Agenda packet, regular meeting — San Mateo City Council, September 15, 2025

CITY OF SAN MATEO
City Council Regular Meeting
September 15, 2025
7:00 PM
City Hall Council Chamber
Entrance is on O’Farrell Street

COUNCIL MEMBERS
Robert Newsom Jr.

Adam Loraine
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash

AGENDA
THIS MEETING CAN BE ATTENDED IN PERSON OR REMOTE BY JOINING ZOOM – SEE CODES BELOW.

PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND REMOTELY .

SEE END OF AGENDA FOR OPTIONS AND INSTRUCTIONS ON HOW TO PARTICIPATE IN THE MEETING.

To join via Zoom – click here:

September 15, 2025
To join via telephone: (408) 638-0968
Webinar ID: 878 2597 1445 Passcode: 904433
The City Council meeting will conclude by 11:00 p.m. unless otherwise extended by council vote.

Any unheard items will automatically move forward to the next regular meeting.

CALL TO ORDER
Pledge of Allegiance
Roll Call
AB 2449 Requests and Consideration for Meeting Participation by Teleconference due to Just Cause or Emergency Circumstances

CEREMONIAL

1. Domestic Violence Awareness Month – Proclamation

2. Fallen Heroes Award – Recognition

3. Suicide Prevention Month – Proclamation

CONSENT CALENDAR
All matters listed under the Consent Calendar are considered by the Council to be routine and will be enacted by one motion without discussion. If discussion is desired, that item may be removed and considered separately.

4. City Council Meeting Minutes – Approval
Approve the minutes of the special and regular meetings of the City Council on September 2, 2025.

CEQA: This minutes approval 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).)

5. Participation in National Opioid Settlement Agreements – Approval

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Approve the City’s participation in no-cost opioid settlement agreements with Purdue Pharma, Alvogen, Amneal, Apotex, Hikma, Indivior, Sun and Zydus and authorize the City Attorney to execute documents confirming the City’s participation and electing to have the settlement funds be provided directly to the City of San Mateo.

CEQA: This proposed action 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).)

6. Decommissioned Plant Processes Cleaning Project — Bid Rejection Adopt a Resolution to reject the sole bid received for the Decommissioned Plant Processes Cleaning Project and authorize the Public Works Director to negotiate a contract directly with Ancon Marine (dba Ancon Services).

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

7. Youth Commissioners to the Senior Advisory Commission – Ordinance Adoption Adopt an Ordinance to amend San Mateo Municipal Code Section 2.29.10 “Senior Advisory Commission” to provide for Council appointment of two non-voting youth advisory members.

CEQA: This Ordinance adoption 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).)

8. City of San Mateo Strategic Plan — Approval
Approve the draft Strategic Plan and strategic planning process.

CEQA: 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).)

PUBLIC COMMENT
Members of the public wishing to comment on any item not appearing on the agenda may address the City Council at this time. State law prevents Council from taking action on any matter not on the agenda; your comments may be referred to staff for follow up.

Public comment is limited to a total of 15 minutes; however, an opportunity for additional public comment may be provided later in the agenda.

OLD BUSINESS

9. 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project — Informational Update Receive an informational update on the initial design plans for the 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project and provide feedback about the proposed design and outreach efforts.

CEQA: This Council action in receiving an informational update and providing feedback 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.)

PUBLIC HEARING
City Council action on the following public hearing represents a final decision concluding all administrative proceedings. Judicial review may be had only if a petition is filed with the Court not later than the 90th day following the date the decision is made.

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Judicial review of environmental determinations may be subject to a time period for litigation as short as 30 days following the date the decision is made.

10. Consolidated Annual Progress and Evaluation Report for the Community Development Block Grant 2024-25 — Adoption
Adopt the 2024-25 Consolidated Annual Progress and Evaluation Report (CAPER) and direct staff to submit to the United States Department of Housing and Urban Development (HUD).

CEQA: This administrative review of the 2024-25 CAPER is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment. (Public Resources Code Section 21065.)

REPORTS AND ANNOUNCEMENTS
City Manager, City Attorney and Council Members report on their various assignments and liaison roles and Council requests for scheduling future items.

