Appendix C: Criteria for Non-Governmental Organizations Receiving BSCC Grant Funds
The Edward Byrne Memorial Justice Assistance Grant (JAG) Program Request for Proposals (RFP) includes requirements that apply to non- governmental organizations that receive funds under this grant. All grantees are responsible for ensuring that any contracted third parties continually meet these requirements as a condition of receiving JAG funds. The RFP describes these requirements as follows:
Any non-governmental organization that receives JAG funding (as either subgrantee or subcontractor) must:
● Have been duly organized, in existence, and in good standing for at least six (6) months prior to the effective date of its fiscal agreement with the BSCC or with the JAG grantee;
o Non-governmental entities that have recently reorganized or have merged with other qualified non- governmental entities that were in existence prior to the six-month date are also eligible, provided all necessary agreements have been executed and filed with the California Secretary of State prior to the start date of the grantee subcontractor fiscal agreement; ● Be a nonprofit and recognized by the Internal Revenue Service as a 501(c)(3) organization;
● Be registered with the California Secretary of State’s Office; ● Have an Employer Identification Number (EIN) or Taxpayer ID (if sole proprietorship);
● Have a valid business license, if applicable;
● Have any other state or local licenses or certifications necessary to provide the services requested (e.g., facility licensing by the Department of Health Care Services), if applicable; and
● Have a physical address in the State of California.
o An agent for service of process with a California address is insufficient.
In the table below, provide the name of the Grantee and list all contracted parties.
Grantee:
Name of Contracted
Party Address Email / Phone Meets All
Requirements
StarVista
Sara Larios Mitchell
610 Elm Street,
Suite 212,
San Carlos, CA 94070
[email protected]
(650) 591-9623 x 112 Yes X No ☐
The Gardner Center
520 Galvez Mall
Stanford, CA 94305 [email protected]
(650) 736-2064 Yes X No ☐
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
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Grantees are required to update this list and submit it to the BSCC any time a new third - par
ty contract is executed after the initial assurance date. Grantees shall retain (on-site) applicable source documentation for each contracted party that verifies compliance with the requirements listed in the JAG RFP. These records will be subject to the records and retention language found in Appendices A and C of the Standard Agreement.
U
nless prior approval is obtained, the BSCC prohibits disbursement or reimbursement to any NGO that does not meet the requirements listed above and for which the BSCC does not have a signed grantee assurance on file.
A signature below is an assurance that all requirements listed above have been met.
AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)
NAME OF AUTH RIZED OFFICER
Lisa Mancini
TITLE
Interim Directo:, Behavioral Health and
Recovery Services, San Mateo County
TELEPHONE
650_573_274a
2000 Alameda de las Pulgas
CITY
San Mateo
STATE
CA
ZIP CODE
94403
EMAIL ADDRESS
[email protected]
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Appendix D: Project Work Plan
Goal 1: Years 1-3: Build capacity of partners, precincts, and county emergency services.
Objectives (A., B., C…):
A. Establish crisis intervention teams in high-need cities and precincts.
B. Continue to build a co-responder program and county-wide co-response infrastructure.
C. Provide professional development for co-response team members.
D. Increase law enforcement requests for clinicians in response to emergency services calls.
E. Improve effectiveness of participating cities’ response to emergency calls.
F. Improve public health and safety.
Project activities that support the identified goal and objectives: Responsible staff/ partners
Timeline
Start Date End Date
1. Convene local JAG Steering Committee=CWCRT Advisory Council to provide project oversight and coordinate with state JAG Steering Committee.
2. Partner with three high-need cities and police precincts, with high volumes of mental-health-related 911 calls: East Palo Alto (197), Menlo Park (180), and San Bruno (199).
3. Hire and assign three highly trained and qualified mental health clinicians to high- need precincts in partner cities.
4. Train/orient partner police department personnel in goals and objectives of the project.
5. Train partner police and clinicians to collaborate as a co-response team.
6. Monitor co-response team activities and outcomes; evaluate project implementation and effectiveness; prepare progress and annual evaluation reports.
7. Inform and educate the public about the CWCRT project via community outreach and engagement; solicit feedback via community needs assessments.
SMC BHRS Project
Director;
BHRS Management
Analyst
StarVista Dept. Director
StarVista Program
Manager and Program
Coordinator
StarVista Clinicians (3);
Law Enforcement
Partners (3);
Gardner (evaluator)
June 1,
2023
December
31, 2023
List data and sources to be used to measure outcomes: minutes of meetings; employment records; PD/training curriculum and schedule; 911 call records; police records/documents; project PR campaign materials and website posts; project evaluation data (e.g., findings from surveys, interviews, observations, etc.)
Goal 2: Years 1-3: Establish three co-response teams to respond to 911 calls with a known or suspected mental health crisis.
Objectives (A., B., C...):
A. Track 911 calls of partner police precincts.
B. Delineate the role of law enforcement on the co-response team.
C. Delineate the role of clinicians on the co-response team.
D. Facilitate co-response team trust of partners and respect for each other’s roles.
Project activities that support the identified goal and objectives: Timeline
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Responsible staff/
partners Start Date End Date
1. Collect 911 data; identify and evaluate call type (e.g., #/% mental health related).
2. Take lead in securing public safety and facilitating resources (police officers).
3. Take lead in assessing individuals in crisis and recommending responses (clinicians).
4. Together determine the best response to resolve the crisis (police officers and clinicians).
5. Make welfare checks (police officers and clinicians).
6. Consult with the Homeless Outreach Teams (clinicians).
7. Connect with the public using additional dispatch strategies (clinicians).
8. Provide risk assessment, de-escalation, safety plan, referral to general mental health services (clinicians).
StarVista Clinicians (3);
Law Enforcement
Partners (3);
Gardner (evaluator)
September
1, 2023
Ongoing
List data and sources to be used to measure outcomes: 911 call log/records; police records/documents; clinician records and case notes; project evaluation data e.g., findings from surveys, interviews, observations) Goal 3: Years 1-3: De-escalate crises, assess client risk, and provide appropriate interventions and health services.
Objectives (A., B., C…):
A. Increase law enforcement requests for clinicians to be dispatched to behavioral health crisis 911 calls.
B. Increase dispatch of clinicians to behavioral health crisis 911 calls.
C. Support a collaborative, well-functioning co-response team.
D. Make assessment of clients (clinicians).
E. Make recommendations for appropriate interventions and behavioral health services (clinicians).
Project activities that support the identified goal and objectives: Responsible staff/ partners
Timeline
Start Date End Date
1. Train and team law enforcement and clinicians within high-need precincts.
2. Dispatch clinicians on behavioral health crisis calls to assess clients.
3. Make interventions and recommendations (clinicians).
4. provide a continuum of care, follow up and referrals to resources (clinicians).
