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limited to, development
standards improvements, permit processing improvements, dedicated ADU/JADU staff, technical assistance programs, and pre-approved ADU/JADU design packages.
• Measures that reduce costs for transportation-related infrastructure or programs that encourage active modes of transportation or other alternatives to automobiles. Qualifying policies include, but are not limited to, publicly funded programs to expand sidewalks or protect bike/micro-mobility lanes; creation of on-street parking for bikes; transit-related improvements; or establishment of carshare programs.
• Established pre-approved or prototype plans for missing middle housing types (e.g., triplexes and fourplexes) in low-density, single-family residential areas. • Documented practice of streamlining housing development at the project level, such as by enabling a by-right approval process or by utilizing statutory and categorical exemptions as authorized by applicable law (Pub. Resources Code, sections 21155.1, 21155.4, 21159.24, 21159.25; Gov. Code, section 65457; Cal Code Regs., tit. 14, sections 15303, 15332; Pub.

Resources Code, sections 21094.5, 21099, 21155.2, 21159.28). • Policies that represent one element of a unified, multi-faceted strategy to promote multiple planning objectives, such as efficient land use, access to public transportation, affordable housing, climate change solutions, and/or hazard mitigation. • Policies that promote development consistent with the state planning priorities pursuant to Government Code section 65041.1.
• Rezoning and other policies that support high-density development in Location Efficient Communities.

For more information on the Prohousing Designation Program, email HCD at [email protected] or visit the following HCD websites:

Program Website
https://www.hcd.ca.gov/planning-and-community-development/prohousing-designation- program
Prohousing Designation Application Status List
https://www.hcd.ca.gov/sites/default/files/docs/planning-and-community/Prohousing-Public- Application-Tracker.xlsx
Prohousing Designation Program FAQs
hcd.ca.gov/community-development/prohousing/docs/ProhousingFAQ.pdf

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Promote the Region’s RTP SCS/APS, State Planning Priorities, and Climate Adaptation Goals
SB 1 - The Road Repair and Accountability Act of 2017 (Beall, Chapter 5, Statutes of 2017)
The intent of additional Sustainable Communities grant funding, pursuant to SB 1 - The Road Repair and Accountability Act of 2017, is to encourage local and regional planning that furthers state goals, including but not limited to, the goals and best practices cited in the RTP Guidelines.

Competitive applications will incorporate these cutting-edge planning practices into their proposed planning projects.

SB 1: https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180SB1 2017 RTP Guidelines (Appendix K, Page 273; Appendix L, Page 309) The California Transportation Commission adopted the 2017 RTP Guidelines for RTPAs and 2017 RTP Guidelines for MPOs which includes Appendix K – Promoting Health and Health Equity in MPO RTPs and Appendix L – Planning Practice Examples. These appendices highlight planning practices that are undertaken by large, medium, and small MPOs in both rural and urban areas throughout the State.
https://catc.ca.gov/-/media/ctc-media/documents/rtp-2017-guidelines-mpos-011817-a11y.pdf SB 375 (Steinberg, Chapter 728, Statutes of 2008)
Caltrans supports SB 375 RTP SCS/APS efforts. Successful applications must be compatible with an existing adopted SCS/APS, where applicable, that meets the region’s GHG targets, and must strongly support and aim to implement regional SCS/APS efforts. The SCS/APS planning process is intended to help communities reduce transportation related GHG emissions, coordinate land use and transportation planning, and assist local and regional governments in creating sustainable communities for residents throughout the State.

Although most rural areas of the State are not subject to SB 375 SCS/APS requirements, Caltrans still promotes the development of sustainable communities in these areas of the State and efforts to match GHG reduction targets and other goals embodied in SCS/APSs under SB 375. Eligible rural agencies are strongly encouraged to apply for Sustainable Communities Competitive Grants.

Information on SB 375-related planning efforts:
https://ww2.arb.ca.gov/our-work/topics/sustainable-communities SB 375: https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=200720080SB375

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Complete Streets and Smart Mobility Framework
In recognition that walking, biking, transit, and passenger rail are integral to our vision of delivering a brighter future for all through a world-class transportation network, Caltrans also supports Complete Streets and the Smart Mobility Framework (SMF). In locations with current and/or future pedestrian, bicycle, or transit needs, Caltrans encourages applicants to consider the tools and techniques contained in the SMF as well as typical components of Complete Streets. Specifically, this might include how the project addresses components of community design, regional accessibility, place types, and priority activities to achieve smart mobility outcomes, community transition, and associated multimodal performance measures for the appropriate context of the problem. Information on these efforts can be found at:

Complete Streets
https://dot.ca.gov/programs/transportation-planning/division-of-transportation-planning/active- transportation-and-complete-streets
Smart Mobility Framework
https://dot.ca.gov/programs/transportation-planning/division-of-transportation-planning/active- transportation-and-complete-streets/smart-mobility-framework

Climate Ready Transportation and Climate Adaptation Planning Through the Grant Program, Caltrans supports the State’s broader efforts to help ensure our transportation infrastructure is climate-ready. In order to prioritize these investments, Governor Gavin Newsom signed Executive Order (EO) N-19-19 on September 20, 2019 to redouble the state’s “efforts to reduce greenhouse gas emissions and mitigate the impacts of climate change while building a sustainable, inclusive economy.” The EO lists California’s ambitious and essential climate goals to transition to a healthier, more sustainable and more inclusive economy, including:
• Reducing greenhouse gas emissions 40 percent below 1990 levels by 2030 • Providing 100 percent of the State’s electricity from clean energy sources by 2045 • Reducing methane emissions and hydrofluorocarbon gases by 40 percent • Adding five million zero-emission vehicles to the State’s roads by 2030 To help achieve these goals, the EO directs the California State Transportation Agency to leverage over $5 billion in annual state transportation spending toward transportation construction, operations, and maintenance to lower fuel consumption and greenhouse gas emission s from transportation. This includes strategies for lowering vehicle miles traveled, such as supporting housing development near available jobs, and supporting active modes of transportation such as biking and walking that also benefit public health. The EO specifically requires that the State Transportation Agency also work to mitigate increased transportation costs for low -income communities.
https://www.gov.ca.gov/wp-content/uploads/2019/09/9.20.19-Climate-EO-N-19-19.pdf Integrated Climate Adaptation and Resiliency Program
Senate Bill 246 (Wieckowski, Chapter 606, Statutes of 2015) established the Integrated Climate Adaptation and Resiliency Program (ICARP) within the Governor’s Office of Planning and Research to coordinate regional and local efforts with State climate adaptation strategies (Public Resources Code Section 71354). Grant applicants may refer to the ICARP website to explore the State Adaptation Clearinghouse, a centralized source of information and resources to assist decision makers at the state, regional, and local levels when planning for and implementing climate City of San Mateo
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adaptation projects to
promote resiliency across California. Caltrans is coordinating with ICARP staff on the OPR Climate Adaptation Planning Grant Program.

ICARP Website: https://opr.ca.gov/climate/icarp/
SB 246: https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201520160SB246 Adaptation Planning Grants: https://www.opr.ca.gov/climate/icarp/grants/adaptation-planning- grant.html
California Adaptation Clearinghouse
The Adaptation Clearinghouse serves as a centralized source of information that provides the resources necessary to guide decision makers at the state, regional, and local levels when planning for and implementing climate adaptation projects to promote resiliency to climate change in California.
https://resilientca.org/
ResilientCA Adaptation Planning Map (RAP-Map)
The Integrated Climate Adaptation and Resiliency Program (ICARP)—supported through the Governor’s Office of Planning & Research—contains a statewide inventory of local government adaptation and resiliency planning efforts. It is an open data tool, to inventory local government climate risk, adaptation, and resiliency planning efforts across the state and track progress towards statewide adaptation planning goals.
https://resilientca.org/rap-map/
Community Climate Resiliency
Grant applicants are encouraged to consider if the surrounding community is experiencing any specific climate vulnerabilities and how the proposed planning project aims to address specific concerns. Grant applicants should also describe how potential climate impacts are taken into consideration in the proposed planning project, such as the incorporation of natural infrastructure, and, if applicable, how the project conforms with the local implementation of SB 379 (Jackson, Statutes of 2015), Government Code Section 65302(g)(4), where cities and counties are required to address climate adaptation and resiliency strategies in the safety element of their general plan.

Defining Vulnerable Communities in an Adaptation Context, OPR Resource Guide The Governor’s Office of Planning and Research, with input from the Integrated Climate Action and Resiliency Program (ICARP) Technical Advisory Council, developed a resource guide for practitioners to use when first considering how to define vulnerable communities in an adaptation context. The document includes: (1) The ICARP Technical Advisory Council’s definition of climate - vulnerable communities, (2) A summary of existing statewide assessment tools that can be used to identify vulnerable communities in a climate adaptation context, including a crosswalk with the indicators that are required elements of an SB 1000 (Leyva, Statutes of 2016) analys is; (3) Additional indicators that could be used to assess underlying vulnerability on a case -by-case basis; (4) A list of process guides that can serve to aid agencies undertaking efforts to define vulnerable communities.
https://opr.ca.gov/climate/icarp/vulnerable-communities.html

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State Guidance for Adaptation Planning
2017 General Plan Guidelines, Safety Element (Ch. 4)
The General Plan Guidelines set out each statutory requirement in detail, provides OPR recommended policy language, and includes online links to city and county general plans that have adopted similar policies. The guidelines include information on how to consider climate change during general plan development/updates. In accordance with Senate Bill 379, general plans must address climate adaptation and resilience within the Safety element. Local governments are required to include a climate change vulnerability assessment, measures to address vulnerabilities, and a comprehensive hazard mitigation and emergency response strategy. https://opr.ca.gov/docs/OPR_COMPLETE_7.31.17.pdf

California Climate Adaptation Planning Guide – local/regional agency guidance The Adaptation Planning Guide provides guidance to support regional and local communities in proactively addressing the unavoidable consequences of climate change. It provides a step- by- step process for local and regional climate vulnerability assessment and adaptation strategy development.
https://resilientca.org/apg/
Planning and Investing for a Resilient California – State Agency guidance Introduces a four-step process for building resilience and a set of resilient decision -making principles for state agencies when considering climate-informed infrastructure investments. These steps include identifying how climate change could affect a project or plan, conducting an analysis of climate risks, making a climate-informed decision, and tracking and monitoring progress. https://www.opr.ca.gov/docs/20180313-Building_a_Resilient_CA.pdf Ocean Protection Council Sea-Level Rise Guidance
The State of California Sea-Level Rise Guidance reflects advances in sea-level rise science and addresses the needs of state agencies and local governments as they incorporate sea-level rise into their planning, permitting, and investment decisions. http://www.opc.ca.gov/webmaster/ftp/pdf/agenda_items/20180314/Item3_Exhibit- A_OPC_SLR_Guidance-rd3.pdf
California Coastal Commission Sea Level Rise Policy Guidance This guide provides an overview of the best available science on sea level rise for California and recommended methodology for addressing sea level rise in Coastal Commission planning and regulatory actions.
https://documents.coastal.ca.gov/assets/slr/guidance/2018/0_Full_2018AdoptedSLRGuidanceUpd ate.pdf
Coastal Adaptation Planning Guidance for Critical Infrastructure This guidance from the California Coastal Commission addresses two main types of infrastructure – transportation and water – and presents six key considerations for successful adaptation planning.

These considerations are accompanied by recommendations for stakeholders on how to plan effectively for the impacts of sea level rise on coastal infrastructure, a description of the regulatory framework that applies to adaptation planning for infrastructure. https://documents.coastal.ca.gov/assets/slr/SLR%20Guidance_Critical%20Infrastructure_12.6.2021.p df
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Coastal Adaptation Planning Guidance and Environmental Justice Considerations The Environmental Justice Policy is the Coastal Commission’s framework for identifying and analyzing project impacts on underserved and disadvantaged communities. The policy is designed to achieve more meaningful engagement, equitable process, effective communication and stronger coastal protection benefits for all Californians. https://documents.coastal.ca.gov/assets/env-justice/CCC_EJ_Policy_FINAL.pdf Coastal Adaptation Planning Guidance and Tribal Consultation The Coastal Commission adopted a Tribal Consultation Policy, which is intended to guide outreach and collaboration. It also helps to inform permit applicants how the Commission will review coastal development permit applications to ensure adequate Tribal consultation occurs. https://documents.coastal.ca.gov/assets/env-justice/tribal- consult
ation/CCC%20Tribal%20Consultation%20Policy%20Adopted%208.8.2018.pdf Climate Data Sources and Adaptation Plans
Cal-Adapt
Cal-Adapt is the repository for State-endorsed climate change projections, developed through the State’s Climate Change Assessment efforts. Cal-Adapt offers free public access to peer-reviewed data that show climate change impacts on state infrastructure, communities, and natural resources. Find tools, data, and resources to conduct research, develop adaptation plans and build applications.
https://cal-adapt.org/

Climate Action Plans
Many California cities and counties are developing Climate Action Plans to reduce their GHG emissions. Agencies may have existing plans that include strategies or insight on potential approaches to implementing climate change considerations on the transpor tation network. CARB has created a webmap that can be used to identify plans created, GHG inventory information, GHG reduction targets, local strategies planned to meet these targets, and more. The second website provides a host of resources, including example Climate Action Plans and templates. This information can also be found on the Adaptation Clearinghouse. https://webmaps.arb.ca.gov/capmap/
http://www.ca-ilg.org/climate-action-plans
Caltrans Vulnerability Assessments
To ensure the resiliency of the State Highway System, Caltrans conducted vulnerability assessments statewide. These Summary Reports and associated Technical Reports describe climate change effects in each of Caltrans’ 12 districts.
https://dot.ca.gov/programs/transportation-planning/division-of-transportation-planning/air- quality-and-climate-change/2019-climate-change-vulnerability-assessments.

Local Vulnerability Assessments
If local vulnerability assessments have been developed along a corridor, th eir data may be interwoven with Cal-Adapt data, Caltrans Climate Change Vulnerability Assessments, and/or other vulnerability information for more granular analysis of specific local areas, particularly those in more densely populated areas or with a high density of affected transportation assets. Many of these assessments and case studies can be found on the Integrated Climate Action and Resiliency Program (ICARP) Case Studies and Examples search page (https://resilientca.org). Some transit City of San Mateo
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and rail providers in Califo
rnia have also developed vulnerability assessments for their 21 networks as well, which may contain detailed analysis that could be useful.

