHILD CARE FACILITIES
Sewer

CORPORATION YARD UNDERGROUND TANK REPLACEMENT
Taxes, Fees & Charges

CDD SERVICE IMPROVEMENT-ELECTRONIC & DIGITAL

CITYWIDE SOIL STABILIZATION PROGRAM

CORPORATION YARD UNDERGROUND TANK REPLACEMENT
250,000
450,000
55,000
250,000 250,000 250,000 250,000 1,250,000
450,000
55,000
-
-
-
-
-
-
-
-
Total $
$
3,128,876 $
$
1,327,000 $
$
1,527,000 $
$
2,043,500 $
$
1,182,000 $
$
9,208,376
Grand Totals 65,248,363 45,979,647 55,425,636 39,978,500 33,362,000 239,994,146 207

646 of 671

208

647 of 671

CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
General Fund
Bridges
RYDER CREEK BRIDGE PAINTING $ - $ - $ - $ 750,000 $ - $ 750,000 Buildings

CITYWIDE FIRE-INTRUSION ALARM SYSTEM UPGRADE

ADA ENTRY COMPLIANCE-BERESFORD
250,000 250,000 250,000 250,000 - 1,000,000
350,000
400,000
355,000
300,000
200,000
5,300
350,000 - - - -
DOWNTOWN PARKING IMPROVEMENTS - 100,000 100,000 100,000 100,000

ADA COMPLIANCE AND TRANSITION PLANNING

MARINA LIBRARY STRUCTURAL IMPROVEMENTS

CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

PAINT MAIN LIBRARY
- 250,000 35,000 35,000 35,000
- 300,000 - - -
- 50,000 50,000 50,000 50,000
5,300 - - - -

CITYWIDE FACILITIES CONDITION ASSESSMENT

BERESFORD BASKETBALL COUTY RESURFACE

LOS PRADOS COURT LIGHTING IMPROVEMENTS
BERESFORD RECREATION CENTER: ROOF REPLACEMENT
CENTRAL RECREATION CENTER: ROOF REPLACEMENT

MAIN LIBRARY IMPROVEMENTS
- 900,000
100,000
-
- - -
- - - -
MAIN LIBRARY: CARPET REPLACEMENT - 650,000 650,000 650,000 MAIN LIBRARY: LIGHTING CONTROLS UPGRADE
MAIN LIBRARY: PARKING GARAGE STRUCTURAL REPAIR

MAIN STREET GARAGE - WATERPROOFING

PARKING LOT RESURFACING (SHORELINE/LAKESHORE/LOS PRADOS/BERESFORD) POLICE STATION: PARKING DECK RESURFACING
POLICE STATION: PARKING GARAGE WATERPROOFING

RECREATION CENTER BACKUP GENERATOR CONNECTION
SENIOR CENTER: ROOF REPLACEMENT
300,000 - - - -
- 500,000
300,000
300,000
-
1,000,000 1,000,000 1,000,000
300,000 300,000 300,000 300,000
-
700,000
-
300,000 300,000 300,000
- - -
50,000
50,000
700,000
-
- - -
50,000
-
50,000 50,000 50,000 250,000
700,000
50,000
-
-
-
-
-
-TENNIS COURT GARAGE LIFESPAN EVALUATION
Other City Capital Projects
50,000

CITYWIDE PAID PARKING EVAL & IMPLEMENT

POLICE RADIOS - HAND HELD AND MOBILE

GREEN FLEET CHARGING INFRASTRUCTURE

EXTERIOR AND INTERIOR PAINTING - CENTRAL PARK GARAGE

CORPORATION YARD UNDERGROUND TANK REPLACEMENT

CITYWIDE ASSISTIVE LISTENING DEVICES

CITYWIDE FENCE IMPROVEMENTS
- - - 66,500 155,000 221,500
773,000
225,000
600,000
617,000
600,000
500,000
773,000
125,000
300,000
617,000
-
-
100,000
-
-
-
- -
- -
300,000
-
-
-
-
- -
-200,000
100,000
200,000
100,000
200,000
100,000100,000 100,000
209

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CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
General Fund (Continued)
Parks

PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT/PUBLIC WORKS

CITYWIDE PARK FENCING AND STRUCTURES

SKATE PLAZA UPDATES
500,000 500,000 500,000 500,000 500,000 2,500,000
400,000
100,000
150,000
500,000
25,000
200,000 200,000 - - -
100,000 - - - -
PARK RESTROOM PHASE V 150,000 - - - -

SHOREVIEW BASKETBALL COURT RESURFACING

BERESFORD PICKLEBALL COURTS
- -
-
500,000 - -
25,000 - - -
BERESFORD: PICNIC SHELTER SLAB REPLACEMENT

CITYWIDE EMERGENCY FIELD LIGHTING

LAKESHORE BASKETBALL COURT - RESURFACE

LAURELWOOD PARK RETAINING WALL REPAIR

LOS PRADOS BASKETBALL COURT - RESURFACE
LOS PRADOS: PICNIC AREA IMPROVEMENTS
- 50,000
120,000
-
- - - 50,000
120,000 120,000 - - 360,000
400,000
100,000
450,000
50,000
- - 400,000 -
100,000 - - - -
-
-
450,000
50,000
6,845,000
-
-
-
-
-
-
Total $ 6,405,300 $ $ 6,880,000 $ 4,776,500 $ 3,265,000 $ $
28,171,800
Grants
Bikeway/Pedestrian
CDBG PROJECTS $ 450,000
554,545
$ 450,000 $ 450,000 $ 450,000 $ 450,000 2,250,000
5,375,000
(150,000)
1,401,000
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)

HILLSDALE BIKE PEDESTRIAN BRIDGE FEASIBILITY STUDY

DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR
Bridges
831,819 3,988,636 -
-
-
-
-
-
(150,000)
1,401,000
-
-
-
-

BERMUDA DRIVE BRIDGE REPLACEMENT
Buildings
6,100,000 - - - - 6,100,000

MARINA LIBRARY STRUCTURAL IMPROVEMENTS

KING POOL ASSESSMENT AND IMPROVEMENTS
Other City Capital Projects
1,758,600
850,000
-
-
-
-
-
-
-
-
1,758,600
850,000

CDBG COMMUNITY FACILITIES

MINOR HOME REPAIR
40,000
127,000
(73,750)
40,000
127,000
-
40,000
127,000
-
40,000
127,000
-
40,000
127,000
-
200,000
635,000
(73,750)RAILROAD CROSSING IMPROVEMENTS
Parks

CITYWIDE PARK PLAY AREA UPGRADE - HISTORIC

LAKESHORE CHILDCARE
- 241,828 - - - 241,828
2,000,000 2,000,000
Traffic
DOWNTOWN GRADE SEPARATION STUDY (1,000,000)
10,057,395
- - - - (1,000,000)
19,587,678Total $ $ 3,690,647 $ 4,605,636 $ 617,000 $ 617,000 $ Gas Tax
Bikeway/Pedestrian

CITYWIDE BICYCLE PARKING
Streets
$ - $ 10,000 $ 10,000 $ - $ - $
$
20,000

CITYWIDE STREET REHABILITATION PROGRAM
Traffic
2,300,000 1,240,000 1,240,000 1,250,000 1,250,000 7,280,000 GRAMMERCY DRIVE RETAINING WALL - 50,000
1,300,000
50,000
1,300,000
50,000
1,300,000
50,000
1,300,000
200,000
7,500,000Total $ 2,300,000 $ $ $ $
210

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CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Measure A
Bikeway/Pedestrian
CDBG PROJECTS $ 300,000
8,042
$ - $ - $ -
-
-
-
-
-
-
$ -
-
-
-
-
-
-
$ 300,000
8,042TOD PEDESTRIAN ACCESS STUDY - -

HIGH PRIORITY BICYCLE PROJECT DESIGN PACKAGE
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)

HILLSDALE BIKE PEDESTRIAN BRIDGE FEASIBILITY STUDY

CITYWIDE SAFE ROUTES TO SCHOOL CORRIDOR

BIKE SAN MATEO PROGRAM
(452,000)
-
- - (452,000)
200,000
(15,000)
720,000
452,000
-
-
200,000
(15,000)
240,000
250,000
-
240,000
-
240,000
202,000
Bridges
CITYWIDE BRIDGE MAINTENANCE 50,000 50,000
-
20,000
-
-
-
-
-
120,000