5. Rely on clinician de-escalation strategies and recommendations (law enforcement).
SMC BHRS Project
Director;
StarVista Dept. Director
BHRS Training Consultant
StarVista Training
Consultant
StarVista Clinicians (3);
Law Enforcement
Partners (3);
January 1,
2024
Ongoing
List data and sources to be used to measure outcomes: 911 call records; police records/documents; clinician records and case notes; project evaluation data e.g., findings from surveys, interviews, observations)
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Goal 4: Years 1-3: Improve the CWCRT project and its impact on recipients.
Objectives (A., B., C...): A. Reduce the use of deadly force in response to emergency calls.
B. Reduce the number of arrests in response to emergency calls.
C. Reduce the number of 5150 holds.
D. Reduce involvement with the criminal justice system on the part of those in crisis.
E. Reduce recidivism.
F. Mitigate bias and racial/ethnic disparities.
G. Improve the effectiveness of the project in achieving the goals and objectives.
H. Add to the body of emergency response research.
Project activities that support the identified goal and objectives: Responsible staff/ partners
Timeline
Start Date End Date
1. Facilitate collaboration of co-response team to assess client and level of risk.
2. Facilitate the use of appropriate strategies in response to 911 calls.
3. Provide ongoing professional development for team members to improve project outcomes.
4. Use evaluation findings to improve project design and outcomes.
5. Prepare annual evaluation reports; disseminate evaluation findings and add to emergency response program research.
6. Consult with local and state JAG Steering Committees.
7. Collaborate with and solicit feedback from partners.
8. Solicit feedback from the public via community needs assessments.
SMC BHRS Project
Director;
StarVista Dept. Director
BHRS and StarVista
Training Consultants
StarVista Clinicians (3);
Law Enforcement
Partners (3);
Gardner (evaluator)
January 1,
2024
Ongoing
List data and sources to be used to measure outcomes: 911 call records; police arrest records and other documents; clinician records and case notes; PD/training curriculum and schedule; project evaluation data e.g., findings from surveys, interviews, observations) Goal 5: Year 3: Determine project effectiveness to inform improvements to program and county-wide replication.
Objectives (A., B., C…): A. Assess project effectiveness/success: logistics; outcomes; cost-effectiveness, public response, etc.
B. Determine project value for county-wide replication.
C. Determine timeline, resources, logistics, implementation process, etc., need to go to scale.
Project activities that support the identified goal and objectives: Responsible staff/ partners
Timeline
Start Date End Date
1. Collect and analyze evaluation data.
2. Compare project findings (#cities) with pilot findings (four cities).
3. Generate final evaluation report.
4. Make high-level decisions about replication and cost effectiveness.
SMC leadership;
CWCRT Advisory
Council;
Gardner (evaluator)
June 1, 2023;
January 1,
2026
June 30, 2026
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END WORK PLAN
List data and sources to be used to measure outcomes: project evaluation data; reports
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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: 8 Section Name: CONSENT CALENDAR Account Number: 72-4674 File ID: 25-10298 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: September 02, 2025
SUBJECT:
Basins 2 and 3, Underground Flow Equalization System (UFES) Construction — Contract Contingency Increase RECOMMENDATION:
Approve an increase to the contingency reserve to the construction contract with Anderson Pacific Engineering Construction, Inc. for the Underground Flow Equalization System project in the amount of $600,000, for a new total revised contingency amount of $6,271,000; and authorize the Public Works Director to execute contract change orders within the contingency amount.
BACKGROUND:
The Clean Water Program (CWP) includes various projects to improve the City’s sanitary sewer system to improve flow management and increase capacity to prevent sanitary sewer overflows. Included in the Basins 2 and 3 project is the Underground Flow Equalization System (UFES) Project, which consisted of constructing an underground storage tank of five million gallons and collection system improvements.
On June 7, 2020, City Council awarded a construction contract to Anderson Pacific Engineering Construction Inc. (APEC) for construction of the UFES Project (Project) in the amount of $55,277,330 and approved a contingency reserve of $4,500,000. The contingency reserve was established to address and mitigate potential unknowns that may arise during construction and was approximately 8 percent of the agreement’s value.
On August 16, 2021, City Council approved Contract Change Order No. 4 to the contract in the amount of $3,877,875 adding construction of approximately 745 linear feet of new 30-inch sewer on Delaware Street between 25th and 28th Avenues to connect the southern end of the original scope to the northern end of the Delaware Relief Sewer construction package. At that time, Council also approved an increase to the contingency reserve in the amount of $400,000. On May 6, 2024, Council approved a contingency increase of $771,000 for various activities related to final completion.
In order to ensure a fully operational facility, the UFES facility requires performance testing, which occurred in February 2025. During the testing, the UFES system received flow in excess of the tank capacity which overwhelmed the facility and resulted in flooding of the mechanical vault. APEC has been issued a Work Change Directive to proceed with repairing the damaged components of the mechanical vault and restore full functionality to the UFES facility. The total cost of this repair is estimated to be $522,000 and other potential changes including provision of a temporary odor control system, which are estimated to be $100,000. An increase to the contingency reserve is now requested because the remaining contingency balance of $62,879 is not sufficient to execute the anticipated change orders.
To mitigate risks associated with SSOs, and to provide flexibility for staff to negotiate contract change orders in a timely manner, staff recommends increasing the contingency reserve by an additional $600,000, for a revised total contingency in the amount of $6,271,000.
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CITY OF SAN MATEO
BUDGET IMPACT:
Funding for this additional contingency amount is available within the Basins 2 & 3 Collection System Improvements (46s003) project budget.
ENVIRONMENTAL DETERMINATION:
The work addressed by this administrative report is being undertaken to support the Clean Water Program. This project is subject to the requirements of the California Environmental Quality Act (CEQA), the general components of which are included as part of the Final Programmatic Environmental Impact Report (Final PEIR) (SCH No. 201532006) that was prepared for the Clean Water Program. The Final PEIR was certified by City Council on June 6, 2016.
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
None
STAFF CONTACT
Tom Williams, Senior Engineer
[email protected]
(650) 522-7307
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4 2
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 9 Section Name: OLD BUSINESS Account Number: 10-4661 File ID: 25-10263 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: September 2, 2025
SUBJECT:
Delaware Street Safe Routes to School Corridor Bike Lane Improvements — Update RECOMMENDATION:
Receive an update and provide direction to staff on the Delaware Street Safe Routes to School Corridor Bike Lane Improvements project.