ADJOURNMENT
----------------------------------------------------------------------------------------------------------------------------- AGENDAS:

Agendas and material are posted on the City’s website on the Friday preceding each Council Meeting and can be viewed on the City's website at
www.cityofsanmateo.org
. Any supplemental material distributed to the Council after the posting of the agenda will be made part of the official record.

WATCHING A MEETING ON TV:

City Council meetings are broadcast live on Comcast/channel 27, Wave/channel 26, or AT&T/channel 99.

For transmission problems during the broadcast, please call (650) 522-7099. For all other broadcast comments, call (650) 522-7040, Monday-Friday, 8 a.m. - 5 p.m.

WATCHING A MEETING ON A COMPUTER:

There are three ways to stream.
1) Public Meeting Portal
www.cityofsanmateo.org/publicmeetings
2) City YouTube channel and stream it on YouTube:
http://youtube.com/CityofSanMateo
3) Watch TV live stream:
https://www.cityofsanmateo.org/193/Channel-San-Mateo-Live-Stream

PUBLIC COMMENTS/REQUEST TO SPEAK
Prior to the Meeting
Send comments to:
[email protected]
until 4 p.m. the day of the meeting.

During the meeting
By Zoom
: Click the link at the top of the agenda and you’ll be added to the meeting. All attendees are muted by default. When the item of interest is open for consideration, select the “Raise Your Hand” icon and you will be called on at the appropriate time.

By telephone:

Call (408) 638-0968 and enter the conference ID found at the top of the meeting agenda. When the item of interest is open for consideration, select *9 to raise your hand. When called upon, press *6 to unmute, state your name and provide your comments.

In Person:

At the meeting complete a “Request to Speak” form.

Organized Group and Presentations: Up to five (5) minutes for a group presentation, with as many speakers as can be accommodated within that time allowance. To qualify for a group presentation, all individuals associated with the presentation must be clearly identified and confirmed as in attendance at the meeting. Presentation materials must be submitted to [email protected] one (1) business day in advance of the meeting.

ACCESSIBILITY:

In compliance with the Americans with Disabilities Act and to ensure meaningful access for all participants, including those with limited English proficiency, individuals requiring special accommodations or language assistance to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected] . Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

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Final Report
City of San Mateo Speak Up Report
Reporting Period: June 2nd, 2025-August 6th, 2025
Community Overcoming Relationship Abuse (CORA) is grateful to the City of San Mateo for its generous partnership in launching and piloting CORA’s Speak Up Program. This report covers a retrospective of what work was accomplished during the pilot period.

Program Goals
Reeling from the murder of a San Carlos mother in broad daylight during September 2022, the City of San Carlos teamed up with CORA to create the Speak Up program. CORA developed and piloted a tailored program for those who live, work and operate businesses in San Carlos through the Speak Up Program. This program was designed to provide local businesses with education to be effective and timely in helping their employees and customers who are impacted by domestic violence by using a three-module training designed to:
(1) help them understand domestic violence;
(2) teach them how they can recognize when customers and employees are experiencing domestic violence (the red flags); and
(3) provide useful tips on what to say (or not say) so they can Speak Up when they see someone is in need due to domestic violence.

After trainings, the team conducted a one question survey to gauge the extent to which the presentation was helpful: after the trainings, 92% said they now know how to recognize and respond to domestic violence.

In addition to presentations, the program staff handed out Speak Up bags that included bathroom stickers and business cards with CORA QR codes and “Teach Sheets” that provide an ongoing resource for businesses to refer to. The Teach Sheets feature information shared in the presentations, including the useful things to say/not say and CORA’s contact information so businesses know to refer people in need to CORA.

