Fiscal Year 2024-25 City Council Priorities
# Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 1 City Manager's Office Establish policies to decarbonize existing buildings and infrastructure and eliminate methane gas use by 2030.
Conduct community outreach and provide education; present findings to Sustainability and Infrastructure Commission for recommendations to City Council; return to City Council with narrowed down policy options and related resource needs and receive final Council direction on policy formation.
Per City Council direction at the January 16, 2024 meeting, the project team will explore five decarbonization policy options for existing buildings. In February 2024, the project was put on hold due to staffing.
In July 2024 staff began to reengage Rincon on this work. The project team will initiate outreach and community engagement this fiscal year to inform the development of the City's Sustainable Buildings Strategy.
Staff anticipates bringing the Sustainable Building Strategy for Council consideration in 2025.
2 City Manager's Office Create a comprehensive, ongoing Citywide Community Outreach and Engagement Program.
Onboard and train new communications team and retain professional communications consultants to reestablish regular eNews, implement biannual print newsletters, bolster social media campaigns, improve high interest webpages, work with staff Citywide to enhance public engagement, establish a townhall program, and develop civic engagement forums. Enhance customer service and community outreach training and education opportunities for staff citywide.
Weekly eNews has been reestablished, biannual print newsletters have been intiated,and social media campaigns of all varierties have been bolstered. Improving the Cty's webpages is ongoing, with notable strides made on the Special Events permitting, press releases, and winter storms pages. The City's Communication Plan, which addresses the remainaing items and more, is in draft form and will be completed with the onbaording of the City's new Communications Manager in early 2025.
3 Public Works
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.
Budget for and engage a consultant to complete a Capital Improvement Program organizational assessment to optimize the process for identifying all City infrastructure improvements, evaluate the process of prioritizing improvements, and assess the scheduling and budgeting methodologies. In addition, procure a consultant to complete a comprehensive facilities assessment to identify required improvements.
Proposals for a Capital Improvement Programs Delivery Optimization and Organizational Review were received in October. City staff intends to execute the agreement in November. Final recommendations will take ~8 months.
In July a consultant was procured to initiate the Facilities Condition Assessments. In October, Council approved an Amendment to expand the scope to include detailed facility evaluations and develop a final report. Final recommendations are anticipated by June 2025. 4 City Manager's
Office/Community
Development
Provide greater support to business development centers or mixed use development areas to increase economic vitality.
Hire an economic consultant to provide peer reviews of proposed new development with ground floor commercial space; develop a list of best practices for ground floor commercial marketability that can be shared with developers and incorporated into future planning documents, including the Downtown Area Plan Update; continue to monitor commercial vacancies Citywide and engage with building owners as needed to understand vacancy and support getting space re-occupied.
This will be an ongoing effort between CDD and CMO staff and a chosen retail real estate consultant as projects are proposed that include ground floor retail. Also, staff is now hosting quarterly brokers meetings with the CMO and CDD to discuss commercial space trends Citywide. Staff held the 1st broker meeting on October 3rd with 6 brokers who work in San Mateo.
5 Public Works Expedite efforts to improve the stormwater collection, drainage, and storage system, including dredging the Marina lagoon.
Continue Stormwater Master Plan Update and complete critical components of data collection. Complete Marina Lagoon Maintenance Dredging design and initiate construction in Summer 2025.
Targeted condition assessment for storm drains has been completed.
Pump station and other infrastructure assessments are on-going along with preliminary storm model development. Design for the Marina Lagoon spot dredging project is on-going. Staff will be discussing with the Lagoon Ad-hoc Committee in coming weeks. Construction is anticipated for Summer/Fall 2025.
6 City Attorney's Office Explore adopting a Gardening Waste ordinance. City Council consideration of an ordinance addressing gardening waste. Item will be introduced and heard at the November 4, 2024 City Council meeting.
7 City Manager's Office
Explore a resolution affirming the City's commitment to integrate new technologies, such as artificial intelligence(AI), without displacing work force.
Research County of San Mateo resolution.
This priority is not yet started and progress this fiscal year is uncertain given staffing constraints to date this fiscal year. Item may need to move to the 2-5 year list.
8 City Clerk's Office & Parks
and Recreation
Increase organizational capacity to support the Toyonaka Sister City Program within the Parks & Recreation Department and City Clerk Department.
Develop a sister city policy or resolution to define City staff and non-profit roles and scope (look at Redwood City).