BACKGROUND:
Project Overview & Background
The Delaware Safe Routes to School (SRTS) Corridor Project (Project) is a grant-funded initiative supported by $1.66 million from the State’s Active Transportation Program Cycle 5. The Project will enhance safety and connectivity for students accessing two public schools via Delaware Street and improve multimodal access to the Hillsdale and Hayward Park Caltrain stations.
The Project supports the City Council’s FY24-25 and 25-26 Priorities and is consistent with the adopted Bicycle Master Plan, particularly in completing high and medium-high priority corridors.
The project proposes to:
Upgrade bike infrastructure to physically separated (Class IV) bike lanes on Delaware Street from 19th to 28th Avenues
Convert Delaware Street into a bike boulevard south of 28th Avenue to the southerly limit of Delaware Street where it transitions to Pacific Blvd
Improve pedestrian crossings and curb ramps for ADA compliance Implement safety enhancements for intersections, including new signals and crosswalk treatments Maintain acceptable levels of vehicle congestion
Since the start of design work in late 2023, City staff conducted two phases of extensive community engagement to gather feedback on project elements and refine the design comprised in spring 2024 (Phase 1 outreach) and spring 2025 (Phase 2 outreach), as outlined below.
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Phase 1 – Spring 2024
Project Webpage – Provided project information, updates, and links (Online Survey, Online Presentation Recording, Design Concepts).
Outreach Materials – Distributed printed flyers, A-frames, mini-flyers/postcards, and posters at in-person pop-up events.
Online Survey – Collected input on travel habits, bikeway preferences, and safety enhancements (4/29/2024 – 5/29/2024).
Online Video – Posted on City’s YouTube channel to present project background, funding sources, and design concept overview.
Door-to-Door Canvassing – Reached residents directly along the study corridor in addition to mailers. School-Specific Outreach – Conducted targeted meetings with school populations. Pop-Up Events – Engaged corridor users through in-person events.
Phase 2 – Spring 2025
Door-to-Door Canvassing – Continued outreach directly to residents. Project Website Updates – Shared new project information online. Public Meetings – Three offerings, and two of these offerings had a virtual attendance meeting option. Mailers (English, Spanish, Simplified Chinese) – Over 10,000 San Mateo residents received mailers notifying them of the upcoming public meetings held at College Park Elementary and Nueva School in 3 languages. County Events Center Meeting – Met with board of directors on 5/28/2025 and held conversations with Events Center Chief Executive Officer about the project.
A-Frame Posters – Installed along the corridor to notify residents and commuters of the upcoming public meetings.
San Mateo Consolidated Fire, San Mateo Police Department, and County OES meetings – Met with these agencies regarding the project design to assess any concerns from a public safety standpoint Field Observations between Bermuda Dr to Saratoga Dr intersections – Staff observed conditions in the field to validate some of the resident concerns regarding persistent issues between this segment for buses, trucks, and delivery vehicles blocking bike lanes and vehicle travel lanes. Counted bikes/scooters using Delaware Street during these observations.
Summary of Key Community Concerns
During the second phase of outreach in April 2025, the City hosted two community meetings, one focused meeting for residents in the northern segment of the Project where more substantial parking and lane configuration changes were proposed, and a broader meeting to gather general feedback from the wider community. Staff also presented Project information to the San Mateo United Homeowners Association.
Feedback during this phase centered largely on the originally proposed reduction of southbound travel lanes between Bermuda Drive and Saratoga Drive. Residents and stakeholders raised concerns about increased congestion, particularly during school pick-up and drop-off periods, and during large-scale events at the San Mateo County Event Center. A recurring concern was that delivery and rideshare vehicles, which already park and block the existing bike lanes, could block the single remaining southbound lane, creating backups and impeding traffic flow.
The Event Center expressed additional concerns about the corridor’s ability to accommodate traffic during peak events.
Emergency access also emerged as a key topic, with questions about how first responders would navigate the corridor under constrained conditions or respond effectively in a major incident.
Some residents flagged issues related to bus stop locations and changes to solid waste collection, particularly for multi- family homes along the corridor. Ensuring that transit operations and essential services could continue without disruption was an important theme.
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While much of the input focused on the northern segment, some concerns were also raised about a portion of the northbound bike lanes just north of 28th Avenue. Residents noted that delivery vehicles and short-term parking frequently block the existing Class II bike lanes, creating safety issues. Large trash bins are also often left in the bike lane, further impeding use. Feedback in this area focused on whether the project could help address these ongoing operational challenges.
Revised Project Design to Address Community Feedback from Phases 1 and 2 In response to community feedback, particularly regarding the proposed reduction of southbound lanes between Bermuda Drive and Saratoga Drive, City staff conducted a detailed evaluation of the Project’s design and its operational impacts. The original Project design proposed reducing the number of southbound travel lanes from two to one (from Bermuda Drive to Saratoga Drive) to create space for Class IV protected bike lanes, while preserving the majority of on-street parking.
To directly address operational concerns with the one-lane configuration, staff implemented the following strategies:
Confirmed with San Mateo Police, Fire, and the County Office of Emergency Services that emergency access would not be hindered by the proposed lane reduction.
Conducted field observations showing that large trucks currently block both lanes temporarily and that this condition would not be worsened by the new configuration. Proposed a loading zone near Pacific Boulevard for delivery and rideshare vehicles to reduce travel lane obstructions.
Verified with SamTrans that bus operations near Mode Apartments would remain unaffected and that southbound vehicles would be able to pass a stopped bus in this area Identified that all parcels along the west side of Delaware have usable driveways, reducing the need for curbside stops.
Initiated discussions with the San Mateo County Event Center to improve event-related traffic management, including a planned quarterly coordination process.
These efforts demonstrated that the concerns related to the single southbound lane configuration could be effectively addressed without compromising the Project’s goals. However, despite these mitigations, community concerns, particularly about congestion during peak periods and event traffic, persisted.
Rather than continuing along a path where substantial public opposition remained, staff reevaluated the design approach with a focus on preserving the second southbound travel lane, which emerged as the broader and more consistently expressed concern across outreach phases.