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CORA's Speak Up Program in San Mateo by the Numbers

TOTAL June 2nd, 2025 – August 6th, 2025
Education Events 61 Presentations
Business Participants 270 Business Participants

The Top 5 Businesses Trained in Terms of Employees Served

Business/Org Attendees
1 Samaritan House 17
2 Abode Services 14
3 Glamorous Look 4
4 Mi Rancho Market 4
5 Prima Market 3

Diversity of San Mateo Businesses Served
The Business Sectors pie chart highlights the distribution of organizations from the 2024 Speak Up Tracker. The two largest groups, Retail (24.8%) and Restaurants - Food (24.4%), together make up almost half of all businesses represented. Following these, Other Business (17.8%) and Salons - Beauty (15.6%) also show a strong presence, reflecting the diverse range of industries included.

Smaller but still notable sectors include Financial & Real Estate and Children’s Services, each contributing just over 4%. Community Organizations and Medical - Healthcare account for around 3% each, while Fitness - Wellness makes up about 2.6%. The smallest sector, Health and Beauty, represents less than 1% of the businesses in the tracker.

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A Warm Reception
“The event that occurred September 2022 was horrendous. It was an event so horrific you would have expected the community would distrust strangers and be resistant to the topic of domestic violence and intimate partner abuse” -- not so in San Mateo. The community was very welcoming. The hospitality extended to CORA
-- including being brought into businesses’
back rooms, staff rooms and sharing cups of
coffee, bobas or smoothies as we reviewed
the Speak Up Program together. It was
heartwarming and inspiring. San Mateo
businesses and organizations care very much
about their city and how to keep their
community safe.

Community Support
Employees at several San Mateo businesses
had not heard of CORA previously, and were unsure about the services we offered or how to speak about the topic of domestic violence. The businesses were happy the City partnered with CORA to help prevent future domestic violence in the community and keep their neighbors and community safe.

Timely Help
On more than one occasion, local business owners immediately responded that the training was needed at their company. Comments we have heard again and again sound like “Oh! We need this information!” and “We have heard from a customer recently about this!” and “Can you train us now?”

Business owners were grateful to receive the training, and were even more excited to receive the CORA resources to post in their place of business to raise awareness.

Future
The Speak Up Program, developed by the City of San Carlos in partnership with CORA, has catalyzed a county-wide movement to address and prevent domestic violence. An additional ten cities – including San Mateo-- adopted the Speak Up campaign for 2024, thereby amplifying the reach and influence of what we learned during the San Carlos Pilot program. This collaborative effort indicates a growing acknowledgment of how important it is to have proactive education to cultivate “community immunity” to domestic violence.

And there’s more. As Speak Up comes to an end and the 10 participating cities finish up, many cities are interested in renewing their contracts and bringing Speak Up annually to their cities to reach new businesses. We look forward to working with new and returning cities to increase awareness of CORA services and resources in the new year.

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We are committed to updating the City of San Mateo on our ongoing progress related to Speak Up. Thanks to the foresight, dedication, and support of San Mateo’s leadership, our communities are benefitting from what we piloted last year. During 2025, we are continuing to sow the seeds for community transformation throughout the County, converting bystanders to upstanders. We envision a future where Speak Up is not just a program, but a fundamental part of our community's DNA—cultivating resilience, understanding, and solidarity against domestic violence.

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R obi n Jensen
Preventi on & Communi ty E ngagement
robinj@cora support.org
Dire c t # : 6 5 0- 732 - 2546

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C O RA S ERVIC ES• HOTLINE (Bilingual )
• LEGAL SERVICES
• SUPPORTIVE HOUSING &

SAFE HOUSE
• FAMILY CENTERED MENTAL

HEALTHSERVICES
• COMMUNITY EDUCATION
• PREVENTION PROGRAMS

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S P EAK UP S AN MATEO RES ULTS

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S P EAK UP S AN MATEO RES ULTS

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S P EAK UP S AN MATEO RES ULTS
Speak Up flyer posted at Mr. Bubbles in San
Mateo.

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24 HOUR HOTL INE
1 800 300- 10 8 0

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THANK Y OU!
QUE ST I ONS?

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Fallen Heroes
Memorial
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2 BEFORE AFTER

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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: 4 Section Name: CONSENT CALENDAR Account Number: 10-1511 File ID: 25-10411 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Clerk's Office
MEETING DATE: September 15, 2025
SUBJECT:

City Council Meeting Minutes – Approval
RECOMMENDATION:

Approve the minutes of the special and regular meetings of the City Council on September 2, 2025.