BERMUDA DRIVE BRIDGE REPLACEMENT
Streets
1,580,000 1,580,000

CITYWIDE SIGN INVENTORY AND REPLACEMENT
CITYWIDE STREET REHABILITATION PACKAGE 2
CITYWIDE STREET REHABILITATION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
Traffic
- 150,000 150,000 150,000 - 450,000
(550,000)
(375,000)
9,495,000
(550,000)
(375,000)
1,475,000
-
-
-
-
-
-
-
-
2,010,000 2,010,000 2,000,000 2,000,000

CITYWIDE TRAFFIC SIGNAL RETIMING

HILLSDALE/ALAMEDA DE LAS PULGAS SIGNAL
28TH AVENUE GAP CLOSURE CONSTRUCTION

ALAMEDA DE LAS PULGAS AND BARNESON INTERSECTION SAFETY AND OPTIMIZATION Total
-
400,000
550,000
-
25,000
-
25,000 25,000 25,000 100,000
400,000-
-
- -
1,650,000
200,000
4,527,000
-
-
-
-
2,200,000
900,000
15,533,042
700,000
3,345,000$ 3,461,042 $ $ $ 2,175,000 $ 2,025,000 $
$
Measure S
Bikeway/Pedestrian

QUICK BUILD MOBILITY PROGRAM
Bridges
$ 500,000
300,000
$ -
-
$ -
-
$ -
-
$ -
-
500,000
300,000BERMUDA DRIVE BRIDGE REPLACEMENT
Buildings

MARINA LIBRARY STRUCTURAL IMPROVEMENTS
FIRE STATION 27 - ROOF REPLACEMENT

HILLSDALE LIBRARY - ROOF REPLACEMENT
POLICE STATION: PARKING DECK RESURFACING

SHOREVIEW RECREATION CENTER - ROOF REPLACEMENT
Parks
2,100,000 -
-
-
-
-
-
-
-
-
-
-
500,000
500,000
-
-
-
-
-
-
2,100,000
500,000
500,000
600,000
500,000
-
-
600,000
- 500,000
SPORTS FIELDS CONVERSION: SYNTHETIC TURF

CENTRAL PARK
400,000
-
1,100,000
100,000
-
- -
-
-
-
-
-
-
-
1,500,000
100,000-
-GATEWAY PARK PEDESTRIAN BRIDGE IMPROVEMENTS

PARK RESTROOM REFURBISHMENT - PHASE VI
Streets
300,000 300,000
600,000 1,000,000 1,600,000
CITYWIDE STREET RECONSTRUCTION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 2

CITYWIDE STREET REHABILITATION PROGRAM
Traffic
225,000
(725,000)
-
-
-
-
-
-
-
-
-
225,000
(725,000)
3,200,000800,000 800,000 800,000 800,000
NEIGHBORHOOD TRAFFIC MANAGEMENT - 100,000 100,000 100,000 100,000 400,000 211

650 of 671

CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Total $ 3,700,000 $ 2,700,000 $ 1,900,000 $ 2,400,000 $ 900,000 $ $
11,600,000
Measure W
Bridges

BERMUDA DRIVE BRIDGE REPLACEMENT
Other City Capital Projects

TRAIN QUIET ZONE
$ 900,000
250,000
$ -
-
$ -
-
$ -
-
$ -
-
900,000
250,000
Streets
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
Traffic
(725,000)
625,000
100,000
-
-
-
-
-
-
-
-
(725,000)
625,000
1,000,000 1,000,000 1,000,000 1,000,000 4,100,000
DOWNTOWN GRADE SEPARATION STUDY (100,000)
1,050,000
- - - - (100,000)
5,050,000Total $
$
$
$
$
$
1,000,000 $
$
$
1,000,000 $
$
$
1,000,000 $
$
$
1,000,000 $
$
$
Miscellaneous
Other City Capital Projects

HOUSING REHABILITATION
SEAL POINT PARK POND H2S INVESTIGATION AND REMEDIATION
Parks
60,000
-
60,000
-
60,000
-
60,000 60,000
-
300,000
750,000750,000
TREE PLANTING - PARKS DIVISION 100,000
160,000
100,000
160,000
100,000
160,000
100,000
910,000
100,000
160,000
500,000
1,550,000Total
Other Agencies
Other City Capital Projects

RAILROAD CROSSING IMPROVEMENTS
Streets
$ (772,374) $ - $ - $ - $ - $
$
(772,374)
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS 1,350,000 577,626
-
-
-
-
-
-
-
-
1,350,000
577,626Total $ $ $ $ $
Parks and Recreation Taxes and Fees
Buildings

KING POOL ASSESSMENT AND IMPROVEMENTS
Other City Capital Projects
$ - $ 3,000,000
-
$ 3,000,000
-
$ -
-
$ -
-
$ 6,000,000
300,000SHOREVIEW PICKLEBALL COURTS
Parks
300,000

CITYWIDE PARK PLAY AREA UPGRADE - HISTORIC
SPORTS FIELDS CONVERSION: SYNTHETIC TURF

CENTRAL PARK
(3,700,000) -
-
- (3,700,000)
2,000,000
6,600,000
85,000
- 500,000 1,000,000 500,000
3,700,000 2,900,000
-
- - -
SKATE PLAZA UPDATES 85,000 - - -

PARKS IRRIGATION CONTROLLER UPGRADE

GOLF COURSE - WELL DRILLING
GOLF COURSE UPGRADES 2018-19

JAPANESE GARDEN REPAIRS

LAKESHORE CHILDCARE
100,000 100,000
250,000
85,000
250,000
2,500,000
775,000
1,610,000
-
- - - 200,000
53,000 - - - 303,000
- - - - 85,000
- - - - 250,000
- - - - 2,500,000
775,000LAURELWOOD PARK -
-
- - -

LAURELWOOD PARK PLAYGROUND TBC

PARKSIDE AQUATIC PLAY AREA
- - - 1,610,000
400,000
938,000
- - - 400,000
17,408,000Total $ $ 11,470,000 $ 3,500,000 $ 1,000,000 $ 500,000 $ 212

651 of 671

CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Private Contributions
Other City Capital Projects
CHILD CARE FACILITIES $
$
450,000
450,000
$
$
450,000
450,000
$
$
450,000
450,000
$
$
450,000
450,000
$
$
450,000
450,000
$
$
2,250,000
2,250,000Total
Total
RMRA
Streets
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM
$ (1,994,898)
4,694,898
500,000
$ -
-
$ -
-
$ -
-
$ -
-
$
$
(1,994,898)
4,694,898
2,700,000
2,700,000
2,700,000
2,700,000
2,700,000
2,700,000
2,700,000
2,700,000
11,300,000
14,000,000$ 3,200,000 $ $ $ $
Sewer Fund
Buildings

CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

CORPORATION YARD PAVING
$ - $ 50,000
400,000
$ 50,000 $ 50,000 $ 50,000 $ 200,000
475,00075,000
100,000
-
-
-
-
-
-WWTP PAVING 1,000,000 1,100,000
Other City Capital Projects

CORPORATION YARD UNDERGROUND TANK REPLACEMENT
Sanitary Sewer and Wastewater Management (Clean Water Program)

ROOT FOAMING
78,000 - - - - 78,000
400,000 412,000 425,000 438,000 452,000 2,127,000
(5,000,000)
533,000

PROGRAM MANAGEMENT - SEWER PROJECTS

EAST SAN MATEO LIFT STATION
(5,000,000) - - - -
533,000 - - - -
BASIN 4 COLLECTION SYSTEM IMPROVEMENTS

CLEAN WATER PROGRAM ANNUAL CITYWIDE SANITARY SEWER REHAB

CLEAN WATER PROGRAM CCTV INSPECTION PROGRAM

TMDL ENHANCED PLANNING AND INFRASTRUCTURE IMPROVEMENTS

SANITARY SEWER FLOW MONITORING & REPORTING

ANNUAL SANITARY SEWER REHABILITATION

SANITARY SEWER PUMP STATION UPGRADES

SANITARY SEWER CCTV INSPECTION PROGRAM

WWTP & FLOW MANAGEMENT UPGRADE & EXPANSION

CLEAN WATER PROGRAM WWTP ANNUAL MAJOR COMPONENTS

WWTP ANNUAL REPAIRS
(14,000,000) - -
-
-
-
-
-
(14,000,000)
13,900,000
700,000
11,000,000 2,900,000
700,000 - - - -
2,500,000 2,500,000 2,500,000
125,000
7,120,000
13,020,000
900,000
-
2,500,000
125,000
10,350,000
3,000,000
635,000
-
2,500,000
125,000
8,500,000
3,000,000
955,000
-
12,500,000
375,000- -
- - 25,970,000
19,020,000
2,490,000
29,573,000
4,100,000
11,035,000
105,176,000
-
-
-
-
29,573,000
2,100,000
-
-
2,000,000
-
- - -
3,570,000
27,710,000
3,677,000
20,775,000
3,788,000
19,370,000Total
Total
$ 28,059,000 $ 9,262,000 $ $ $ $
Stormwater Fees Fund
Other City Capital Projects