This led to the development of a revised design, which retains both southbound travel lanes between Bermuda Drive and Saratoga Drive. To fit the required bike and vehicle infrastructure within the existing right-of-way, the design narrows vehicle, bike, and buffer lanes to minimum allowable widths at the corridor’s narrowest point. The tradeoff for preserving the second travel lane is a greater reduction in on-street parking on the east side of Delaware Street, retaining 6 of the original 18 parking spaces (a loss of 8 more spaces compared to the original design).
Importantly, no comments were received during the prior outreach efforts from residents living directly along the segment where parking loss would occur. However, to further offset this impact, staff is exploring re-striping Pacific Boulevard west of Delaware Street to add approximately 3 to 6 new parking spaces.
The revised design maintains all key pedestrian improvements at Pacific Boulevard, including a slightly narrowed but fully compliant refuge island consistent with the original design. Waste collection staging is preserved in the public right-of-way, and coordination with Recology is ongoing to ensure smooth operations.
Additional changes further south of this area were also made near Montara Apartments (north of 28th Avenue), where the Project now adds short-term parking spaces and keeps the existing SamTrans bus stop in place (rather than moving the bus
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stop southerly closer to the 28th Avenue intersection in the original design). Trash bin staging will be moved to private property at no cost to the apartment complex, addressing past concerns about bike lane blockages.
Final Community Meeting and Public Feedback on Alternative B The final community meeting was held on August 19, 2025, at College Park Elementary School in the Fiesta Gardens neighborhood to present the revised design and gather final community input. This meeting built on the earlier outreach phases and was held specifically to close the loop with residents and provide a clear comparison between the revised and original designs.
More than 21,000 multilingual notices were delivered to over 7,000 households in English, Spanish, and Simplified Chinese.
A-frame signage and direct outreach, including door-to-door canvassing, were also used to ensure robust noticing and to garner participation, especially in the segment of South Delaware Street most impacted by the changes.
At the meeting, the revised design was generally supported by both supporters and prior opponents of the original design.
Residents along the west side of Delaware Street appreciated that the revised plan preserved both southbound lanes while still incorporating protected bike lanes and driveway access.
While the revised approach resolved many concerns, some attendees continued to express worries about increased cut- through traffic due to the retained travel lanes. Others were disappointed that the Project does not address the gap between Delaware Street and College Park Elementary along Bermuda Drive, which remains outside the current Project scope. There were also lingering concerns about the proposed bicycle boulevard south of 28th Avenue and its effectiveness in calming traffic and supporting safe biking.
Concerns about the loss of bicycle racks near Saratoga Drive and multimodal access to the Event Center were also raised.
Event Center staff present at the meeting acknowledged these concerns and committed to considering improvements as part of any future redevelopment of the site.
Council Consideration and Next Steps
City staff recommends moving forward with the revised design for the 900-foot segment of South Delaware Street between Bermuda Drive and Saratoga Drive. The revised design was developed in direct response to ongoing community concerns about the previously proposed southbound travel lane reduction. It retains both southbound travel lanes while accommodating Class IV protected bike lanes in this segment along with key pedestrian improvements. Although it results in greater on-street parking loss compared to the original design, no comments have been received from residents living along the affected segment about this change. Regardless, staff is exploring opportunities to offset the parking loss through nearby modifications. Pending Council direction, staff will proceed with final design and advance the Project to construction in alignment with funding timelines, with continued notifications and updates to property owners and stakeholders.
BUDGET IMPACT:
There is no budget impact for receiving an informational update on the Delaware Safe Routes to School Corridor Bike Lane Improvements project. The Project consists of a variety of funding that include Measure A, the Bike San Mateo, Quick Build Mobility, and Citywide Pavement Rehabilitation projects, and the Sewer Fund, but most importantly is the ATP Cycle 5 grant funds. $1.4M in ATP Cycle 5 funds have been incorporated into the 2025-26 project budget for construction, which was allocated by the California Transportation Commission on June 26, 2025.
ENVIRONMENTAL DETERMINATION:
This Council action in receiving an informational update and providing direction for the Project is not a project subject to CEQA review, in that it consists of the planning for possible future actions which the City has not approved, adopted, or funded. (CEQA Guidelines Section 15262.)
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NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 - Delaware Bermuda - Saratoga Revised Design
STAFF CONTACT
Sang Hee Cho, Associate Engineer
[email protected]
(650) 522-7348
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19TH AVENUE BERMUDA DRIVE
A
A'
B
B'
19TH AVE. TO BERMUDA DR.
SECTION A-A'63' CURB TO CURB WIDTH80' ROW11' 6'11.5'11'16.5'11' 13' BERMUDA DR. TO PACIFIC BLVD.
11'11'11' 5'62' CURB TO CURB WIDTH78' ROWSECTION B-B'
11'11' 5'5' PARKING8' 11' 62' CURB TO CURB WIDTH78' ROW SECTION B-B'*WIDTH OF BUFFER SHALL VARY FROM 8' TO 3' AS THE CURB TO CURB WIDTH OF THECORRIDOR VARIES THROUGHOUT THIS SECTION. 10'11'3'5.5' 10' 5'12.5'4.5'5.5'*80' ROWSECTION A-A'
11' 6'11'5.5'11' 63' CURB TO CURB WIDTH80' ROW11.5'11'13' NOTES:-CONCEPTUAL, NOT FOR CONSTRUCTION-GREEN BIKE LANE PAINT IS SHOWN FOR PRESENTATION PURPOSES ONLY. MORE DETAILED DESIGN STUDY REQUIRED.-SIGN DETAILS TO BE FINALIZED DURING DESIGN DEVELOPMENT Delaware Street Safe Routes To School ProjectProposed Design sandis.netbuild on.