Caltrans Climate Change Adaptation Strategy Report
Through this report, Caltrans is aiming to adopt a leadership role in the process of climate change adaptation through developing a “how to” guide for integrating climate change adaptation into agency activities and decision-making. This Adaptation Strategy Report initially outlines an overall “pathway” for adopting recommendations on how Caltrans should mainstream adaptation strategies throughout functional areas and develop an approach to coordinate with partner agencies. Recognizing the important role of transit and active transportation facilities and routes, this report will develop solutions for all modes of transportation. This report also has a section focused on the incorporation of climate change considerations into System Planning documents.

https://transplanning.onramp.dot.ca.gov/downloads/transplanning/files/suscommplan/Climate%2 0Adaptation%20Report_May_2020.pdf
Other Relevant Datasets for Climate Planning
Protecting Californians from Extreme Heat: A State Action Plan to Build Community Resilience A plan that outlines a strategic and comprehensive set of state actions to address extreme heat. https://resources.ca.gov/-/media/CNRA-Website/Files/Initiatives/Climate-Resilience/2022-Final- Extreme-Heat-Action-Plan.pdf

California Water Action Plan
A roadmap for the first five years of the state’s journey toward sustainable water management. http://resources.ca.gov/docs/california_water_action_plan/Final_California_Water_Action_Plan.pd f
CALFIRE Fire Hazard Severity Zones
CALFIRE has mapped areas of significant fire hazards based on fuels, terrain, weather, and other factors, forming wildfire severity zones. There are three levels of hazard in the State Responsibility Areas: moderate, high, and very high. This analysis can provide further understanding of wildfire risk at the potential project location.
https://osfm.fire.ca.gov/divisions/community-wildfire-preparedness-and-mitigation/wildland- hazards-building-codes/fire-hazard-severity-zones-maps/ California Department of Conservation – Landslide Hazards The California Landslide Inventory is an ongoing project to make the California Geological Survey landslide information publicly accessible.
http://www.conservation.ca.gov/cgs/geologic_hazards/landslides State Wildlife Action Plan
The State Wildlife Action Plan includes conservation actions that respond to current and future challenges with objectives and goals that are specific, measurable, and time bound. https://www.wildlife.ca.gov/SWAP/Final
CDFW Regional Conservation Investment Strategies
This program encourages a voluntary, non-regulatory regional planning process intended to result in higher-quality conservation outcomes and includes an advance mitigation tool. The Program City of San Mateo
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uses a science-based appro
ach to identify conservation and enhancement opportunities that, if implemented, will help California's declining and vulnerable species by protecting, creating, restoring, and reconnecting habitat and may contribute to species recovery and adaptation to climate change and resiliency.
https://www.wildlife.ca.gov/conservation/planning/regional-conservation CDFW Natural Communities Conservation Plans
A Natural Communities Conservation Plan identifies and provides for the regional protection of plants, animals, and their habitats, while allowing compatible and appropriate economic activity. https://www.wildlife.ca.gov/conservation/planning/nccp
California Sustainable Freight Action Plan
In July 2015, Governor Edmund G. Brown Jr. issued Executive Order B-32- 15, which provides a vision for California’s transition to a more efficient transport system. This transition of California’s freight transport system is essential to supporting the State’s economic development in coming decades while reducing harmful pollution affecting many California communities. As a key first step, the Governor’s Executive Order directs the California State Transportation Agency, California Environmental Protection Agency, Natural Resources Agency, California Air Resources Board, California Department of Transportation, California Energy Commission, and Governor’ s Office of Business and Economic Development to develop a California Sustainable Freight Action Plan (Action Plan), by July 2016. This Action Plan is an unprecedented effort, intended to integrate investments, policies, and programs across several State agencies to help realize a singular vision for California’s freight transport system. The Action Plan provides a recommendation on a high - level vision and broad direction to the Governor to consider for State agencies to utilize when developing specific investments, policies, and programs related to the freight transport system that serves our state transportation, environmental, and economic interests. Competitive grant applications will highlight how their planning effort will support this Action Plan. https://dot.ca.gov/programs/transportation-planning/division-of-transportation-planning/strategic- freight-planning

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APPENDIX B. SAMPLE APPLICATION PACKAGE
The Grant Application Guide and all fillable application documents can be found on the Sustainable Transportation Planning Grant website.
• Application Checklist, Cover Sheet, and Signature Page • Application Narratives for Sustainable Communities, Climate Adaptation Planning, and Strategic Partnerships
• Scope of Work and Checklist
• Cost and Schedule and Checklist
• Third-Party In-Kind Valuation Plan and Checklist
• Local Resolution and Checklist
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APPENDIX C. CALTRANS/REGIONAL AGENCY

BOUNDARIES MAP

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APPENDIX D. CALTRANS DISTRICT CONTACT LIST

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Caltrans Sustainable Transportation Planning Grants District Lead Contact and Native American Liaison Contact List

DISTRICT LEAD CONTACT(S) NATIVE AMERCAN

LIAISON CONTACT(S) MPO/RTPA
DISTRICT 1
1656 Union Street
P.O. Box 3700
Eureka, CA
95502
Tatiana Ahlstrand
(707) 684-6884
Email:

[email protected]
Kathleen Sartorius
(707) 601-7978
Email:

[email protected]
Del Norte LTC
Humboldt CAOG
Lake CCAPC
Mendocino COG
DISTRICT 2
1657 Riverside Drive
Redding, CA
96001
Kathy Grah
Office:(530) 229-0517
Cell: (530) 782-3152
Email: [email protected]
Kendee Vance
(530) 225-3574
Email:

[email protected]
• Lassen CTC
• Tehama CTC
• Modoc LTC
• Trinity CTC
• Plumas CTC
• Siskiyou CLTC
• Shasta RTA
DISTRICT 3
703 B Street
Marysville, CA 95901
El Dorado, Placer, Sacramento,
Sutter, Yolo, and Yuba Counties
Sukhi Johal
(530) 565-3885
Email: [email protected]
Butte, Colusa, Lake Tahoe Basin,
Glenn, Nevada, and Sierra Counties
Kevin Yount
(530) 513-0584
Email: [email protected]
Angelina Healy
(530) 720-9449
Email:

[email protected]
• Butte CAG
• Sierra LTC
• Colusa CTC
• Glenn CTC
• El Dorado CTC
• Nevada CTC
• Placer CTPA
• Sacramento Area
COG
• Tahoe MPO
DISTRICT 4
111 Grand Avenue
P.O. Box 23660
Oakland, CA 94623-
0660
Becky Frank
(510) 960-0883
Email: [email protected]
Stephen Conteh
(510) 960-0887
Email: [email protected]
Stephen Conteh
(510) 960-0887
Email:

[email protected]
• Metropolitan
Transportation
Commission
DISTRICT 5
50 Higuera Street
San Luis Obispo, CA
93401-5415
Jenna Schudson
(805) 835-6432
Email: [email protected]
John Olejnik
(805) 748-1787
Email:

[email protected]
• Monterey TAMC
• Santa Cruz CCRTC
• San Benito COG
• Assoc. of Monterey
Co. Bay Area Govts
• Santa Barbara CAG
• San Luis Obispo COG
DISTRICT 6
1352 W. Olive
Avenue
P.O. Box 12616
Fresno, CA 93778-
2616
Lorena Mendibles
(559) 840-6066
Email:[email protected]

Edgar Hernandez
(559) 981-7436
Email:[email protected]

Lorena Mendibles
(559) 840-6066
Email:

[email protected]
• Fresno COG
• Tulare CAG
• Kern COG
• Kings CAG
• Madera CTC

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Caltrans Sustainable Transportation Planning Grants District Lead Contact and Native American Liaison Contact List

DISTRICT LEAD CONTACT(S) NATIVE AMERCAN

LIAISON CONTACT(S) MPO/RTPA
DISTRICT 7
100 S. Main Street
Los Angeles, CA
90012

James Santiago
(213) 310-2804
Email: [email protected]
Not applicable
• Southern California
Association of
Governments
DISTRICT 8
464 W. 4th Street
Mail Station 722
San Bernardino, CA
92401
Ricky Rivers
(909) 806-3298
Email: [email protected]
Stephanie Gallegos
(909) 383-4057
Email:

[email protected]
Lorna Foster
(909) 501-5759
Email:

[email protected]
• Southern California
Association of
Governments
DISTRICT 9
500 S. Main Street
Bishop, CA 93514
Catherine Carr

(707) 874-8318
Email: [email protected]
Emilee Mullen
(707) 784-4260
Email:

[email protected]
• Inyo LTC
• Mono LTC
• Eastern Kern (COG)
DISTRICT 10
1976 E. Dr. Martin
Luther King
Boulevard
P.O. Box 2048
Stockton, CA 95201
Mountain Counties
Gregoria Ponce
(209) 483-7234
Email: [email protected]
Merced, San Joaquin, Stanislaus
Counties
Tom Dumas
(209) 941-1921
Email: [email protected]

Paul Bauldry
(209) 948-7647
Email:

[email protected]
Gregoria Ponce
(209) 483-7234
Email:

[email protected]
• Alpine County LTC
• Amador CTC
• Calaveras COG
• Mariposa LTC
• Merced CAG
• Tuolumne CTC
• San Joaquin COG
• Stanislaus COG
DISTRICT 11
4050 Taylor Street
Mail Station 240
San Diego, CA
92110
Omar Flores
(619) 985-2124
Email: [email protected]
Rafael Reyes
(619) 208-1104
Email:

[email protected]
• San Diego Association
of Governments
• Southern California
Association of
Governments
DISTRICT 12
1750 E. 4th Street
Santa Ana, CA
92705
Eric Chau
(657) 328-6268
Email: [email protected]

Not applicable
• Southern California
Association of
Governments

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California Department of Transportation
Division of Transportation Planning
1120 N Street
Sacramento, CA 95814
https://dot.ca.gov/programs/transportation-planning
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CITY OF SAN MATEO

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 5 Section Name: CONSENT CALENDAR Account Number: 10-4679 File ID: 25-9545 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: February 03, 2025
SUBJECT:

San Mateo Foster City School District Sandbag Station — Agreement RECOMMENDATION:

Ratify an inter-agency agreement with the San Mateo Foster City School District allowing the City to deploy a sandbag station in the parking lot of the Turnbull Child Development Center in the North Central neighborhood.

BACKGROUND:

The City annually deploys multiple sandbag stations for community members to fill sandbags for flood protection needs.

Although the City has expanded its sandbag stations to more locations in recent years, Council members have expressed concern at the lack of a station in the North Central neighborhood. Staff was recently able to negotiate an agreement with the San Mateo Foster City School District (District) to deploy a sandbag station in the Turnbull Child Development Center parking lot at the corner of Humboldt St and Indian Ave. While the station will be temporary due to the District's need for the full parking lot in the coming months for upcoming facility construction activities, and will only be available to the public Monday through Friday during the day, it provides a localized site for the North Central community to fill sandbags.

Staff has been advertising the station’s availability to the public since its deployment during the week of January 7.

In order to expedite deployment of the station to maximize the limited time for which it may be available in the current rainy season, the City Manager executed the agreement after District approval and staff is requesting Council to ratify the inter-agency agreement after-the-fact.

BUDGET IMPACT:

There is sufficient funding in the Public Works operating budget to deploy and maintain the sandbag station.

ENVIRONMENTAL DETERMINATION:

Approval of this interagency agreement is exempt from CEQA review under the “common sense” exemption; in that it can be seen with certainty that there is no possibility that the establishment of a temporary sandbag station at the Turnbull Child Development Center parking lot may have a significant effect on the environment. (CEQA Guidelines Section 15061(b)(3).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 — Executed Agreement with San Mateo Foster City School District

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CITY OF SAN MATEO

STAFF CONTACT
Katherine Sheehan, Deputy Director
[email protected]
650-522-7303

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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: 6 Section Name: CONSENT CALENDAR Account Number: 82-4681 File ID: 24-9376 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: February 3, 2025
SUBJECT:

PW Facilities On-Call General Contracting Services – Approval RECOMMENDATION:

Approve Contract Change Order No. 1 to the construction contract with Y3C, Inc. in the amount of $160,000 to provide on- call contracting services to Public Works Facilities through Fiscal Year 2024-25, increasing the total contract amount to $250,000; and authorize the Public Works Director to execute the change order in substantially the form presented.

BACKGROUND:

Public Works staff is requesting general contracting services to support the Public Works Facilities Division with General Maintenance projects and to provide off-hour emergency response. In addition to routine maintenance, the division is currently overseeing more than twenty projects that require general contracting services. These projects are essential to public health, safety, and welfare, and include, but are not limited to, the following:

1. City Hall Concrete Slab Removal for Soils Investigation

2. City Hall Permit Counter Reconfiguration

3. Collapsed lateral at 2nd/ECR Garage

4. Poplar Creek Water Intrusion Investigation

5. Poplar Creek Infestation Assessment

6. Los Prados Light Failure Assessment

7. Differential Settlement at Lakeshore Park

8. Differential Settlement at Indian Springs

9. Various plumbing work at City parks (i.e., Seal Point Park)

10. Beresford Recreation Center Metal Pole Refurbishment

11. Lakeshore Park Snack Shack Leak Investigation

12. Citywide fence repairs

13. Backup Generator Installation at Various Sites

14. Acoustical Attenuation Projects

15. Mechanical Equipment Replacement

16. Tenant Improvements Projects at the Corp Yard

17. Vandalism Repair at Various Sites

18. Hazardous Materials Removal at Various Sites

19. Mechanical repairs at Recreation Centers (i.e., King)

20. Electrical / Lighting repairs at City parks (i.e., Los Prados)

21. Water intrusion investigation and repair (i.e., Roofs) In Fall 2024, the City prequalified five contractors based on previous satisfactory performance and invited them to submit

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proposals for the specified work. As a result, four contractors, SP Construction, Inc., Y3C, Inc., Newton Construction & Management, and Angeles Contractor, Inc. were awarded on-call agreements, each valued at $90,000. These contractors were selected due to their familiarity with the City’s facilities and its diverse range of project types, and their ability to respond to them. All four are currently working continuously to assist in reducing staff workload and ensuring the smooth operation of day-to-day activities.

The Facilities and Fleet Services Division expects a significant increase in maintenance and repair work during the wet weather months, including on-call responses on nights and weekends, which may create challenges in meeting coverage needs with the current personnel schedule. The work includes, but is not limited to, electrical outages, fence damage, generator maintenance, roof and window repairs, etc. Y3C, Inc. has performed exceptionally under their current contract, has proven to be dependable at all hours, has access to specialized personnel, resources, and equipment, and is familiar with the City's policies and procedures. Staff recommends a change order to the on-call agreement with Y3C, Inc. for an additional $160,000. Subsequent proposals for each task will be submitted and reviewed before execution. The requested amount is based on prior years’ expenditures for issues such as fence, structural, or waterproofing repairs.

BUDGET IMPACT:

These services are funded through the Facilities operating and various capital project budgets, which include sufficient funding for this change order.

ENVIRONMENTAL DETERMINATION:

Approval of a change order with Y3C, Inc. for on-call general contracting services is categorically exempt from CEQA as an “existing facility,” because it consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. (CEQA Guidelines Section 15301.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Contract Change Order No. 1

STAFF CONTACT
Steve Wu, Facilities & Fleet Services Manager
[email protected]
(650) 522-7345

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CITY OF SAN MATEO

PUBLIC WORKS DEPARTMENT
330 WEST 20TH AVENUE
SAN MATEO, CA 94403
(650) 522-7300 CONTRACT CHANGE ORDER #1
PROJECT: PW Facilities On-Call General Contractual Services TO: Y3C, Inc.
2804 Butte St, #A
Santa Clara, CA 95051
CONTRACT CHANGE ORDER NO. 1 Page 1 of 1
PO/SCON No. 0000856 Date 1/13/2025
Cost Center Facilities
You are hereby directed to make the herein described changes from the plans and specifications or do the following described work not included in the plans and specifications on your contract.