CITYWIDE SOIL STABILIZATION PROGRAM
Stormwater
$ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $
$
600,000
MARINA LAGOON DREDGING DESIGN/PLANNING 500,000
500,000
- - - - 500,000
1,100,000$ $ 150,000 $ 150,000 $ 150,000 $ 150,000
213

652 of 671

CIP Projects by Funding Source and Category
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
Total
Taxes, Fees, and Charges
Buildings
CITY HALL IMPROVEMENTS $ 100,000
(65,000)
75,000
$ 100,000 $ 100,000 $ 100,000 $ -
-
-
$ 400,000
(65,000)
75,000

PANIC BUTTONS AT COUNTERS & OFFICES

OFFICES ACOUSTIC ATTENUATION - CITY HALL
Other City Capital Projects
-
-
-
-
-
-

CDD SERVICE IMPROVEMENT-ELECTRONIC & DIGITAL

CITYWIDE SOIL STABILIZATION PROGRAM

CORPORATION YARD UNDERGROUND TANK REPLACEMENT
Stormwater
250,000
450,000
55,000
250,000 250,000 250,000 250,000 1,250,000
450,000
55,000
-
-
-
-
-
-
-
-
50,000 - - - - 50,000
Streets
CITYWIDE STREET REHABILITATION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 2

CITYWIDE STREET REHABILITATION PROGRAM

DEVELOPMENT DESIGN STANDARDS
(325,000)
450,000
- - - - (325,000)
450,000-
-
-
-
-
-
-
-(550,000)
1,675,000
(550,000)
3,075,000350,000 350,000 350,000 350,000
75,000 - - - - 75,000
Total $ 2,240,000 $ 700,000 $ 700,000 $ 700,000 $ 600,000 $ $
4,940,000
Traffic Impact Fees
Bikeway/Pedestrian
BIKE SAN MATEO PROGRAM $ - $ 700,000
-
$ 700,000
-
$ 700,000
-
$ -
-
2,100,000
1,650,000
Streets
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS 1,650,000 Traffic
CITYWIDE TRAFFIC CALMING 150,000 150,000 150,000 150,000 150,000 750,000 Total $ 1,800,000 $ 850,000 $ 850,000 $ 850,000 $ 150,000 $ 4,500,000 Tree Replacement Fees
Parks
TREE PLANTING - PARKS DIVISION $
$
350,000
350,000
$
$
175,000
175,000
$
$
175,000
175,000
$
$
175,000
175,000
$
$
175,000
175,000
$
$
1,050,000
1,050,000Total
Grand Totals $ 65,248,363 $ 45,979,647 $ 55,425,636 $ 39,978,500 $ 33,362,000 $ 239,994,146 214

653 of 671

Funded Projects
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
TotalPROJECT NAME FUNDING SOURCE
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)
101/92 MULTI-MODAL (FASHION ISLAND CLASS IV BIKE LANE)
28TH AVENUE GAP CLOSURE CONSTRUCTION

ADA COMPLIANCE AND TRANSITION PLANNING

ADA ENTRY COMPLIANCE-BERESFORD
Grants $ 554,545 $ 831,819 $ 3,988,636 $ - $ - $ 5,375,000 200,000
2,200,000
355,000
350,000
50,000
Measure A - - 200,000 - -
Measure A 550,000 1,650,000 - - -
General Fund
General Fund
Taxes, Fees & Charges
-
350,000
50,000
-
250,000 35,000 35,000 35,000
- - - -

ADAPTATION PLANT - - - -
ALAMEDA DE LAS PULGAS AND BARNESON INTERSECTION SAFEMeasure A 200,000 700,000 - - 900,000 25,970,000
(14,000,000)
200,000
25,000

ANNUAL SANITARY SEWER REHABILITATION
BASIN 4 COLLECTION SYSTEM IMPROVEMENTS

BERESFORD BASKETBALL COUTY RESURFACE

BERESFORD PICKLEBALL COURTS
Sewer - - 7,120,000 10,350,000 8,500,000
Sewer (14,000,000)
-
- - - -
General Fund
General Fund
General Fund
General Fund
Grants
- 200,000 - -
25,000
-
- - - -
BERESFORD RECREATION CENTER: ROOF REPLACEMENT
BERESFORD: PICNIC SHELTER SLAB REPLACEMENT

BERMUDA DRIVE BRIDGE REPLACEMENT

BIKE SAN MATEO PROGRAM
700,000 - - - 700,000
50,000- 50,000 - - -
6,100,000
1,580,000
300,000
900,000
250,000
-
- - - - 6,100,000
1,580,000
300,000
900,000
452,000
2,100,000
200,000
2,250,000
300,000
1,250,000
100,000
6,600,000
440,000
2,250,000
1,600,000
400,000
600,000
20,000
Measure A - - - -
Measure S - - - -
Measure W - - - -
Measure A 202,000 - - -
BIKE SAN MATEO PROGRAM Traffic Impact Fees
Grants
700,000 700,000 700,000 -
CDBG COMMUNITY FACILITIES 40,000
450,000
300,000
250,000
-
40,000 40,000 40,000 40,000
CDBG PROJECTS Grants 450,000 450,000 450,000 450,000
CDBG PROJECTS Measure A - - - -

CDD SERVICE IMPROVEMENT-ELECTRONIC & DIGITAL

CENTRAL PARK
Taxes, Fees & Charges
Measure S
250,000 250,000 250,000 250,000
100,000 - - -
CENTRAL PARK Parks and Rec Tax and Fees
General Fund
Private Contributions
General Fund
Taxes, Fees & Charges
General Fund
Gas Tax
3,700,000
440,000
450,000
-
2,900,000 -
-
- -
CENTRAL RECREATION CENTER: ROOF REPLACEMENT

CHILD CARE FACILITIES
- - -
450,000 450,000
1,600,000
100,000
200,000
10,000
20,000
120,000
-
450,000 450,000

CITY HALL - ROOF REPLACEMENT - - -
CITY HALL IMPROVEMENTS 100,000
-
100,000 100,000 -

CITYWIDE ASSISTIVE LISTENING DEVICES

CITYWIDE BICYCLE PARKING
200,000 200,000 -
- 10,000 - -
CITYWIDE BRIDGE MAINTENANCE Measure A 50,000
120,000
600,000
100,000
250,000
-
50,000 - - 120,000
360,000
600,000
500,000
1,000,000
221,500
400,000
241,828
(3,700,000)
720,000
450,000
600,000
450,000
225,000
450,000
(725,000)
(725,000)
(1,994,898)
(550,000)
625,000
4,694,898

CITYWIDE EMERGENCY FIELD LIGHTING

CITYWIDE FACILITIES CONDITION ASSESSMENT

CITYWIDE FENCE IMPROVEMENTS
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Grants
120,000 - -
- -
100,000
250,000
66,500
-
-
100,000 100,000
250,000
-
100,000

CITYWIDE FIRE-INTRUSION ALARM SYSTEM UPGRADE

CITYWIDE PAID PARKING EVALUATION & IMPLEMENTATION

CITYWIDE PARK FENCING AND STRUCTURES

CITYWIDE PARK PLAY AREA UPGRADE - HISTORIC

CITYWIDE SAFE ROUTES TO SCHOOL CORRIDOR

CITYWIDE SIGN INVENTORY AND REPLACEMENT

CITYWIDE SOIL STABILIZATION PROGRAM

CITYWIDE SOIL STABILIZATION PROGRAM
CITYWIDE STREET RECONSTRUCTION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 1
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 2
CITYWIDE STREET RECONSTRUCTION PACKAGE 3
CITYWIDE STREET RECONSTRUCTION PACKAGE 3
250,000 -
- 155,000
200,000
-
200,000 - -
241,828 - - -
Parks and Rec Tax and Fees
Measure A
(3,700,000)
240,000
-
- -
240,000 240,000 - -
Measure A 150,000 150,000 150,000 -
Stormwater Fee
Taxes, Fees & Charges
Measure S
150,000 150,000 150,000 150,000
450,000
225,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Taxes, Fees & Charges
Measure S
450,000
(725,000)
(725,000)
(1,994,898)
(550,000)
625,000
Measure W
RMRA
Taxes, Fees & Charges
Measure W
RMRA 4,694,898
215