Policy Development: Staff are actively researching best practices and guidelines for sister city programs. A proposed policy will be presented to the City Council in Q3 for Council approval.
Monthly Coordination: Staff have been coordianting and facilitating monthly check-in meetings with representatives from the City of Toyonaka and the Sister City Association. These meetings focus on planning for 2025 events, including the youth ambassador exchange, a baseball team visit to San Mateo, and exploring potential youth engagement opportunities for the 2025 expo.
9 Public Works
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.
Staff will gather key metrics and present an annual transportation review to City Council.
Staff is gathering relevant metrics to support this annual transportation review and presentation. This may include collision data, infrastructure improvements, and site-specific traffic surveys. Staff are exploring options to expedite and centralize data gathering and expect to report City Council before the end of the fiscal year.
1 Fiscal Year 2024-25 City Council Priorities
10 City Manager's Office Consider the adoption of wage theft protections. Partner and work with the County's Office of Labor Standards and Enforcement.
In July 2024, the County established the Office of Labor Standards and Enforcement to address wage theft issues countywide. As a new office, it is currently focused on learning, researching, and developing resources for the program. As the program is still very early in its development, staff will bring the item for discussion in early 2025. 11 City Manager's Office Integrate master plans to increase efficiency and community impact. Continuously cross reference all city planning documents to ensure consistency. This is an ongoing Citywide effort that is demonstrated through City Council presentation slides; there is no projected end date. 12 Public Works and City
Manager's Office
Design and implement capital improvements for permanent street closure. Complete construction of the B Street Pedestrian Mall Improvement Project by Fall 2024.
Improvements to the Pedestrian Mall, including bike racks, planter barriers, ADA parking, and public seating, have been completed.
Wayfinding/parking signage and planters are forthcoming this calendar year.
13 Finance Initiate a Community Budget Process for anticipated revenue from Measure CC. Continue to monitor Measure CC revenue. Report the results through quarterly updates.
The City received its first Measure CC revenue in February 2024, and from February through August, the total revenue collected is $1.24 million. Including tentative numbers for September 2024, Measure CC revenue is tracking close to $1.6 million. Given the General Fund deficit, staff recommends using Measure CC funds to support critical CIP projects.
14 Public Works Remove North Shoreview from FEMA Flood Assessment. Continue coordination with FEMA on formal removal of flood zone designation by Summer 2024/Fall 2024.
FEMA revised flood maps for the North Shoreview community on October 11, 2024, effectively removing 1,600+ properties from the flood zone.
15 City Manager's Office Explore the establishment of Property-Based Improvement Districts. Bring a study session to council for discussion.
Staff will initiate discussions on the creation of a PBID following the completion of the Downtown Master Plan, which will be initiated in 2025.
16 City Manager's Office Explore the implementation of a Customer Response Management or 311 system.
Research methods by which the City currently receives service requests and back-end systems where requests are managed. Select a suitable CRM that will work with existing back-end systems.
A staff project kick off meeting is scheduled for Nov 4th to identify scope. Confirmed full citywide departmental participation. Expected deliverables from the kickoff meeting: Microsoft Teams program site and draft of the program charter. Next steps: establish timeline and high level implementation plan.
17 City Manager's Office and
Public Works
Enhance city-wide disaster response and emergency
preparedness.
Continue working with Office of Emergency Services on updates to the City's Emergency Operations Plan including associated staff training and exercises, ongoing training for staff roles and responsibilities at the Emergency Operations Center, and training on the transition to new virtual EOC software (Veoci); bolster City staff resources with emergency preparedness expertise; update departmental emergency plans and COOP/COGs; purchase additional emergency rations/provisions and equipment; pursue flood control permitting and upgrades; procure grant professional writing assistance; evaluate City infrastructure for resilience and fitness during disaster/extreme events.
A City/SMCF team has been established and emergency prepareedness plan updates are in progress, including a short-term plan for immediate needs which is about 85% complete. Emergency rations and other supplies have been purchased and other items and equpments has been inventoruied and mapped. Two staff emergency preparedness trainings have been completed, a RFP for grant writing and legislative advocay has been published and is crrently live, and another is about to be published for the City's Sea-Level Rise and Adaption Plan for which grant funding has been recieved. Next steps include finalizing Citywide emergency preparedeness plans in late 2024/early 2025, starting work on departmental COOP/COGs, and intiatiing work on legistative advocay, grants procurement, and the Adaptation Plan, all in 2025. 18 Community Development Implement the adopted General Plan.