DESCRIPTION OF WORK
Following is a description of work to be done, estimate of quantities, and prices to be paid.

In October 2024, the City awarded an on-call construction contract to Y3C, Inc. in the amount of $90,000. This change order is for additional general maintenance work and to provide emergency after hours response through FY ’24-’25.

Total cost of change not to exceed: $160,000
We, the undersigned contractor, have given careful consideration to the change proposed and hereby agree, if this proposal is approved, that we will provide all equipment, furnish all materials, except as may otherwise be noted above, and perform all services necessary for the work above specified, and will accept as full payment therefore the prices shown above.

By reason of this proposed change, 0 days extension of time will be allowed.

Date Accepted:

Contractor (Y3C, Inc.)
By:

Title:

DISTRIBUTION: Purchasing, City Clerk, Contractor, Construction Manager, Project Analyst, Project File

STATEMENT OF ACCOUNT
Original Contract Price $90,000.00
Previous Change Orders $0.00
Total to date $90,000.00
This Change Order $160,000.00
Revised Contract Price $250,000.00
Date Approved:

By:

Matt Fabry, Public Works Director
NOTE: This change order is not effective until approved by the Public Works Director.

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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: 7 Section Name: CONSENT CALENDAR Account Number: 82-4681 File ID: 24-9418 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: February 3, 2025
SUBJECT:

Poplar Creek Tenant Improvements – Budget Appropriation, Contract Change Order, and Rent Waiver Agreement RECOMMENDATION:

Adopt a Resolution to authorize a total budget appropriation of $1,650,000 from the unassigned fund balance of the General Fund, with $1,530,000 appropriated to the Poplar Creek Tenant Improvements project in the Capital Project Fund and $120,000 appropriated to the Parks and Recreation operating budget within the Golf Fund; approve Change Order No. 1 to the agreement with Jon K Takata Corporation dba Restoration Management Company to provide contract services for the Project in the amount of $1,072,649.41 for a new contract total of $1,152,256.31; establish a construction contract contingency of $115,300; authorize the Public Works Director to issue change orders within the contingency and execute Change Order No. 1 in substantially the form presented; approve a Rent Waiver Agreement with PAR3SM, LLC; and authorize the City Manager to execute the Rent Waiver Agreement in substantially the form presented.

BACKGROUND:

Poplar Creek Golf Course has been in operation for over 90 years, with the current clubhouse built in 2000. The City and PAR3SM, LLC (PAR 3) entered into a lease agreement on April 3, 2019, for the restaurant and banquet facilities at the Golf Course.

In July 2024, the Public Works Facilities Division was alerted to water infiltration in the banquet room of the Poplar Creek Golf Clubhouse restaurant area. Moisture was visibly seeping through the walls and floor in both the banquet hall and kitchen. Initial investigations identified that the wall between the kitchen and banquet room was saturated. In August 2024, the City hired a waterproofing specialist who recommended inspecting the drain lines and conducting an air test. On October 7, 2024, an environmental hygienist conducted the air test which revealed high levels of bacteria, rendering the space unsafe for occupancy. As a result, when the City received air testing results on October 11, 2024, the restaurant/banquet tenant space was evacuated, red-tagged, and has remained closed to PAR 3 staff and the public ever since. Costs for the air testing and initial drainage assessment are approximately $25,000.

In October 2024, the City engaged Jon K Takata Corporation (dba Restoration Management Company, or RMC) for a preliminary assessment to determine an appropriate approach to investigate and repair the facility. RMC proposed a phased approach:
Phase 1: Establish containment, decontaminate the area, remove and store equipment and furniture, and document existing building conditions. Investigate the source of water infiltration by removing finish materials and inspecting the drain lines. Identify the remaining tasks required to complete Phase 1 and incorporate them into a subsequent change order. Develop a detailed scope, schedule, and fee of repairs for Phase 2. Phase 2: Restoration work to remove contaminants, repair or replace structural components, and install new finish materials. Reinstall equipment and furniture.

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Phase 3: Coordinate with County Health officials to recommission the restaurant for operations. Provide a plumbing report and remediation report.

On November 21, 2024, the City executed a $79,606.90 construction contract with RMC to start Phase 1. Under Section

3.60.050(a) of the San Mateo Municipal Code, this project presented an emergency threatening the public health, safety, or welfare. Therefore, the City negotiated with RMC to begin investigation and remediation immediately in order to restore normal operations as quickly as possible. RMC has prior experience in similar restoration and remediation projects and was able to quickly mobilize and start the required efforts.

Proposed Contract Change Order No. 1 to RMC’s agreement includes additional scope identified during the investigation, including remediation/restoration of damage and mold at structural components beyond the initial work boundaries, requiring additional equipment for decontamination, and procurement of a structural engineer and an environmental hygienist as required to complete Phase 1. This additional Phase 1 scope has an associated fee of $147,358.95.

Contract Change Order No. 1 also includes the entire scopes of Phases 2 and 3. Deliverables will include a restored and habitable tenant space approved by the County Health inspector and the San Mateo Building Department, a detailed investigation report, and a comprehensive remediation report. It is currently anticipated that RMC’s scope and the recommissioning of the tenant space will be completed by September 2025 but is subject to change as construction progresses. The fee associated with Phases 2 and 3 was negotiated to $925,290.46.

Staff negotiated total scope and fee for Contract Change Order No. 1 of $1,072,649.41. Staff recommends approval of the change order due to RMC’s specialized remediation skillset, familiarity with the City facilities, and ability to complete the repairs in a timely manner.

A construction contract contingency of $115,300 is recommended to address any risks or unknowns through the remaining course of construction. Some of the risks include potential discovery of subfloor damage, foundation damage, or contaminated soils as a result of moisture penetration. Other risks include remedying any existing non-conforming conditions to pass County Health or City building inspections. All of these risks may require additional professional services to assess, evaluate, and design prior to implementation by the contractor.

In addition to RMC’s costs to complete the site restoration, soft costs for the environmental hygienist, drainage investigation and cleaning, contracted project and construction management services, and the cost to lease portable restroom facilities to deliver the project are estimated to be $230,600.00.

To fund these costs, an appropriation of $1,530,000 to the Poplar Creek Tenant Improvements project is required; a breakdown is summarized below:

Item Description Amount
Preliminary Soft Costs Environmental hygienist, initial drainage assessment, initial investigation, portable restroom rental
$ 25,000.00
Construction Contract - Remediation Phase 1 services $ 79,606.90 Contract Change Order No. 1 Additional Phase 1 services for Remediation $ 147,358.95 Contract Change Order No. 1 Phases 2 and 3 for Restoration $ 925,290.46 Construction Contingency - Restoration Typically, contingency is established as 10% of the construction contract, which includes Phases 1, 2 and 3. $ 115,300.00
Construction Soft Costs - Restoration Environmental hygienist, drainage investigation and cleaning, project management, and construction
management services, portable restroom rental
$ 230,600.00
TOTAL $ 1,523,156.31
Since the closure on October 11, to support golf patrons during the ongoing closure of the restaurant facilities, the City is

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leasing portable restroom facilities and has facilitated food trucks providing food and beverages in the golf course parking lot. Given PAR3’s inability to operate the restaurant or banquet facilities since the closure, staff is proposing a Rent Waiver Agreement until the tenant space (restaurant and banquet room) is recommissioned:
Deferral of rent payments from October 11, 2024, until the restaurant and banquet room are recommissioned. City will pay water, electrical, and gas utilities from October 11, 2024, until the restaurant and banquet room are recommissioned.
City will pay sewer fees from October 11, 2024, until the restaurant and banquet room are recommissioned.

The costs associated with the Rent Waiver Agreement are estimated to be $120,000.

BUDGET IMPACT:

A budget appropriation of $1,530,000 from the General Fund is needed to cover the anticipated costs of the project. This amount will fund the costs associated with Contract Change Order No. 1, the requested construction contract contingency, and the remaining estimated soft costs required to finish the work.

An additional budget appropriation of $120,000 from the unassigned fund balance of the General Fund to the Golf Fund is requested to fund the estimated utility and sewer costs associated with the Rent Waiver Agreement with Par 3.

The approximate value of the rent concessions deferred impacting the Golf Fund is $300,000 in revenue.

ENVIRONMENTAL DETERMINATION:

This project is categorically exempt from CEQA as an “existing facility,” because it consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. (CEQA Guidelines Section 15301.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Proposed Resolution
Att 2 – Contract Change Order No. 1
Att 3 – Rent Waiver Agreement

STAFF CONTACT
Steve Wu, Facilities and Fleet Services Manager
[email protected]
(650) 522-7345
Marie Silva, Deputy Parks & Recreation Director
[email protected]
(650) 522-7406

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1 1
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4 CITY OF SAN MATEO
RESOLUTION NO. ____ (2025)
AUTHORIZING AN APPROPRIATION OF $1,650,000 FROM THE UNASSIGNED FUND BALANCE OF THE GENERAL FUND WITH $1,530,000 APPROPRIATED TO THE POPLAR CREEK TENANT IMPROVEMENTS PROJECT IN THE CAPITAL PROJECT FUND AND $120,000 APPROPRIATED TO THE PARKS AND RECREATION OPERATING BUDGET WITHIN THE GOLF FUND.

WHEREAS, the City Council considers mid-year budget balancing through adjustments, appropriations, designations and transfers to adjust the current-year budget to meet anticipated changes in departmental budgetary needs; and
WHEREAS, the City Council recognizes the need to make immediate-term improvements at the Poplar Creek Golf Course tenant space to restore normal operations; and WHEREAS, the City Council recognizes the need to scope necessary remediation upgrades to extend the useful life of the restaurant tenant space; and
WHEREAS, additional funding for the Poplar Creek Tenant Improvements project in the amount of $1,530,000 is required to fund the budget to cover the costs of the construction contract, contingency, and additional soft costs estimated to make immediate-term improvements; and WHEREAS, additional funding for the Golf Fund is required to cover the estimated $120,000 in utility and sewer expenses associated with a Rent Waiver Agreement until the tenant space is recommissioned; and WHEREAS, sufficient funding in the City’s unassigned fund balance of the General Fund is available to appropriate the $1,650,000 to satisfy the additional funding needs.

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

1. This City Council action 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).) The proposed underlying immediate-term improvements is categorically exempt from CEQA as an “existing facility,” because it consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. (CEQA Guidelines Section 15301.)

2. An appropriation of $1,530,000 from the unassigned fund balance from the General Fund to the Poplar Creek Tenant Improvements Project (46F053) in the Capital Project Fund is authorized.

3. An appropriation of $120,000 from the unassigned fund balance from the General Fund to the Parks and Recreation operation budget within the Golf Fund for utility and sewer expenses is authorized.

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CITY OF SAN MATEO

PUBLIC WORKS DEPARTMENT
330 WEST 20TH AVENUE
SAN MATEO, CA 94403
(650) 522-7300 CONTRACT CHANGE ORDER #1
PROJECT: Poplar Creek Tenant Improvements
TO: Restoration Management Company
3090 Independence Drive
Livermore, CA 94551
CONTRACT CHANGE ORDER NO. 1 Page 1 of 1
PO/SCON No. 0001354 Date 2/3/2025
Fund 590
Cost Center Facilities
Spend Category Other Contractual Services
You are hereby directed to make the herein described changes from the plans and specifications or do the following described work not included in the plans and specifications on your contract.

DESCRIPTION OF WORK
Following is a description of work to be done, estimate of quantities, and prices to be paid.

In November 2024, the City awarded construction contract to Jon K Takata Corporation dba Restoration Management Company in the amount of $79,606.90 to begin Phase 1 of a 3-phase approach. This change order is to cover the remaining work to complete phase 1 and includes phases 2 and 3.

Total cost of change not to exceed: $1,072,649.41
We, the undersigned contractor, have given careful consideration to the change proposed and hereby agree, if this proposal is approved, that we will provide all equipment, furnish all materials, except as may otherwise be noted above, and perform all services necessary for the work above specified, and will accept as full payment therefore the prices shown above.

By reason of this proposed change, 0 days extension of time will be allowed.

Date Accepted:

Contractor (Jon K Takata Corporation dba Restoration Management Company) By:

Title:

DISTRIBUTION: Purchasing, City Clerk, Contractor, Construction Manager, Project Analyst, Project File

STATEMENT OF ACCOUNT
Original Contract Price $79,606.90
Previous Change Orders $0.00
Total to date $79,606.90
This Change Order $1,072,649.41
Revised Contract Price $1,152,256.31
Date Approved:

By:

Matt Fabry, Public Works Director
NOTE: This change order is not effective until approved by the Public Works Director.

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Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
Client: City of San Mateo
Property: 1700 Coyote Point Dr.

San Mateo, CA 94401
Operator: NPANDELI
Estimator: Nick Pandelis Cellular: (510) 514-1491
Position: Project Director
Company: RMC
Business: 150 Beacon St.

San Francisco, CA 94080
Type of Estimate: Water Damage
Date Entered: 10/18/2024 Date Assigned:

Price List: CAPE8X_OCT24
Labor Efficiency: Restoration/Service/Remodel
Estimate: CIT170SFC209228-1
E-mail: [email protected]
Inspections
This loss was inspected on 10/18/2024, as requested by the insurance company, property management, or the insured to provide an estimate and or causation report for the resulting damages.

Estimate
This estimate is intended to provide the costs associated with the necessary repairs of the damages stated above. This estimate is written with work being completed during regular business hours using Davis-Bacon wage rates.

This estimate has been prepared using an industry recognized independent third-party pricing database which has proved reliable for the type of repairs outlined. In the event it is later determined that an individual line item price does not adequately reflect current market place pricing, product availability, or other requirements or conditions unique to the individual project, Restoration Management Company reserves the right to present a supplemental billing or change order outlining the revised costs for payment.

This estimate/bid reflects retail pricing that is competitive within the construction industry. Any additional supplements or change orders will also reflects retail pricing prior to the addition of Overhead and Profit listed at the end of this estimate/bid.

Scope of work
This document is intended to be a scope of work and an estimate of the related costs only. If a specific item is not included within then it is not included as this estimate/bid does not include hidden or concealed damages.

Supplements and/or change to the scope of work
Any supplements and/or change orders to the estimate will alter the costs and will likely delay the completion of this project.

Restoration Management Company cannot be held responsible in any way for unforeseen delays that would be caused by changes in the scope repairs.

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Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 2
Site preparation & demolition
Care will be exercised in all phases of the demolition needs. In the event, that a material is damaged that was intended for re-installation, a supplement or change order may be supplied to the appropriate financial party for approval to have Restoration Management complete the additional repair needs.