0'1 INCH = 80'40'20'8'40 FT
S. DELAWARE ST - 19TH AVE TO BERMUDA DR
MATCHLINE - SEE SHEET EX-2
EX-1.0
EXISTINGPROPOSEDBIKE LANE STRIPING1B
1AFLEXIBLE DELINEATORS
1 1
EXISTINGPROPOSEDS. DELAWARE ST - BERMUDA DR TO PACIFIC BLVD ON-STREET PARKING COMPARISONS DELAWARE STPARALLEL PARKINGEXISTING3AB 413*0PROPOSED0 DESIGN FEATURES INCORPORATEDFROM COMMUNITY FEEDBACKK71 DELINEATORSINTERSECTION OPERATION ANALYSISBERMUDA DRIVE / S. DELAWARE STREETEXISTING CONDITIONSPROPOSED CONDITIONSLOSDELAYLOSDELAYWEEKDAY AMPEAK HOURB13.814.6WEEKDAY PMPEAK HOURB12.412.9
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SOUTH DELAWARE STREET
SARATOGA DRIVE
PACIFIC BOULEVARD
C
C'
D
D'
11' 5'11'6' PARKING62' CURB TO CURB WIDTH73' ROWSECTION C-C' 11' 5'8'11'5' 11'11' 5'5' 11'11'11'11' 5'73' CURB TO CURB WIDTH89' ROWSECTION D-D' 8'PARKING6' 63' CURB TO CURB WIDTH74' ROWSECTION C-C'
10'10' 5'10'10.5'1.5'5' PARKING8'3'5' 5'10'10'10'10' 10.5'11' 73' CURB TO CURB WIDTH89' ROWSECTION D-D' 8'PARKING1.5'5' 3'5'
NOTES:-CONCEPTUAL, NOT FOR CONSTRUCTION-GREEN BIKE LANE PAINT IS SHOWN FOR PRESENTATION PURPOSES ONLY. MORE DETAILED DESIGN STUDY REQUIRED.-SIGN DETAILS TO BE FINALIZED DURING DESIGN DEVELOPMENT Delaware Street Safe Routes To School ProjectProposed Design sandis.netbuild on.
MATCHLINE - SEE SHEET EX-3
EX-2.0
MATCHLINE - SEE SHEET EX-1
EXISTINGPROPOSEDEXISTINGPROPOSED
0'1 INCH = 80'40'20'8'40 FT
PEDESTRIAN REFUGE
BICYCLE SIGNAL5
PARKING PROTECTED BIKEWAYWITH FLEXIBLE BOLLARDS
3 2
RRFB4
S. DELAWARE ST - BERMUDA DR TO PACIFIC BLVD.S. DELAWARE ST - PACIFIC BLVD. TO SARATOGA DR ON-STREET PARKING COMPARISONS DELAWARE STPARALLEL PARKINGEXISTING15AB 413*1PROPOSED6 DESIGN FEATURES INCORPORATEDFROM COMMUNITY FEEDBACKPEDESTRIAN REFUGE ISLANDSFLASHING WARNING LIGHTS (RRFB)BIKE BOXESK71 DELINEATORSINTERSECTION OPERATION ANALYSISSARATOGA AVENUE / S. DELAWARE STREETEXISTING CONDITIONSPROPOSED CONDITIONSLOSDELAYLOSDELAYWEEKDAY AMPEAK HOURB18.424.7WEEKDAY PMPEAK HOURB15.523.1
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City Council Meeting
POST PACKET
PUBLIC COMMENT
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1 From: Rick Ballard < >
Sent: Tuesday, September 2, 2025 1:57 PM
To: City Council (San Mateo)
Cc: Clerk
Subject: Agenda item 9: Please fully fund and approve the Delaware St. Safe Routes to School Corridor Bicycle Improvements project
Dear City Council,
I'm wriƟng to urge your strong support for the Delaware St. Safe Routes to School Corridor Bicycle Improvements project.
As someone who uses a bicycle as my primary mode of transit in San Mateo, I know firsthand how lacking our current street condiƟons are and how criƟcal safe infrastructure is for encouraging more people to choose cycling and walking over driving. Delaware St. is a vital corridor that should be accessible to everyone — especially the children and families traveling to and from our schools.
This project directly supports our climate goals by making sustainable transportaƟon a viable choice for more residents.
It also builds the kind of livable, connected city we want San Mateo to be: where kids can safely travel independently, where families can choose healthier transportaƟon opƟons, and where our streets serve all people. Every delay in building safe infrastructure represents conƟnued risk to our community members, especially our children. We have an opportunity this summer to make meaningful progress on our bicycle master plan and demonstrate our commitment to safe streets.
Please ensure this project moves forward on schedule and with full funding. We all need safe streets, and our kids deserve safe routes to school.
Thank you,
Rick Ballard,
San Mateo Resident,
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S. Delaware
Safe Routes to School Corridor Bike
Lane
Improvements Project
City Council Meeting
September 2, 2025
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Council Feedback
Does council support staff's recommendation to move
forward with the Revised Design and proceed with bidding the project?
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Presentation Agenda
1. Brief Project Overview
2. Community Engagement Efforts
3. Revised Project Design and Final Community Meeting
4. Summary / Council Discussion
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Project Goals
• Improve Bicyclist + Pedestrian Safety
• Parking Retention
• Traffic Operations
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5 General Plan 2040 Policies and Actions
• Policy C 1.1: Sustainable Transportation. Reduce vehicle miles traveled (VMT) and greenhouse gas (GHG) emissions from transportation by increasing mode share options for sustainable travel modes, such as walking, bicycling, and public transit. • Policy C 1.2: Complete Streets. Apply complete streets design standards to future projects in the public right-of-way and on private property. Complete streets are streets designed to facilitate safe, comfortable, and efficient travel for all users regardless of age or ability or whether they are walking, bicycling, taking transit, or driving, and should include landscaping and shade trees as well as green streets stormwater infrastructure to reduce runoff and pollution. • Policy C 1.3: Vision Zero. Use a safe systems approach for transportation planning, street design, operations, emergency response, and maintenance that proactively identifies opportunities to improve safety where conflicts between users exist to eliminate traffic fatalities and serious injuries in our roadways.
• Policy C 1.4: Prioritize Pedestrian and Bicycle Mobility Needs. Prioritize local pedestrian and bicycle projects that enhance mobility, connectivity, and safety when designing roadway and intersection improvements. • Action C 4.9: Bicycle Master Plan Implementation. Implement the Bicycle Master Plan’s recommended programs and projects to create and maintain a fully connected, safe, and logical bikeway network and coordinate with the countywide system. Update the Bicycle Master Plan and related adopted City plans to reflect future bicycle and micromobility facility needs to support the City’s circulation network. • Action C 5.13: Safe Routes to Transit. Prioritize bicycle and pedestrian improvement projects that provide safe and equitable access to transit stops.
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6 2025-2026 City Council Priorities
• No. 28: Prioritize planning, design, construction and maintenance of rapid safety improvement projects citywide…
• No. 40: 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.