Support adoption of a resolution to place a ballot measure amending Measure Y on the November 2024 election; initiate a comprehensive Zoning Code update to implement the General Plan, including community outreach and engagement, starting with an RFP for a consultant to support the effort, with a target to initiate the update effort in Q3.
The ballot measure amending Measure Y is moving forward in the November 2024 election, per City Council direction on July 15, 2024.
CDD is preparing an RFP for consultant support on the comprehensive zoning code update that would be released in November 2024, after the election.
# Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 2 Fiscal Year 2024-25 City Council Priorities
19 Community Development Implement Housing Element Policies. Begin implementation of all 2023-2031 Housing Element policies and programs with a 2024/2025 target date.
Housing Element Implementation Update – October 2024
CDD staff have been actively working on Housing Element implementation for programs with a 2024-2025 target date. This work includes:
Bundled Zoning Amendments – Several Housing Element policies require updates to the City’s zoning code to reduce or eliminate constraints to housing production and allow all housing types consistent with State Law. These Zoning Code amendments will happen in two phases, with the first set of amendments targeted for Planning Commission and City Council public hearings beginning in 2025. The second set of code amendments is anticipated to be bundled with the General Plan 2040 Comprehensive Zoning Code Update that will commence in early 2025.
Accessory Dwelling Units (ADUs) – The City is a member of the San Mateo County ADU Resource Center, which is focused on providing resources to property owners and jurisdictions to support increase ADU production. More information to come later this year, including a roll- out of the new website. Staff is also working on internal processes to further simplify and streamline ADU permitting and implement AB 1332, which allows independent designers to receive City preapproval of design plans for property owners to use.
Inclusionary Housing Policy Update – The City is participating in the countywide “Grand Nexus Study,” a multipronged effort led by 21 Elements, that will produce a new commercial nexus and feasibility study, residential feasibility study, and residential nexus study. These studies will inform the new Commercial Linkage Fee rate and Below Market-Rate (BMR) in-lieu fee, in addition to potential changes to the City’s BMR program requirements (percentage, affordability levels). 21 Elements has released the RFP and work is expected to commence by end of 2024.
Updates to the City’s BMR Program, including amendments to the Zoning Code, will begin in early 2025 with staff research and stakeholder outreach, with the aim of updating BMR guidelines and the Inclusionary Housing Program by the end of 2025. This will include updates to the BMR monitoring and enforcement programs.
Tenant Protections/Anti-Displacement – Staff has developed a Tenant Protections/Anti-Displacement timeline and outreach plan, working towards a City Council study session in March 2025. Staff is currently conducting one-on-one meetings with legal service providers to gain an understanding of tenant issues in San Mateo and inform the policy discussion at the March 2025 study session. This will be followed by stakeholder meetings with local and regional groups representing both tenants and landlords, in addition to managers of large multifamily properties in San Mateo. Community workshops are tentatively planned as part of the November and January Community Relations Commission meetings. In parallel, staff is conducting research on options for monitoring rents, evictions, and tenant displacement citywide, and the specific policies identified in the Housing Element related to substantial remodel evictions and unsafe or substandard units.
Housing Funding Strategy – Staff is analyzing the City’s various housing related funds and ongoing funding sources to make recommendations for known and potential funding commitments to affordable housing projects, in addition to ongoing Housing Division-funded programs and other strategic priorities. These recommendations will inform the upcoming FY 2025-26 Budget discussions and potentially a formalized funding process for affordable housing through a Notice of Funding Availability (NOFA).
Housing Element Website Updates – To keep the public up-to-date on Housing Element implementation and to promote transparency, staff is drafting a dedicated webpage with an overview of the full Housing Element workplan for the 2023-2031 planning period, organized by policy area, with quarterly updates and links to reference materials.
This should be completed by the end of 2024. Staff is also exploring dashboard options and other ways to share data and information about housing production and Housing Element implementation progress. # Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 3 Fiscal Year 2024-25 City Council Priorities
20 Library and Public Works Address structural issues at the Marina Library. Complete design process, including addition structural analysis, by December 2024 and begin construction work in late Spring 2025.
Complete Construction by the end of FY 25/26.
50% of the design assessment has been completed. More structural analysis to be done in late October, 2024. Design process still expected to be completed by December.
21 Public Works Reconstruct all failed streets in San Mateo by 2026. Complete construction of Phase 4 by Fall 2024 and award construction contract for Phase 5 Spring 2025. Phase 5 is the final phase of the Smooth Streets Program.