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Funded Projects
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
TotalPROJECT NAME FUNDING SOURCE
CITYWIDE STREET REHABILITATION PACKAGE 1
CITYWIDE STREET REHABILITATION PACKAGE 2
CITYWIDE STREET REHABILITATION PACKAGE 3

CITYWIDE STREET REHABILITATION PROGRAM

CITYWIDE TRAFFIC CALMING
Taxes, Fees & Charges
Measure A
(325,000)
(550,000)
(375,000)
2,300,000
1,475,000
-
- - - - (325,000)
(550,000)
(375,000)
7,280,000
9,495,000
3,200,000
4,100,000
11,300,000
3,075,000
750,000
100,000
200,000
200,000
617,000
78,000
- - - -
Measure A - - - -
Gas Tax 1,240,000 1,240,000 1,250,000 1,250,000
Measure A 2,010,000 2,010,000 2,000,000 2,000,000
Measure S 800,000 800,000 800,000 800,000
Measure W 100,000
500,000
1,675,000
150,000
-
1,000,000 1,000,000 1,000,000 1,000,000
RMRA 2,700,000 2,700,000 2,700,000 2,700,000
Taxes, Fees & Charges
Traffic Impact Fees
Measure A
350,000 350,000 350,000 350,000
150,000 150,000 150,000 150,000
CITYWIDE TRAFFIC SIGNAL RETIMING 25,000 25,000 25,000 25,000

CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

CORPORATION YARD UNDERGROUND TANK REPLACEMENT

CORPORATION YARD PAVING
General Fund
Sewer
- 50,000 50,000 50,000 50,000
50,000 50,000 50,000 50,000
General Fund
Sewer
617,000
78,000
- - - -
- - - -
Taxes, Fees & Charges
General Fund
Sewer
55,000 - - - - 55,000
75,000 - 400,000 - - 475,000
475,000
13,900,000
700,000
4,100,000
1,401,000
75,000
CORPORATION YARD PAVING 75,000 400,000 - - -
CLEAN WATER PROGRAM ANNUAL CITYWIDE SANITARY SEWERSewer CLEAN WATER PROGRAM CCTV INSPECTION PROGRAM Sewer
CLEAN WATER PROGRAM WWTP ANNUAL MAJOR COMPONENTSSewer
11,000,000
700,000
2,100,000
1,401,000
75,000
2,900,000 - - -
- - - -
2,000,000 - - -

DELAWARE SAFE ROUTES TO SCHOOL CORRIDOR

DEVELOPMENT DESIGN STANDARDS
Grants - - - -
Taxes, Fees & Charges
Grants
- - - -

DOWNTOWN GRADE SEPARATION STUDY

DOWNTOWN PARKING IMPROVEMENTS

DOWNTOWN RESTROOMS
(1,000,000)
(100,000)
-
- - - - (1,000,000)
(100,000)
400,000
125,000
533,000
1,350,000
1,650,000
600,000
400,000
150,000
500,000
300,000
303,000
85,000
Measure W - - - -
General Fund
General Fund
Sewer
100,000 100,000 100,000 100,000
25,000 25,000 25,000 25,000 25,000
EAST SAN MATEO LIFT STATION 533,000
1,350,000
1,650,000
300,000
-
- - - -
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS
EL CAMINO AT HIGHWAY 92 LANDSCAPE IMPROVEMENTS
Other Agencies
Traffic Impact Fees
- - - -
- - - -
EXTERIOR AND INTERIOR PAINTING - CENTRAL PARK GARAGE General Fund - 300,000 - - FIRE STATION 21 - INTERIOR PAINTING
FIRE STATION 24 SHOWER REMODEL
General Fund 200,000 200,000 - -
General Fund 150,000
-
- -
-
-
-
- -
FIRE STATION 27 - ROOF REPLACEMENT

GATEWAY PARK PEDESTRIAN BRIDGE IMPROVEMENTS

GOLF COURSE - WELL DRILLING
Measure S - 500,000 -
Measure S 300,000
53,000
- - -
Parks and Rec Tax and Fees
Parks and Rec Tax and Fees
Gas Tax
250,000 - -
GOLF COURSE UPGRADES 2018-19 85,000 - -
GRAMMERCY DRIVE RETAINING WALL 50,000 50,000 50,000 50,000 200,000 225,000
(452,000)
(150,000)
(15,000)
500,000
400,000
300,000
250,000
850,000
6,000,000
900,000
400,000
2,000,000
2,500,000

GREEN FLEET CHARGING INFRASTRUCTURE

HIGH PRIORITY BICYCLE PROJECT DESIGN PACKAGE

HILLSDALE BIKE PEDESTRIAN BRIDGE FEASIBILITY STUDY

HILLSDALE LIBRARY - ROOF REPLACEMENT

HILLSDALE/ALAMEDA DE LAS PULGAS SIGNAL

HOUSING REHABILITATION
General Fund 125,000 100,000 - - -
Measure A (452,000) - - - -
Grants (150,000) - - - -
Measure A (15,000) - - -
500,000
-
-
Measure S - -
-
-
-
-
-Measure A 400,000
Miscellaneous
Parks and Rec Tax and Fees
Grants
60,000 60,000
250,000
-
60,000 60,000 60,000

JAPANESE GARDEN REPAIRS -

KING POOL ASSESSMENT AND IMPROVEMENTS

KING POOL ASSESSMENT AND IMPROVEMENTS
KING RECREATION CENTER: ROOF REPLACEMENT

LAKESHORE BASKETBALL COURT - RESURFACE

LAKESHORE CHILDCARE
850,000 - - -
-
-
-
Parks and Rec Tax and Fees
General Fund
-
-
-
3,000,000
900,000
-
3,000,000 -
--
-General Fund 400,000
Grants 2,000,000
2,500,000LAKESHORE CHILDCARE Parks and Rec Tax and Fees 216

655 of 671

Funded Projects
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
TotalPROJECT NAME FUNDING SOURCE
LAURELWOOD PARK Parks and Rec Tax and Fees
Parks and Rec Tax and Fees
General Fund
- 775,000 775,000
1,610,000
100,000
450,000
300,000
50,000

LAURELWOOD PARK PLAYGROUND TBC

LAURELWOOD PARK RETAINING WALL REPAIR

LOS PRADOS BASKETBALL COURT - RESURFACE

LOS PRADOS COURT LIGHTING IMPROVEMENTS
LOS PRADOS: PICNIC AREA IMPROVEMENTS

MAIN LIBRARY IMPROVEMENTS
- 1,610,000
100,000 - - - -
General Fund - 450,000 - - -
General Fund - 300,000 - - -
General Fund - 50,000 - - -
General Fund - 100,000 - - - 100,000
1,950,000
300,000
3,500,000
1,500,000
500,000
300,000
1,758,600
2,100,000
635,000
400,000
75,000
MAIN LIBRARY: CARPET REPLACEMENT
MAIN LIBRARY: LIGHTING CONTROLS UPGRADE
MAIN LIBRARY: PARKING GARAGE STRUCTURAL REPAIR

MAIN STREET GARAGE - WATERPROOFING

MARINA LAGOON DREDGING DESIGN/PLANNING

MARINA LIBRARY STRUCTURAL IMPROVEMENTS

MINOR HOME REPAIR
General Fund -
300,000
-
- 650,000 650,000 650,000
General Fund - - - -
General Fund 500,000 1,000,000 1,000,000 1,000,000
General Fund 300,000
500,000
-
300,000 300,000 300,000 300,000
Stormwater Fee
General Fund
- - - -
300,000 - - -
Grants 1,758,600
2,100,000
127,000
-
- - - -
Measure S - - - -
Grants 127,000 127,000 127,000 127,000

NEIGHBORHOOD TRAFFIC MANAGEMENT

OFFICES ACOUSTIC ATTENUATION - CITY HALL

PAINT MAIN LIBRARY
Measure S 100,000 100,000 100,000 100,000
Taxes, Fees & Charges
General Fund
75,000
5,300
(65,000)
500,000
150,000
-
- - - -
- - - - 5,300
PANIC BUTTONS AT COUNTERS & OFFICES Taxes, Fees & Charges - - - - (65,000) 2,500,000
150,000
1,600,000
1,200,000
200,000
400,000
773,000
700,000
600,000
50,000
PARK CITYWIDE PLAYGROUND EQUIPMENT REPLACEMENT/PUBGeneral Fund 500,000 500,000 500,000 500,000 PARK RESTROOM PHASE V General Fund
Measure S
- - - -
PARK RESTROOM REFURBISHMENT - PHASE VI 600,000 1,000,000 - - PARKING LOT RESURFACING (SHORELINE/LAKESHORE/LOS PRAGeneral Fund - 300,000 300,000 300,000 300,000