BUDGET IMPACT:

There is no budgetary impact associated with this administrative item.

ENVIRONMENTAL DETERMINATION:

This minutes approval 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 – Minutes 2025-09-02 Special
Att 2 – Minutes 2025-09-02 Regular

STAFF CONTACT
Martin McTaggart, City Clerk
[email protected]
(650) 522-7042

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City Council Special Meeting Minutes – 9/2/2025 Page 1
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COUNCIL MEMBERS
Rob Newsom Jr., Mayor
Adam Loraine, Deputy Mayor
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash

CITY OF SAN MATEO
Special Meeting Minutes
City Council
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org

September 2, 2025
City Hall Council Chambers 5:30 PM
Special Meeting
CALL TO ORDER at 5:30 p.m.

Roll Call

Present: Mayor Newsom, Deputy Mayor Loraine, Council Members: Fernandez, Diaz Nash and Cwirko-Godycki AB 2449 Requests and Considerations for Meeting Participation by Teleconference due to Just Cause or Emergency Circumstances – there were no requests.

STUDY SESSION

1.City of San Mateo Strategic Plan — Update
Zachary Reda, Senior Management Analyst gave a presentation to obtain direction on the Strategic Plan and strategic planning process.

Public Comment: no speakers.

Council asked questions and made comments.

The City Council provided final direction on the Strategic Plan and process. Council asked for minor language revisions and an executive summary to provide context for all readers. The City Council emphasized the importance of innovation and fiscal responsibility, and expressed support for aligning Council agenda reports with the Strategic Plan and maintaining flexibility within the Blue Sky process. Council provided staff with direction to amend in the future its Rules and Procedures to include language committing to keeping new priorities to the Blue Sky process, unless it is required.

NEW BUSINESS

2. Youth Commissioners to the Senior Advisory Commission — Ordinance Introduction Zachary Silva, Community Services Manager gave a presentation to introduce an Ordinance to amend San Mateo Municipal Code Section 2.29.10 “Senior Advisory Commission” to provide for Council appointment of two non- voting youth advisory members.

Public Comment:

Ellen Wang supported the program for fostering civic engagement and mutual understanding between youth and seniors, emphasizing its wider community impact.

Motion passed 5-0.

Moved: Cwirko-Godycki, Seconded: Fernandez
Ayes: Newsom, Loraine, Fernandez, Cwirko-Godycki, and Diaz Nash Noes: None

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City Council Special Meeting Minutes – 9/2/2025 Page 2
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ADJOURNMENT –The meeting adjourned at 6:19 p.m.

APPROVED BY: SUBMITTED BY:

Rob Newsom, Jr., Mayor Martin McTaggart, City Clerk

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City Council Regular Meeting Minutes – 9/2/2025 Page 1
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9 COUNCIL MEMBERS
Rob Newsom Jr., Mayor
Adam Loraine, Deputy Mayor
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash

CITY OF SAN MATEO
Regular Meeting Minutes
City Council
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org

September 2, 2025
City Hall Council Chambers 7:00 PM
Regular Meeting
CALL TO ORDER at 7:00 p.m.

Pledge of Allegiance
Roll Call

Item #10 New Business ‘San Mateo Area Chamber of Commerce: 2025-26 Work Plan — Presentation’ was removed from the agenda at the request of staff and will be rescheduled for a future meeting.

CEREMONIAL

1.Toyonaka – San Mateo Youth Baseball and International Exchange Program – Presentation The Council received a recorded greeting from Toyonaka Mayor Shigeki Osanai. City staff from Toyonaka joined the meeting via Zoom. The City shared a presentation highlighting the Sister City relationship, the recent visit to Toyonaka, the 2025 Osaka–Kansai Expo, and the Youth Baseball Exchange that brought guests from Toyonaka to San Mateo. Danny Harris, President of the San Mateo Sister City Association, introduced representatives who received certificates from Mayor Newsom. Certificates of recognition were presented to the baseball players, coaches, game announcers, host families, translators, adult chaperones, and youth ambassadors in appreciation of their participation.