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Project Overview
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Winter Augus
t
Sept Winter April May
2024 2025
Traffic &
Parking
Analysis
Stakeholder and
Community
Engagement (Ph
1)
Project Bid
& Award Project Design
Construct
Project
Preliminary
Design
…Aug Sept
Project Status
ATP
project
funding
2020-
2021
8 Oct
Fall to Winter
2026
= Council meeting
= Community meeting
Follow-up
Community
Engagement
(Ph 2)
Sept
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9 Bicycle Master Plan
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10 Bicycle Master Plan
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Project Limits
11 ● Delaware Street between 19th
Avenue and Pacific Boulevard
○ 19th to 28th:
0.7 Mi Protected Bikeway
○ 28th to Pacific:
0.3 Mi Bicycle Boulevard
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Community Engagement Efforts
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Phase 1 – Spring 2024
• Door-to-Door canvassing
• A-frame messaging
• Project Website
• Online Survey
• Pop-up events
• Recorded Project Presentation
• S&I updates (Bike & Ped)
• Meetings with schools
13 Phase 2 – Spring 2025
• Door-to-Door canvassing
• A-frame messaging
• Project Website updates
• Two public meetings offerings in
April (one with virtual option)
• 200 mailers sent in English
and Spanish and 16 flyers
handed out for local meeting
• Over 2,000 mailers sent in
both English and Spanish for
broader community meeting
• City Council Regular Meeting
• County Events Center meeting
• Final community meeting
(Summer 2025)
Outreach Efforts through
Spring 2025
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Feedback Themes through
Spring 2025
§Southbound lane reduction between Bermuda and Saratoga § Impacts to Event Center access during large events
§ Buses, trucks, delivery vehicles blocking travel lane § Emergency vehicle access
§Centerline striping between Bermuda and Saratoga
§ Ability to make left turns into and out of driveways
§Vehicles blocking bike lane north of 28th Avenue
§Students excited to use Delaware St to bike more to school 14 177 of 224
Activities Since Phase 2 Community Meetings
§ City Council regular meeting on 5/5/2025
§ Resolution of dumpster staging problem north of 28th
§ Revised design to address parked vehicles in bike lanes post-project § Meetings with San Mateo County Events Center staff
§ Fire, SMPD, OES conversations for design approval
§ Observations made between Bermuda to Saratoga
§ Counting bikes/scooter users, semi truck movements into Keller Plumbing, lane blockages from delivery vehicles
§ Revised Design for Bermuda-Saratoga
§ Explores additional parking on Pacific Blvd to mitigate parking impacts in this revision
§ Samtrans coordination meetings
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Revised Project Design and Final
Community Meeting
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Delaware between
Bermuda and Saratoga
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S Delaware St
Bermuda Dr
19 § 2 SB through lanes to 1
lane (Bermuda to
Saratoga)
§ Redistribute width to
accommodate bike facilities &
retain parking (east side)
§ Retain 14 of the existing
parking spaces on the east
side of Delaware
§ Overall reduction of 4
parking spaces
§ NB travel lanes must remain to
serve traffic headed to SR-92
ORIGINAL Design
Bermuda to Saratoga
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Bermuda Dr
Pacific
Blvd
Saratoga Dr
20 ORIGINAL Design
Bermuda to Saratoga
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21 Pacific Blvd
Saratoga Dr
ORIGINAL Design
Bermuda to Saratoga
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Pacific
Blvd
Saratoga Dr
22 REVISED Design
Bermuda to Saratoga
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§ Retain 2 SB through
lanes from Bermuda to
Saratoga
§ Retain 6 of the existing 18
parking spaces on the east
side of Delaware in favor of
keeping the vehicle lane
§ Overall reduction of 12
parking spaces, based on
City standard parking
space lengths
§ Staff reviewing options for
additional parking on Pacific
Blvd to partially offset parking
losses on Delaware
§ Additional, easily
accessible loading zone
Bermuda Dr
Saratoga Dr
23 REVISED Design
Bermuda to Saratoga
Pacific
Blvd
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Bermuda Dr
Saratoga Dr
24 REVISED Design
Bermuda to Saratoga
§ Retain 2 SB through
lanes from Bermuda to
Saratoga
§ Retain 6 of the existing 18
parking spaces on the east
side of Delaware in favor of
keeping the vehicle lane
§ Overall reduction of 12
parking spaces, based on
City standard parking
space lengths
§ Staff reviewing options for
additional parking on Pacific
Blvd to partially offset parking
losses on Delaware
§ Additional, easily
accessible loading zone
Pacific
Blvd
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Pacific
Blvd
Delaware St
25 REVISED Design
Bermuda to Saratoga
§ Retain 2 SB through
lanes from Bermuda to
Saratoga
§ Retain 6 of the existing 18
parking spaces on the east
side of Delaware in favor of
keeping the vehicle lane
§ Overall reduction of 12
parking spaces, based on
City standard parking
space lengths
§ Staff reviewing options for
additional parking on Pacific
Blvd to partially offset parking
losses on Delaware
§ Additional, easily
accessible loading zone
Bermuda Dr
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Pacific
Blvd
Delaware St
26 REVISED Design
Bermuda to Saratoga
Bermuda Dr
§ Retain 2 SB through
lanes from Bermuda to
Saratoga
§ Retain 6 of the existing 18
parking spaces on the east
side of Delaware in favor of
keeping the vehicle lane
§ Overall reduction of 12
parking spaces, based on
City standard parking
space lengths
§ Staff reviewing options for
additional parking on Pacific
Blvd to partially offset parking
losses on Delaware
§ Additional, easily
accessible loading zone
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REVISED Design
Parking counts
Existing
Parking Spaces
Proposed
Parking Spaces
Parking Loss
Original Design 18 14 - 4
Revised Design 18 6 - 12
Difference of 8 parking spaces lost* between
Original and Revised Design
*Does not include potential increase of parking spaces
and provision of loading zone on Pacific Blvd, which
would mitigate these losses
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Additional Design Changes
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ORIGINAL Design:
Traffic
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NEW Design:
Traffic
30 Left turns now permitted into driveways
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NEW Design:
Traffic
31 S Delaware St
E 28th Ave
ORIGINAL
Design:
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NEW Design:
Traffic
32 S Delaware St
E 28th AveAdditional bollard protection,
designated short term parking for
delivery vehicles
NEW
Design:
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NEW Design:
Traffic
33 S Delaware St
E 28th Ave
Additional bollard protection,
designated short term parking for
delivery vehicles
NEW
Design:
E 28th Ave
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Final Community Meeting
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35 Final Community Meeting
• August 19, 2025
• College Park Elementary
• 7,000 mailers sent in each
language – English, Spanish,
Simplifed Chinese
• 10 A-frames posters along
corridor - English, Spanish, Chinese
• Door knocking about parking
losses on Delaware
• 36 Single family residences, 8
duplexes
• Mode apartment resident emails
• 4 apartment complexes, Ironwood
HOA communications
• Discussed changes to original
design, including Revised Design
between Bermuda-Saratoga and
other changes at 28th Ave &
Delaware St intersection
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36 Final Community Meeting
• 25 attendees
• Feedback received:
• Concerns about proposed addition of
the SB travel lane
• Question if bike lane widths were
sufficient
• Concerns about bike boulevard
treatment from 28th Ave to project end
• Appreciate changes north of 28th Ave
• Desired more changes on Bermuda Dr
along with this project
• Appreciation for retaining the SB
through lane from Bermuda Dr to
Saratoga Dr
• Question on staff making data driven
decisions for the Southbound left turns
from Delaware onto Saratoga
• Concerns about walking and biking to
get to Events Center being particularly
difficult, forcing attendees to drive
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Summary
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Project Summary
• General Plan Policies and Actions alignment
• City Council Priority No. 28 & No. 40
• Bike Master Plan – High Priority Project
• Community feedback
• Traffic Calming/Speeding
• Bike/Ped Improvements
• Concerns about lane reduction
• Revised Design to address this
• Continued coordination with Events Center
• Project goals
• Bike/Ped Safety
• Parking Retention
• Traffic Operations
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Next Steps
39 • Fall 2025 - Bid project
• November/December 2025 - Award project for construction • January 2026 – Contractor Notice to Proceed
• February to April 2026 – Phase 1 Construction
• September to December 2026 – Phase 2 Construction (signal equipment)
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Council Discussion
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Council Feedback
Does council support staff's recommendation to move
forward with the Revised Design and proceed with bidding the project?
