Agenda packet, regular meeting — San Mateo City Council, April 21, 2025 (part 3 of 3)

• There is a need for more tenant and landlord education; cities and counties need to do more outreach. • Consider that rent control may result in a decrease in quality of housing units and can disincentivize maintenance of units.
• Rent registries raise privacy concerns for right to privacy. • City should supply more homes to address the housing crisis. • Expand the right-to-return ordinance for households displaced due to substantial renovations or reparations.
• Consider the mom-and-pop landlords who may be impacted by expanded tenant protections, including relocation payments.
• Displacement is traumatic to the tenant, especially when they have children and pets. • A rent registry can help the City better understand the market.

REPORTS AND ANNOUNCEMENTS
No reports or announcements were made.

ADJOURNMENT
With no further business before the Commission, the meeting adjourned at 9:18 pm (Boles/Nugent; 3-0-2). 637 of 891

CITY OF SAN MATEO
COMMUNITY RELATIONS COMMISSION – REGULAR MEETING
MINUTES – January 15, 2025
The January 15, 2025 Regular Meeting of the Community Relations Commission (CRC) was called to order at 7:02 pm. Chair Boles called the meeting to order.

ROLL CALL
Chair, Vice Chair, and all Commissioners were present.

CITY STAFF PRESENT
Rachel Horst- Housing Manager and Jennifer Mora- Housing Specialist were present.

CONSENT CALENDAR / APPROVAL OF MINUTES

1. The minutes of the November 20, 2024 meeting were approved. (Nugent/Fitzgerald; 5-0)

PUBLIC COMMENT
No public comment was received.

NEW BUSINESS

2. Community Workshop on Anti-Displacement and Tenant Protection Policies Staff provided a presentation on the current tenant protection policies and the City’s strategies to address displacement, a goal in the Housing Element.

Public Comment on this item:

Public comment was received from 22 members of the public on this item. Comments included the following broad areas:
• Low-income tenants being at risk of displacement.
• Social and emotional challenges to children from displacement. • Support for anti-harassment and rental registry policies. • Increased rents due to inflation and higher maintenance and insurance expenses. • Increasing relocation assistance to keep it consistent with City code provisions for displaced tenants. • Limiting no-fault evictions during the school year for families with school-aged children. • Support for right-to-return after a substantial remodel. • Support for more education on AB 1482.
• Opposition to additional restrictions on landlords or any policies that add administrative burden. • Difficulties faced by landlords in the current rental environment. • Rent registries as unnecessary because privatized and government platforms are already available. • Support for just-cause protections, regardless of tenure. • Support for rent registries to support policymaking.
• Support for more education and communication on current policies and resources. • Overcrowding.

REPORTS AND ANNOUNCEMENTS

1. A survey from the City’s Clerk’s Office was sent out to Commissioners. City Staff reminded Commissioners to complete the survey.

2. Caltrain representatives and City Staff will hold a Community Meeting on January 30, 2025 to discuss train noise.

ADJOURNMENT
With no further business before the Commission, the meeting adjourned at 8:23 pm (Nugent/Fitzgerald; 5-0). 638 of 891
Tenant Protection and Anti-Displacement Policy Alternatives Housing Element-Related Policies
Policy Problem Potential Benefits Potential Costs
Relocation assistance for
tenants with tenure less
than one year
Corresponding Housing
Element policy: H.3.4(a)
Jurisdictions with a
relocation assistance policy:
• East Palo Alto
• Menlo Park
• Mountain View
• Palo Alto
• Redwood City
• San Carlos
• South San Francisco
AB 1482 requires at least
one month of relocation
assistance for no-fault
evictions, but this only
applies to tenants in their
units one year or longer.
• All tenants receive
some relocation
benefit, regardless of
tenure
• Some cost to property
owners
Increased documentation
requirements for
substantial remodel
evictions
Corresponding Housing
Element policy: H.3.4(b)
Not recommended – Senate Bill 567 requires owners to provide information on work to be performed, copies of permits of work done, and option to tenant to provide contact information if they wish to reoccupy the unit. Tenant has right to reoccupy property if work not commenced or completed.

Right to Return for tenants
displaced due to demolition
or substantial remodels
Corresponding Housing
Element policy: H.3.4(b)
Jurisdictions with this
policy:
• East Palo Alto
• Foster City
• San Carlos
There is no right to return
for tenants evicted due to
demolition or substantial
remodels under AB 1482
or under Municipal Code.
• Can prevent
permanent
displacement
• Potentially
cumbersome to
implement
• Tenant temporarily
displaced for duration
of remodel work or
construction
• New rent may be
cost-prohibitive to the
tenant, preventing a
return
Strengthened enforcement
penalty structure for unsafe
or substandard units
Corresponding Housing
Element policy: H.3.4(c)
The City’s current Tenant
Relocation Ordinance
provides for relocation
assistance to tenants
displaced by code
enforcement activities,
but the amounts have
• May increase
reporting on
substandard
conditions and lead to
greater habitability
overall
• More staff time
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Jurisdictions with a
substandard units policy:
• East Palo Alto
• San Carlos
• South San Francisco
• Woodside
been shown to be
insufficient, especially in
cases of permanent
displacement, to enable
residents to relocate
within San Mateo.
• May better support
tenants who must
relocate permanently
to stay in San Mateo
or vicinity
Rent Registry
Corresponding Housing
Element policy: H.3.6
Jurisdictions with a rental
registry:
• East Palo Alto
• Foster City (limited to
BMR units and in
development)
• Half Moon Bay
• Palo Alto
There is currently a lack of
data on the rental market
specific to San Mateo,
which can limit housing
policy decisions.
• Accuracy in rental
trends in San Mateo
• Can assist in making
housing-related policy
decisions
• Utilizes significant
staff time
• High cost of program
rollout
• Costly to manage
software
• Potential for low
participation from
either property
owners or tenants
Other Alternatives (from public input and stakeholder meetings) Policy Problem Potential Benefits Potential Costs
Emergency Rental
Assistance Fund
Jurisdictions with a fund:
• Brisbane
• Colma
• Daly City
• East Palo Alto
• Half Moon Bay
• Redwood City
• San Mateo County
• South San Francisco
• Most eviction cases
are related to
nonpayment of rent.
• Timely rent payments
reduce likelihood of
eviction
• Benefit to both tenant
and property owner
• Requires ongoing
funding source
• Would require fund
administrator
(through RFP process)
and reporting
• Limited funds
Right to Return for tenants
displaced due to demolition
or substantial remodels,
with return at a rent
increased by a
prescribed/limited amount
• A right to return may
be less effective if
rent of
remodeled/newly
constructed unit is
cost-prohibitive to
tenant.
• Return to unit
potentially more
financially feasible for
tenant
• Potentially
cumbersome to
implement
• Potentially high cost
to property owners
Limit on no-fault evictions
during the school year
• Evictions during the
school year can
significantly disrupt,
and have a harmful
effect, on the
• Avoids potential harm
to a student’s
academic life caused
by an eviction.
• Potentially difficult to
implement
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academic life of
school-aged children.

Relocation Assistance Policy Alternatives
Alternative Potential Benefits Potential Costs
Relocation Alternative: One month of relocation
assistance for all tenants, regardless of tenure
• Benefit extended to
all tenants
• Cost incurred by
property owners,
but amount may be
insufficient to
support tenant in
relocation
Relocation Alternative: One month of relocation
assistance for tenants in their units for prescribed
timeframe, e.g., 3, 6, 9 , or 11 months
• Benefit extended to
tenants in targeted
fashion
• Amount may be
insufficient to
support tenant in
relocation
Relocation Alternative: More than one month of
relocation assistance (e.g., 3 months of HUD Fair
Market Rent) for tenants in their units for prescribed
timeframe, or all tenants, regardless of tenure
• May allow tenants to
successfully relocate
within the city or
vicinity
• Consistent with City
Tenant Relocation
Ordinance (Chapter

7.50)
• High/potentially
prohibitive cost to
property owners
Rent Registry Policy Alternatives
Rent Registry • Most detailed and
accurate data on San
Mateo housing
• High set-up and
maintenance costs
• Significant staff time
• Difficult to achieve
full compliance
Expanded version of existing City system for tracking
rental properties (through Business License Tax)
• Builds on an existing
City platform
• Could provide more
accurate data on
rental housing rates
• Data collection
limited, compared to
rent registry
• Additional cost to
City for set-up,
implementation, and
maintenance
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2  We also argued for the increase to three months on the basis of internal consistency within city policies. Currently, the city’s demolition and condo conversion ordinances require three months of relocation assistance, whereas the requirement for Ellis Act, substantial remodel and owner move-in evictions is only one month. From a public policy perspective, this doesn’t make sense. When this same council member expressed skepticism about the proposed increase to three months, we then asked whether the condo conversion and demolition provisions should be reduced to one month. Of course that is not what we want, but it underscores the disjunction that currently exists among various city policies and the need to bring them into line.

Thank you for listening and for taking these thoughts into account.