2. Emergency Preparedness Month – Proclamation
Kevin Foiles, Emergency Services Analyst and San Mateo Consolidated Fire received the Proclamation.

CONSENT CALENDAR
The following items, 5 through 18, were considered to be routine by the City Council. After the titles of the items were read by the City Clerk, the public was invited to comment and there were no speakers. Motion passed 5-0.

Moved: Fernandez, Seconded: Loraine
Ayes: Newsom, Loraine, Fernandez, Cwirko-Godycki, and Diaz Nash Noes: None

3.City Council Meeting Minutes — Approval
Approve the minutes of the special and regular City Council meetings held on August 18, 2025.

4.League of California Cities Annual Conference — Voting Delegate Designation Designate Mayor Rob Newsom as the City's Voting Delegate and Council Member Nicole Fernandez as an alternate for the 2025 League of California Cities Annual Conference.

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City Council Regular Meeting Minutes – 9/2/2025 Page 2
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9 5.San Mateo Management Employees' Association Side Letter of Agreement — Amendment Adopt a Resolution to amend the Memorandum of Understanding with the San Mateo Management Employees' Association (”SMMEA”) to implement additional salary equity adjustments for the following classifications: Assistant City Attorney, Parks and Landscape Manager, Parks and Landscape Maintenance Supervisor, Managing Arborist and the Wastewater Treatment Plant Lab Supervisor.

Enactment: Resolution No. 89 (2025)

6.San Mateo Safety Management Association Memorandum of Understanding — Amendment Adopt a Resolution to amend the San Mateo Safety Management Association (SMSMA) Memorandum of Understanding (MOU) to delete floating holidays from Section 12.0 - Holidays and provide clarification to ensure compliance with the California Public Employees’ Retirement System (CalPERS).

Enactment: Resolution No. 90 (2025)

7.Community Wellness and Crisis Response Team Mental Health Partnership — Agreement Approve an agreement with the County of San Mateo for reimbursement of costs related to the Community Wellness and Crisis Response Team mental health services program in an estimated amount of $55,000 and authorize the Chief of Police to execute the agreement in substantially the form presented.

8.Basins 2 and 3, Underground Flow Equalization System (UFES) Construction — Contract Contingency Increase 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.

END OF CONSENT CALENDAR

PUBLIC COMMENT
Tom Lease emphasized upholding Measure T’s no-tax-increase promise and cautioned against relying on developer fees.

Nels DeLander proposed a pre-qualification ordinance to promote local hiring and worker benefits as a cost-free alternative to the Community Workforce Agreement. Jacqueline Mack opposed removing neighborhood parking and requested its restoration. Mary Willis highlighted limited parking near her home and suggested adding stop signs on Humboldt Street for safety. Angela Rucker expressed concerns about parking availability and urged reconsideration of recent changes in North Central. Mike Swire noted dissatisfaction with Humboldt Street changes and called for a better connected bike route system.

Following the closing of public comment, Council asked staff to follow up on Angela Rucker’s blocked driveway concern.

OLD BUSINESS

9.Delaware Street Safe Routes to School Corridor Bike Lane Improvements — Update Sang Hee Cho, Associate Engineer, and Bethany Lopez, Senior Engineer, gave the presentation.

Public Comment:

Mignon Belongie supported the bike project, emphasizing clean air and safety. Kevin Simpson cited increased bike and scooter use as reasons for support. Philip King appreciated existing bike lanes and urged approval for safety. Danielle Gray supported bike lanes but preferred the original design for more space. Sema Patel supported the project but raised concerns about lane width. Paul

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City Council Regular Meeting Minutes – 9/2/2025 Page 3
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9 Willard valued the project for safer family rides. Justin Chow Belden highlighted student safety near NOVA School. Sean Schochet supported the project but preferred the original road diet. Mike Swire urged reduced car traffic for safety despite supporting the project. Rick Ballard raised concerns about lane width and sight lines while supporting the project. Yili Young supported the project and noted specific intersections as unsafe.

Council asked questions and made comments.

Council supported the recommendation to move forward with the revised design and proceed with the bid process. The contract will be brought before Council for approval at a later date.