PARKS IRRIGATION CONTROLLER UPGRADE

PARKSIDE AQUATIC PLAY AREA
Parks and Rec Tax and Fees 100,000
400,000
773,000
700,000
600,000
-
100,000 - - -
Parks and Rec Tax and Fees
General Fund
General Fund
Measure S
General Fund
Sewer
- - - -

POLICE RADIOS - HAND HELD AND MOBILE
POLICE STATION: PARKING DECK RESURFACING
POLICE STATION: PARKING DECK RESURFACING
POLICE STATION: PARKING GARAGE WATERPROOFING

PROGRAM MANAGEMENT - SEWER PROJECTS

QUICK BUILD MOBILITY PROGRAM
- - - -
- - - -
- - - -
50,000 - - -
(5,000,000)
500,000
(73,750)
(772,374)
50,000
400,000
-
- - - - (5,000,000)
500,000
(73,750)
(772,374)
250,000
2,127,000
750,000
2,490,000
375,000
19,020,000
750,000
700,000
500,000
300,000
500,000
100,000
85,000
Measure S
Grants
- - - -

RAILROAD CROSSING IMPROVEMENTS - - - -
-RAILROAD CROSSING IMPROVEMENTS Other Agencies
General Fund
Sewer
- - -

RECREATION CENTER BACKUP GENERATOR CONNECTION

ROOT FOAMING
50,000 50,000 50,000 50,000
452,000412,000 425,000 438,000
RYDER CREEK BRIDGE PAINTING General Fund
Sewer
- - 750,000

SANITARY SEWER CCTV INSPECTION PROGRAM

SANITARY SEWER FLOW MONITORING & REPORTING

SANITARY SEWER PUMP STATION UPGRADES
- - 900,000 635,000 955,000
Sewer - - 125,000 125,000 125,000
Sewer - - 13,020,000 3,000,000 3,000,000
SEAL POINT PARK POND H2S INVESTIGATION AND REMEDIATIONMiscellaneous - - - 750,000 - SENIOR CENTER: ROOF REPLACEMENT

SHOREVIEW BASKETBALL COURT RESURFACING

SHOREVIEW PICKLEBALL COURTS
General Fund - 700,000 - - -
General Fund - - 500,000 - -
Parks and Rec Tax and Fees
Measure S
300,000
-
- - - -

SHOREVIEW RECREATION CENTER - ROOF REPLACEMENT

SKATE PLAZA UPDATES
- - 500,000 -
General Fund 100,000
85,000
400,000
-
- - - -
SKATE PLAZA UPDATES Parks and Rec Tax and Fees
Measure S
- - - -
SPORTS FIELDS CONVERSION: SYNTHETIC TURF
SPORTS FIELDS CONVERSION: SYNTHETIC TURF

TENNIS COURT GARAGE LIFESPAN EVALUATION
1,100,000 - - - 1,500,000
2,000,000
50,000
Parks and Rec Tax and Fees
General Fund
- 500,000 1,000,000 500,000
50,000
2,500,000
8,042
-
2,500,000
-
-
2,500,000
-
-
2,500,000
-
-
2,500,000
-
TMDL ENHANCED PLANNING AND INFRASTRUCTURE IMPROV Sewer
TOD PEDESTRIAN ACCESS STUDY Measure A
12,500,000
8,042
217

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Funded Projects
2024-25
Proposed
Budget
2025-26
Plan
2026-27
Plan
2027-28
Plan
2028-29
Plan
5-Year
TotalPROJECT NAME FUNDING SOURCE
TRAIN QUIET ZONE Measure W
Miscellaneous
Tree Replacement Fee
Sewer
250,000
100,000
350,000
29,573,000
-
-
100,000
175,000
-
-
100,000
175,000
-
-
100,000
175,000
-
-
100,000
175,000
-
250,000
500,000TREE PLANTING - PARKS DIVISION

TREE PLANTING - PARKS DIVISION

WWTP & FLOW MANAGEMENT UPGRADE & EXPANSION

WWTP ANNUAL REPAIRS
1,050,000
29,573,000
11,035,000
1,100,000
239,994,146
Sewer - 3,570,000
-
3,677,000
-
3,788,000
-WWTP PAVING Sewer 100,000 1,000,000
Grand Totals $ 65,248,363 $ 45,979,647 $ 55,425,636 $ 39,978,500 $ 33,362,000 $ 218

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Unfunded Projects
Total Estimated
CostProject Name
Central Park (Phase 2-4)
New Central Park Parking Garage
Bay Meadows Community Park
New Corporation Yard Facility
Parking Facility Structural Repairs
Coyote Point Drainage Area
19th Avenue Drainage Area
Marina Lagoon Dredging
Citywide Park Play Area Upgrade
Laurel Creek Drainage Area
16th Avenue Drainage Area
Laurelwood / Sugarloaf Open Space
City Hall - Council Chambers Improvements
Joinville Pool Improvements
Detroit Drive Drainage Area
Citywide Park Signs
$ 60,000,000
32,000,000
30,000,000
26,000,000
18,000,000
17,050,000
11,972,000
11,900,000
10,000,000
9,567,000
9,521,000
8,215,000
7,100,000
6,000,000
5,728,000
5,000,000
5,000,000
4,500,000
3,760,000
3,300,000
3,300,000
3,183,575
2,620,000
2,182,000
1,500,000
1,200,000
900,000
Shoreline Parks
Boat Launch at Parkside Aquatic
Mariner's Island Bridge Approach Stabilization
Monte Diablo Avenue Pedestrian Scale Lighting
Palm Avenue Pedestrian Scale Lighting
Main Library Improvements
San Mateo Creek Drainage Area
Peninsula Avenue Bike Corridor
Paint Exterior Main Street Garage
Park Renovation Shoreview Park Master Plan and Implementation Downtown Twinkle Light Phase 3
Exterior and Interior Painting - Transit Center
Paint Main Library
900,000
800,000
Golf Course Upgrades - Bunker Upgrade
Downtown Twinkle Light Phase 2
Pacific Boulevard Drainage Channel Rehabilitation
Parks Amenities Assesement
750,000
600,000
600,000
600,000
Install Security Cameras at Selected Parks
Green Infrastructure Rehabilitation
Pathway Repairs at Various Parks
3rd Avenue / Norfolk Intersection Ped / Bike Access Improvement Restroom Building Replacement Trinta
Fire Station #27 Improvements
500,000
400,000
375,000
370,000
350,000
260,000
East 5th Avenue Pedestrian Scale Lighting
Streetlight Master Plan
220,000
200,000
Police Department Interior Work Reorganization
Refufurbish/Replace Fence at Japanese Garden
Lakeshore Daycare Facility ADA Entry
Refurbish North End of Koi Pond
Police Department Exterior - Repaint Deck Fencing
150,000
125,000
100,000
90,000
50,000
Grand Total $ 306,938,575

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Appendix
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Financial Policies
Statement of Purpose General
The ﬁnancial integrity of our City government is of utmost importance. To discuss, write, and adopt a set of ﬁnancial policies is a key element to maintaining this integrity. Our City has evolved with a variety of ﬁnancial policies that can be found in many diﬀerent sources, including City Council resolutions, budget documents, and capital improvement
programs. The set of policies within this document, adopted each year with our budget, serves as a central reference point of the most important of our policies, which are critical to the continued ﬁnancial health of our local government.

The City will:
• Manage its ﬁnancial assets in a sound and prudent
manner.
• Maintain and further develop programs to ensure its
long-term ability to fund core services and pay all
costs necessary to provide the level and quality of
service required by its citizens.
•
•
Establish and maintain investment policies that are in
accordance with State laws.

Follow the ﬁnancial sustainability guiding principles to provide a roadmap to guide future ﬁnancial decisions.Written, adopted ﬁnancial policies have many beneﬁts, such as assisting elected oﬃcials and staﬀ in the ﬁnancial management of the City, saving time and energy when
discussing ﬁnancial matters, engendering public
conﬁdence, and providing continuity over time as elected oﬃcials and staﬀ members change. While these policies will be amended periodically, they provide the foundation and framework for many of the issues and decisions facing the City. They promote sound ﬁnancial management and assist in the City’s stability, eﬃciency, and eﬀectiveness.