Best regards,
Karyl Eldridge
Vice Chair of One San Mateo
*Wire Fraud is Real*. Before wiring any money, call the intended recipient at a number you know is valid to confirm the instructions. Additionally, please note that the sender does not have authority to bind a party to a real estate contract via written or verbal communication. 643 of 891
1 From:

Sent: Thursday, April 3, 2025 2:05 PM
To: City Council (San Mateo) <[email protected]>; [email protected]; City Attorney's Office <[email protected]>; Rachel Horst <[email protected]> Subject: Opposing Proposed Housing Element Policies – A Plea for Fairness Dear Honorable Members of the San Mateo City Council,
I’m writing as a longtime resident and small property owner in San Mateo to respectfully oppose the proposed expansion of tenant protection policies being presented at the upcoming study session on April 21 (I will be out of the country then, so am writing instead).

As a retired individual, the rental income from my property is not just helpful — it is essential to my livelihood.

Like many small landlords in our community, I am not a large corporation with deep pockets. I rely on this income to make ends meet, and I do my best to treat my tenants fairly and with respect.

It is disheartening to see policies continually shift in ways that assume landlords are the problem. Proposals like requiring relocation payments for tenants who have been in a unit for less than a year, or adding layers of bureaucracy like a rental registry, place significant burdens on small property owners — especially those of us who are retired and on fixed incomes.

I understand the importance of protecting tenants from displacement, but why must that responsibility fall solely on the shoulders of housing providers? The ability to provide homes for our own children, or to make necessary improvements to aging properties, should not come with financial penalties. When the laws become so heavily weighted in one direction, it discourages people like me from continuing to offer housing at all.

We are not the enemy. Most of us are responsible, compassionate landlords who value the tenants we serve. We want to be part of the solution, not treated as part of the problem.

Please consider the unintended consequences of these proposals — especially for seniors, retirees, and families trying to build a future in San Mateo. I urge you to oppose these policy expansions and take a more balanced approach that respects both tenants and housing providers alike.

Thank you for your time and consideration.

Sincerely,
Cindee Graham
Retired Millbrae Resident & San Mateo Housing Provider
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1 From:

Sent: Thursday, April 3, 2025 1:37 PM
To: City Council (San Mateo) <[email protected]> Subject: Opposition to Proposed Tenant Protection Measures I am writing to express concerns regarding the proposed tenant protection measures, specifically the expansion of tenant protections, creation of a rental registry, and recommendations for policy changes on eviction and remodel-related tenant displacement. While the intent behind these measures is to ensure fairness and security for renters, there are several reasons why these proposals may not be beneficial in practice, and could have unintended consequences.

1. Expansion of Tenant Protections and Relocation Payments:

Extending AB 1482 provisions to require tenant relocation payments for no-fault evictions for tenants with less than one year of tenure raises significant concerns. While the idea is to provide more protection for tenants, this provision may discourage landlords from offering rental agreements to new tenants. Landlords could be hesitant to rent to new tenants due to the increased financial burden and potential risk associated with having to pay relocation expenses if a no-fault eviction is necessary. This could lead to fewer available rental units and a decrease in housing supply, ultimately making housing even less affordable and accessible in the city.

Additionally, the financial impact of paying relocation fees for tenants who have only been in place for a short time could disproportionately affect smaller landlords, who may struggle to bear these costs.

2. Creation of a Rental Registry:

The creation of a rental registry to monitor rents, evictions, and tenant displacement citywide, while seemingly beneficial for transparency, would likely impose significant costs on both the city and property owners. The proposed system would require substantial taxpayer funds to support staffing, the creation of new bureaucratic infrastructure, and the use of consultants. These resources could be better utilized in addressing more immediate issues such as increasing housing development or providing direct financial assistance to vulnerable populations. 645 of 891
2 Furthermore, the increased administrative burden on landlords—particularly small property owners—could lead to unnecessary complexity and compliance costs, which may be passed on to tenants in the form of higher rents.

3. Recommendations Regarding Substantial Remodel Exemptions and Right to Return:

Requiring landlords to provide documentation when using the substantial remodel exemption and instituting a "Right to Return" policy for tenants displaced due to demolition or remodeling may create additional legal and logistical challenges. Landlords would face increased paperwork and bureaucracy, which may lead to delays and more complex processes for property improvements that are often necessary for maintaining the condition and safety of buildings. In some cases, these additional requirements could disincentivize investment in necessary upgrades and repairs, further exacerbating housing quality concerns. Additionally, implementing a Right to Return policy could limit landlords' ability to make timely decisions about their properties and negatively impact the efficiency of housing markets, leading to potential underutilization of spaces or even reduced housing stock if developers are discouraged from undertaking substantial remodels or new constructions due to regulatory uncertainty.

4. Strengthened Enforcement and Penalty Structure for Landlords:

While it is essential to ensure landlords follow the law, further strengthening enforcement penalty structures could disproportionately impact smaller landlords who may not have the resources to navigate complex regulations. The potential for increased penalties could create a chilling effect, where landlords become overly cautious and, as a result, reduce the number of rental units available or increase rents to cover potential penalties. Additionally, this might incentivize some landlords to exit the rental market altogether, which would reduce overall rental housing availability, further exacerbating affordability challenges.

In conclusion, while the proposed measures aim to address important issues related to tenant protections, they could inadvertently reduce the availability of rental housing, raise costs for both tenants and landlords, and create significant administrative and regulatory burdens. Instead of imposing additional restrictions and costs, we encourage the city to explore other solutions that foster collaboration between tenants, landlords, and the city to promote affordable housing, improve housing quality, and ensure fair treatment for all parties involved.

Thank you for considering these perspectives.

Karen Vega

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2 Early data from 2024 suggests this trend is conƟnuing, with 1655 residenƟal unlawful detainer cases filed in the first eleven months.

Rent Delinquency:

Rent delinquency accounted for more than 85% of evicƟon cases in San Mateo County in 2023, a Stanford study found [4].

San Mateo County Context:

San Mateo County is known for having some of the highest rents in the naƟon.

CLC Students:

In 2024, CLC students under supervision represented approximately 20 tenant households in evicƟon maƩers in San Mateo County.

What is the Tenant ProtecƟon Act in San Mateo County?
The Basics:

New laws provide an Annual Rent Cap (5% + Consumer Price Index) and Just Cause ProtecƟons for residenƟal tenancies Rent Cap will take effect on 1/1/20 with a rent roll back to March 15, 2019 Just Cause ProtecƟon requires at least 12 months of tenancy These new laws do not apply to all housing.

According to a new report from Stanford Law School’s Community Law Clinic, evicƟon cases in San Mateo County – where rents are among the highest in the naƟon – have climbed past pre-pandemic levels. In 2023, a total of 1,510 evicƟon cases were filed – a 35% increase from 2019. And early data from 2024 suggest the trend is conƟnuing. The numbers echo naƟonal paƩerns, the report says. “EvicƟons in San Mateo County, 2019-2023,” conducted on behalf of the clinic’s clients Community Legal Services in East Palo Alto (CLSEPA) and the Legal Aid Society of San Mateo County (Legal Aid SMC), analyzed evicƟon cases from the last full year before the pandemic through the first full year aŌer the expiraƟon of COVID-era evicƟon moratoria. It offers a rare and in-depth look at evicƟon paƩerns in the county where the law school’s Community Law Clinic represents low-income tenants. The top line finding: There has been an upƟck in evicƟons in San Mateo County, with the vast majority based on nonpayment of rent.

The findings reinforce the need for increased rental assistance, according to Juliet Brodie, director of the Community Law Clinic. “We call it a housing crisis, but really it’s a rent crisis,” she says. “People aren’t being evicted because they refuse to pay rent. They’re being evicted because they can’t afford to. The gap between wages and rents just keeps geƫng bigger.”
****************************************************************************************** *************************************
The soluƟon is RENTAL SUBSIDIES through the government. SecƟon 8 has been around forever; but for "low income" mainly women and children. Now, the criteria should be for individuals under the definiƟon of "low income".

In San Mateo County, Low Income is making less than $109,700 annually according to California Department of Housing and Community Development.

This is the approach that is needed. RENTAL SUBSIDIES
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3 Rental subsidies would help the people more than "rent controls" on housing providers.

Typically, housing providers don't raise the rent on good tenants because they don't want to lose them; and if they don't raise rents annually, these housing providers are actually renƟng "at below market rents." (Hence, subsidizing their good tenants).

I also am opposed to Rental Registries and a new "dept" for Rental regulaƟon because we don't have money for this, and it would be a futher burden to my high Sewer and Property Taxes. Also, the City will have to pay reƟrement benefits to this new department's hires for years into the future. We need to reign in spending, please. We need to finish paying for things in progress (like our billion dollar infrastructure bill) first.

Have a great day and thank you for reading!
Doris Nishimoto, D.D.S.

UC Berkeley Neurobiology and Bacteriology (1974); UCSF School of DenƟstry (1978) Double Major 650 of 891
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2 With powerful support from both the community and the region, there is no better time than now for San Mateo to pass the strongest tenant protections it can.