Contents
If there are contents being stored on site and need to be relocated during the restoration or re-construction, great care will be taken to move/protect as needed. If however, Restoration Management recommends these contents be removed while the restoration/repairs are being completed and a decision is made by other to leave in place during this process, we cannot be held responsible for damage that may occur.

Materials
The replacement materials used will be a like kind material matching grains, texture for the areas altered during the restoration process only. In the event the grain, texture, type of material is not satisfactory due to current supplier supply, Restoration Management reserves the right to supply a supplement and or change order to the appropriate responsible party.

Paints and Finishes
The paints and finishes if in this estimate are for matching color & Sheen. Paint applied to original materials with flaws such as dents, paint runs, etc, will not be corrected and may be visible. When paint is applied to new surface materials, the finish should be consistent with construction performance guidelines. In the event the color or sheen match is unsatisfactory. a supplement or change order estimate will be submitted to the appropriate responsible party for approval for Restoration Management to provide the labor and materials necessary to paint or finish any additional areas needed to achieve a uniform match.

Hazardous Materials
Restoration Management strongly recommends that before construction repairs begin, a survey of the structure be completed to determine if any of the building materials could contain asbestos, lead, or mold. If any of these conditions or materials are suspect, we highly recommend testing be completed. If the recommendation for testing is made but declined, Restoration Management will be held harmless in this regard.

Permits, Plans, Code Upgrades
This estimate does not include the following unless otherwise specified: code upgrades, architectural drawings, engineering, building permits and other fees. In the event a building department or other authority requires the above, it is beyond our scope and a supplement/change order will be provided to the appropriate responsible party outlining the additional needs that may be required.

Contracts and Payment Requirement
This document is not an authorization to proceed. If you would like to proceed with the work as outlined, you will need to sign a contract/ authorization document if you have not yet already done so.

When Restoration Management Company is selected to complete the repairs to the residence, building, structure, and after the contract/authorization has been signed, a payment schedule may also be presented that would outline payment needs as the project is being completed. The payment schedule is very important in the timely completion of the project and will be followed up with you by the assigned project manager or our accounting department.

Project Management
After all contracts/ authorizations have been completed, a Project Manager will be assigned to take care of your specific needs of this repair. The Project Manager will be responsible for the timely completion of your project at all times. You will find that your Project Manager will help guide you through all selections, scheduling, and product budgets to additionally assure your satisfaction.

For any further questions regarding this estimate/bid, please feel free to contact us at any time. We at Restoration Management Company look forward to working with you and hope we are able to meet and exceed your expectations.

Thank you for your consideration. We look forward to serving you.

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Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 3
CIT170SFC209228-1
General

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

1. LAB SUPERC + Commercial Supervision / Project Management - per hour 275 275.00 HR [*] 0.00+ 183.39 = 0.00 10,086.46 60,518.71

2. DMO DTRLR - Tandem axle dump trailer - per load - including dump fees 4 4.00 EA [*] 623.31+ 0.00 = 0.00 498.64 2,991.88

3. LAB LBR + General Laborer - per hour
75 75.00 HR [*] 0.00+ 152.68 = 0.00 2,290.20 13,741.20
Additional labor to clean jobsite at the end of each workday

4. LAB LBR + General Laborer - per hour
24 24.00 HR [*] 0.00+ 152.68 = 0.00 732.86 4,397.18
additional labor for cartage of material to and from jobsite

5. FEE ENG
1 + Engineering fees (Bid Item)

1.00 EA [*] 0.00+ 12,500.00 = 0.00 2,500.00 15,000.00
budget number from engineer

6. FEE

7. TMP
TIPF
TLT
1 4
+ Taxes, insurance, permits & fees (Bid Item)

1.00 EA
+ Temporary toilet (per month)

4.00 MO 0.00+ 248.00 = 0.00

AS INCURRED
198.40 1,190.40

8. TMP HWS
4 + Temporary hand washing station (per month)

4.00 MO 0.00+ 242.04 = 0.00 193.64 1,161.80

9. CON LAB + Content Manipulation charge - per hour
10*8*4 320.00 HR [*] 0.00+ 152.68 = 0.00 9,771.52 58,629.12 10 people 8 days to move contents back in
Totals: General 0.00 26,271.72 157,630.29
Main Level
Main Level

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL

10. CLN FINALC + Final cleaning - construction - Commercial F 9041.63 SF [*] 0.00+ 0.78 = 0.00 1,410.50 8,462.97

11. HVC LAB
2*8*2
+ HVAC Technician - per hour

32.00 HR [*] 0.00+ 244.26 = 0.00 1,563.26 9,379.58
Clean ductwork at the end of recon
Total: Main Level 0.00 2,973.76 17,842.55

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Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 4
Kitchen Height: 11' 6"
3563.48 SF Walls
5075.69 SF Walls & Ceiling
168.02 SY Flooring
309.87 LF Ceil. Perimeter
1512.21 SF Ceiling
1512.21 SF Floor
309.87 LF Floor Perimeter
Subroom: Pantry (1) Height: 11' 6"
494.50 SF Walls
609.50 SF Walls & Ceiling

12.78 SY Flooring

43.00 LF Ceil. Perimeter
115.00 SF Ceiling
115.00 SF Floor

43.00 LF Floor Perimeter
Subroom: Closet (3) Height: 11' 6"
230.01 SF Walls
254.90 SF Walls & Ceiling

2.77 SY Flooring

20.00 LF Ceil. Perimeter

24.89 SF Ceiling

24.89 SF Floor

20.00 LF Floor Perimeter
Subroom: Office (2) Height: 11' 6"
379.61 SF Walls
446.55 SF Walls & Ceiling

7.44 SY Flooring

33.01 LF Ceil. Perimeter

66.94 SF Ceiling

66.94 SF Floor

33.01 LF Floor Perimeter

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

12. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable F 1710.70 SF [*] 2.17+ 0.00 = 80.68 758.58 4,551.48

13. ELE OSRS + Outlet or switch - Detach & reset
14 14.00 EA [*] 0.00+ 53.03 = 0.00 148.48 890.90

14. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt PF*4+(11+8'3+20+8+1 1930.52 SF [*] 0.00+ 1.52 = 122.64 611.40 3,668.43 3+13+3'6)*4
g i e t o R r3o C'o9l m o"s e ( t210) ('11) 1"
24' 10"
1) Mens Bathroom Entry
Storage (1)
3'
Walk-Ins
Pantry (1)
7' 1"
7' 10" 7' 3"
3' 7"
K i t c8h' en
8' 7"
Storage CloseOt ff(i3c)e (28)' 9"
10' 4"
10'
Pantry (1)
7' 3" 3' 1"
1' 5" 2' 6" 1' 5"
Closet (3)
5' 4"
4' 1" 2' 6" 3' 3"
3' 9" 3' 1"
Office (2)
3)
9' 4"
9' 6"
4' 8" 2' 6"
4' 10" 2' 4"
5'
1' 8"
1' 4"
2'
3' 2' 2"
5' 2"
5'
16' 10" 3'
12' 10"
13' 6"
17'
4' 3"
4' 3"
9' 10"8'
8' 4" 9' 10"
9' 8"
9' 10"
4' 8" 6' 7"
6' 11"
1' 11"
3' 2' 1"
24' 3"
24' 7" 3'4' 10"7' 2"

174 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 5
CONTINUED - Kitchen

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

15. FRM SH1/2T + Sheathing - plywood - 1/2" - treated
PF*4+(11+8'3+20+3'6)
*4
1794.52 SF [*] 0.00+ 4.96 = 407.63 1,861.68 11,170.13
Material for shear paneling - per permits

16. FRM LAB + Carpenter - General Framer - per hour
2*8*4 64.00 HR [*] 0.00+ 205.10 = 0.00 2,625.28 15,751.68 Labor to install shear paneling and shear nailing pattern per permits

17. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall
PF+11+8'3+20+8+13+1
3+3'6
482.63 LF [*] 0.00+ 34.64 = 156.55 3,374.98 20,249.83

18. DRY TEX++ + Texture drywall - smooth / skim coat
W 4667.61 SF [*] 0.00+ 3.56 = 71.88 3,337.72 20,026.29

19. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) the walls - 2 colors W 4667.61 SF [*] 0.00+ 3.10 = 116.81 2,917.28 17,503.68

20. PNL FRPT + Fiberglass reinforced plastic (FRP) paneling w/trim W 4667.61 SF [*] 0.00+ 17.12 = 741.28 16,130.16 96,780.92

21. PLM FLDCI> + Floor drain - cast iron (no-hub) - 6"
4 4.00 EA [*] 0.00+ 661.55 = 180.62 565.36 3,392.18

22. FCT AV++ - Remove Tile floor covering - Commercial grade .5F 855.35 SF [*] 8.40+ 0.00 = 0.00 1,436.98 8,621.92

23. FCT MORTAR + Mortar bed for tile floors
F 1710.70 SF [*] 0.00+ 10.91 = 377.06 3,808.16 22,848.96

24. FCT AV++ + Tile floor covering - Commercial grade
F 1710.70 SF [*] 0.00+ 34.83 = 2,153.69 12,347.48 74,084.85 15% waste added

25. FCT B++ + Tile base - Commercial grade
PF 405.88 LF [*] 0.00+ 52.96 = 399.64 4,379.00 26,274.04

26. PLM LAB + Plumber - per hour
2*8*4 64.00 HR [*] 0.00+ 264.54 = 0.00 3,386.12 20,316.68 Labor to detach and reset all kitchen equipment, including sinks, ovens countertops and fridges

27. PLM SUP + Plumbing fixture supply line
8 8.00 EA [*] 0.00+ 39.30 = 5.57 64.00 383.97

28. PLM STOP + Angle stop valve
8 8.00 EA [*] 0.00+ 76.61 = 9.61 124.50 746.99

29. ELE LAB + Electrician - per hour
2*2+2*2 8.00 HR [*] 0.00+ 276.31 = 0.00 442.10 2,652.58 Labor to detach and reset electrical labor for removed wall Totals: Kitchen 4,823.66 58,319.26 349,915.51

175 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 6
Restaurant/Bar Height: 11' 6"
3579.74 SF Walls
5690.88 SF Walls & Ceiling
234.57 SY Flooring
312.88 LF Ceil. Perimeter
2111.14 SF Ceiling
2111.14 SF Floor
310.13 LF Floor Perimeter
Subroom: Storage Room (1) Height: 11' 6"
194.02 SF Walls
214.58 SF Walls & Ceiling

2.28 SY Flooring

18.47 LF Ceil. Perimeter

20.56 SF Ceiling

20.56 SF Floor

15.72 LF Floor Perimeter
Missing Wall - Goes to Floor 2' 9" X 6' 8" Opens into RESTAURANT_B

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

30. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable 25*10 250.00 SF [*] 2.17+ 0.00 = 11.79 110.86 665.15

31. ELE OSRS + Outlet or switch - Detach & reset
6 6.00 EA [*] 0.00+ 53.03 = 0.00 63.64 381.82

32. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt (19'3+8'3+17'6+2+8'3+
5'6+3+3)*4

33. FRM SH1/2T
267.00 SF [*]
+ Sheathing - plywood - 1/2" - treated

0.00+ 1.52 = 16.96 84.56 507.36
6'9*9 60.75 SF [*] 0.00+ 4.96 = 13.80 63.02 378.14
Material for shear paneling - per permits

34. FRM LAB + Carpenter - General Framer - per hour
2*4 8.00 HR [*] 0.00+ 205.10 = 0.00 328.16 1,968.96
Labor to install shear paneling and shear nailing pattern per permits

35. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall
19'3+8'3+17'6+2+8'3+8
'3+5'6+3'6+3

36. DRY TEX++

75.50 LF [*]
+ Texture drywall - smooth / skim coat

0.00+ 34.64 = 24.49 527.96 3,167.77
(20+8'3+5'6+3'6+5'3)
*11
467.50 SF [*] 0.00+ 3.56 = 7.20 334.30 2,005.80

37. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) the surface area - 2 colors (23'6+10)*11+W1 562.52 SF [*] 0.00+ 3.10 = 14.08 351.58 2,109.47

38. PNL FRPT + Fiberglass reinforced plastic (FRP) paneling w/trim (17'6+2)*4 78.00 SF [*] 0.00+ 17.12 = 12.39 269.56 1,617.31

39. PLM FLDCI> + Floor drain - cast iron (no-hub) - 6"
1 1.00 EA [*] 0.00+ 661.55 = 45.16 141.36 848.07
55' 8" 4"
2"
11' EntryWom
6' 6" Restaurant/Bar 7' 6"
Tile (A1) Me
6' 4"
6' 8"
S t o J ran g i e t3o'R r9o C"o l m o s e ( t 1 ) ( 1
13' 8" 8' 3"
13' 10" 8' 5"
4' 1"
3' 9"
Storage Room (1J)anito
2' 6" 6"
1' 1"
6" 6"
21' 8"10"
2' 1" 1' 4" 10"
6"
4" 10' 8"
1' 9" 2' 9" 1'
12'
11' 8"
18' 4"
18'5' 6"
16' 10" 3' 8' 8"
5'

176 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 7
CONTINUED - Restaurant/Bar

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

40. FCT MORTAR + Mortar bed for tile floors
20*10 200.00 SF [*] 0.00+ 10.91 = 44.08 445.22 2,671.30

41. FCT AV++ + Tile floor covering - Commercial grade
20*10+F1 220.56 SF [*] 0.00+ 34.83 = 277.67 1,591.96 9,551.73

42. FCT B++ + Tile base - Commercial grade
22+8'9+20+2+4+PF1 72.47 LF [*] 0.00+ 52.96 = 71.36 781.88 4,691.25

43. PLM LAB + Plumber - per hour
2*8 16.00 HR [*] 0.00+ 264.54 = 0.00 846.52 5,079.16
Labor to detach and reset all kitchen equipment, including sinks, ovens countertops and fridges

44. PLM SUP + Plumbing fixture supply line
2 2.00 EA [*] 0.00+ 39.30 = 1.39 16.00 95.99

45. PLM STOP + Angle stop valve
2 2.00 EA [*] 0.00+ 76.61 = 2.40 31.12 186.74

46. ELE LAB + Electrician - per hour
2*8 16.00 HR [*] 0.00+ 276.31 = 0.00 884.20 5,305.16
labor to connect all wiring back up for the electronics and soda machine Totals: Restaurant/Bar 542.77 6,871.90 41,231.18
Banquet Room Height: 11' 6"
2752.19 SF Walls
5638.86 SF Walls & Ceiling
320.74 SY Flooring
241.83 LF Ceil. Perimeter
2886.67 SF Ceiling
2886.67 SF Floor
237.50 LF Floor Perimeter
Missing Wall - Goes to Floor 4' 4" X 6' 8" Opens into HALLWAY Subroom: Storage (1) Height: 11' 6"
253.00 SF Walls
277.00 SF Walls & Ceiling