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Questions + Comments?
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CITY OF SAN MATEO
5 9
6 1
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 10 Section Name: NEW BUSINESS Account Number: 10-1311 File ID: 25-10312 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: September 2, 2025
SUBJECT:
San Mateo Area Chamber of Commerce: 2025-26 Work Plan — Presentation RECOMMENDATION:
Receive a presentation from the San Mateo Area Chamber of Commerce on the 2025-26 Work Plan.
BACKGROUND:
Each year, the City of San Mateo contributes $90,000 to the San Mateo Area Chamber of Commerce in support of programs and initiatives that benefit local businesses and the broader community. The first $70,000 supports the primary Work Plan, which includes:
1. Business Attraction and Retention
2. Targeted Business District Activation
3. Civic Engagement and Workforce Development
4. Convening, Informing, and Policy Advocacy
These focus areas are generally longstanding but were further developed this year by the Chamber, in partnership with City staff, to foster a vibrant business community that supports the needs of its users, engages the community, and attracts visitors to the area. The work plan is included as Attachment 1.
The other $20,000 supports the Chamber’s LeadForward Program, which was retooled this past year to provide a forum for cross-sector relationship-building, partnerships, and mentorship for leaders throughout the area. As part of the City’s contribution, the program provides four slots and twelve executive coaching sessions to City leadership staff.
At the September 2 meeting, Council will also hear highlights from 2024/25, including the Best of San Mateo Area, the September Arts & Culture Fest, and feedback on the changes to LeadForward, which were well received by participants.
BUDGET IMPACT:
No impact – the annual contribution has already been budgeted and issued.
ENVIRONMENTAL DETERMINATION:
This item 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.
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CITY OF SAN MATEO
5 9
6 1
ATTACHMENTS
Att 1 – FY 2025-26 Chamber Work Plan
STAFF CONTACT
Christina Horrisberger, Assistant City Manager
[email protected]
650-522-7210
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July 3, 2025
Alex Khojikian, City Manager
Christina Horrisberger, Assistant City Manager
City of San Mateo
330 W. 20th Avenue
San Mateo, California 94403
Re: FY 2025-26 Work Plan and Funding Proposal
Dear Alex and Christina,
It was a pleasure speaking with you both last week and sharing our proposed work plan for fiscal year 2025-26. As noted in our conversation, we've closely followed the City's progress on its economic development framework and have designed our plan to align with those priorities.
We believe our continued partnership will help to meaningfully advance your strategic goals-diversifying the economy, attracting and retaining businesses, and fostering sustainable economic growth.
We are truly grateful for the City's past support and are pleased to submit our request for continued investment at the $90,000 level.
Thank you again for your partnership and thoughtful consideration of this request.
Warm regar� f
�tNW))
Erica Wood
President & CEO
Attachment - FY 2025-26 Work Plan
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ATTACHMENT - FY 2025-26 PROPOSED WORK PLAN
FOR THE SAN MATEO AREA CHAMBER OF COMMERCE
SUBMITTED TO THE CITY OF SAN MATEO
The San Mateo Area Chamber of Commerce (the Chamber) has outlined a proposed work plan for FY 2025–26 centered around four strategic focus areas: business attraction and retention; targeted activation of key business districts; civic engagement and workforce development; and convening, informing, and advocating on public policy. These priorities are designed to advance the City’s economic development goals while aligning with the Chamber’s mission to foster a vibrant local economy and community.
A summary of proposed activities under each focus area is provided below. These activities were initially presented at the June 24 meeting and have been refined based on feedback received during the meeting and further input from Chamber staff.
1. Business Attraction and Retention
1.1. Create an enhanced licensing and onboarding process for new businesses, including welcome kit with economic development resources accessible from the City and Chamber websites.
1.2. Provide high value business development services for members and non-members through quarterly webinars, 1:1 mentoring through the Chamber’s Business Assistance Center, monthly business-to-business referrals and networking opportunities and ribbon-cutting ceremonies.
1.3. Promote and connect minority- and women-owned businesses as well as age- friendly businesses with certification opportunities and resources.
1.4. Work with City on a shared early warning approach / communication process for troubled businesses, including those considering relocation.
1.5. Promote and celebrate business excellence through annual shop local campaign and Best of San Mateo Area awards celebration.
2. Targeted Business District Activation
2.1. Partner with City and DSMA on downtown planning, programs, and events (Farmer’s Market, September Nights on B Street, Lunar New Year and Boba Day) ; identify opportunities to include Latinx businesses and residents.
2.2. Help promote the Downtown Specific Plan process with Chamber members; ensure participation of local businesses to support City community outreach activities.
2.3. Develop and execute 3rd annual September Arts & Culture Fest event.
2.4. Expand businesses participating in the 25th Avenue Collective, guide and support planning of events, including Winter Wonder Walk.
2.5. Explore opportunities for public art in 1-2 business districts and ways to support / promote City’s Art in Public Places Program.