REPORTS AND ANNOUNCEMENTS
City Manager, City Attorney and Council Members report on their various assignments and liaison roles and Council requests for scheduling future items.

Council discussed the request for consideration of a pre-qualification Ordinance raised by the Carpenter’s Union during public comment. Councilmember Cwirko-Godycki inquired whether this ask can be folded into the Project Labor Agreement to be considered by the Council in November. City Manager Khojikian clarified that these items are separate projects and would include further scope. Staff confirmed that the City currently has pre-qualification requirements within its purchasing code and noted that identifying differences between the existing provisions and the newly proposed Ordinance would require further review. Staff reminded the Council that numerous Ordinance projects are already in progress and advised that this item would be placed on the “Blue Sky” list for future consideration unless directed otherwise. The Council concurred with this approach and requested that staff provide a future synopsis clarifying how the proposed Ordinance differs from the existing Ordinance.

ADJOURNMENT –The meeting adjourned at 9:17 p.m.

The Council adjourned with a moment of silence to honor the victims of the recent tragedy at Annunciation Catholic school in Minneapolis.

APPROVED BY: SUBMITTED BY:

Rob Newsom, Jr., Mayor Martin McTaggart, City Clerk

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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 5 Section Name: CONSENT CALENDAR Account Number: 10-1711 File ID: 25-10341 TO: City Council
FROM: Prasanna W. Rasiah, City Attorney
PREPARED BY: City Attorney's Office
MEETING DATE: September 15, 2025
SUBJECT:

Participation in National Opioid Settlement Agreements – Approval RECOMMENDATION:

BACKGROUND:

Over the last several years, a number of nationwide litigation matters have been filed against manufacturers, distributors, and retailers of opioids. The allegations in these lawsuits have generally been that the defendants were complicit in the increasing problem of opioid addiction in the United States, and that they knew or should have known that the products they made or sold were being misused.

On December 6, 2021, the City Council first authorized the City Attorney to take all necessary steps and execute appropriate documents to participate in opioid settlement agreements with three opioid distributors – Cardinal Health, McKesson, and AmerisourceBergen (hereinafter, the “Distributors”) and the opioid manufacturer Janssen Pharmaceuticals, Inc., which is owned by Johnson and Johnson (collectively, “J&J”), and agree to implementing agreements. The City later joined settlement agreements involving Teva, Allergan, Walmart, CVS, Walgreens, and Kroger.

Earlier this year, Attorney General Bonta announced a proposed settlement with Purdue Pharma and its owners, the Sackler family, for up to $7.4 billion. California stands to receive up to $440 million in abatement funding from this settlement. The State of California has also come to a global proposed settlement amount of $720 million with the following opioid manufacturers, distributors and retailers: Alvogen, Amneal, Apotex, Hikma, Indivior, Sun and Zydus. Like the other opioid settlements, local government support and sign-on are required to maximize the amount coming to our communities and eligible cities may elect to receive direct payment or have their allocated share go to the county in which they are located.

The amount the City will receive from these settlements is multi-factored and dependent on how many local agencies participate in the settlements. As an example, in 2022, the City Council authorized participation in a settlement agreement with J&J in the approximate amount of $820,000. From that settlement, the City was distributed approximately $28,000.

Signing the participation agreements involving these opioid retailers and distributors will help direct settlement funds towards opioid mitigation efforts locally. If the City opts into the settlements, it must release its claims against all of these entities. The deadline to join the settlement with Purdue is September 30, 2025 and with all others referenced above by October 8, 2025.

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CITY OF SAN MATEO
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If the City does not sign the participation agreements, then the funds will go to the State, but the total amount the State receives may be reduced since it is based on the number of cities and counties that participate. By not opting in, the City preserves the ability to litigate against the opioid distributors and manufacturers.