2.67 SY Flooring

22.00 LF Ceil. Perimeter

24.00 SF Ceiling

24.00 SF Floor

22.00 LF Floor Perimeter
6' 8' 3"
Storage (1)
StoragCe
Banquet Room Jan
Hall
38' 1" Back
3' 4"
3'
Storage (1)
3' 2"
1' 7" 11"
78' 11"
1' 3"
1' 1"
2' 1"
5' 1' 11" 8' 6" 3' 9' 8"
8' 3' 5' 9' 6"12' 8" 26' 5"
8'
8' 4"
12' 6" 26' 3" 4' 4"

177 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 8

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL

47. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable F 2910.67 SF [*] 2.17+ 0.00 = 137.27 1,290.70 7,744.12

48. ELE OSRS + Outlet or switch - Detach & reset
3 3.00 EA [*] 0.00+ 53.03 = 0.00 31.82 190.91

49. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt (18+12'6+2+45'3)*4'6 349.88 SF [*] 0.00+ 1.52 = 22.23 110.80 664.85

50. FRM SH1/2T + Sheathing - plywood - 1/2" - treated
(18+12'6+2+45'3)*4'6 349.88 SF [*] 0.00+ 4.96 = 79.48 362.98 2,177.86 Material for shear paneling - per permits

51. FRM LAB + Carpenter - General Framer - per hour
2*8*2 32.00 HR [*] 0.00+ 205.10 = 0.00 1,312.64 7,875.84 Labor to install shear paneling and shear nailing pattern per permits

52. DRY 5/8 + 5/8" drywall - hung, taped, floated, ready for paint 18*11'6 207.00 SF [*] 0.00+ 5.80 = 16.14 243.34 1,460.08

53. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall
12'6+2+4'3 18.75 LF [*] 0.00+ 34.64 = 6.08 131.12 786.70

54. DRY TEX++ + Texture drywall - smooth / skim coat
(12'6+2+4'3) 365.50 SF [*] 0.00+ 3.56 = 5.63 261.36 1,568.17 *6+22*11'6

55. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) more than the walls - 2 colors W+PC*3 3796.69 SF [*] 0.00+ 3.10 = 95.01 2,372.94 14,237.69 3' ceiling overhang included because of mitigation tape and staples

56. FCV PREP+ + Floor preparation for resilient flooring - Heavy F 2910.67 SF [*] 0.00+ 2.12 = 56.03 1,245.32 7,471.97

57. FCV PLK++ - Remove Vinyl plank flooring - Commercial grade .5F 1455.33 SF [*] 3.94+ 0.00 = 0.00 1,146.80 6,880.80

58. FNC B8H - Remove Baseboard - 8" hardwood - 2 piece
.5PF 129.75 LF [*] 2.00+ 0.00 = 0.00 51.90 311.40

59. FCV PLK++ + Vinyl plank flooring - Commercial grade F*1.15 3347.27 SF [*] 0.00+ 15.55 = 2,306.77 10,871.38 65,228.20 15% waste added

60. FNC B8H + Baseboard - 8" hardwood - 2 piece
PF 259.50 LF [*] 0.00+ 22.65 = 280.99 1,231.74 7,390.41

61. FCV EDGE + Vinyl - metal transition strip
6+4+4 14.00 LF [*] 0.00+ 5.83 = 2.25 16.78 100.65

62. PNT B>2 + Paint baseboard, oversized - two coats
PF 259.50 LF [*] 0.00+ 4.35 = 7.49 227.26 1,363.58
Totals: Banquet Room 3,015.37 20,908.88 125,453.23

178 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 9
Walk-Ins Height: 8'
658.94 SF Walls
941.35 SF Walls & Ceiling

31.38 SY Flooring

82.37 LF Ceil. Perimeter
282.41 SF Ceiling
282.41 SF Floor

82.37 LF Floor Perimeter

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL

63. FCT AV++ - Remove Tile floor covering - Commercial grade F 282.41 SF [*] 8.40+ 0.00 = 0.00 474.44 2,846.68

64. FCT MORTAR + Mortar bed for tile floors
F 282.41 SF [*] 0.00+ 10.91 = 62.25 628.68 3,772.02

65. FCT AV++ + Tile floor covering - Commercial grade
F*1.15 324.77 SF [*] 0.00+ 34.83 = 408.87 2,344.12 14,064.73 15% waste added

66. FCT B++ + Tile base - Commercial grade
PF 82.37 LF [*] 0.00+ 52.96 = 81.11 888.68 5,332.11
Totals: Walk-Ins 552.23 4,335.92 26,015.54
Mens Bathroom Entry Height: 9'
909.00 SF Walls
1208.31 SF Walls & Ceiling

33.26 SY Flooring
101.00 LF Ceil. Perimeter
299.31 SF Ceiling
299.31 SF Floor
101.00 LF Floor Perimeter
Subroom: Janitor Closet (1) Height: 11' 6"
212.35 SF Walls
232.91 SF Walls & Ceiling

2.28 SY Flooring

18.47 LF Ceil. Perimeter

20.56 SF Ceiling

20.56 SF Floor

18.47 LF Floor Perimeter

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
14' 1" 10' 7"
24' 6"
Walk-Ins 10' 4"
10'
3'
Pantry (1)
3'
2' 3" 2' 9"
2' 10" 13' 11" 7' 9" 2' 5"
3' 8' 3" 18' 8"
Mens Bathroom Entry
i t R o o r o C m l o s ( e 1 t ) (1)35'
20' 11" 14' 1"
3' 11"
3' 9"
(1) Janitor Closet (1)
17'
16' 8"
2' 6"
5' 6" 4' 4' 3"
4' 3"
6' 5' 2"
5'
1' 3" 2' 6" 1' 9"
9' 6"
9' 10"
7' 3"
7' 9"

179 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 10
CONTINUED - Mens Bathroom Entry

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL

67. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable F 319.82 SF [*] 2.17+ 0.00 = 15.08 141.82 850.91

68. FRM LAB + Carpenter - General Framer - per hour
2*8*5 80.00 HR [*] 0.00+ 205.10 = 0.00 3,281.60 19,689.60 labor to demo additional drywall as needed and replace dry rot framing with new ***PENDING ENGINEERING AND PERMITS***

69. FRM ST6 M Material Only Stud wall - 2x6 (per BF)
STN: 191.00 BF 0.00+ 1.04 = 19.12 43.54 261.30
***PENDING ENGINEERING AND PERMITS***

70. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt 35*9'6+PF1*4 406.36 SF [*]

71. FRM SH1/2T + Sheathing - plywood - 1/2" - treated
35*11 385.00 SF [*]
Material for shear paneling - per permits

72. FRM LAB + Carpenter - General Framer - per hour
2*8*2 32.00 HR [*] 0.00+ 205.10 = 0.00 1,312.64 7,875.84 Labor to install shear paneling and shear nailing pattern per permits

73. DRY 5/8 + 5/8" drywall - hung, taped, floated, ready for paint (35+9'6)*11 489.50 SF [*]

74. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall
PF1 18.47 LF [*]

75. DRY TEX++ + Texture drywall - smooth / skim coat
(35+9'6)*11+W1 701.85 SF [*]

76. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) more than the ceiling perimeter - 2 colors PC*5+C 917.20 SF [*]

77. PLM FLDCI> + Floor drain - cast iron (no-hub) - 6"
1 1.00 EA [*]

78. TBA PTD+ - Remove Paper towel dispenser with waste receptacle 1 1.00 EA [*] 114.59+ 0.00 = 0.00 22.92 137.51

79. CAB CTSSRS + Countertop - solid surface/granite - Detach & reset 8'3*2 16.50 SF [*]

80. PLM PTRAPRS + P-trap assembly - Detach & reset
3 3.00 EA [*]

81. PLM STOP + Angle stop valve
6 6.00 EA [*]

82. PLM SUP + Plumbing fixture supply line
6 6.00 EA [*]

0.00+ 1.52 = 25.81 128.70 772.18

0.00+ 4.96 = 87.45 399.42 2,396.47

0.00+ 5.80 = 38.16 575.46 3,452.72

0.00+ 34.64 = 5.99 129.16 774.95

0.00+ 3.56 = 10.81 501.88 3,011.28

0.00+ 3.10 = 22.95 573.26 3,439.53

0.00+ 661.55 = 45.16 141.36 848.07

0.00+ 94.11 = 0.18 310.60 1,863.60

0.00+ 141.11 = 0.00 84.66 507.99

0.00+ 76.61 = 7.21 93.38 560.25

0.00+ 39.30 = 4.18 48.00 287.98

180 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 11
CONTINUED - Mens Bathroom Entry

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL

83. PLM SNKRS + Sink - single - Detach & reset
3 3.00 EA [*] 0.00+ 353.79 = 0.22 212.32 1,273.91

84. PLM FAUBA R Detach & Reset Sink faucet - Bathroom
3 3.00 EA [*] 283.13 0.00+ 0.00 = 0.00 169.88 1,019.27

85. TBA GBARRS + Handicap grab bar - Detach & reset
2 2.00 EA [*] 0.00+ 96.78 = 0.00 38.72 232.28

86. TBA TLTPRS + Toilet partition - Detach & reset
4 4.00 EA [*] 0.00+ 811.86 = 0.00 649.48 3,896.92

87. PLM TLTRS + Toilet - Detach & reset
2 2.00 EA [*] 0.00+ 568.88 = 1.83 227.92 1,367.51

88. PLM URRS + Urinal - Detach & reset
3 3.00 EA [*] 0.00+ 830.82 = 0.00 498.50 2,990.96

89. FNH BAC + Bath accessory
4 4.00 EA [*] 0.00+ 53.67 = 5.81 44.10 264.59

90. TBA PTD+ I Install Paper towel dispenser with waste receptacle 1 1.00 EA [*] 0.00+ 120.97 = 0.00 24.20 145.17

91. PLM SSNK+ - Remove Service sink - corner - floor mounted 1 1.00 EA [*] 229.17+ 0.00 = 0.00 45.84 275.01

92. PLM SSNK+ I Install Service sink - corner - floor mounted 1 1.00 EA [*] 0.00+ 855.08 = 0.00 171.02 1,026.10

93. MSD AVRS + Mirror - plate glass - Detach & reset
3*4*4 48.00 SF [*] 0.00+ 17.80 = 0.00 170.88 1,025.28

94. TIL AV++ - Remove Ceramic/porcelain tile - Commercial grade .5PF*4 238.93 SF [*] 6.71+ 0.00 = 0.00 320.64 1,923.86

95. FCT AV++ - Remove Tile floor covering - Commercial grade F 319.82 SF [*] 8.40+ 0.00 = 0.00 537.30 3,223.79

96. FCT MORTAR + Mortar bed for tile floors
F+PF*4 797.68 SF [*] 0.00+ 10.91 = 175.82 1,775.70 10,654.21

97. FCT AV++ + Tile floor covering - Commercial grade
F 319.82 SF [*] 0.00+ 34.83 = 402.64 2,308.38 13,850.35

98. FCT B++ + Tile base - Commercial grade
PF 119.47 LF [*] 0.00+ 52.96 = 117.63 1,288.94 7,733.70

99. TIL AV++ + Ceramic/porcelain tile - Commercial grade PF*4 477.86 SF [*] 0.00+ 43.58 = 641.16 4,293.26 25,759.56 Totals: Mens Bathroom Entry 1,627.21 20,565.48 123,392.65

181 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 12
Hallway Height: 11' 6"
1726.69 SF Walls
2460.93 SF Walls & Ceiling

81.58 SY Flooring
154.83 LF Ceil. Perimeter
734.24 SF Ceiling
734.24 SF Floor
146.75 LF Floor Perimeter
Missing Wall - Goes to Floor
Missing Wall - Goes to Floor
4' 4" X 6' 8"
3' 9" X 6' 8"
Opens into BANQUET_ROO2
Opens into BACK_ENTRY

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
100. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable F 734.24 SF [*] 2.17+ 0.00 = 34.63 325.58 1,953.51
101. ELE OSRS + Outlet or switch - Detach & reset
1 1.00 EA [*] 0.00+ 53.03 = 0.00 10.60 63.63
102. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt (8+9'6+4+4+4+4+4+5'3
+7+2)*4
103. FRM SH1/2T
207.00 SF [*]
+ Sheathing - plywood - 1/2" - treated

0.00+ 1.52 = 13.15 65.56 393.35
(5+3+5+6)*2 38.00 SF [*] 0.00+ 4.96 = 8.63 39.42 236.53 Material for shear paneling - per permits
104. FRM LAB + Carpenter - General Framer - per hour
2*4 8.00 HR [*] 0.00+ 205.10 = 0.00 328.16 1,968.96
Labor to install shear paneling and shear nailing pattern per permits 105. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall 8+9'6+4+4+4+4+4+5'3
+7+2
106. DRY TEX++

51.75 LF [*]
+ Texture drywall - smooth / skim coat

0.00+ 34.64 = 16.79 361.88 2,171.29
(8+9'6+4+4+4+4+4+5'3
+7+2)*6
310.50 SF [*] 0.00+ 3.56 = 4.78 222.04 1,332.20
107. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) more than the walls - 2 colors W+C 2460.93 SF [*] 0.00+ 3.10 = 61.58 1,538.10 9,228.56 ceiling included because of mitigation tape and staples 108. FNC B8H + Baseboard - 8" hardwood - 2 piece
8+9'6+4+4+4+4+4+5'3
+7+2
109. PNT B>2

51.75 LF [*]
+ Paint baseboard, oversized - two coats

0.00+ 22.65 = 56.04 245.62 1,473.80
PF 146.75 LF [*] 0.00+ 4.35 = 4.24 128.52 771.12
110. CAB BSS + Backsplash - stainless steel
(10+4'6+4'6+13+4+4)
*9
360.00 SF [*] 0.00+ 53.29 = 436.94 3,924.26 23,545.60
Totals: Hallway 636.78 7,189.74 43,138.55
tora3g'e8'(19)" 3'
12' 3"
Kit
Storage
m
Cl
Janit
f f(i3c
lo
Hallway
3'
W/
o s eOt
or C
3'
2' 6" 3'
26' 5" 8'
26' 3" 4' 4" 8' 6"
5' 6" 5' 8" 1' 7" 14' 8"
8' 3"
8' 11"
5' 2' 6" 9' 10"

182 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 13
W/H Room Height: 11' 6"
lway
774.35 SF Walls
1014.24 SF Walls & Ceiling