Thank you for your consideration,
Amanda
--
Amanda Chang (all pronouns)
Program Manager of Equitable Development
Urban Habitat
2000 Franklin Street
Oakland, CA 94612
(510) 839-9510 (x303)
http://urbanhabitat.org/
Read our new report, The Failure of For-Profit Affordable Housing — and How Tenants Are Organizing for Change and check out The People's Glossary in English, Spanish, and Vietnamese.
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2 relocation compensation for "No Fault" cases would be highly unjust, and this type of rule is not even existing in Europe and in France.

For these reasons, I strongly urge you not to increase the compensation fee to one year for tenants who are "Not at Fault." The existing provisions should suffice, and imposing such a burden would be especially detrimental for those of us who are already financially struggling. I am completely opposed to this proposal.

Thank you for your attention.
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2 City of San Mateo Housing's proposals. From what has been shared so far, we respectfully disagree with the proposed approach and will voice concerns if given the opportunity. Have a wonderful afternoon.

Sincerely,
Rachel Salomon
--
Rachel Salomon
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2 Nancy Schneider
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2 What the city of San Mateo should be focusing it's housing efforts on is how to increase the number of rental units and not enacting costly policies against landlords. The outcome of this will be increased rents and reduced supply.

Regards,
Natalie Thanash
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2 Peninsula AnƟ-Racism CoaliƟon (PARC), a research- and data-driven advocacy group needs your help gathering more data by asking you and your network to respond to its survey of residents of San Mateo County's diverse communiƟes regarding your familiarity with mobile mental health crisis response services. This short survey would take about 1 minute of your Ɵme to complete as you click this URL:
hƩps://forms.gle/Tf47seWEiGaHzA2i8
PARC will share the results with our San Mateo County governing leaders and Behavioral Health Services for their edificaƟon, and support of mental health services. And thank you. Much appreciated. 680 of 891
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2 MidPen was founded in 1970 when David Packard, Bill HewleƩ, and a small group of community and business leaders came together to address the racial discriminaƟon and inequitable access to housing in the Bay Area and establish a self-supporƟng organizaƟon with a clear social mission. Driven by the belief that there had to be a beƩer way to build affordable housing, MidPen ushered in a new paradigm: beauƟfully designed and wellmanaged housing built near good schools, jobs and transit. The kinds of communiƟes that make residents and neighbors proud and revitalize ciƟes and neighborhoods.

As a 15 year Alumni volunteer of the Monterey Bay Aquarium (3600 volunteer Hours), I saw what good things philanthrophy can do. The Packard Family made this $50 million giŌ 40 years ago. A few years later, they then made an addiƟonal $50 million giŌ to add a second building to the aquarium. Total square footage = 322,000 sq. Ō.

Headed by Julie Packard, the Monterey Bay Aquarium has become the leader in conservaƟon and the number one aquarium in the United States.

This aquarium is the "driving force" behind many policies in CA from prohibiƟng the harvesƟng of shark fins for Chinese "shark fin soup" (then, throwing the carcasses back into the ocean) to eliminaƟng plasƟc polluƟon sources such as plasƟc straws and plasƟc bags. PlasƟcs in the environment never "break down"; they break apart into smaller pieces called microplasƟcs which takes decades to finally degrade, if at all.

The aquarium sets policy based upon "scienƟfic study" of researchers and scienƟfic data from their research arm, MBARI )Monterey Bay Aquarium Research InsƟtute, funded by the Packards.

David Packard's vision for equitable housing, too, was years ahead of his Ɵme. He was a true visionary ahead of his Ɵme with the financial means to make things happen.

We are dependent upon the generosity of these billionaire philantrophists in our society who are soluƟon driven rather than policy dependent.

Mr. Packard's "Enlightened Beginning (MIDPEN HOUSING) to a new industry" is the soluƟon to the rental crisis and not addiƟonal policies focusing on more "rent control." Doris Nishimoto, D.D.S.
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2 Mr. Dahl responded that there are approximately 20,000 rental units in the City but he has no records of how many owners of rental units or property managers there are.

How many owners/managers is the City ready to inconvenience and tax with a new ordinance requiring registration and fees, and how much is the City ready to increase taxes to pay for new staffing to administer and enforce new regulations? Will the citizen/taxpayers be best served by a new ordinance that may possibly prevent fewer than 1.04 tenants from being evicted each year? Timothy S. O’Hara
Realtor ® Property Manager and Attorney
P.S. I am not a resident of the city and do not manage any properties in the city. For many years I have handled hundreds of evictions in the County of San Mateo. 684 of 891
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2 maintain the fabric of the community, keep San Mateo students in their schools, and prevent needless housing instability and the poverty risk outcomes that are associated with it.

In Community,
Jess Hudson (She/Her/Hers)
Manager, Public Policy
United Way Bay Area | uwba.org
415.808.4304
550 Kearny Street | Suite 510 | San Francisco, CA 94108 Give. Advocate. Volunteer.

Follow Us On Social Media | HERE
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2 heat their residences, warm their water, and prepare their meals. Finally, and very significantly, our insurance costs are skyrocketing and the coverage provided is shrinking. This translates into us needing to spend much more money on premiums and incur higher expenses that were previously covered by our insurers.

Tenant protections are burdensome and add to the expense of providing housing. Expanding the tenant protections provided by State law will only amplify the challenges faced by housing providers and will not increase the supply of much needed low-income housing.

Most housing providers will agree that the high cost of housing is indeed a vexing problem that needs to be resolved. To place the financial burden of resolving this problem on one set of constituents is both unfair and unwise.

Instead, we ask that you stop this assault on those of us who provide housing and instead work with all the stakeholders in the housing community to craft a solution that takes into account the needs of all.

Brian and Ann Ponty
San Mateo Housing Providers
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2 Secure and stable housing is critical for the well-being of individuals and families, and it’s critical for a thriving community as well. Out of our shared concern for the well-being of our beloved San Mateo community and all who dwell in it, we urge you to support the proposals delineated by the “Our Home San Mateo” coalition.

Together in service to our community,
Rev. Dr. Penny Nixon, PSC Co-Director
Rev. Dr. Marlyn Bussey, PSC Co-Director
Rev. Dr. Tovis Page, PSC Program Director
Rabbi Rebecca Hecht, PSC Planning Committee Member
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2 activities, especially in the middle of the school year, is unnecessary. If the no fault eviction could wait until the end of the year, children will be better protected.

3. Provide the right to return after substantial remodel. Current law allows a landlord to evict a tenant for “substantial remodel” of a property, but no right to return, even at a higher rent. We support policy changes that create a right to return at a reasonable rent.

4. Increase relocation payments to the tenant, after just cause eviction for substantial remodel. The City already requires three months’ relocation assistance for condo conversions and demolitions. Please create consistency, which has the added benefit of providing the displaced tenant an adequate compensation for moving, which is most often very expensive.

5. Create a rental registry to generate data and track compliance. A rental registry is a valuable asset for the Community, Staff and the Council. More than 30 years ago, a group in San Mateo County developed a means of measuring how cities in the County are doing in many areas – RHNA numbers, energy usage, climate action plans, and transportation. Taking data to the Cities, those of us involved in the benchmarking process were able to show successes, and where cities could put more emphasis. A rental registry is a vital addition to the successful implementation of Tenant Protections. While AB 1482 created a set of renter protections, there currently is no way to track whether those renter protections are being met.

Please direct staff at your April 21 Study Session to prepare for consideration a strong Tenant Protection Ordinance that includes the five points above.

Thank you
Robert Whitehair, Co Leader
Michelle Hudson, Co Leader
San Mateo Climate Action Team
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2 3. Providing the right to return after a substantial remodel, with a cap on the allowable rent increase

4. Increasing relocation assistance for No Fault evictions associated with substantial remodel, owner move-in and Ellis Act withdrawals to three months, in line with the city’s demolition and condo conversion policies

5. Creating a rental data registry
The objective of AFFH is to help reverse the discriminatory impacts of past housing practices and to foster the creation of inclusive communities. These are goals we believe the council would readily sign onto. In the interest of furthering them, One San Mateo encourages the council to act with an appropriate sense of urgency to move the above policies into law.

Sincerely,
Karyl Eldridge
Vice Chair of One San Mateo
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2 3. Right to return after a substantial remodel

4. Increased relocation assistance

5. Creation of a rental data registry
Thank you for your consideration,
Emily
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April 16, 2025
Mayor Rob Newsom Jr.

Deputy Mayor Adam Loraine
Council Member Lisa Diaz Nash
Council Member Danielle Cwirko-Godycki
Council Member Nicole Fernandez
Dear Honorable San Mateo City Council Members:

On April 21, the City Council will consider options for fulfilling its commitment to expand renter protections. I am writing on behalf of Public Advocates to urge the City Council to adopt policies that will have a meaningful impact on the housing security of renters in San Mateo.

Specifically, Public Advocates supports the policy proposals that have been set forth by the “Our Home San Mateo” coalition. These changes are focused on preventing evictions and helping to keep San Mateo renters in their homes.