Accounting, Auditing, and Financial
Reporting
Accounting Standards
The City’s accounting of ﬁnancial systems shall be
maintained in accordance with Generally Accepted
Accounting Principles (GAAP), standards of the
Governmental Accounting Standards Board (GASB), and the Government Finance Oﬃcers Association (GFOA).The following policies are divided into ten (10) general categories for ease of reference. These categories include:

Annual Audit

1. General An independent certiﬁed public accounting ﬁrm will perform an annual audit, and its opinions will be included in the Annual Comprehensive Financial Report and presented to the City Council at a public meeting.

2. Accounting, Auditing, and Financial Reporting

3. Funding Balance and Reserve

4. Pension and Retirement Funding

5. Internal Service Fund

6. Debt

7. Revenue

8. Capital Improvement

9. Investment
Financial Information
It is the policy of the City of San Mateo to provide all ﬁnancial information in a thorough, timely fashion, and in a format that is easy for City Council, citizens, and City employees to understand and utilize.

It is the City’s goal to maintain accounting records,
processes, and procedures in such a manner as to receive an unmodiﬁed audit opinion and to maintain a Certiﬁcate of Achievement for Excellence in Financial Reporting from the GFOA.

10. Operating Budget
Except as otherwise noted, all policies included in this document are currently adhered to.

Additionally, included at the end of this section are speciﬁc policy benchmarks along with their status. Funding Balance and Reserve The City utilizes a variety of accounting funds for recording revenues and expenditures of the City. At the end of each ﬁscal year, budgeted/appropriated expenditure authority lapses, with the exception of capital project spending and operating expenses that have been incurred but not paid (encumbered). The remaining dollars left in each fund are unassigned and constitute available funds of the City. Fund balance will be reported in the following classiﬁcations:
220

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Financial Policies
Nonspendable Fund Balance Enterprise Fund
Amounts that are not in spendable form, such as inventory, prepaid amounts, long-term receivables, and those
that legally or contractually must be kept intact, such as endowment corpus of revolving loan funds.

The City’s Sewer Enterprise Fund will maintain reserves equal to four months of operating expenses.

Special Revenue Funds
The City’s Construction Services Fund will maintain
reserves equal to twelve months of budgeted operating
expenditures.

Restricted Fund Balance
Amounts that can be used only for speciﬁc purposes due to constitutional provisions, enabling legislation, or externally imposed constraints, such as restrictions imposed by
creditors, grantors, or other governments. Pension and Retirement Funding The City contracts with the California Public Employees' Retirement System for pension beneﬁts. The City will
make minimum annual payments for the employer share
equal to the required Annual Required Contribution (ARC) established by actuarial valuation but, in any given year, no less than the normal cost.

Committed Fund Balance
Amounts that can only be used for speciﬁc purposes
because of a formal action by the government’s highest
decision-making authority. These constraints are binding unless removed in the same manner in which they were
originally committed.

The City oﬀers a retiree health beneﬁt to employees of
$160 per month. The City will fund the Actuarially-
Determined Contribution (ADC) established by actuarial
valuation in an irrevocable trust. Actuarial valuations will be conducted on a biennial basis consistent with accounting standards.

Assigned Fund Balance
Amounts intended for speciﬁc purposes but not restricted or committed. The assigned fund balance can never be in excess of the total fund balance less the non-spendable, restricted, and committed components of fund balance.

Ultimately, this is the residual fund balance for all funds other than General Fund. Internal Service Fund
Vehicle and Equipment Replacement FundUnassigned Fund Balance Through the use of the Vehicle/Equipment Replacement
Fund, the City will annually budget suﬃcient funds to
provide for the orderly replacement of the City’s ﬂeet, vehicles, computers, radios, equipment, technology
infrastructure, and other major capital outlay. The fund is supported by charges to user departments, which are
adjusted annually based on the departments’ proportionate share of estimated expenses*. Suﬃcient reserves will be maintained in the Replacement Fund to provide for the
scheduled replacement of equipment at the end of their
useful lives.

The residual classiﬁcation for the General Fund, the only governmental fund that can report a positive unassigned fund balance. Other funds might have a negative
unassigned fund balance due to overspending restricted, committed, or assigned amounts.

General Fund
The General Fund reserve will be maintained in an amount equal to at least three months of the annual General Fund operating expenditure budget. This reserve is designed
to be used in the event of signiﬁcant ﬁnancial emergency:
for catastrophic events such as an earthquake, and for
service stability to moderate the impact of economic
cycles. City Council may, at its discretion, reserve additional funds above the minimum. Such additional reserves
may be set aside for speciﬁc purposes, such as capital
projects, for known signiﬁcant future cost items, or as general operational reserves. As such, based on actual
and projected General Fund revenues and expenditure
trends, the General Fund Rainy Day Reserves, which are
the remainder after accounting for the 25% reserve and the housing set- aside, will maintain a balance of $30 million.

This amount reﬂects the diﬀerence between the peak of
the Rainy Day Reserve in 2018-19 of $54 million to the
projected trough of $24 million in 2026-27.

Fleet and Building Maintenance Fund
Through the use of the Fleet and Building Maintenance
Fund, the City will annually budget suﬃcient funds
to provide for orderly ﬂeet and building maintenance
and repair. The fund is supported by charges to user
departments which are adjusted annually based on the
department’s proportionate share of estimated expenses*.

Suﬃcient reserves will be maintained in the Replacement Fund to provide for the scheduled replacement of
equipment at the end of their useful lives.
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Financial Policies
Risk Management Funds Revenue
The City maintains a Comprehensive Liability Insurance
Fund and a Workers’ Compensation Insurance Fund for the purpose of property, liability, and workers’ compensation expenses. These funds pay insurance premiums, beneﬁt
and settlement payments, and administrative and operating expenses. The City will complete an actuarial valuation of these funds every other year. The Workers’ Compensation Fund is supported by charges to other City funds for the services it provides*. These annual charges for service shall reﬂect historical experience and shall be established to approximately equal the annual expenses of the fund.

The Comprehensive Liability Fund is predominantly
supported by the General Fund. Separate reserves shall
be maintained for current and long-term general liability and workers’ compensation liability at a level which will adequately fund the City’s potential loss exposure in each area. The practice is to establish reserves in both funds at least at the marginally acceptable level as determined by the actuarial report.

General Fund Revenue
The City will strive to develop and maintain a diversiﬁed and reliable revenue stream to avoid becoming overly
dependent on any single type of revenue. Eﬀorts will
be directed to optimize existing revenue sources while
periodically reviewing potential new revenue sources.

Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, or reliable economic
forecasters, when available. Due to the volatile nature of the property transfer tax, revenue is projected using a consistent methodology based on historical averages.

Grants
The City shall actively pursue federal, state, and other grant opportunities when deemed appropriate. Before
accepting any grant, the City shall thoroughly consider the implications in terms of ongoing obligations that will be required in connection with acceptance of said grant, including replacement and ongoing operating costs.Debt
The City is bound by a provision in State law limiting
indebtedness for California cities to 15% of the assessed value of all real and personal property of the City. The City of San Mateo has been prudent in its use of debt to ﬁnance projects and major purchases. Prior to the issuance of any debt, the funding source for the debt service is identiﬁed and designated. The level of debt to which the City obligates itself is managed within available resources and represents a minimal cost to general taxpayers.

By managing the repayment of new debt, current City
operations are not aﬀected.

Enterprise Fund Fees and Charges
The City will set user fees for its Enterprise Fund at a rate that fully covers direct and indirect costs of providing the service, planned capital improvements that may be
necessary from time to time, and maintains a debt coverage ratio of at least 120% of net revenues for compliance
purposes with outstanding debt covenants.

User Service Fees
The City may impose user fees wherever appropriate.

Such fees will recover the cost of providing the service, demonstrating a nexus to beneﬁts received, including
all direct and indirect costs, administrative overhead, depreciation, etc. By policy, Council may direct certain fees to be lowered for particular purposes. Waivers of user fees will be presented for Council approval as appropriate.

Certain fees are based upon market conditions and are not subject to the limitations of cost recovery. These fees may be adjusted periodically by the City Council. In general, fees will be reviewed no less than annually to ensure that full cost recovery levels are identiﬁed.

Credit Rating
It is the City’s goal for its general obligation (GO) bonds to maintain a AAA rating, and for the Sewer Enterprise to
maintain a AA-/Aa2 credit rating. The factors that contribute to the high rating include the City’s strong ﬁnancial
management, low debt levels, budgetary and ﬁscal
controls, and accountability. To support this policy, the City will continue to maintain its position of full ﬁnancial disclosure and proactive ﬁscal planning.
*Internal service funds are allocated proportionate to the expenses with exception of the Community Development Block Grant Fund, which needs to maintain less than 10% in indirect costs. Charges may be reduced in this fund if necessary.
222

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Financial Policies
Capital Improvement Budget Document
The budget document shall serve as the oﬃcial ﬁnancial
plan for the City. It will serve as the policy document of the City Council for implementing Council goals and objectives.