26.65 SY Flooring

67.33 LF Ceil. Perimeter
239.89 SF Ceiling
239.89 SF Floor

67.33 LF Floor Perimeter

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
111. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable 25*10 250.00 SF [*] 2.17+ 0.00 = 11.79 110.86 665.15
112. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt PF*4 269.34 SF [*] 0.00+ 1.52 = 17.11 85.30 511.81
113. FRM SH1/2T + Sheathing - plywood - 1/2" - treated
(8'6+16'9)*2 50.50 SF [*] 0.00+ 4.96 = 11.47 52.40 314.35 Material for shear paneling - per permits
114. FRM LAB + Carpenter - General Framer - per hour
2*4 8.00 HR [*] 0.00+ 205.10 = 0.00 328.16 1,968.96
Labor to install shear paneling and shear nailing pattern per permits 115. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall PF 67.33 LF [*] 0.00+ 34.64 = 21.84 470.82 2,824.97
116. DRY TEX++ + Texture drywall - smooth / skim coat
PF*4 269.34 SF [*] 0.00+ 3.56 = 4.15 192.62 1,155.62
117. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) more than the walls - 2 colors W+C 1014.24 SF [*] 0.00+ 3.10 = 25.38 633.90 3,803.42
ceiling included because of mitigation tape and staples Totals: W/H Room 91.74 1,874.06 11,244.28
Janitor Closet Height: 11' 6"
231.83 SF Walls
257.15 SF Walls & Ceiling

2.81 SY Flooring

20.16 LF Ceil. Perimeter

25.31 SF Ceiling

25.31 SF Floor

20.16 LF Floor Perimeter

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
Closet (3)
Janitor Closet
5' 4"
5' 8"
Office (2)
9' 4" 2' 6"
9' 6" 11" 2' 1"
W/H Room
20' 8"
21'
5' 4"
Janitor Closet
5' 8"
1' 9"
1' 7" 5'
1' 7"
1' 7" 1'
1' 5" 2' 6" 10"
5' 1"
4' 9"
13'
13' 8"5' 1"

183 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 14
CONTINUED - Janitor Closet

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
118. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable F 25.31 SF [*] 2.17+ 0.00 = 1.19 11.22 67.33
119. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt PF*4 80.64 SF [*]
120. ELE OSRS + Outlet or switch - Detach & reset
2 2.00 EA [*]
121. FRM SH1/2T + Sheathing - plywood - 1/2" - treated
5*5 25.00 SF [*]
Material for shear paneling - per permits
122. FRM LAB + Carpenter - General Framer - per hour
2*2 4.00 HR [*]
Labor to install shear paneling and sheer nailing pattern per permits 123. DRY LF>5/8 + 5/8" - drywall per LF - up to 4' tall PF 20.16 LF [*]
124. DRY TEX++ + Texture drywall - smooth / skim coat
PF*6 120.96 SF [*]
125. PNT SP+ + Seal/prime (1 coat) then paint (1 coat) the walls and ceiling - 2 colors WC 257.15 SF [*] 0.00+
ceiling included because of mitigation tape and staples 126. PLM FAUBA R Detach & Reset Sink faucet - Bathroom
3 3.00 EA [*] 283.13 0.00+
127. PLM SSNK+ - Remove Service sink - corner - floor mounted 1 1.00 EA [*] 229.17+
128. PLM SSNK+ I Install Service sink - corner - floor mounted 1 1.00 EA [*] 0.00+
129. PNL FRPT + Fiberglass reinforced plastic (FRP) paneling w/trim W 231.83 SF [*] 0.00+ 17.12 = 36.82 801.14 4,806.89
130. FCT AV++ - Remove Tile floor covering - Commercial grade F 25.31 SF [*]
131. FCT MORTAR + Mortar bed for tile floors
F 25.31 SF [*]
132. FCT AV++ + Tile floor covering - Commercial grade
F*1.15 29.11 SF [*]
15% waste added
133. FCT B++ + Tile base - Commercial grade
PF 20.16 LF [*]
134. FRM LAB + Carpenter - General Framer - per hour
2+2 4.00 HR [*] 0.00+ 205.10 = 0.00 164.08 984.48
labor to detach roof access lader and reset

0.00+ 1.52 = 5.12 25.54 153.23

0.00+ 53.03 = 0.00 21.22 127.28

0.00+ 4.96 = 5.68 25.94 155.62

0.00+ 205.10 = 0.00 164.08 984.48

0.00+ 34.64 = 6.54 140.96 845.84

0.00+ 3.56 = 1.86 86.50 518.98

3.10 = 6.44 160.72 964.33

0.00 = 0.00 169.88 1,019.27

0.00 = 0.00 45.84 275.01
855.08 = 0.00 171.02 1,026.10

8.40+ 0.00 = 0.00 42.52 255.12

0.00+ 10.91 = 5.58 56.34 338.05

0.00+ 34.83 = 36.65 210.12 1,260.67

0.00+ 52.96 = 19.85 217.52 1,305.04

184 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 15
CONTINUED - Janitor Closet

CAT SEL ACT DESCRIPTION

CALC QTY RESET REMOVE REPLACE TAX O&P TOTAL
Totals: Janitor Closet 125.73 2,514.64 15,087.72
Exterior Formula Elevation 30' x 12' x 0"
342.00 SF Walls
360.00 SF Long Wall

30.00 LF Ceil. Perimeter

30.00 LF Floor Perimeter
360.00 SF Short Wall
Missing Wall - Goes to neither Floor/Ceiling 3' X 6' Opens into Exterior

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL
135. DMO MASKFP+ - Floor prot. - cloth - skid resist, leak proof, cleanable 30*5 150.00 SF [*] 2.17+ 0.00 = 7.07 66.52 399.09
136. STU AV - Remove Metal lath & stucco
(8+8)*4 64.00 SF [*] 2.52+ 0.00 = 0.00 32.26 193.54
***PENDING ENGINEERING AND PERMITS***
137. INS BT4+ + Batt insulation - 4" - R13 - unfaced batt (8+8)*4 64.00 SF [*] 0.00+ 1.52 = 4.07 20.28 121.63
138. FRM LAB + Carpenter - General Framer - per hour
2*8*2 32.00 HR [*] 0.00+ 205.10 = 0.00 1,312.64 7,875.84 labor to demo and replace dry rot framing with new
***PENDING ENGINEERING AND PERMITS***
139. FRM ST6 M Material Only Stud wall - 2x6 (per BF)
STN: 178.00 BF 0.00+ 1.04 = 17.82 40.58 243.52
***PENDING ENGINEERING AND PERMITS***
140. STU AV + Metal lath & stucco
(8+8)*4 64.00 SF [*] 0.00+ 18.66 = 8.62 240.56 1,443.42 ***PENDING ENGINEERING AND PERMITS***

185 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 16
CONTINUED - Exterior

CAT SEL
CALC

ACT DESCRIPTION

QTY RESET REMOVE REPLACE TAX O&P TOTAL
141. STU COLOR + Stucco color coat (Redash) - sand texture W 342.00 SF [*] 0.00+ 9.58 = 15.47 658.38 3,950.21
Totals: Exterior 53.05 2,371.22 14,227.25
Total: Main Level 11,468.54 127,924.86 767,548.46
Line Item Totals: CIT170SFC209228-1 11,468.54 154,196.58 925,178.75 Additional Charges Charge
California Lumber Assessment Fee 93.09
Additional Charges Total $93.09
Grand Total Areas:
18,745.73 SF Walls 9,050.11 SF Ceiling 27,795.84 SF Walls and Ceiling 9,041.63 SF Floor 1,004.63 SY Flooring 1,684.55 LF Floor Perimeter 360.00 SF Long Wall 360.00 SF Short Wall 1,706.21 LF Ceil. Perimeter 9,041.63 Floor Area 9,401.39 Total Area 20,960.72 Interior Wall Area 6,666.41 Exterior Wall Area 547.33 Exterior Perimeter of Walls

0.00 Surface Area 0.00 Number of Squares 0.00 Total Perimeter Length

0.00 Total Ridge Length 0.00 Total Hip Length

186 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 17
Summary
Line Item Total 759,513.63
California Lumber Assessment Fee 93.09
Material Sales Tax 11,468.54
Subtotal 771,075.26
Overhead 77,107.60
Profit 77,107.60
Replacement Cost Value $925,290.46
Net Claim $925,290.46
Nick Pandelis
Project Director

187 of 448

Restoration Management Company - Hayward
4142 Point Eden Way
Hayward, CA 94545
Phone: 800-400-5058
License #:765595
Tax ID#: 94-3267563
CIT170SFC209228-1
1/13/2025
Page: 18
O&P Items
Recap by Category
Total %
CABINETRY 20,737.22 2.24%
CLEANING 7,052.47 0.76%
CONTENT MANIPULATION 48,857.60 5.28%
GENERAL DEMOLITION 37,061.54 4.01%
DRYWALL 54,061.50 5.84%
ELECTRICAL 8,010.22 0.87%
FLOOR COVERING - CERAMIC TILE 160,726.93 17.37%
FLOOR COVERING - VINYL 58,302.29 6.30%
PERMITS AND FEES 12,500.00 1.35%
FINISH CARPENTRY / TRIMWORK 7,049.82 0.76%
FINISH HARDWARE 214.68 0.02%
FRAMING & ROUGH CARPENTRY 69,581.06 7.52%
HEAT, VENT & AIR CONDITIONING 7,816.32 0.84%
INSULATION 5,433.61 0.59%
LABOR ONLY 65,547.57 7.08%
MIRRORS & SHOWER DOORS 854.40 0.09%
PLUMBING 35,510.92 3.84%
PANELING & WOOD WALL FINISHES 85,213.77 9.21%
PAINTING 44,163.84 4.77%
STUCCO & EXTERIOR PLASTER 4,470.60 0.48%
TOILET & BATH ACCESSORIES 3,561.97 0.38%
TILE 20,825.14 2.25%
TEMPORARY REPAIRS 1,960.16 0.21%
O&P Items Subtotal 759,513.63 82.08%
Permits and Fees 93.09 0.01%
Material Sales Tax 11,468.54 1.24%
Overhead 77,107.60 8.33%
Profit 77,107.60 8.33%
Total 925,290.46 100.00%

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Main Level
Main Level
CIT170SFC209228-1 1/13/2025 Page: 19
67' 10"
56' 10' 10"
11'Entry
22' 4"
22'
Restaurant/Bar
7' 6" 3' 6"
13' 1"
Womens Bathroom Entry
2' 10"
8' 3"
13' 11" 7' 9" 2' 5"
18' 8"
7' 6" Tile (A1) 3' 9" 3' 9"
4' 1" 11' 6"
Stor J a a g n e itR or oC om los( e 1 t )(1)
7' 9" Mens Bathroom Entry
35' 10' 7"
7' 6" 2' 9"
2' 5"
24' 10" 24' 6"
4' 10"
7' 6"
7' 6"
Walk-Ins 10' 4"
10'
6' 10"
Pantry (1)
7' 4"
21' 5" 8' 3" 8'
30'
10'
9' 8"
7' 3" 3' 1"
7' 10"
3' 11"
3' 4" 2' 5"
3' 2' 5"
Storage (1)
8' 9"
17' 6"
5' 5"
Kitchen8'
5'
5'
18' 5"
Storage
10'
5' 4" 9' 4" 8' 9"
Banquet Room
5' 4" 9' 4"
Janitor Closet 15'
W/H Room
ClosetO(f3fi)ce (2)
Hallway 20' 8"
21'
5'
12' 6"
Back Entry
40'
53' 6"
22' 8"
22'
7' 6"
7' 6"
92' 3"
80' 11" 9' 3"
11'
12'
11' 6"
11' 8"
21'
18' 4"
18' 6' 2"
6'
35'
8' 2" 9' 6" 20' 10" 8' 8" 12'
12' 4"
45' 11" 8' 9' 10"
9' 10" 4'
4'
8'
8' 4"
12' 10"
13' 6"
41' 9"
17'
7' 6"2' 6"
12' 6"
18' 4"
5' 6" 33' 8" 6'
17'
16' 8"
5' 2" 7' 11" 9' 10"
8' 3"
8' 11"
4' 9"
5' 1" 4' 10" 6'
12' 9" 9' 6"
9' 10"9' 6"
9' 10"
6' 8"7' 2"
13'
13' 8" 29' 5"
29' 9" 11' 6" 7' 3"
19' 9"

189 of 448

RENT WAIVER AND FACILITY EXPENSE AGREEMENT BETWEEN

THE CITY OF SAN MATEO
AND
PAR3SM, LLC
This Rent Waiver and Facility Expense Agreement (the “AGREEMENT”) is made on this day ______________ , by and between THE CITY OF SAN MATEO, a municipal corporation (“LANDLORD”) and PAR3SM, LLC, a limited liability company (“TENANT”). Collectively, LANDLORD and TENANT are referred to herein as the “PARTIES”, and this AGREEMENT is made to address lease obligations for the TENANT’S occupancy and leasing of real property known as Par 3 Restaurant located at the Poplar Creek Golf Course at 1700 Coyote Point Drive San Mateo, CA 94401 (the “PREMISES”).

RECITALS
A.WHEREAS, TENANT’S occupancy of the PREMISES is based upon a LEASE (the “LEASE”) executed on April 3, 2019; and
B.WHEREAS, on October 11, 2024, the LANDLORD red tagged the building the TENANT occupies on the PREMISES; and
C.WHEREAS, since October 11, 2024; the LANDLORD has deemed the building the TENANT occupies on the PREMISES to pose a public health emergency and unsafe to occupy; and D.WHEREAS, as a result of the public health emergency, indoor restaurant operations have been prohibited; and
E.WHEREAS, the TENANT is unable to pay base rent or utility and sewer service expenses based on its inability to conduct indoor restaurant operations; and F.WHEREAS, the LANDLORD recommends the utility services for the PREMISES remain on; and G.WHEREAS, the PARTIES desire to waive payment of base rent and for LANDLORD to reimburse TENANT for utility and sewer service expenses until the building on the PREMISES is safe to occupy again; and
NOW, THEREFORE, in consideration of the promises, terms, and conditions contained herein and such other good and valuable consideration, the receipt and adequacy of which are hereby acknowledged, the PARTIES agree as follows:

1. Incorporation by Reference. Each and all of the Recitals are incorporated as terms of this AGREEMENT.

2. Rent Waiver and Facility Expenses.

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a. Rent Payment October 2024. The payment of rent due for October 2024 will be pro-rated.

Rent payment will be subject to the terms in the lease executed on April 3, 2019. TENANT will pay rent on sales from October 1, 2024 to October 10, 2024 only. Rent for October 11, 2024 to October 31, 2024 will be waived.
b. Rent Payments Beginning November 1, 2024. Beginning November 1, 2024, TENANT’s payment of rent is waived until the indoor portion of the restaurant (including the bar, restaurant, and banquet facility) is authorized by LANDLORD as safe to occupy. (“Percentage Rent Trigger”). On the first day of the first month after the Percentage Rent Trigger, TENANT will pay percentage rent as described in the LEASE. c. Sewer Service Charges for 2024-2025. LANDLORD will pay 100% of the sewer service charges starting October 11, 2024, until TENANT is given the authorization to return for occupancy.
d. Utility Service Charges. LANDLORD will re-imburse TENANT 100% of the power, gas, and water service charges while the building is not able to be occupied by the TENANT.

3. Construction. This AGREEMENT shall not be construed against the party preparing it, but shall be construed as if all PARTIES jointly prepared this AGREEMENT without any uncertainty or ambiguity being interpreted against any one party.