Public Advocates is a nonprofit law firm and advocacy organization that challenges the systemic causes of poverty and racial discrimination by strengthening community voices in public policy and achieving tangible legal victories advancing education, housing, transportation equity, and climate justice. Our organization has deep expertise in renter protections and other local antidisplacement policies.

The City of San Mateo is known to have some of the highest housing costs—both home prices and rents—in the entire nation. Furthermore, the city’s Housing Element says that rents increased 75% in a period of 10 years. In the face of increasing rents and stagnating wages, many San Mateo renters live paycheck to paycheck, struggling to keep food on the table, pay their utility bills, clothe their children, and make the rent. They live at great risk of displacement.

Eviction is so much more than a forced move. It can be a life-changing event that seriously harms families, undermining their economic security and housing stability for years to come.

Data shows that eviction negatively impacts health outcomes, and eviction can be especially traumatizing for children. Often when families are forced to move, children abruptly lose their connections to neighborhoods and must switch schools, disrupting learning.

In the interest of shielding families from the negative effects of eviction, Public Advocates encourages the City Council to adopt the “Our Home San Mateo” policy proposals, as follows:

1. Just cause for eviction from Day One

2. Prohibition of no-fault evictions during the school year

3. Right to return after a substantial remodel

4. Increased relocation assistance

5. Creation of a rental data registry
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The above measures are concrete ways the City Council can take action to protect families from eviction, displacement, and homelessness and to increase housing stability. Public Advocates encourages the City Council to move with urgency to enact these policies.

We have expertise in state and local landlord-tenant law and have drafted just cause for eviction ordinances for jurisdictions across the Bay Area. Please contact me with any questions about how these policies work in practice or why they are so urgently needed – Public Advocates would be happy to provide technical assistance on these policy proposals or answer any legal questions.

Thank you.

Sincerely,
Suzanne Dershowitz
Senior Staff Attorney
Public Advocates
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2 4. Increased relocation assistance

5. Creation of a rental data registry to provide data to the City to continue to improve stability in the rental housing market
The above measures are concrete ways the council can act to protect families from the trauma of evictions and increase the stability of their lives. CLSEPA encourages the council to move with an appropriate sense of urgency to move them into law.

Best regards,
Keith Ogden
--
KEITH OGDEN, ESQ. | MANAGING ATTORNEY, HOUSING PROGRAM
pronouns: he / him / his / (Why Pronouns Matter)
Community Legal Services in East Palo Alto
www.clsepa.org
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2 Instead, we ask that you stop this assault on those of us who provide housing and instead work with all the stakeholders in the housing community to craft a solution that takes into account the needs of all.

Sincerely,
Steven Runchey, Housing Provider
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From:

To: City Attorney"s Office; Rachel Horst; [email protected]; City Council (San Mateo) Subject: In support of Our Home San Mateo Tenant policy proposals Date: Thursday, April 17, 2025 2:22:06 PM
I encourage the council to adopt the five policies proposed by Our Home San Mateo. These are concrete ways you can act to protect families from the trauma of eviction and increase the stability of their lives.

The time is now to protect residents of San Mateo in their first year of rental and provide a clearinghouse on information of properties. There are lots of ways where landlords can review and vent tenants if needed.

Ler's do the right thing to move forward and protect tenants. thank you
Nancy Lacsamana
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City of San Mateo
City Council Meeting

POST PACKET

PUBLIC COMMENT
As of April 21, 2025, at 4:00 PM
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April 21, 2025
San Mateo City Council
San Mateo City Hall
330 West 20th Avenue
San Mateo, CA 94403
Re: Anti-Displacement and Tenant Protection Policy Proposals - Housing Leadership Council of San Mateo County
Dear Members of the San Mateo City Council,
The Housing Leadership Council of San Mateo County (HLC) works with communities and their leaders to produce and preserve quality affordable homes.

On behalf of HLC, I am writing to encourage you to adopt the policy changes set forth by our partners at “Our Home San Mateo.” These changes are focused on preventing evictions and helping to keep your San Mateo renters in their homes.

Eviction is so much more than a forced move. It can be a life-altering event with serious and lasting impacts on families—undermining their economic security, mental and physical health, and overall well-being. For community members with limited resources, the costs of eviction can push them over a financial cliff.

Eviction can be especially traumatizing for children. Often, when families are forced to move, children abruptly lose their connections to neighborhood, church, and school. Their entire support system collapses. Research shows eviction is linked to declines in academic performance and an increased risk of involvement in the juvenile justice system.

In the interest of shielding families from the negative effects of eviction, HLC would like to encourage you to adopt the following “Our Home San Mateo” anti-displacement and tenant protection policy proposals:

1. Just cause for eviction from Day One

2. Prohibition of no-fault evictions during the school year

3. Right to return after a substantial remodel

4. Increased relocation assistance

5. Creation of a rental data registry
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You have an opportunity to create a meaningful, lasting impact on the lives of your community members.

By adopting the proposed measures, you will be taking clear, tangible steps to protect San Mateo families from the devastating effects of eviction and foster greater stability in your community. We urge you to support these vital protections for your community members.

Sincerely,
Ken Chan
Senior Organizer
Housing Leadership Council of San Mateo County
Housing Leadership Council of San Mateo County
2905 S. El Camino Real, San Mateo, CA 94403 • (650) 242-1764 • hlcsmc.org 723 of 891
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April 21, 2025
San Mateo City Council
San Mateo City Hall
330 West 20th Avenue
San Mateo, CA 94403
Re: Anti-Displacement and Tenant Protection Policy Proposals - Housing Leadership Council of San Mateo County
Dear Members of the San Mateo City Council,
The Housing Leadership Council of San Mateo County (HLC) works with communities and their leaders to produce and preserve quality affordable homes.

1. Just cause for eviction from Day One

2. Prohibition of no-fault evictions during the school year

3. Right to return after a substantial remodel

4. Increased relocation assistance

5. Creation of a rental data registry
780 of 891
You have an opportunity to create a meaningful, lasting impact on the lives of your community members.

Sincerely,
Ken Chan
Senior Organizer
Housing Leadership Council of San Mateo County
Housing Leadership Council of San Mateo County
2905 S. El Camino Real, San Mateo, CA 94403 • (650) 242-1764 • hlcsmc.org 781 of 891
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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: 11 Section Name: NEW BUSINESS Account Number: 10-1311 File ID: 25-9853 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: April 21, 2025
SUBJECT:

City Council Priority List – Adoption
RECOMMENDATION:

Adopt the City Council Priority List for fiscal year 2025-26.

BACKGROUND:

The City Council goal setting process includes a three-step deliberation process resulting in the Adopted City Council Priority List for each fiscal year. The City Council Blue Sky workshop held on February 22, 2025 was the first step in this annual goal setting process. At that meeting, City Council received a status update on its 2024/2025 Fiscal Year Priority List, which contained 37 priorities within three timeframe categories. The categories represent expected completion within one fiscal year, 2-5 fiscal years, or 5 or more years. The List also includes a summary level work plan and estimated resource intensity for each priority. At the meeting staff made recommendations to remove, retain, or recategorize priorities based on their progress to date and work remaining. Staff was directed to:
• Remove completed items
• Make minor revisions to items that needed adjusting, such as pushing out the date of the EV fleet item from 2030 to 2035 for a more realistic completion schedule
• Combine a few related items such as those related to stormwater management and the lagoon; and, • Recategorize some items to reflect a more accurate completion schedule, such as completion of the new Wastewater Treatment Plant and completion of the Central Park Improvements.

In addition, the Council also heard a report on staff’s existing work plan items that are unrelated to formalized Council priorities but are a part of each department’s daily work. Further, each Councilmember presented three (3) proposed new priorities to be integrated into the list of Adopted City Council priorities for the new fiscal year and deliberated on whether they should be retained.

The April 21, 2025 meeting marks the second step in the process when the Council will be reviewing and providing final direction on the new draft 2025/2026 Fiscal Year Priority List. To assist in this conversation, Attachment 1 provides the full list of the original 37 Council priorities with a column on the far right noting where staff made noteworthy revisions based on status updates provided throughout the year or by Council at the Blue Sky meeting. Some minor changes have also been made since the Blue Sky meeting—for instance, an economic consultant was onboarded to assist with peer reviewing of mixed-use projects enabling the removal of former Priority #4. Also, the new proposed priorities that gained concurrence by at least three (3) Councilmembers are also integrated into this list and placed within the timeframe category where staff thought they were best suited. The new priorities are noted by the word “Added” in the far-right column and the new grand total for all priorities is 41. It is important to note that some of the proposed priorities were already accounted for in other work plan items and while they did not make it as stand-alone items, they are still 864 of 891

CITY OF SAN MATEO
accounted for in the Council priorities. Some examples include:
• Exploring how small/medium apartment complexes can increase in units is part of Housing Element implementation work
• Fire House 27 improvements is part of the City’s facilities assessment work • Exploring lagoon pump station options is part of the Stormwater Master Plan and is captured in former Priorities #5 and 31 (now #42).
• With the Business Improvement District Priority, it was more detailed than a similar existing priority so it superseded the older priority.