The budget shall provide staﬀ the resources necessary to accomplish City Council-determined service levels.

Five-Year Capital Improvement Program (CIP)
The City shall annually prepare a capital improvement
spending program, projecting capital needs for a ﬁve-year period. This CIP shall be comprised of all the City’s funds.

The City has been working toward providing a reasonable regular contribution from the General Fund to capital
improvements without reducing services. The ﬁrst year
of the ﬁve-year CIP will be consistent with, and adopted as a component of, the annual operating budget. In the
development of the Capital Improvement Program, the
operating costs associated with the capital project will be projected and considered in conjunction with the CIP.

The City has two-year business plan development
procedures. The two-year business plan process requires that each department submit two one-year expenditure
plans and revenue estimates to be provided to the City
Council for approval. Only the ﬁrst of the two-year budget will be adopted. The second year represents a projected plan which will be subject to amendment in the following year. In any budget cycle, to remain adaptable to changing economic and/or operational conditions, the City may
choose to develop a one-year plan instead of a two-year budget plan.

Enterprise Fund Capital Improvements
Capital Improvements funded from the Enterprise Fund
shall be paid for in a combination of “pay-as-you-go”
ﬁnancing and the use of long-term debt. The City shall
periodically review its enterprise capital needs and
establish capital spending plans that are appropriate and reﬂect a combination of debt and “pay-as-you-go,” while attempting to keep the enterprise service rates competitive with those in the surrounding area.

Budget Control and Accountability
Department heads are responsible for containing
expenditures within their budgeted appropriations as
approved by the City Council. Subsequent to the adoption of the budget, all additional changes to the budget that have a ﬁnancial impact require City Manager and City
Council approval.Investment
Activities of the General Fund, Special Revenue Funds,
Debt Service Funds, Proprietary, and Capital Funds are
included in the annual budget. The level of budgetary
control is the department within each fund.

The Investment Advisory Committee and City Council shall annually review and update, or modify as appropriate, the City’s investment policy. The policy shall be adopted by resolution of the City Council based upon the City staﬀ and Investment Advisory Committee’s recommendations.

Reports on the City’s investment portfolio shall be
developed and presented to the City Council quarterly. City funds will be managed in a prudent and diligent manner
with emphasis on safety, liquidity, and yield, in that order.

Operating Budget
Balanced Operating Budget
It is the City’s policy to adopt a balanced budget where operating revenues and available resources are equal to or exceed operating expenditures. Any year-end operating surpluses will revert to unappropriated balances for use in maintaining reserve levels set by policy or available for capital projects and/or “one-time only” General Fund expenditures.
223

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Financial Policies
Policy Status

ACCOUNTING
The City's accounting of ﬁnancial systems shall be maintained in accordance with Generally Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards Board (GASB), and the Government Finance Oﬃcers Association (GFOA).

Benchmark
Status Met
It is the City’s goal to maintain accounting records, processes, and procedures in such a manner as to receive an unmodiﬁed audit opinion and to maintain a Certiﬁcate of Achievement for Excellence in Financial Reporting from the GFOA.Benchmark Status Met

RESERVE / SINKING FUND
The General Fund reserve will be maintained in an amount equal to at least three months of the annual General Fund operating expenditure budget.Benchmark
Status Met
Benchmark
Status
The Rainy Day Reserves will maintain a balance of at least $30 million.

Met
Benchmark
Status
The City’s Sewer Enterprise Fund will maintain reserves equal to four months of operating expenses.

Met
Benchmark
Status
The City’s Construction Services Fund will maintain reserves equal to twelve months of budgeted operating expenditures.

Met
The City will maintain Comprehensive Liability and Workers’ Compensation insurance reserves at no less than marginally acceptable conﬁdence levels.Benchmark
Status Met
Through the use of the Vehicle and Equipment Replacement Fund, the City will annually budget suﬃcient funds to provide for the orderly replacement of the City’s ﬂeet, vehicles, computers, radios, equipment, technology infrastructure, and other major capital outlay.

Benchmark
Status Met
Through the use of the Fleet and Building Maintenance Fund, the City will annually budget suﬃcient funds to provide for the orderly ﬂeet and building maintenance and repair.Benchmark Status Met
Benchmark A sinking fund for building component/replacement will be maintained.

Status Annual baseline funding of $410,000 has been provided for HVAC, rooﬁng, ﬂoor covering, and remodel projects.

DEBT
It is the City’s goal for its general obligation (GO) bonds to maintain a AAA rating, and for the Sewer Enterprise to maintain a AA-/ Aa2 credit rating.Benchmark
Status Met. GO Bonds rated AAA by S&P. Sewer Enterprise rated Aa2 by Moody's, AA- by S&P. 224

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Financial Policies

REVENUE
Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, otherBenchmark Status
governmental agencies, or reliable economic forecasters when available.

Met
Property Transfer Tax is projected using a consistent methodology, which takes a long-term perspective to temper variance from year to year.Benchmark
Met. Property transfer tax is estimated at $8.0 million per year throughout the General Fund Long-Term Financial Plan, reﬂecting the expectation that the federal funds rate will gradually decline, and the lower interest rate environment will buoy the real estate market.

Status
Benchmark
Status
Full cost recovery for user fees will be achieved.

Met. All charges for services are based on the cost of providing the services.

Full cost recovery for indirect costs will be achieved.

Met
Benchmark
Status
Benchmark The City shall actively pursue federal, state, and other grant opportunities when deemed appropriate.

Met. Continuing to assess and apply for grants with a focus on ensuring matching funds are identiﬁed, as applicable, and ongoing costs are considered.Status

CAPITAL IMPROVEMENT
The City has been working toward providing a reasonable regular transfer from the General Fund to capital improvements without reducing services.Benchmark
Status Met. The baseline General Fund transfer is $2.69 million to fund streets, building components, and sidewalk repair.

Continue to use bond proceeds and other funding sources for capital projects.

Met. Examples are streets and ﬂood control, golf course, wastewater treatment plant, library, and ﬁre station.

Benchmark
Status

INVESTMENT
Benchmark
Status
City funds will be managed in a prudent and diligent manner with emphasis on safety, liquidity, and yield; in that order.

Met

OPERATING BUDGET
It is the City's policy to adopt a balanced budget, where operating revenues and available resources are equal to or exceed operating expenditures.Benchmark
Status Met
The City Manager shall annually prepare and present a proposed operating budget through two study sessions by no later than June of the prior ﬁscal year; and City Council will adopt said budget no later than June 30th of each year.Benchmark Status Met
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Gann Appropriations Limit
City of San Mateo Gann Appropriations Limit as Deﬁned in Article XIII B of the California State Constitution
The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution.

Informally known as the “Gann Initiative,” Article XIII-B provides limits regarding the total amount of appropriations in any ﬁscal year from “the proceeds of taxes.”
and SB 88 by the voters in June 1980. The changes were
incorporated into the ﬁscal year 1990-91 and ﬁscal year 1991- 92 appropriations limits. Beginning with the ﬁscal year 1990- 91 appropriations limit, a city may choose annual adjustment factors. The adjustment factors include the
growth in the California per capita income or the growth in the non- residential assessed valuation due to construction within the City and the population growth within the county or the city.

In 1980, the State Legislature added Section 7900 et seq. to the Government Code, providing that the governing
body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. The
appropriations limit for any ﬁscal year was equal to the previous year’s limit, adjusted for population changes and the changes in the US Consumer Price Index (or California per capita personal income, if smaller). The necessary
statistical information is provided by the California
Department of Finance.

The table below provides the calculation for the
appropriations limit for ﬁscal year 2024-25, as well as the total appropriations subject to the limit. The adjustment factors utilized for the ﬁscal year 2024-25 calculation include the growth in California per capita income and the population growth within the County of San Mateo. As the table demonstrates, the City’s appropriations subject to the limit ($142.8 million) are well below the appropriations limit itself ($268.5 million).