4. Severability. If any provision of this AGREEMENT or its application to any party or circumstance is held invalid or unenforceable, the remaining provisions of this AGREEMENT and the application of such provisions to other parties or circumstances shall not be affected thereby, the provisions of this AGREEMENT being severable in any such instance.

IN WITNESS WHEREOF, the PARTIES have executed this AGREEMENT as of the day and year first above written.

191 of 448

LANDLORD:

THE CITY OF SAN MATEO,
a municipal corporation
TENANT:

PAR3SM, LLC
a California limited liability company

By: _________________________
Name: Alex Khojikian
Title: City Manager
By:

Name: Alicia Petrakis
Its: Owner
APPROVED AS TO FORM:
________________________________
Prasanna Rasiah
City Attorney

192 of 448

CITY OF SAN MATEO

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 8 Section Name: CONSENT CALENDAR Account Number: 10-1311 File ID: 25-9571 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: February 03, 2025
SUBJECT:

Commitment to Explore Reach Codes for the 2025 Code Cycle — Adoption RECOMMENDATION:

Adopt a Resolution affirming the City’s commitment to exploring local amendments to the Energy Code and Green Building Code for the 2025 Code Cycle to advance the City’s climate goals.

BACKGROUND:

Jurisdictions can adopt local amendments to the State Energy Code and Green Building Code, or “reach codes,” to promote more sustainable construction and advance climate goals. The City of San Mateo has a strong history of adopting reach codes and being a leader in sustainability. Staff are currently monitoring potential reach code opportunities for the 2025 Code Cycle.

Every triennial code cycle, the California Building Code (CalGreen) contains voluntary measures, essentially reach codes, that jurisdictions can adopt. The 2025 CalGreen draft language proposes a voluntary measure requiring new or replaced air conditioning systems in existing residential buildings to be heat pump systems as the primary option. In other words, the City of San Mateo could voluntarily adopt this measure as part of the triennial code cycle later this year, in which case it would become a mandatory requirement. However, the proposed resolution only commits the City to exploring the measure in connection with gathering community and stakeholder input.

Heat pump systems are often referred to as two-way air conditioners since they provide both heating and cooling functions. An alternate path to compliance is the installation of an air conditioner that is installed along with six other efficiency measures including duct insulation, air sealing, and ceiling insulation.

The California Energy Commission (CEC) is seeking early support in exploring this CalGreen voluntary measure detailed above. The City of San Mateo reaffirms its commitment to reviewing reach code opportunities for the 2025 Code Cycle, including this CalGreen voluntary measure. Robust reach code analysis, along with community and stakeholder engagement, is a priority for Spring and Summer 2025 as staff aims for reach code adoption concurrent with the updated Building Code adoption, which would tentatively occur in Fall 2025.

BUDGET IMPACT:

There is no budget impact.

ENVIRONMENTAL DETERMINATION:

This Resolution is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

193 of 448

CITY OF SAN MATEO

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Proposed Resolution

STAFF CONTACT
Andrea Chow, Sustainability Analyst
[email protected]
(650) 522-7007

194 of 448

CITY OF SAN MATEO
RESOLUTION NO. ____ (2025)

A RESOLUTION OF THE CITY OF SAN MATEO AFFIRMING ITS COMMITMENT TO EXPLORE REACH CODES, INCLUDING CALGREEN VOLUNTARY MEASURES, FOR THE 2025 CODE CYCLE TO ADVANCE THE CITY’S CLIMATE GOALS
WHEREAS, jurisdictions can adopt local amendments to the State Energy Code and Green Building Code, also known as “reach codes,” to push for more sustainable construction and advance climate goals; and WHEREAS, the City of San Mateo has a strong history of adopting reach codes and being a leader in sustainability; and
WHEREAS, the draft 2025 California Green Building Code (CalGreen) contains a proposed voluntary measure that would require a new or replaced air conditioning system in existing residential buildings to be a heat pump system as a primary path; and
WHEREAS, the California Energy Commission is seeking early support in exploring this CalGreen voluntary measure; and
WHEREAS, staff are currently monitoring reach code opportunities for the 2025 Code Cycle including this CalGreen voluntary measure; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES its commitment to review and explore reach code opportunities for the 2025 Code Cycle, including the CalGreen voluntary measure, after obtaining public input, to advance the City’s climate goals.

195 of 448

CITY OF SAN MATEO
5 3
4 5

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 9 Section Name: CONSENT CALENDAR Account Number: 10-9811 File ID: 25-9572 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Human Resources Department
MEETING DATE: February 03, 2025
SUBJECT:

SEIU Maintenance Unit Memorandum of Understanding Side Letter – Approval RECOMMENDATION:

Adopt a Resolution approving a Side Letter to the Memorandum of Understanding with the SEIU Maintenance Unit to include a temporary increase in the compensatory time leave cap for Wastewater Treatment Operators.

BACKGROUND:

The SEIU Maintenance Unit (SEIU Maintenance) represents approximately ten (10) Wastewater Treatment Operators. The Wastewater Treatment Plant is moving to a new plant with new technology, which will require extensive staff training.

Furthermore, staff is working a significant amount of overtime to provide staff coverage due to current vacancies which are in the process of being filled. To address these concerns, the City and SEIU Maintenance have agreed to increase the compensatory limit leave cap from eighty (80) hours to one hundred (100) hours through December 31, 2026. This will enable employees to use their compensatory time leave balances and reduce such balances in a reasonable amount of time.

BUDGET IMPACT:

The change to provide additional compensatory time on a temporary basis to Wastewater Treatment Operators would not have an effect this fiscal year. However, a negligible impact is expected when the agreement ends, and excess hours are cashed out.

ENVIRONMENTAL DETERMINATION:

This side letter 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
Exhibit A — Side Letter

STAFF CONTACT
Yumi Maeda, Senior Human Resource Analyst
[email protected]
(650) 522-7279

196 of 448

1 1
3 3
4 CITY OF SAN MATEO
RESOLUTION NO. __ (2025)

APPROVING THE LETTER OF UNDERSTANDING BETWEEN THE CITY OF SAN MATEO AND SEIU MAINTENANCE UNIT
WHEREAS, the proposed changes are to provide an increase to the cap on compensatory time on a temporary basis to Wastewater Treatment Operators while transitioning to a new wastewater treatment plant.

WHEREAS, the SEIU Maintenance Side Letter is attached hereto as Exhibit A; and all exhibits are incorporated by reference; and
WHEREAS, the union has been informed of the side letter and has not brought forth any objections or concerns.

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

1. This Side Letter 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).)

2. The SEIU Maintenance Side Letter attached hereto as Exhibit A is approved.

197 of 448

1 1
3 3
4 Exhibit A
Side Letter of Understanding Between the City of San Mateo (“City”) and the SEIU Local 521, Maintenance Unit
Re: Temporary Increase in Compensatory Time
The purpose of this Side Letter is to increase compensatory time for Wastewater Treatment Operators on a temporary basis.

7.5 Compensatory Time in Lieu of Overtime
As allowable under the Fair Labor Standards Act, a worker may waive direct payment of overtime and in lieu thereof may accumulate time off at the time and one-half 1½ rate to a maximum of eighty (80) hours. Such time off shall be taken at the discretion of the Department Head, with due regard for the desires of the worker and the workload of the department.

Effective the first full pay period following Council adoption through December 31, 2026, the maximum compensatory time in lieu of overtime of eighty (80) hours for the Wastewater Treatment Operators will increase to one hundred (100) hours temporarily due to the newly developed Wastewater Treatment Plant. Effective January 1, 2027, the maximum will revert back to eighty (80) hours and any hours in excess of eighty (80) will be cashed out.
_____________________ _____________________
SEIU Local 521, Maintenance Unit City of San Mateo
Eric Rosenthal Aracelia Esparza, HR Director
_____________________ _____________________
Date Date

198 of 448

CITY OF SAN MATEO
5 3
1 5

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 10 Section Name: NEW BUSINESS Account Number: 10-4661-01 File ID: 24-9503 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: February 3, 2025
SUBJECT:

North Central Bike Lanes Project — Direction
RECOMMENDATION:

Provide direction on addressing community impacts of the North Central Bike Lanes project.

BACKGROUND:

North Central Bike Lanes Project
The City receives federal funding from the U.S. Department of Housing and Urban Development for the Community Development Block Grant (CDBG) program and allocates the funds based on community priorities. A portion of the funds are available for infrastructure improvements, including paving, bicycle, and pedestrian projects. In Fiscal Year 2020-21, $900,000 in CDBG funding, along with $1,000,000 in local funding, was allocated to the North Central neighborhood for 2.3 miles of pavement rehabilitation, installation of curb ramps, proposed Class II bicycle lanes and bicycle boulevards, traffic striping, roadway signage, and traffic signal video detection equipment in the North Central neighborhood.

The bicycle improvements proposed in the project (the North Central Bike Lanes Project, or Project) were identified in the adopted 2020 Bicycle Master Plan (Plan) and included the Humboldt Street bicycle lanes (2nd highest priority project in the Plan) and the Poplar Avenue/Delaware Street/Indian Avenue bicycle lanes and bicycle boulevard (4th highest priority project). The Project included approximately 1.3 miles of Class II bicycle lanes on Humboldt Street between 5th Avenue and Peninsula Avenue and required the removal of approximately 170 parking spaces. Also included was a section on Poplar Avenue from El Camino Real to Humboldt Street that included 0.50 miles of Class II bike lanes and 0.25 miles of a bicycle boulevard and required the removal of approximately 40 parking spaces.

In October 2021, Council approved construction on some of the work, including sidewalk ramps, but not the bicycle infrastructure due to the impacts on the North Central neighborhood from the parking removal. Council directed staff to collect new parking information, evaluate potential additional parking supply options to mitigate the impacts, and to conduct additional community outreach. Staff was directed to return to the City’s Sustainability and Infrastructure Commission (Commission) and Council in February 2022 with findings from these efforts for comment and direction on the implementation of the bicycle improvements proposed in the Project. At that meeting, Council voted 3-2 to proceed with installing the bike lanes and construction was completed in July 2022. The Agenda Report from the February 2022 meeting is attached for reference regarding parking supply data, community input, and feedback from the Commission.

North Central Complete Streets Plan
On March 20, 2023, while receiving an update on the Citywide Complete Streets Plan, Council directed staff to create a separate plan focused on North Central, titled the North Central Complete Streets Plan (NCCSP), that would evaluate mobility, parking availability, circulation, and safety needs. Council’s direction to create the NCCSP was in response to the community impacts caused by parking removal to accommodate the Project. Staff contracted with Fehr and Peers to

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develop the NCCSP with the goal of creating a community-driven plan to determine how to best allocate right-of-way in North Central for all modes of transportation while improving transportation safety. After more than a year of outreach and engagement with the community that included community workshops, pop-ups, focused Lived Experience Group workshops, focus groups to Spanish communities, and individual meetings with community champions a draft priority list was created that consisted of fourteen (14) projects/programs that can be summarized in four categories: speed calming, circulation improvements, mobility/parking improvements, and other infrastructure improvements such as streetlighting and pavement resurfacing. During the development of the NCCSP, the community continued to echo the need for parking in North Central and frustrations with the bike lanes installation.

The NCCSP is currently on hold for multiple reasons, including the need for Council direction on the Humboldt Bike Lanes as part of this agenda item, Council’s recent action to cancel the Peninsula Interchange Project that requires other approaches to address the circulation and safety needs that were the drivers for that project, the need to understand circulation impacts of one or more potential rail crossing closures on the western edge of the North Central neighborhood as the City pursues creation of a Train Horn Quiet Zone, and the need to plan for bi-jurisdictional improvements for vehicle circulation and bicycle/pedestrian safety on Peninsula Avenue. All these issues have an impact on the North Central community but were not part of the NCCSP scope or direct topics of discussion during the outreach and engagement efforts. Additional funding will be necessary to update the NCCSP in light of these changes.

Post-Installation Public Feedback
Concurrent with approval of the Project, Council directed staff to explore options to help ease the impacts of the parking reduction brought up during the outreach phase. Following outreach conducted in Summer 2022, staff created the King Center Overnight Parking program, added a free driveway red tipping and blue curb (disabled parking) program for North Central residents, and opened an option for homeowners to legally park in front of their own driveway without citation.

Even with these programs in place, community members consistently voice ongoing concerns regarding lack of parking, proximity of parking relative to their homes, vehicles speeding, and low bicycle usage following the installation of the bike lanes on Humboldt Street.

Staff has explored the option of overnight or weekend parking at the Department of Motor Vehicles (DMV) lot at 425 N.

Amphlett Boulevard, the San Mateo County Superior Court at 800 N. Humboldt Street, and other government agency parking lots in North Central, but heard feedback from the community that these may not offer wide benefits to those on Humboldt Street due to the distance many residents would need to walk to access this parking. In addition, staff determined that the interagency parking leasing agreements could be resource-intensive, costly, and may not offer practical hours of operation for residents.

In the summer of 2024, in response to ongoing community concerns and City Council interest at the June 17, 2024 City Council meeting related to the Project, staff began investigating additional ways to address community concerns. In October 2024, staff met with the smaller North Central Lived Experience Group that was part of the North Central Complete Streets Plan to discuss the bike lanes on Humboldt Street and potential alternatives to the existing conditions that might help alleviate impacts.

On December 4th, 2024, staff hosted a larger community workshop where 110+ residents attended in person to provide input on the bike lanes on Humboldt Street, post installation. Staff wanted to know 1) how have the Humboldt Street bike lanes impacted community members, 2) what improvements would make Humboldt Street safer for walking, biking, or driving and 3) what are community thoughts on a bicycle boulevard (where bicycles and vehicles share the same travel lane, as opposed to having dedicated vehicle/bike lanes) alternative on Humboldt Street to lower speeds, accommodate cyclists, and restore parking. Staff provided a high-level presentation, but the bulk of the workshop focused on breakout groups with 13 individual tables with a staff or outreach consultant facilitator. Spanish-only tables were provided, as well as childcare services and dinner for attendees. Facilitators encouraged attendees to answer each of the three questions on the form/survey provided so staff would know whether the response is from a resident living on Humboldt Street, within

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the greater North Central neighborhood, or within another neighborhood or jurisdiction. All feedback gathered during the breakout session was reported out table by table at the end of the meeting to ensure all attendees heard the range of input.

Out of the 110 attendees that signed in at the meeting, 66 attendees filled out the form/survey. Staff received hundreds of data points and bundled the feedback into three groups 1) residents living on Humboldt Street, 2) North Central residents (not living on Humboldt Street) and 3) residents from other neighborhoods. Below is a summary of how the 66 attendees responded to the three questions.

1.How have the Humboldt Street bike lanes impacted you? 76 percent of residents living on Humboldt Street reported a negative impact from the bike lanes, with an overwhelmingly large percentage stating the reduction of parking being the issue. 41 percent of North Central residents (not living on Humboldt Street) said the bike lanes were positive and glad to see bike infrastructure being provided in the community. 69 percent of residents from other neighborhoods/jurisdictions reported a positive impact from the bike lanes, citing safer and increased bike infrastructure. There were also community bicyclists that did not feel the Humboldt Street bike lanes provide good connectivity and they often use other routes to go North-South.