The resource intensities included in the table remained largely unchanged for both existing and proposed priorities, as the projects are generally similar to how they were presented in February. For the existing priorities, the main revisions are related to timing/schedule and remaining work for the longer-term priorities which remain fairly resource intensive. As would be expected, the shorter-term priorities are less resource intensive either because they are nearly complete or just starting and entail primarily the exploratory or piloting phases of our work. Where the resource intensity is higher, it is generally indicative of a longer term priority that is nearing completion. Attachment 2 provides a clean copy of the new proposed Priorities.

At the meeting, staff will be available to answer any remaining questions and will be seeking final direction on the Priorities so we can proceed to the third and final step, which is to finalize and adopt the list as part of the City’s annual budgeting process. Tonight, we ask Council:

1. Do you have any final revisions to the verbiage of any of the priorities?

2. Do you have any final revisions to the category of any of the priorities?

3. Are there any priorities you wish to remove?
BUDGET IMPACT:

There is no budget impact from this agenda item. A majority of the resource requirements for the adopted Priority List are incorporated into the fiscal year 2024-25 budget proposal and the remainder will be brought back as needed, as the projects evolve following further analysis and Council direction.

ENVIRONMENTAL DETERMINATION:

This information update 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).)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Draft Priorities Full Markup
Att 2 - Draft Priorities Clean

STAFF CONTACT
Christina Horrisberger
Assistant City Manager
[email protected]
(650) 522-7210
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions

ITEMS TO BE COMPLETED WITHIN THE FISCAL YEAR
1 City Manager's Office Establish policies to decarbonize existing buildings and infrastructure and eliminate methane gas use
by 2030.

Medium Continue to conduct community outreach and provide education; present findings to Sustainability and
Infrastructure Commission for recommendations to City
Council; return to City Council with narrowed
down final policy options and related resource needs
for, and receive final Council direction on policy
formation.
2 City Manager's Office Create a comprehensive, ongoing Citywide Community Outreach and Engagement Program.

High Onboard and train new communications team, and
retain professional communications consultants to
reestablish regular eNews, implement biannual
print newsletters, bolster social media campaigns,
continue to improve high interest webpages, and
work with staff Citywide to enhance public
engagement, establish a townhall program, and
develop civic engagement forums. Enhance
customer service and community outreach training
and education opportunitiesforstaff citywide.

Consultant onboarded;
cadence established for
eNews, print news, and
ongoing social media
campaigns; Outreach and
Engagement manual drafted.
3 Public Works Create a Capital Infrastructure Plan or process for reinvesting in infrastructure to allow the City to
evaluate City facilities and assets when upgrades
are needed.

High Budget for and engage a consultant to complete a
Capital Improvement Program organizational
assessment to optimize the process for identifying
all City infrastructure improvements, evaluate the
process of prioritizing improvements, and assess
the scheduling and budgeting methodologies. In
addition, procure a consultant to complete a
comprehensive facilities assessment to identify
required improvements.
4 City Manager's
Office/Community
Development
Provide greater support to business development
centers or mixed-use development areas to
increase economic vitality.

Medium Hire an economic consultant to provide peer
reviews of proposed new development with ground
floor commercial space; develop a list of best
practices for ground floor commercial marketability
that can be shared with developers and
incorporated into future planning documents,
including the Downtown Area Plan Update;
continue to monitor commercial vacancies Citywide
and engage with building owners as needed to
Moved from 1 year to 2-5
year implementation
category to reflect ongoing
nature of priority.
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
understand vacancy and support getting space reoccupied. 5 Public Works Expedite efforts to improve the stormwater collection, drainage, and storage system, including
dredging the Marina lagoon.

High Continue Stormwater Master Plan Update and
complete critical components of data collection.

Complete Marina Lagoon Maintenance Dredging
design and initiate construction in Summer 2025.

Combined with priority #31,
revised the verbiage, and
moved to 5+ years category
due to ongoing nature of the
work.
6 City Attorney's Office Explore adopting a Gardening Waste ordinance. Low City Council consideration of an ordinance addressing gardening waste.

Removed due to completion.
74 City Manager's Office Explore a resolution affirming the City's commitment to integrate new technologies, such as
artificial intelligence (AI), without displacing work
force.

Low Research County of San Mateo resolution.Explore
programs in use Countywide and what is already in
use by staff and develop a plan to formalize
integration of AI tools to assist staff without their
displacement or compromising security.

Work has commenced on
this item.
8 City Clerk's Office & Parks
and Recreation
Increase organizational capacity to support the
Toyonaka Sister City Program within the Parks &
Recreation Department and City Clerk Department.

Medium Develop a sister city policy or resolution to define City staff and non-profit roles and scope (look at
Redwood City).

Removed - complete
59 Public Works Conduct an Annual Transportation Review of progress on all ongoing plans, including project
updates and key metrics such as City mode share,
collision and safety data.

Added.
76 City Manager’s Office Explore limiting overnight RV Parking in commercial corridors
Low Explore policy and enforcement options and
present study session to Council.

Added
7 Parks and Recreation;
City Manager’s Office
Explore how the City of San Mateo could partner
with the San Mateo Union High School District, San
Mateo-Foster City School District and other public,
private and nonprofit organizations to support
"Empower San Mateo," a community collaborative
model aiming to help 1000 equity priority San Mateo
Medium Map out and identify inter governmental and
community stakeholder support. Affirm formal
support from Both High School and Elementary
School District School Boards.

Added
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
students graduate and thrive. Possibilities include:
evaluating how our city's assets (e.g. parks and
recreation centers, libraries and more) could be
further activated to support these and other San
Mateo students; considering expansion/piloting of
programming that could help such students find
internships and local work experience, including
within the City itself.
8 City Manager’s Office Explore how the City of San Mateo could partner with Sustainable San Mateo and Peninsula Clean
Energy in "Charge Forward San Mateo," a
countywide effort to ensure that residents have
equitable access to electric vehicle (EV) charging
infrastructure (and reduce the county's greenhouse
gas emissions from transportation, currently 49% of
the region's emissions). Possibilities
include: installing streetlight chargers near
apartments and multifamily units; collaborating with
Peninsula Clean Energy to identify apartment and
multifamily contacts and offer financial and technical
support for installing EV chargers; incentivize
private employers to expand employee and
customer EV charging.

Low Conduct research and hold a City Council study
session.

Added
9 City Manager’s Office Develop and implement an ordinance to prohibit the use of gas leaf blowers within the City of San
Mateo.

Low/Medium Draft an ordinance based on industry best practices for review and adoption by Council and develop an
implementation and enforcement program.

Added
10 Police Youth Service Officers at Schools – funding
program.

Low/Medium City to work with the school districts over the next year to have the school districts help fund an
additional school resource officer.

Added
11 City Clerk, City Manager’s
Office, City Attorney
Develop City Council Code of conduct with
measurable consequences akin to the San Mateo
County Board of Supervisors language with
enforcement
Low Hold workshop and revise/update Council Rules and
Procedures
Added
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
12 Community Development
Department
Develop policy on regulating mobile vending/food
trucks
Low Work with various departments to explore available
policy and enforcement options and present to
Council at a study session.

Added
13 City Manager’s Office,
City Attorney’s Office
Explore and evaluate allowing a retail cannabis
storefront in downtown
Low Explore available policy options along with potential revenue generation and present options to Council
at a study session.

Added
14 Public Works Deliver the Clean Water Program. High Complete all identified construction projects by the end of FY 25/26.

Moved up from 2-5 years
15 City Manager's
Office/Information
Technology
Explore the implementation of a Customer
Response Management or 311 system.

High Onboard consultant support and select a suitable
CRM that will work with existing back-end systems.

Added to lead department
since IT is playing a major
role in shepherding this
project forward.
16 Parks & Recreation Implement the Central Park Master Plan. High Break ground and complete construction. Updated schedule. Moved to year one.
17 Library and Public Works Address structural issues at the Marina Library. High Engage in construction work throughout 2025. with completion targeted by the end of FY 25/26.

Moved to year one from year
2 to 5
18 City Manager's
Office/Community
Development
Explore piloting a City Grant Fund. Medium Identify funding source and amount (50k), staff resources, structure, and process.

Moved to year one from year
2 to 5
ITEMS TO BE COMPLETED WITHIN 2 TO 5 YEARS
1950 City Manager's Office Consider the adoption of wage theft protections. High Partner and work with the County's Office of Labor Standards and Enforcement.
11 City Manager's Office Integrate master plans to increase efficiency and community impact.

Low Continuously cross reference all city planning
documents to ensure consistency.

Removed
12 Public Works and City
Manager's Office
Design and implement capital improvements for
permanent street closure.

Medium Complete construction of the B Street Pedestrian Mall Improvement Project by Fall 2024.

Removed
163
20 Finance Initiate a Community Budget Process for
anticipated revenue from Measure CC.