However, the original Article XIII-B (Proposition 4) and its implementing legislation were modiﬁed by Proposition 111 CITY OF SAN MATEO APPROPRIATIONS LIMIT FOR FISCAL YEAR 2024-25 AMOUNT SOURCE A
B
Last Year’s Limit $ 260,445,497 2023-24 Limit
Adjustment Factors

1. Population
Inﬂation

0.9950

1.0362
CA Dept. of Finance

2. CA Dept. of Finance

1.0310 B1*B2
B1*B2-1
A*B
Total Adjustment %
Annual Adjustment
This Year’s Limit
Tax Proceeds Subject to the Limit
Property Tax

0.0310
C
D
E
$ 8,078,759
268,524,256$ A+C
$ 86,666,000
29,700,000
8,000,000
12,450,000
6,000,000
2024-25 Budget
2024-25 Budget
2024-25 Budget
2024-25 Budget
2024-25 Budget
Sales Tax
Property Transfer Tax
Other Tax
Interest Allocation
Total $
$
142,816,000
125,708,256Amount Under / (Over) Limit D-E
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Budget Changes
Non-Personnel Operating Budget
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

DEPARTMENT SERVICE ENHANCEMENTS FUND
Increase funding to support emergency preparedness, improve communication and community engagement, and provide grant writing support for all city departments.City Manager's Office General Fund $ 231,000 $ 231,000 Human Resources
Human Resources
Support compensation surveys for labor negotiations. General Fund General Fund
20,000
10,000
20,000
10,000Provide funding to conduct SB553 workplace violence training.

Information Technology
Information Technology
Information Technology
Implement network multi-factor authentication (MFA) to enhance cyber security. General Fund General Fund
General Fund
30,000
18,000
25,000
30,000
18,000
25,000
Add secondary Internet Service Provider (ISP) to enhance internet bandwidth and improve internet resilience for city operations.

Implement Customer Relationship Management (CRM) system for better service request management.

Information Technology
Parks & Recreation
Parks & Recreation
Police
Ongoing licensing and maintenance costs of existing Verkada camera systems. General Fund General Fund*
General Fund*
Measure S Fund
General Fund
15,056
77,000
22,419
87,000
100,000
-
Increase budget for summer camp transportation / buses.

Increase budget to support summer camp counselling (One Life). Cost increase will be offset either by grant funds or cost recovery. 100,000
182,000
139,740
One-time funding to purchase three new Police vehicles
Police Implement the Real Time Crime Center software. 146,727 Police Provide funding for Molle Vests General Fund 35,000 30,000
10,000
35,000
-Public Works Purchase electric cart; mobile camera
Purchase two cameras to monitor illegal dumping.

Solid Waste Fund
Solid Waste FundPublic Works 10,000
Funding for legal notice requirements for planning applications/projects (Note: this is pass- through expense and will be reimbursed by planning application revenues).Community Development Construction Service Fund* 100,000 100,000 Community Development Add funding for the 21 Elements ADU Program Construction Service Fund Advanced Planning Fund
20,000
20,000
20,000
20,000
Private development on-call services, consultant staff augmentation services for Private Development/ROW. These services are typically funded through deposit payable accounts.Public Works Public Works
Construction Service Fund* 120,000 120,000
Consultant services to review and assess the CIP organizational system for planning and preparing projects department-wide. Split costs 60/40 between General and Sewer funds.

General Fund
Sewer Fund
60,000
40,000
-
-
Project management training for staff in CIP Engineering, Transportation, Facilities, and Clean Water Program. Estimated $2,000 per person plus costs for lunch for a total of 21 staff. Costs split between General Fund (70%) and Sewer Fund (30%). Ongoing annual cost of $4,500 will be split between the two funds to allow additional training of an estimated 2 staff per year in future years.

Public Works General Fund
Sewer Fund
30,800
13,200
3,150
1,350
Public Works
Public Works
New WWTP NPDES permit requirements Sewer Fund 55,000 -
-Consultant costs for general maintenance for creeks and channels Stormwater Fund 160,000 Mitigation plan design, development, and reporting - including joint agency lagoon general maintenance permit mitigation costs ($70,000) and reporting costs ($20,000)Public Works Public Works
Stormwater Fund
Stormwater Fund
- 90,000
One-time purchase of 1 storm-specific Vactor. - 650,000 Subtotals $ 1,541,796 $ 1,739,646
Wastewater Treatment Plant (WWTP)
Below is a list of resources added to support the new Wasterwater Treatment Plant's operations:

1. Overtime for managers anticipated in the first 3-month startup period of the new WWTP. Sewer Fund $ 100,000 $ -

2. 3.

4. 5.

6. Chemicals - cost increases due to new facility coming online.

Utilities - PG&E - projected increase for the new plant Sewer Fund
Sewer Fund
Sewer Fund
Sewer Fund
Sewer Fund
1,835,000
1,852,000
176,000
70,000
1,945,000
1,943,000
189,000
15,000
Utilities - Water - projected increase for the new plant Gasoline Oil - estimated cost to fill new 10,000 gallon fuel tank at WWTP Laboratory - WQCP/PD - increased to outfit new Operation's lab facility Professional Services - safety consultants, technical experts for guidance on plant operations and staffing assistance - increase needed to account for contract staffing at the WWTP during start up of the new facility.
18,000 8,000

7. 8.

9. Sewer Fund
Sewer Fund
Sewer Fund
274,000
25,000
17,000
Communication: purchase of additional tablets as part of on-going budget 25,000 17,000Maintenance and Repairs - Equipment Services: Increase to account for calibration of new WWTP lab equipment and maintenance of DO water system.

Maintenance and Repairs - Materials Parts and Supplies: Increase for purchase of new sampling equipment needed for new WWTP lab.10. Sewer Fund 20,000 14,000 227

667 of 671

Budget Changes
Non-Personnel Operating Budget
2024-25

PROPOSED
BUDGET
2025-26

PROJECTED
BUDGET

DEPARTMENT SERVICE ENHANCEMENTS FUND
Maintenance and Repairs - Buildings and Grounds: Increases due to expansion of WWTP, offset by reallocations from other contract areas to realign budget line items. Services include:
landscaping; HVAC service; Elevator Services; Fire Suppression; Janitorial; Pest Control, etc.

11. Sewer Fund 140,200 110,200

12. 13.

Small Tools - increased to cover pre-staging of tools in new facility Small Tools: increase to supply tools for new ICT positions, additional tools, and work stations for new facility.

Sewer Fund
Sewer Fund
20,000
19,000
5,000
-

14. 15.

Other Contractual Services for additional one-time testing required for the new WWTP. Sewer Fund Sewer Fund
166,000
97,000
40,000
Other Contractual Services - increased for SCADA support, server UPS services, additional use of cranes for new facility, and increased need for instrumentation and network assistance. 117,700 Other Contractual Services: cost increases due to new facility coming online; Biosolids increasing from $420,000 to $650,700; Grit & Rags Hauling increasing from $152,000 to $216,500 for 12 months; IJB ($75k) and Decommissioned Tank Cleaning (Year 1: $75,000; Year16. Sewer Fund 362,000 318,000 2: $0).

Other Contract Services: $90,000 increase to existing contract services requested to account

17. 18.
for Koffler service and maintenance for pumps, expense had not been accounted for in previous budgets
Sewer Fund
Sewer Fund
90,000
95,000
90,000
-Machinery and Equipment: purchase eductor equipment ($95,000) Machinery and Equipment: purchase of additional sewer equipment. Year 1: Purchase of a front loader/fork lift ($95,000) and commercial shelter to protect sewer equipment ($128,000); purchase of 1 Ford F350 Utility Truck. Year 2: Purchase CCTV equipment for inspection sewer gravity lines ($40,000); excavator and backhoe attachments ($35,000); tow behind trailer for SSO equipment ($35,000); purchase additional equipment for CCTV E-van ($35,000)

19. 20.

Sewer Fund
Sewer Fund
313,000 145,000
Machinery and Equipment: Year 1: Purchase of 2 Flygt replacement pumps ($60,000), wet well mixer ($10,000), portable generator ($95,000); 1 Ford F350 Utility Truck. Year 2: Purchase of bypass pump and hoses for sewer lift stations ($105,000), 2 Flygt replacement pumps ($60,000), wet well mixer ($10,000)
255,000 175,000
Subtotals $
$
5,944,200
7,485,996
$
$
5,156,900
7,579,292Totals
* Item costs will be offset by increase in revenues, or reduction in other expenses. 228

668 of 671

Budget Changes
Full Time Equivalent (FTE) Personnel Changes
2024-25

PROPOSED

FUNDING
SOURCE
Net Fiscal
ImpactDEPARTMENT ACTION POSITON / SERVICE ENHANCEMENTS
City Employee FTE Before Changes: 621.56
City Manager Add
Add

1.00 Senior Management Analyst
To enhance emergency preparedness, provide grant writing support and augment management of the City’s real property portfolio, and improve communication and community engagement.

San Mateo City CouncilJune 17, 2024

San Mateo City Council
June 17, 2024