2.What improvements would make you feel safer walking, biking, or driving on Humboldt Street? The responses were consistent throughout all three groups in that speed calming measures and lighting improvements are their top two requests in making the North Central neighborhood feel safer.

3.What are your thoughts on a bicycle boulevard alternative to lower speeds, accommodate cyclists, and restore parking on Humboldt Street? All three groups were inconsistent on their opinion on a bicycle boulevard alternative on Humboldt Street. 33 percent of residents from Humboldt Street had a negative opinion on the alternative, 19 percent were positive, and 48 percent were either mixed or declined to provide a response. The same inconsistency applied for the North Central residents not living on Humboldt Street and residents from other communities. Qualitatively, all three groups had concerns of whether speed calming devices would be effective in slowing speeds on Humboldt Street. Another concern is if speed calming devices are effective on Humboldt Street, vehicles might choose to traverse smaller, more narrow parallel side streets to go faster.

Residential Permit Parking Program (RPPP)
Several attendees requested feedback on the creation of an RPPP on or near Humboldt Street to help alleviate the parking issue in the community. This would require a change to the City‘s existing RPPP policy to implement, and there is the potential for undesirable negative impacts to some households. A summary of staff’s findings is below:
Policy Limitations: The City’s current policy allows RPPP in areas within residential neighborhoods where on-street parking is impacted by parked cars from non-residents, or parking generators such as a school, business, commercial district or commercial use. According to the current policy, all of Humboldt Street would not be eligible for an RPPP. If an RPPP is desired, the current policy must be amended, or a North Central neighborhood- specific permit parking program would need to be developed. Limited On-Street Supply: From the feedback gathered from the community pre- and post-Project, staff estimates there are on average 2-3+ vehicles per household. Some community members in North Central currently use on- street facilities to park commercial business vehicles, which would not be permitted under the current RPPP policy.

For the program to be effective, a per-house limit on issued permits would need to be determined. This could potentially have negative consequences for dense households and members of the community relying on on- street parking to satisfy their needs.
Capital, Maintenance, and Upkeep: If an RPPP is established in North Central around Humboldt Street, it would be the City’s largest RPPP area and require a large initial capital investment to establish signage throughout the community. On-going costs will include permit issuance, permit renewal, enforcement, and sign maintenance.

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If Council is interested in developing an RPPP for North Central, staff recommends further engagement with the community on how such a program could be structured to provide community-desired benefit.

Bike Lane Usage
Staff collected bicycle usage data on a weekday during peak hours (7:00AM – 9:00AM and 4:00PM – 6:00PM) to get a sense of the bicycle usage on Humboldt Street. Data were collected using a video-based system that automatically detects bicyclists entering an intersection that is then confirmed by a human operator. Staff chose eight (8) intersections on Humboldt Street to study, including Peninsula Avenue, Poplar Avenue, Indian Avenue, Monte Diablo Avenue, Tilton Avenue, 3rd Avenue, 4th Avenue, and 5th Avenue. During the hours of collection, Peninsula Avenue had the lowest number of bicyclists enter the intersection at nine (9) trips and Tilton Avenue saw the most with 65 trips entering the intersection.

Overall, there were a total of 212 trips entering the eight intersections. Out of the 212 trips, approximately 84 percent of the trips (179 trips) were either coming from Humboldt Street or turning onto Humboldt Street. The remaining 16 percent (33 trips) were crossing Humboldt.

Collision Data
Staff compiled collision data from the City’s internal police records on Humboldt Street for the same eight (8) intersections where staff collected bicycle usage (Peninsula Avenue, Poplar Avenue, Indian Avenue, Monte Diablo Avenue, Tilton Avenue, 3rd Avenue, 4th Avenue, and 5th Avenue) from 2017 – October 2024. The data show a total of 348 incidents, with 238 (68.4 percent) being vehicle-to-vehicle incidents, 11 (3.2 percent) involving pedestrians, 1 (0.3 percent) involving a bicyclist, and 98 (28.2 percent) being property damage-related. 5th Avenue saw the lowest number of incidents, with a total of eight (8), whereas East Poplar saw the highest number of incidents, with a total of 83. Of the eight (8) intersections studied, the only intersection with a bicycle incident was 4th Avenue, which occurred in 2019, prior to the installation of the bike lanes. Staff have approximately 7 years of total internal collision data, 5 of those years were prior to the bike lane installation and only 2 years post installation. There isn’t sufficient post-installation data to make accurate comparisons to pre-installation data. Staff will present more insights into the collision data during the presentation.

Potential Alternatives
Staff explored a range of potential alternatives to address community concerns about safety and the loss of parking on Humboldt Street for Council consideration, as described below.

Alternative #1 - Keep As-Is: This alternative retains the Class II bike lanes on Humboldt Street and does not restore any parking. This option maintains existing bike infrastructure, which allows for consistent North-South bike travel from 5th Avenue to Peninsula Avenue on Humboldt Street. This option does not address the comments from the community about the need to increase parking supply.

Alternative #2 - Bicycle Boulevard on Humboldt Street: This alternative entails removal of the existing Class II bike lanes on Humboldt Street and replacing with a bike boulevard with level 2 and 3 traffic calming devices. This alternative restores the approximately 170 parking spaces on Humboldt Street from Peninsula Avenue to 5th Avenue which were lost after the bike lanes were installed. Removal of the bike lanes and restoration of parking requires grinding of existing center lane lines and bike lanes, pavement restoration, and restriping and signing parking stalls.

To create a bike boulevard, level 2 and 3 traffic calming devices would need to be installed that include hardscape improvements to slow down vehicle speeds such as raised crosswalks, speed cushions, and curb extensions. This requires a significant capital investment to reduce vehicle speeds on Humboldt Street to levels safe enough for vehicles and bicycles to share the same travel lanes (e.g., 20 mph). A significant concern is whether enough speed calming measures can be implemented to bring speeds down sufficiently to make bicyclists feel safe. Since Humboldt Street is considered an arterial with the predominant mode being vehicles, a potential outcome of turning Humboldt Street into a bicycle boulevard is the

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possibility for vehicles to choose parallel north-south streets as cut-through (i.e., Idaho Street and S. Grant Street) to avoid the speed calming measures. The benefit of this alternative is it restores parking on both sides of Humboldt Street while accommodating vehicles and bicycles on Humboldt Street as the most direct north-south option from Peninsula to 5th Avenue. Another benefit is it also addresses community concerns regarding speeding on Humboldt Street.

Below are high-level cost and implementation schedule estimates for this alternative. Humboldt Street Bike Lane Removal and Parking Restoration (Design and Construction) oCost: ~$850,000
oSchedule: 6 months – 1 year
Humboldt Street Bike Boulevard (Design and Construction) oCost: ~$2.2M
oSchedule: 1 – 3 years+
Alternative #3 - Partial Removal of Bike Lanes, and Establishment of a Bike Boulevard on a Parallel Street: This alternative is broken down into a short-term plan and a long-term plan. Humboldt Street Parking Restoration (2 nd Avenue to Indian Avenue Only): The short-term plan would be to restore parking on Humboldt Street from 2nd Avenue to Indian Avenue (approximately 100 parking spaces restored) and establish a north-south street parallel to Humboldt Street as a pilot bike boulevard between 2nd Avenue and Indian Avenue. Staff do not recommend removal of the bike lanes north of Indian Avenue or south of 2nd Avenue because there are no immediate solutions to maintain bike connectivity in these zones outside of Humboldt Street. In addition, north of Indian Avenue, the land uses on the west side of Humboldt Street (where parking is not provided) are significantly different, with San Mateo Foster City School District and San Mateo Union High School sites and the Woodlake Condominium complex, all of which have their own on-site parking facilities, making restoration of parking less of an issue in that segment. Again, removal of a portion of the existing facilities requires grinding of lane markings, pavement restoration, and new parking striping and signage. oCost: ~$620,000
oSchedule: 6 months – 1 year
Pilot Parallel Bike Boulevard: Fremont and Idaho Street are likely candidates for a parallel bike boulevard treatment. Fremont Street offers advantages in that it connects into a future class IV on 3rd Avenue, a bike boulevard on Monte Diablo, and an existing bike boulevard on Indian Avenue. It also has direct connection to three main neighborhood destinations, including Gateway Park, the Martin Luther King Jr Community Center, and College Park. However, Idaho Street is closer to Humboldt Street and offers a more direct north-south bike route, making it more accessible for less-experienced cyclists. Implementation of a bike boulevard on either street requires more community vetting. Staff recommends that a bike boulevard be piloted on Idaho Street in the short term but follow up with community outreach and vetting for bike boulevards on both streets to pick the best candidate for a permanent bike boulevard. Similar to creating a bike boulevard on Humboldt Street, a bike boulevard on a parallel route requires installation of speed calming measures, but to a much lesser degree due to the local roadway characteristic versus an arterial. These measures would likely be limited to periodic speed cushions, which would be temporary installations for the pilot phase (i.e., bolt-down speed cushions). oPilot Idaho or Fremont Street Bike Boulevard (Design and Construction): $150K - $300K oSchedule: 6 months – 1 year
Long-Term Plan: The long-term plan would require a connectivity study in the North Central neighborhood to reanalyze destinations within the community and see how to improve bike connectivity north of Indian Avenue and south of 2nd Avenue and further within the North Central neighborhood. A potential benefit of this alternative is it expands on the bicycle infrastructure in the community by leveraging multiple streets in both the north-south and east-west directions. Below are cost and implementation schedule estimates for this alternative. Staff recommends the analysis phase of the long-term plan be incorporated into completion of the NCCSP. oQualitative Connectivity Study: ~$60,000

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oPermanent North Central Bike Boulevard: ~$1M+
oSchedule: 1 - 3 years
Alternative #4 - Restore Parking with No Bike Infrastructure: This alternative restores the approximately 170 parking spaces on Humboldt Street from Peninsula Avenue to 5th Avenue which were lost after the bike lanes were installed and removes all bike lanes. The benefit of this alternative is it restores a significant portion of the parking supply removed by the Project. The downside is that it significantly reduces bicycle connectivity in North Central. Below are cost and implementation schedule estimates for this alternative. Again, removal of the bike lanes requires grinding, pavement restoration, and striping/signage.
Humboldt Street Bike Lane Removal and Parking Restoration (Design and Construction) oCost: ~$850,000
oSchedule: 6 months – 1 year
Alternative #5 - Streetlighting Upgrades: This alternative includes upgrading existing cobrahead streetlight fixtures to a brighter fixture, similar to what is used on collector and arterial streets. This alternative will help address the comments from the community about the need to increase lighting levels but may have the negative effect of additional light spilling over onto residential property and/or into residents’ homes. North Central roadways vary in classification from local to arterial, but in terms of width, they all resemble a local street to a low collector, so any upgrading of streetlights to the type of lighting used on collectors and arterials will result in spill-over light. Depending on Council’s direction, initial streetlighting upgrades based on community feedback and the potential for a pilot bike boulevard include Humboldt Street from Peninsula to 5th Avenue, Fremont Street from 3rd Avenue to Indian Avenue, and Idaho Street from 3rd Avenue to Indian Avenue. Below are cost and implementation schedule estimates for this alternative. Costs include replacing existing lighting fixtures with higher intensity fixtures. Streetlighting Cost
oStreet #1 - Humboldt Street Streetlighting Upgrade: ~$45,000 oStreet #2 - Fremont Street Streetlighting Upgrade: ~$25,000 oStreet #3 - Idaho Street Streetlighting Upgrade: ~$20,000 Schedule for All:
o3 - 6 Months
Should the Council choose not to maintain the existing bike infrastructure on Humboldt, staff recommends the following alternatives for consideration:

1. Engage the community to further evaluate Alternative #3: Partial Removal of Bike Lanes, and Establishment of a Bike Boulevard on Parallel Street. This alternative would largely address the parking comments from the community as it restores approximately 60 percent (100 parking spaces) of the parking on Humboldt Street that was removed from the Humboldt Street Bike Lane project. It would also address the comments from the community of wanting to maintain some level of bike connectivity within the community, thereby giving assurance to the community about future investments in the community to further improve safety and bike connectivity.

Staff’s recommendation would be to pursue a pilot bike boulevard on Idaho Street or Fremont Street given their proximity to Humboldt Street. Alternative #3 would cost approximately $900,000 to restore parking and include a pilot bike boulevard on a parallel street to Humboldt, staff recommends further vetting of a north-south bike boulevard with the North Central and cycling communities. The long-term plan would cost approximately $1M to perform a connectivity study and establish additional bicycle routes in North Central. Prior to engaging with the community, conceptual level designs would be developed to better understand and communicate those alternatives to the community before coming back before the Council for consideration.

2. Proceed forward with Alternative #5: Streetlighting Upgrades, on Humboldt Street and Idaho Street or Fremont Street, depending on the final pilot bike boulevard street. This would address the second largest community

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concern on what would make the residents feel safer when walking, biking or driving on Humboldt Street, improved street lighting. Alternative #5 would cost approximately $70,000 to upgrade streetlighting on Humboldt Street and a future street with the pilot bike boulevard.

Next Steps:

Depending on Council’s direction, staff would need to come back at a future meeting to request Council’s appropriation of funds to engage the community and conduct conceptual design efforts to evaluate the preferred alternative. Following this vetting process, staff would return to Council to request for an appropriation to implement a selected alternative.

As noted above, additional funding will also be necessary for the NCCSP to address changed conditions, including any changes to the Humboldt Bike Lanes, the canceled Peninsula Interchange Project, circulation changes which may result from the Train Horn Quiet Zone, and the need to plan for bi-jurisdictional improvements for vehicle circulation and bicycle/pedestrian safety on Peninsula Avenue. This appropriation will also be requested at a future meeting.

BUDGET IMPACT:

An agenda item will be added to a future Council meeting to appropriate funds. Cost estimates above are high-level estimates and staff may develop more refined estimates for preferred alternatives prior to coming back to Council.

ENVIRONMENTAL DETERMINATION:

This Council item in providing direction for the use of the street and bicycle facilities along Humboldt Street is exempt from CEQA review as an “existing facility,” because it consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. (CEQA Guidelines Section 15301.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – February 22, 2022, North Central Bike Lanes Agenda Report Att 2 – Public Comment

STAFF CONTACT
Jay Yu, Engineering Manager
[email protected]
(650) 522-7323

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From: Raiyan Seede
To: City Council (San Mateo)
Subject: Support for North Central Bike Lanes
Date: Saturday, February 1, 2025 11:16:15 PM
Dear San Mateo City Council,
I urge you to keep the North Central bike boulevards. This $2M investment improves safety, promotes zero-emissions transit, and makes our streets more accessible. Removing bike lanes for parking would be a step backward. Please continue supporting sustainable transportation in San Mateo.

Thank you,
Dr. Raiyan Seede

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