2.6. Pilot dedicated Facebook / Instagram page for 1-2 business districts (beyond downtown) to spotlight shops, cafes, restaurants, services, and experiences.
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ATTACHMENT - FY 2025-26 PROPOSED WORK PLAN
FOR THE SAN MATEO AREA CHAMBER OF COMMERCE
SUBMITTED TO THE CITY OF SAN MATEO
3. Civic Engagement and Workforce Development
3.1. Plan and execute LeadForward 2026, including orientation kickoff meeting, 3-day retreat experience, and post-retreat dinner. Ensure participation of employees from larger companies (e.g., Roblox, Franklin Templeton, commercial developers).
3.2. Organize an annual community service project with Leadership alumni aligned with City opportunities and needs. Consult with City Manager’s Office and Community Relations Committee.
3.3. Partner with City to complete inventory of organizations and institutions providing workforce development programs within the City of San Mateo; make information available through City and Chamber websites.
3.4. Organize a job fair / career day to connect youth with local job opportunities in partnership with the City, College of San Mateo and local high schools.
4. Convening, Informing and Policy Advocacy
4.1. Hold monthly public policy committee meetings aligned with City priorities and initiatives, including potential sales tax measure.
4.2. Design and execute Good Morning San Mateo forum for business, government and community leaders focused on the economic outlook and major trends impacting San Mateo.
4.3. Organize 3-4 developer roundtable meetings to identify opportunities for commercial development process improvements.
4.4. Lead 1-2 strategic input sessions with larger firms to inform economic development plan (include gaming and fintech representatives).
4.5. Partner with SF Peninsula, San Mateo County Events Center and others to make San Mateo the place to host a major gaming and / or watch parties associated with next year’s NFL / FIFA sporting events.
Funding Justification
The Chamber is requesting $90,000 to help cover the direct program expenses associated with the activities listed above, including staff salaries and benefits, materials and supplies, event-related expenses (venue, food, vendors, and fees), marketing and communications (printing and social media), speaker honoraria and consultant support. The Chamber also raises funds from its business members, board members, sponsors, and grants to support these expenses.
The Chamber is pleased to name the City as a title sponsor for the September Arts & Culture Fest and provide associated benefits, including stage time and a complimentary booth, three Mayor-designated awards as part of the Best of San Mateo Area campaign a nd four complimentary spots for City staff in LeadForward 2026.
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San Mateo Area
Chamber of
Commerce:
2025-26 Work Plan-
Presentation
Christina Horrisberger
Assistant City Manager
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ANNUAL UPDATE
September 2, 2025
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BUILDING MEMBER
MOMENTUM
$317,299
356
“Being part of BRN has
helped us get more business
and build strong relationships
-- not only work related but
friendships.”
701
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ENERGIZING OUR DOWNTOWNENERGIZING OUR DOWNTOWN
5,000
+
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NICOLE FERNANDEZ
District 2
DR. CHARLES HANSEN
District 2
DANIELLE CWIRKO-
GODYCKI
District 4
POLICY IN ACTIONPOLICY IN ACTION
7,015
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LEAD
FORWARD
WHAT IT ISWHAT IT IS WHAT PARTICIPANTS GAINWHAT PARTICIPANTS GAIN •• A powerful networkA powerful network
•• Stronger leadership Stronger leadership
•• Real-world impactReal-world impact
An immersive 3-day retreat with An immersive 3-day retreat with pre- and post-retreat gatherings and pre- and post-retreat gatherings and community service opportunitiescommunity service opportunities
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LEAD FORWARD RESUL TSLEAD FORWARD RESUL TS
100%
“The location was serene and folded
into the experience beautifully”
“The personal stories were
exceptional”
“Loved meeting leaders in my
community and the opportunities
for partnership and growth”
“I loved the workshops and left with
really tangible skills”
“It ignited my passion for becoming
more involved in community”
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BUSINESS AT ITS BEST
40,000
20,000
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Workplan
Focus Areas
2025-26
Business Attraction and Retention
Targeted Business District Activation
Civic Engagement and Workforce
Convening, Informing and Policy Advocacy
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Process
Council Study Session.
Participate to support launch of
Economic Development Framework
Nov. 2024
Chamber Board Meeting.
Introduce Economic Development
Framework to board members.
Dec. 2024
Council Blue Sky Workshop.
Attend to understand City workplan
and priorities.
Feb. 2025
Chamber Board Retreat.
Engage in assessment of City’s
economic landscape and Chamber’s
role.
Apr. 2025
Chamber Board Meeting.
Review key take-aways from board
retreat. Begin work plan.
May 2025
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Business
Attraction &
Retention
1. Develop welcome kit and onboarding
process for new businesses
2. Provide high value business development
services; expand support for small and
minority-owned businesses
3. Develop shared early warning approach
for troubled businesses
4. Execute annual / bi-annual celebration
to honor business excellence
TO CREATE A THRIVING AND TO CREATE A THRIVING AND
RESILIENT LOCAL ECONOMYRESILIENT LOCAL ECONOMY
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Targeted Business
District
Activation
1. Partner with City and DSMA on downtown
planning, programs and events
2. Execute signature downtown September
Arts & Culture Fest
3. Support 25th Avenue Collective and holiday
event
4. Explore development of public art, and
placemaking strategies in priority districts
TO INCREASE ECONOMIC ACTIVITY TO INCREASE ECONOMIC ACTIVITY
AND VIBRANCYAND VIBRANCY
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Civic Engagement
& Workforce
1. Plan and execute LeadForward 2026 –
kickoff, 3-day retreat, post-retreat
dinner
2. Organize annual community service
project with Leadership alumni
3. Partner with City to complete workforce
development program inventory
4. Organize job fair / career day to connect
youth with local job opportunities
TO DEVELOP LOCAL TALENT THAT TO DEVELOP LOCAL TALENT THAT
STRENGTHENS OUR BUSINESSES & STRENGTHENS OUR BUSINESSES &
COMMUNITYCOMMUNITY
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Convening,
Informing & Policy
Advocacy
1. Hold public policy committee meetings
aligned with City priorities and initiatives
2. Execute Good Morning San Mateo forum
on key economic insights and trends
3. Organize developer roundtable meetings to
identify opportunities for commercial
development process improvements
4. Lead 1-2 strategic input sessions with
selected businesses to further inform
economic development plan
TO RAISE AWARENESS, INCREASE TO RAISE AWARENESS, INCREASE
COLLABORATION AND INFLUENCE COLLABORATION AND INFLUENCE
POLICY DECISIONSPOLICY DECISIONS
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QUESTIONS?
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