Medium Continue to monitor Measure CC revenue. Report
the results through quarterly updates.
14 Public Works Remove North Shoreview from FEMA Flood
Assessment.

High Continue coordination with FEMA on formal
removal of flood zone designation by Summer
2024/Fall 2024.

Removed
15 City Manager's Office Explore the establishment of Property-Based Improvement Districts.

Medium Bring a study session to council for discussion. Removed and replaced with new more detailed priority
from Council Member
Lorraine.
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
1716 City Manager's
Office/Information
Technology
Explore the implementation of a Customer
Response Management or 311 system.

High Research methods by which the City currently
receivesservice requests and back-end systems
where requests are managed. SOnboard consultant
support and select a suitable CRM that will work
with existing back-end systems.

Added to lead department
since IT is playing a major
role in shepherding this
project forward.

Moved to year one
1817
21 City Manager's Office and
Public Works
Enhance city-wide disaster response and emergency
preparedness.

High Continue working with Office of Emergency
Services on updates to the City's Emergency
Operations Plan including associated staff training
and exercises, ongoing training for staff roles and
responsibilities at the Emergency Operations
Center, and training on the transition to new virtual
EOC software (Veoci); bolster City staff resources
with emergency preparedness expertise; update
departmental emergency plans and COOP/COGs;
purchase additional emergencyemergency
rations/provisions and equipment; pursue flood
control permitting and upgrades; procure grant
professional writing assistance; evaluate City
infrastructure for resilience and fitness during
disaster/extreme events.

Removed completed items
from work plan
18 22
18 Community Development Implement the adopted General Plan. High Support adoption of a resolution to place a ballot measure amending Measure Y on the November
2024 election; initiateCommence a comprehensive
Zoning Code update to implement the General
Plan, including community outreach and
engagement, starting with an RFP for a consultant
to support the effort, with a target to initiate the
update effort in Q3selection.
23 019
Community Development Implement Housing Element Policies. High BeginContinue implementation of all 2023-2031 Housing Element policies and programs with a
2024/2025 and 2025/2026 target date.
210 Library and Public Works Address structural issues at the Marina Library. High Complete design process, including addition structural analysis, by December 2024 and
Moved to year one
870 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
beginEngage in construction work throughoutin
late Spring 2025. with Ccompletione
Constructiontargeted by the end of FY 25/26.
221
24 Public Works Reconstruct all failed streets in San Mateo by 2026. High Complete construction of Phase 4 by Spring 2025 and award construction contract for Phase 5
Summer 2025. Phase 5 is the final phase of the
Smooth Streets Program.Complete construction of
Phase 4 by Fall 2024 and award construction
contract for Phase 5 Spring 2025. Phase 5 is the
final phase of the Smooth Streets Program.

Updated schedule and kept
placement to allow for
potential delays given project
history and reliance on
weather/outside factors
232
25 Public Works Replace all remaining high voltage circuits to improve safety and reliability of the street light
system.

High Construction for Phase 4 is planned for Summer
2025, with the schedule dependent upon PG&E. For
Phase 5, design efforts are planned, but PG&E has
requested a 9 month lead time.Complete
construction of Phase 3. Complete Design for Phase
4 (Final Phase). Construction for Phase 4 is expected
to begin in FY 25-26.

Schedule update based on
PG&E input. Flextime
included in 2-5 year priority
category placement.
243
26 City Manager's Office Implement a robust, year-round Downtown Activation Program as part of our core City services.

High Organize a committee to focus on the vibrancy of
Downtown.
27 Parks and Recreation;
City Manager’s Office
Explore how the City of San Mateo could partner
with the San Mateo Union High School District, San
Mateo-Foster City School District and other public,
private and nonprofit organizations to support
"Empower San Mateo," a community collaborative
model aiming to help 1000 equity priority San Mateo
students graduate and thrive. Possibilities include:
evaluating how our city's assets (e.g. parks and
recreation centers, libraries and more) could be
further activated to support these and other San
Mateo students; considering expansion/piloting of
programming that could help such students find
internships and local work experience, including
within the City itself.

Medium Map out and identify inter governmental and
community stakeholder support. Affirm formal
support from Both High School and Elementary
School District School Boards.

Added.
254
28 Public Works Prioritize planning, design, construction and maintenance of rapid safety improvement projects
citywide and ensure there is a reliable City fund for
long term success.

High Consolidate safety projects identified in existing and future plans into a prioritized list. Develop an
implementation strategy that includes staff
resources and funding for each phase (planning,
871 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
design, construction and maintenance). Continue to
progress in safety projects in design, such as:

Delaware Safe Routesto School Protected Bike
Lane, Hillsdale GAP Closure, 3rd and Norfolk Safety
Improvement Project.
265 City Manager's
Office/Community
Development
Explore piloting a City Grant Fund. Medium Identify funding source and amount (50k), staff resources, structure, and process.

Moved to year one
2726
29 City Clerk's Office & City
Attorney's Office
Improve and strengthen democratic systems and
decrease polarization.

Medium Conduct a variety of educational outreach to
current and future voters by, including registration
events, utilizing mailers, and collaborating with
service organizations. Staff will continue to conduct
post-election review and will add additional metrics
and analysis as an enhancement to this review.
2827
30 City Manager's Office and
Human Resources
Work with schools, community colleges,
businesses, and other organizations to expand
youth and senior workforce development & civic
leadership opportunities.

Moved up to 1 year category
29 City Manager's
Office/Community
Development
Provide greater support to business development
centers or mixed-use development areas to
increase economic vitality.

Medium Regularly engage with hHired an economic
consultant to provide peer reviews of proposed
new development with ground floor commercial
space; develop a list of best practices for ground
floor commercial marketability that can be shared
with developers and incorporated into future
planning documents, including the Downtown Area
Plan Update; continue to monitor commercial
vacancies Citywide and engage with building
owners as needed to understand vacancy and
support getting space re-occupied.

Removed due to completion
3031 City Manager’s Office Commission a citywide feasibility study for groups of San Mateo businesses interested in forming
business improvement districts (BIDs), including
Medium/High Conduct stakeholder mapping and identification in multiple targeted areas, create and conduct
surveys, hold community meetings, visit businesses,
Added
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Intensity
Work Plan FY 25-26 Major Revisions
existing smaller districts outside of downtown, such
as 25th Avenue and Crystal Springs Shopping
Center, and newer groupings such as sections of El
Camino Real or downtown businesses that may
wish to pursue a property-based BID or other
complementary structure to the existing Downtown
San Mateo Association.
etc. to gauge interest and needs and formulate
what to present to Council at one or more study
sessions.
321 Parks and Recreation Establish Senior Hubs at MLK and Beresford Senior Centers
• Senior Hubs: Expand our current senior
programming offerings to better meet the
needs of our senior community members by
increasing the variety and frequency of
events tailored specifically to seniors, such
as adding options for engagement,
socialization, and overall well-being. Also,
investigate partnering with other
organizations to provide coffee/tea or light
refreshments that will enhance the overall
experience but also encourage more
participation by creating a welcoming and
comfortable atmosphere.

Medium Strategically identify which facilities(y) could best support piloting this type of program based on
availability of space and staffing, and suitability of
structure to remain open and accessible in the
foreseeable future. Update programing, staffing,
and outreach as needed to support the expansion
of service.

Added
332 City Manager’s Office,
Public Works, Community
Development
Develop a Climate Adaptation Plan to establish a
comprehensive strategy for resiliency and
adaptation against sea level rise and flooding to
ensure we are well poised for funding opportunities
and include Foster City and Burlingame in planning
efforts.

High Use grant funding to commence this planned work,
including consultant selection, ensuring all
pertinent departments and our neighboring cities
are included and any attention needed is given
toward the future of the levy.

Added
34 Public Works Minimize impacts to residents from train horn noise at City at-grade crossings.

High Complete construction of all rail safety measures
required for Train Horn Noise Quiet Zone (Quiet
Zone) qualification as quickly as possible. Staff to
work with FRA and required stakeholders (e.g.

CPUC, Caltrain, and Union Pacific) to complete
Moved to year 2 to 5 from 5
years or more
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Work Plan FY 25-26 Major Revisions
administrative stepsto establish Quiet Zone by end
of calendar year 2025.
29 Library Implement Library Space Master Plan. High Complete rest of space enhance projects: Cafe, Lobby, Teen Area, Business Library, Jobseekers
Space, Biotech Learning Center, Periodical Storage
Space
Removed –to be integrated
into Capital Improvement
Program and brought back
this Spring
330 Parks & Recreation Implement the Central Park Master Plan. High Staff will complete phase 1 of the Central Park Playground Improvements, which consist of
directing the project manager to solicit bids and
manage the construction process.Break ground and
complete construction.

Updated schedule. Moved to
year one.

ITEMS TO BE COMPLETED IN 5 YEARS OR MORE
3431
35 Public Works Expedite efforts to improve the stormwater collection, drainage, and storage system, including
dredging the Marina lagoon.

