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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 opportunities for staff 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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7 # Department Lead(s) Council Priority Resource
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Work Plan FY 25-26 Major Revisions
understand vacancy and support getting space re-
occupied.
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.
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
and implementation strategy for systematic
evaluation of our roadways.
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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7 # Department Lead(s) Council Priority Resource
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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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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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7 # Department Lead(s) Council Priority Resource
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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
receives service 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 emergency emergency
rations/provisions and equipment; pursue flood
control permitting and upgrades; procure grant
professional writing assistance; evaluate City
infrastructure for resilience and fitness during
disaster/extreme events.
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; initiate Commence a comprehensive
Zoning Code update to implement the General
Plan, including community outreach and
engagement, starting with an RFP for a consultant
to support the effort, with a target to initiate the update effort in Q3 selection .
23 019
Community Development Implement Housing Element Policies. High Begin Continue 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
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7 # Department Lead(s) Council Priority Resource
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Work Plan FY 25-26 Major Revisions
begin Engage in construction work throughout in
late Spring 2025. with Ccomplet ion e
Construction targeted 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,
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7 # Department Lead(s) Council Priority Resource
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Work Plan FY 25-26 Major Revisions
design, construction and maintenance). Continue to progress in safety projects in design, such as:
Delaware Safe Routes to School Protected Bike
Lane, Hillsdale GAP Closure, 3rd and Norfolk Safety Improvement Project.
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.
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.
28 Public Works Deliver the Clean Water Program. High Complete all identified construction projects by the end of FY 25/26.
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 hHire d 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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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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7 # Department Lead(s) Council Priority Resource
Intensity
Work Plan FY 25-26 Major Revisions
administrative steps to 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 process for 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 203 50. 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 2024 as quickly as possible . Staff to work with FRA and
required stakeholders (e.g. CPUC, Caltrain, and
Union Pacific) to complete administrative steps to establish Quiet Zone by end of calendar year 2025.
Moved to year 2 to 5
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7 # Department Lead(s) Council Priority Resource
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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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7 # Department Lead(s) Council Priority Resource
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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.
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
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 process for large-scale
maintenance dredging of the Marina Lagoon.
Combined Existing priorities
#5 & 31 with Council
Member Cwirko-Godycki’s
proposed priority #1.
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7 # Department Lead(s) Council Priority Resource
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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