Smooth Streets Phase 4 currently suspended due to upcoming wet weather season, will resume and be completed in Spring 2025. Phase 5 is currently scheduled for award and construction in Spring/Summer 2025.
22 Public Works Replace all remaining high voltage circuits to improve safety and reliability of the street light system. Complete construction of Phase 3. Complete Design for Phase 4 (Final Phase). Construction for Phase 4 is expected to begin in FY 25-26.
Construction of Phase 3 is complete with the exception of a service connection that must be coordinated with PG&E. All conversions from high voltage to low voltage have been completed. Design for Phase 4 is underway.
23 City Manager's Office Implement a robust, year-round Downtown Activation Program as part of our core City services. Organize a committee to focus on the vibrancy of Downtown.
Staff has been collaborating with the Downtown Association, Chamber, and community members to increase the frequency of events in the pedestrian mall, along with other efforts, as part of the Council's previous direction to activate and beautify that space. This work will be a foundation for work on this priority that can be initiated in earnest in 2025/2026 as the City begins to envision the future of the downtown through its specififc planning efforts.
24 Public Works
Prioritize planning, design, construction and maintenance of rapid safety improvement projects citywide and ensure there is a reliable City fund for long term success.
Consolidate safety projects identified in existing and future plans into a prioritized list. Develop an implementation strategy that includes staff resources and funding for each phase (planning, design, construction and maintenance).
Continue to progress in safety projects in design, such as: Delaware Safe Routes to School Protected Bike Lane, Hillsdale GAP Closure, 3rd and Norfolk Safety Improvement Project.
Staff is working internally to identify appropriate candidates for rapid safety improvement, such as signal improvements, installation of push buttons, high visibility crosswalks, or signage, or implementation of other localized and inexpensive safety improvements. This includes projects without significant cost, trade-offs, or constraints which would require a more robust community vetting and design process. The Delaware SR2S, Hillsdale Gap Closure, and 3rd and Norfolk projects are continuing to advance.
25 City Manager's
Office/Community
Development
Explore piloting a City Grant Fund. Identify funding source and amount (50k), staff resources, structure, and process. Based on staffing resources, staff plans to kickoff the project in Spring 2025.
26 City Clerk's Office & City
Attorney's Office
Improve and strengthen democratic systems and decrease
polarization.
Conduct a variety of educational outreach to current and future voters by, including registration events, utilizing mailers, and collaborating with service organizations. Staff will continue to conduct post-election review and will add additional metrics and analysis as an enhancement to this review.
Campaign Finance Dashboard: The City Clerk's Office published the 2024 campaign finance dashboard to enhance transparency for the upcoming election.
Youth Engagement: An "I Voted" and "Future Voter" sticker contest targeted at the youth community was conducted to encourage voter participation and civic awareness.
Citywide Mailers: Comprehensive mailers were sent across the city to inform residents about the 2024 general elections and voter registration opportunities.
Post-Election Review: Following the 2024 election, staff will conduct a post-election review. For the first time, this review will include metrics related to ballot measure campaigns, expanding the scope of analysis. 27 City Manager's Office and
Human Resources
Work with schools, community colleges, businesses, and other organizations to expand youth and senior workforce development & civic leadership opportunities.
Attract and retain youth/young adult interns by partnering with organizations, such as Empowerment Through Action and local businesses, and centralizing internships. Improve our volunteer program to attract and retain volunteers, especially seniors.
The City Manager's Office works closely with seniors, high schools, and community colleges through its volunteer programs and envisions partnering with Human Resources staff as they continue to promote the City at job fairs and other recruitment events, and through the Regional Internship Program and the local non-profit "Over 40" Career Center to encourage public sector employment and to attract a diverse workforce.
28 Public Works Deliver the Clean Water Program. Complete all identified construction projects by the end of FY 25/26.
The Clean Water Program is progressing well. The $1 billion dollar program is 94% encumbered in professional service and construction contracts. Several collection system and wastewater treatment plant projects are under construction. Staff will provide a Council update in February 2025.
# Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 4 Fiscal Year 2024-25 City Council Priorities
29 Library Implement Library Space Master Plan. Complete rest of space enhance projects: Cafe, Lobby, Teen Area, Business Library, Jobseekers Space, Biotech Learning Center, Periodical Storage Space No change due to lack of funding at this time. 30 Parks & Recreation Implement the Central Park Master Plan. Staff will complete phase 1 of the Central Park Playground Improvements, which consist of directing the project manager to solicit bids and manage the construction process.