High Adopt a prioritized, long-term 5-Year Capital
Improvement Plan based on Stormwater Master
Plan Update. Initiate and complete environmental
approval processfor dredging of the Marina
Lagoon. Begin implementation of other highly
prioritized stormwater capital improvement
projects as funding and resources allow.
new combined priority.
3532
36 Public Works Implement a Green Fleet by 20350. High Complete design and initiate construction of City Hall/City Plaza EV charging infrastructure
improvements by end of calendar year 2025. Seek
additional grant funding and plan for Corp Yard/PD
EV charging infrastructure improvements.

Updated project horizon
3633
37 Public Works
Expedite efforts to provide high quality effluent
from the wastewater treatment plant upgrades to
support the future production of potable water.

High Continue participating in the Peninsula Pure Water (formerly San Francisco Peninsula Regional
Purification) project to pursue a wastewater
purification facility at the Silicon Valley Clean Water facility in Redwood Shores.
3734 Public Works Minimize impacts to residents from train horn noise at City at-grade crossings.

High Complete construction of all rail safety measures
required for Train Horn Noise Quiet Zone (Quiet
Zone) qualification by end of calendar year 2024as
quickly as possible. Staff to work with FRA and
required stakeholders (e.g. CPUC, Caltrain, and
Union Pacific) to complete administrative stepsto
establish Quiet Zone by end of calendar year 2025.

Moved to year 2 to 5
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Work Plan FY 25-26 Major Revisions
38 35
38 Public Works Study resource feasibility for the downtown grade separations and long-term train corridor
improvements.

High Identify resource needs for staffing, grant writer, and design consultant to implement the feasibility
study.
3936 Public Works Improve traffic flow on 19th Ave and Fashion Island Boulevard from Grant to Mariners Island Boulevard.

High Continue the design for 463338 Norfolk/Fashion
Island intersection improvements. Continue design
for the 19th Avenue Smart Corridor Project. Finalize
negotiations to combine both projects on 19th
Avenue and Fashion Island to help expedite
delivery and coordination of both projects.The City
is working with the San Mateo County
Transportation Agency (TA) and leading the
implementation of this project, with funding a
constraint. Staff will continue working with the TA
to evaluate options to reprogram funding from the
construction phase to the design phase, with the
design efforts start date currently unconfirmed.

Schedule update; funding
constraint inserted into work
plan
4037 Public Works Complete all High and Medium-High priority projects in the 2020 Bicycle Master Plan and the
Pedestrian Master Plan with the goal of prioritizing
quick-build projects where feasible.

High Program all existing 2020 BMP projects into the
Bike San Mateo Program in order toto expedite the
design and delivery of all High and Med-High
bicycle projects. This will include quick-build bicycle projects. Identify all incomplete PMP projects and
develop a workplan for expedited completion.

Complete design for the Delaware SRTS Protected
Bike Lane Project, Hillsdale Gap Closure project and
the 3rd and Norfolk Island Intersection Safety
Improvement project. Continue to the design for
the 19th Avenue and Fashion Island Class IV bike
lane projects Some major projects
complete/substantially underway.
41 Public Works Complete Speed Surveys Medium/High Complete necessary analyses and adoption of ordinances as required by the California Vehicle
Code to ensure speed limits on the City’s roadways
are enforceable. Begin by developing an analysis
and implementation strategy for systematic
evaluation of our roadways.

Added
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
421 Public Works Expedite efforts to improve and build climate resiliency into the City’s stormwater collection,
conveyance, flood control, and levee systems,
including dredging the Marina lagoon.

Combined Existing priorities
#5 & 31 with Council
Member Cwirko-Godycki’s
proposed priority #1.
876 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
• Begin implementation of high priority
stormwater capital improvement projects
identified in the Storm Drain Master Plan.
• Collaborating with relevant stakeholders,
pursue prioritized funding for shoreline
adaptation projects as identified in the Sea
Level Rise Adaptation Plan
Long Term (6+ years):
• Continue implementing priority projects
from the Storm Drain Master Plan
Initiate design, environmental review,
and permitting on priority shoreline
adaptation projects
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# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions

ITEMS TO BE COMPLETED WITHIN THE FISCAL YEAR
1 City Manager's Office Establish policies to decarbonize existing buildings and infrastructure and eliminate methane gas use by
2030.

Medium Continue to conduct community outreach and provide education; present findings to Sustainability and
Infrastructure Commission for recommendations to City
Council; return to City Council final policy options and related resource needs for, Council direction.
2 City Manager's Office Create a comprehensive, ongoing Citywide Community Outreach and Engagement Program.

High Onboard and train new communications team,
continue to improve high interest webpages and
work with staff Citywide to enhance public
engagement, establish a townhall program, and
develop civic engagement forums. Enhance
customer service and community outreach training
and education opportunitiesforstaff citywide.

High Budget for and engage a consultant to complete a
Capital Improvement Program organizational
assessment to optimize the process for identifying
all City infrastructure improvements, evaluate the
process of prioritizing improvements, and assess the
scheduling and budgeting methodologies. In
addition, procure a consultant to complete a
comprehensive facilities assessment to identify
required improvements.
4 City Manager's Office Explore a resolution affirming the City's commitment to integrate new technologies, such as artificial
intelligence (AI), without displacing work force.

Low Explore programs in use Countywide and what is
already in use by staff and develop a plan to
formalize integration of AI tools to assist staff
without their displacement or compromising
security.

Work has commenced on this
item.
5 Public Works Conduct an Annual Transportation Review of progress on all ongoing plans, including project
updates and key metrics such as City mode share,
collision and safety data.

Low Staff will gather key metrics and present an annual transportation review to City Council.
6 Public Works Complete Speed Surveys Medium/High Complete necessary analyses and adoption of ordinances as required by the California Vehicle
Code to ensure speed limits on the City’s roadways
are enforceable. Begin by developing an analysis
Added.
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Work Plan FY 25-26 Major Revisions
and implementation strategy for systematic
evaluation of our roadways.
7 City Manager’s Office Explore limiting overnight RV Parking in commercial corridors
Low Explore policy and enforcement options and present
study session to Council.

Added
8 City Manager’s Office Explore how the City of San Mateo could partner with Sustainable San Mateo and Peninsula Clean Energy
in "Charge Forward San Mateo," a countywide effort
to ensure that residents have equitable access to
electric vehicle (EV) charging infrastructure (and
reduce the county's greenhouse gas emissions from
transportation, currently 49% of the region's
emissions). Possibilities include: installing streetlight chargers near apartments and multifamily units;
collaborating with Peninsula Clean Energy to identify
apartment and multifamily contacts and offer financial
and technical support for installing EV chargers;
incentivize private employers to expand employee
and customer EV charging.

Low Conduct research and hold a City Council study
session.

Added
9 City Manager’s Office Develop and implement an ordinance to prohibit the use of gas leaf blowers within the City of San Mateo.

Low/Medium Draft an ordinance based on industry best practices for review and adoption by Council and develop an
implementation and enforcement program.

Added
10 Police Youth Service Officers at Schools – funding program. Low/Medium City to work with the school districts over the next year to have the school districts help fund an
additional school resource officer.

Added
11 City Clerk, City Manager’s
Office, City Attorney
Develop City Council Code of conduct with
measurable consequences akin to the San Mateo
County Board of Supervisors language with
enforcement
Low Hold workshop and revise/update Council Rules and
Procedures
Added
12 Community Development
Department
Develop policy on regulating mobile vending/food
trucks
Low Work with various departments to explore available
policy and enforcement options and present to
Council at a study session.

Added
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Work Plan FY 25-26 Major Revisions
14 Public Works Deliver the Clean Water Program. High Complete all identified construction projects by the end of FY 25/26.

Moved up from 2-5 years
15 City Manager's
Office/Information
Technology
Explore the implementation of a Customer Response
Management or 311 system.

High Onboard consultant support and select a suitable
CRM that will work with existing back-end systems.

Moved to year one from year
2 to 5
ITEMS TO BE COMPLETED WITHIN 2 TO 5 YEARS
19 City Manager's Office Consider the adoption of wage theft protections. High Partner and work with the County's Office of Labor Standards and Enforcement.
20 Finance Initiate a Community Budget Process for anticipated revenue from Measure CC.

Medium Continue to monitor Measure CC revenue. Report
the results through quarterly updates.
21 City Manager's Office and
Public Works
Enhance city-wide disaster response and emergency
preparedness.

High Continue working with Office of Emergency Services on updates to the City's Emergency Operations Plan
including associated staff training and exercises,
ongoing training for staff roles and responsibilities
at the Emergency Operations Center, and training
on the transition to new virtual EOC software
(Veoci); update departmental emergency plans and
COOP/COGs; purchase emergency equipment;
pursue flood control permitting and upgrades;
evaluate City infrastructure for resilience and fitness during disaster/extreme events.