At the October 7th City Council meeting, all bids for the Central Park Phase 1 Playground Improvements Project were rejected. Staff will initiate negotiations with the lowest bidder, Suarez & Munoz Construction, Inc., to explore potential cost reductions. Should these negotiations prove successful, staff will present a contract with Suarez & Munoz Construction, Inc. for City Council approval at a future meeting. If negotiations do not yield satisfactory results, staff may consider either rebidding the project or modifying its scope. 31 Public Works Expedite efforts to improve the stormwater collection, drainage, and storage system, including dredging the Marina lagoon.
Adopt a prioritized, long-term 5-Year Capital Improvement Plan based on Stormwater Master Plan Update. Initiate and complete environmental approval process for dredging of the Marina Lagoon. Begin implementation of other highly prioritized stormwater capital improvement projects as funding and resources allow.
The Stormwater Master Plan update is underway and on-schedule.
Initial data collection, including updated bathymetry surveys for the Marina Lagoon, have been completed. Development of prioritization criteria for capital improvement projects schedule for Q3-Q4 2025. 32 Public Works Implement a Green Fleet by 2030. Complete design and initiate construction of City Hall/City Plaza EV charging infrastructure improvements by end of calendar year 2025.
Seek additional grant funding and plan for Corp Yard/PD EV charging infrastructure improvements.
Staff will be utilizing a portion of Peninsula Clean Energy $1.4M grant to add EV charging for the City fleet at the Police Station, City Hall and the Corp yard.
33 Public Works
Expedite efforts to provide high quality effluent from the wastewater treatment plant upgrades to support the future production of potable water.
Continue participating in the Peninsula Pure Water (formerly San Francisco Peninsula Regional Purification) project to pursue a wastewater purification facility at the Silicon Valley Clean Water facility in Redwood Shores.
Staff are continuing to participate in the Peninsula Pure Water efforts, which are still in preliminary evaluations.
34 Public Works Minimize impacts to residents from train horn noise at City at- grade crossings.
Complete construction of all rail safety measures required for Train Horn Noise Quiet Zone (Quiet Zone) qualification by end of calendar year 2024. Staff to work with FRA and required stakeholders (e.g. CPUC, Caltrain, and Union Pacific) to complete administrative steps to establish Quiet Zone by end of calendar year 2025.
Train Horn Noise Status Update occurred during the City Council Meeting on July 15, 2024. Based on City Council feedback, City staff is considering alternatives for East Bellevue Avenue at-grade crossing, which could include temporary closure, permanent closure, or four- quadrant gates. Staff is conducting a Traffic Operational Analysis to evaluate closure at both Villa Terrace and E. Bellevue Ave and plans to present findings to City Council in the first quarter of 2025. Since City staff is reviewing alternatives, the Quiet Zone implementation timeline will likely be pushed to 2026 or later.
35 Public Works Study resource feasibility for the downtown grade separations and long-term train corridor improvements. Identify resource needs for staffing, grant writer, and design consultant to implement the feasibility study.
Staff is coordinating with CMO on future City grant writing team support for pursuing federal or state grants for grade separation feasibility study. Staff continues to explore opportunities for pursuing funding at federal level but has gotten preliminary feedback that safety concerns/collision data for the downtown at-grade crossings are generally not significant enough to be competitive relative to other at- grade crossings nationwide.
36 Public Works Improve traffic flow on 19th Ave and Fashion Island Boulevard from Grant to Mariners Island Boulevard.
Continue the design for 463338 Norfolk/Fashion Island intersection improvements. Continue design for the 19th Avenue Smart Corridor Project. Finalize negotiations to combine both projects on 19th Avenue and Fashion Island to help expedite delivery and coordination of both projects.
Project 463338 Norfolk/Fashion Island intersection improvements was successfully combined with the US 101/92 Multi-Modal Class IV Bike Lane project. The new project is officially called the “19th Avenue/ Fashion Island Boulevard Complete Streets Project.” Staff did this to increase the chances of funding the construction of both the congestion management and bicycle infrastructure aspects on the corridor. By having both aspects in the project scope, the City was able to partner with San Mateo County Transportation Agency to submit a grant for $9.5M in RM3 funding for the construction of the 19th Avenue/Fashion Island Boulevard Complete Streets Project. Design efforts are starting in Q1 24-25.
# Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 5 Fiscal Year 2024-25 City Council Priorities
37 Public Works
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.
Program all existing 2020 BMP projects into the Bike San Mateo Program in order to expedite the design and delivery of all High and Med- High bicycle projects. This will include quick-build bicycle projects. Identify all incomplete PMP projects and develop a workplan for expedited completion. Complete design for the Delaware SRTS Protected Bike Lane Project, Hillsdale Gap Closure project and the 3rd and Norfolk Island Intersection Safety Improvement project. Continue to the design for the 19th Avenue and Fashion Island Class IV bike lane projects.
City staff are working on updated programming for the High and Medium-High priority projects from the 2020 Bicycle Master Plan. City staff plan to integrate findings from the May 2024 Local Roadway Safety Plan (LRSP) to assist in prioritizing and planning remaining projects. In addition, City staff are working on the completion of a Citywide Complete Streets Plan and North Central Complete Streets Plan.
Updates on the status of specific major bicycle and pedestrian improvement projects are as follows:
• Delaware SRTS Protected Bike Lane Project – This project is at the 95% design level and is being reviewed by City staff.
• 28th Ave./Hillsdale Caltrain Station Bicycle Access Gap Closure Project – This project is currently at the 35% design level. • 3rd and Norfolk Island Intersection Safety Improvement Project – Design for this project is complete, and the project will be advertised for construction the week of 10/14/24. It is anticipated that the construction contract will be brought to council for acceptance in December 2024. The project is on a tight schedule due to the grant requirements.
• US 101/92 Multi-Modal Class IV Bike Lane project – Preliminary concepts for this project have been developed. City staff successfully combined the US/92 Multi-Modal Class IV Bike Lane Project and the Norfolk/Fashion Island intersection improvements project into one project titled “19th Avenue/Fashion Island Complete Streets Project” to expedite delivery, coordination and increase the chances of receiving construction funding. Design of the project is expected to start in Q1 FY24-25.
# Department Lead(s) Council Priority Work Plan FY 24-25 Priority Status as of November 4, 2024 6 Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Per SMMC 2.80.080 – Post Election Review requires that three months after certification of election results the Council will review the provisions of Chapter 2.80 for appropriateness; staff will now add additional metrics and analysis as an enhancement to this review to deepen understanding of the voting public’s trends in the City of San Mateo – such as voter turn-out by area of the city, analysis of under-represented minority groups in voting, etc.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Per SMMC 2.80.080 – Post Election Review requires that three months after certification of election results the Council will review the provisions of Chapter 2.80 for appropriateness; staff will now add additional metrics and analysis as an enhancement to this review to deepen understanding of the voting public’s trends in the City of San Mateo – such as voter turn-out by area of the city, analysis of under-represented minority groups in voting, etc.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Per SMMC 2.80.080 – Post Election Review requires that three months after certification of election results the Council will review the provisions of Chapter 2.80 for appropriateness; staff will now add additional metrics and analysis as an enhancement to this review to deepen understanding of the voting public’s trends in the City of San Mateo – such as voter turn-out by area of the city, analysis of under-represented minority groups in voting, etc.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Per SMMC 2.80.080 – Post Election Review requires that three months after certification of election results the Council will review the provisions of Chapter 2.80 for appropriateness; staff will now add additional metrics and analysis as an enhancement to this review to deepen understanding of the voting public’s trends in the City of San Mateo – such as voter turn-out by area of the city, analysis of under-represented minority groups in voting, etc.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Per SMMC 2.80.080 – Post Election Review requires that three months after certification of election results the Council will review the provisions of Chapter 2.80 for appropriateness; staff will now add additional metrics and analysis as an enhancement to this review to deepen understanding of the voting public’s trends in the City of San Mateo – such as voter turn-out by area of the city, analysis of under-represented minority groups in voting, etc.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.
Conduct educational outreach to current and future voters by: 1) Planning and orchestrating at least four voter registration events between July and October 2024 with at least two youth drives in collaboration with Generation Voter and holding at least two tabling drives at City events to capture different audiences (e.g., music series) and conduct an "I Voted" sticker competition; 2) plan a mailer for all households specifically with regard to district elections and explaining that there will be a ballot for districts 2 and 4 for candidates and any city-wide ballot for any measures; 3) outreach to service organizations and offer presentation(s) on topics such as: how to run for office, how to participate in elections, how to research campaign finances.