Removed completed items
from work plan
22 Community Development Implement the adopted General Plan. High Commence comprehensive Zoning Code update to implement the General Plan, including community
outreach and engagement, starting with consultant
selection.
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Work Plan FY 25-26 Major Revisions
23 Community Development Implement Housing Element Policies. High Continue implementation of all 2023-2031 Housing Element policies and programs with a 2024/2025
and 2025/2026 target date.
24 Public Works Reconstruct all failed streets in San Mateo by 2026. High Complete construction of Phase 4 by Spring 2025 and award construction contract for Phase 5
Summer 2025. Phase 5 is the final phase of the
Smooth Streets Program.

Updated schedule and kept
placement to allow for
potential delays given project
history and reliance on
weather/outside factors
25 Public Works Replace all remaining high voltage circuits to improve safety and reliability of the street light
system.

High Construction for Phase 4 is planned for Summer
2025, with the schedule dependent upon PG&E. For
Phase 5, design efforts are planned, but PG&E has
requested a 9 month lead time.

Schedule update based on
PG&E input. Flextime
included in 2-5 year priority
category placement.
26 City Manager's Office Implement a robust, year-round Downtown Activation Program as part of our core City services.

High Organize a committee to focus on the vibrancy of
Downtown.
27 Parks and Recreation; City
Manager’s Office
Explore how the City of San Mateo could partner with
the San Mateo Union High School District, San
Mateo-Foster City School District and other public,
private and nonprofit organizations to support
"Empower San Mateo," a community collaborative
model aiming to help 1000 equity priority San Mateo
students graduate and thrive. Possibilities include:
evaluating how our city's assets (e.g. parks and
recreation centers, libraries and more) could be
further activated to support these and other San
Mateo students; considering expansion/piloting of
programming that could help such students find
internships and local work experience, including
within the City itself.

Medium Map out and identify inter governmental and
community stakeholder support. Affirm formal
support from Both High School and Elementary
School District School Boards.

Added.
28 Public Works Prioritize planning, design, construction and maintenance of rapid safety improvement projects
citywide and ensure there is a reliable City fund for
long term success.

High Consolidate safety projects identified in existing and future plans into a prioritized list. Develop an
implementation strategy that includes staff
resources and funding for each phase (planning,
design, construction and maintenance). Continue to
progress in safety projects in design, such as:

Delaware Safe Routesto School Protected Bike Lane,
Hillsdale GAP Closure, 3rd and Norfolk Safety
Improvement Project.
881 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
29 City Clerk's Office & City
Attorney's Office
Improve and strengthen democratic systems and
decrease polarization.

Medium Conduct a variety of educational outreach to current and future voters by, including registration events,
utilizing mailers, and collaborating with service
organizations. Staff will continue to conduct postelection review and will add additional metrics and analysis as an enhancement to this review.
30 City Manager's Office and
Human Resources
Work with schools, community colleges, businesses,
and other organizations to expand youth and senior
workforce development & civic leadership
opportunities.

Medium Attract and retain youth/young adult interns by
partnering with organizations, such as
Empowerment Through Action and local businesses,
and centralizing internships. Improve our volunteer
program to attract and retain volunteers, especially
seniors.
31 City Manager’s Office Commission a citywide feasibility study for groups of San Mateo businesses interested in forming
business improvement districts (BIDs), including
existing smaller districts outside of downtown, such
as 25th Avenue and Crystal Springs Shopping
Center, and newer groupings such as sections of El
Camino Real or downtown businesses that may
wish to pursue a property-based BID or other
complementary structure to the existing Downtown
San Mateo Association.

Medium/High Conduct stakeholder mapping and identification in multiple targeted areas, create and conduct surveys,
hold community meetings, visit businesses, etc. to
gauge interest and needs and formulate what to
present to Council at one or more study sessions.

Added
32 Parks and Recreation Establish Senior Hubs at MLK and Beresford Senior Centers
• Senior Hubs: Expand our current senior
programming offerings to better meet the
needs of our senior community members by
increasing the variety and frequency of
events tailored specifically to seniors, such as
adding options for engagement, socialization,
and overall well-being. Also, investigate
partnering with other organizations to provide
coffee/tea or light refreshments that will
enhance the overall experience but also
Medium Strategically identify which facilities(y) could best support piloting this type of program based on
availability of space and staffing, and suitability of
structure to remain open and accessible in the
foreseeable future. Update programing, staffing,
and outreach as needed to support the expansion of
service.

Added
882 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
encourage more participation by creating a
welcoming and comfortable atmosphere.
33 City Manager’s Office,
Public Works, Community
Development
Develop a Climate Adaptation Plan to establish a
comprehensive strategy for resiliency and adaptation
against sea level rise and flooding to ensure we are
well poised for funding opportunities and include
Foster City and Burlingame in planning efforts.

High Use grant funding to commence this planned work,
including consultant selection, ensuring all pertinent
departments and our neighboring cities are included
and any attention needed is given toward the future
of the levy.

Added
34 Public Works Minimize impacts to residents from train horn noise at City at-grade crossings.

CPUC, Caltrain, and Union Pacific) to complete
administrative stepsto establish Quiet Zone by end
of calendar year 2025.

Moved to year 2 to 5 from 5
years or more
ITEMS TO BE COMPLETED IN 5 YEARS OR MORE
35 Public Works Expedite efforts to improve the stormwater collection, drainage, and storage system, including
dredging the Marina lagoon.

High Adopt a prioritized, long-term 5-Year Capital
Improvement Plan based on Stormwater Master
Plan Update. Initiate and complete environmental
approval processfor dredging of the Marina Lagoon.

Begin implementation of other highly prioritized
stormwater capital improvement projects as funding
and resources allow.
new combined priority.
36 Public Works Implement a Green Fleet by 2035. High Complete design and initiate construction of City Hall/City Plaza EV charging infrastructure
improvements by end of calendar year 2025. Seek
additional grant funding and plan for Corp Yard/PD
EV charging infrastructure improvements.

Updated project horizon
37 Public Works Expedite efforts to provide high quality effluent from the wastewater treatment plant upgrades to
support the future production of potable water.

High Continue participating in the Peninsula Pure Water (formerly San Francisco Peninsula Regional
Purification) project to pursue a wastewater
purification facility at the Silicon Valley Clean Water facility in Redwood Shores.
883 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
38 Public Works Study resource feasibility for the downtown grade separations and long-term train corridor
improvements.

High Identify resource needs for staffing, grant writer, and design consultant to implement the feasibility
study.
39 Public Works Improve traffic flow on 19th Ave and Fashion Island Boulevard from Grant to Mariners Island Boulevard.

High The City is working with the San Mateo County
Transportation Agency (TA) and leading the
implementation of this project, with funding a
constraint. Staff will continue working with the TA
to evaluate options to reprogram funding from the
construction phase to the design phase, with the
design efforts start date currently unconfirmed.

Schedule update; funding
constraint inserted into work
plan
40 Public Works Complete all High and Medium-High priority projects in the 2020 Bicycle Master Plan and the Pedestrian
Master Plan with the goal of prioritizing quick-build
projects where feasible.

High Program all existing 2020 BMP projects into the Bike San Mateo Program to expedite the design and
delivery of all High and Med-High bicycle projects.

This will include quick-build bicycle projects. Identify all incomplete PMP projects and develop a workplan
for expedited completion. Some major projects
complete/substantially underway.
41 Public Works Expedite efforts to improve and build climate resiliency into the City’s stormwater collection,
conveyance, flood control, and levee systems,
including dredging the Marina lagoon.

High Near Term (1-3 years):
• Adopt an updated Storm Drain Master Plan
including a prioritized, long-term Capital
Improvement Program.
• Complete Marina Lagoon Spot Dredging
design and construction.
• Explore options for providing additional
pumping capacity at the Marina Lagoon
Pump Station and increasing overall
resiliency for climate change and more
intense storm events.
• Develop a Sea Level Rise Adaptation Plan to
establish a comprehensive strategy for
resiliency and adaptation against sea level
rise and flooding, including a prioritized list
of projects, and in accordance with BCDC
Combined Existing priorities
#5 & 31 with Council
Member Cwirko-Godycki’s
proposed priority #1.
884 of 891
# Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
Regional Shoreline Adaptation Plan
requirements.
• Pursue funding for implementation of a
comprehensive flood management study
with the Army Corps of Engineers per the
City’s federal Water Resources Development
Act authorization.
• Initiate design on high priority stormwater
capital improvement projects identified in
the Storm Drain Master Plan
Medium Term (4-5 years):
• Complete design, environmental review, and
permitting processfor large-scale maintenance
dredging of the Marina Lagoon.
• Begin implementation of high priority
stormwater capital improvement projects
identified in the Storm Drain Master Plan.
• Collaborating with relevant stakeholders,
pursue prioritized funding for shoreline
adaptation projects as identified in the Sea
Level Rise Adaptation Plan
Long Term (6+ years):
• Continue implementing priority projects
from the Storm Drain Master Plan
Initiate design, environmental review,
and permitting on priority shoreline
adaptation projects
885 of 891
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San Mateo City CouncilApril 21, 2025

San Mateo City Council
April 21, 2025