These funds will go to the City if it joins the settlements and opts for direct payment. If the City joins the settlements but does not opt for direct payment, those funds will go to San Mateo County. Funds going directly to participating states and subdivisions must be used for pre-approved purposes designed to help abate the opioid epidemic. These include a wide range of intervention, treatment, education, and recovery services. If the City receives direct payment it is obligated to report on the use of the funds, which must be used primarily for opioid abatement. The funds received by the City to date have been used to offset the cost of a mental health clinician at SMPD. The clinician accompanies sworn police officers on calls for service involving individuals experiencing a mental health crisis because a significant number of these calls involve crises related to substance abuse, including opioids.

BUDGET IMPACT:

There is no immediate budget impact for taking this action as it involves a decision whether to participate in settlement agreements. Once the number of participating cities and counties is determined, a settlement administrator will calculate and distribute the settlement payment to the City. During fiscal year 24/25, the City received $186,141 in opioid payments from various settlement agreements in which the City Council previously authorized participation.

ENVIRONMENTAL DETERMINATION:

This proposed action 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
None

STAFF CONTACT
Prasanna W. Rasiah, City Attorney
[email protected]
(650) 522-7020

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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 6 Section Name: CONSENT CALENDAR Account Number: 72-4671 File ID: 25-10342 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: September 15, 2025
SUBJECT:

Decommissioned Plant Processes Cleaning Project — Bid Rejection RECOMMENDATION:

Adopt a Resolution to reject the sole bid received for the Decommissioned Plant Processes Cleaning Project and authorize the Public Works Director to negotiate a contract directly with Ancon Marine (dba Ancon Services).

BACKGROUND:

The Decommissioned Plant Processes Cleaning Project (Project) is part of the Water Quality Control Plant’s (WQCP) plan to safely decommission obsolete tanks and equipment following completion of the Wastewater Treatment Plant Upgrade and Expansion Project. The upgrade and expansion project consists of new liquids treatment process facilities and other plant upgrades to replace aging infrastructure and produce high-quality treated water that will protect human health and the environment; however, this project did not include decommissioning of the processes and equipment to be replaced.

In accordance with Municipal Code Section 3.60.030, a competitive public process was used to obtain bids for the Project.

A Notice Inviting Sealed Bids was issued to advertise the Project on July 3, 2025. On the July 17, 2025, bid opening date, one (1) bid was received from Ancon Services with a bid amount of $477,188, which exceeded the WQCP’s estimate by $227,188. Pursuant to San Mateo Municipal Code Section 3.60.040(a)(4), the City Council, at its discretion, may reject all bids received and authorize the direct negotiation of a contract for the Project if the Project is not within budget, do the work through City employees, or terminate the Project or purchase. Given that bids are greater than the established budget for the Project, staff recommends for City Council reject all bids and authorize the Director of Public Works to directly negotiate a potential contract with Ancon Services under which cost reductions may be achieved. If these direct negotiations are successful, staff will return to Council for approval of a contract at a future date. If negotiations are not successful, staff will either rebid the Project at a later date or modify the scope.

BUDGET IMPACT:

There is no budget impact for the rejection of bids. Funding for this work is budgeted for in the Water Quality Control Plant’s operating budget. The lowest bid of $477,188 exceeds the Plant Manager’s estimate by $327,188, which would exceed the project’s available budget. By rejecting all bids, if authorized to do so, staff can potentially negotiate a more favorable contract with the lowest bidder.

ENVIRONMENTAL DETERMINATION:

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

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NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Proposed Resolution

STAFF CONTACT
Robert Learmonth, Watewater Treatment Plant Manager
[email protected]
650-522-7386
Robert Knox, Operations Superintendent
[email protected]
650-522-7376

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RESOLUTION NO. ____ (2025)

REJECTING ALL BIDS FOR THE DECOMMISSIONED PLANT PROCESSES CLEANING PROJECT AND AUTHORIZING

THE DIRECTOR OF PUBLIC WORKS TO DIRECTLY NEGOTIATE A CONTRACT WITH THE SOLE BIDDER WHEREAS, the Decommissioned Plant Processes Cleaning Project (Project) includes the cleaning of obsolete tanks and equipment to ensure they are safely decommissioned following completion of the Wastewater Treatment Plant Upgrade and Expansion Project; and WHEREAS, the City advertised the Project on July 3, 2025, in accordance with San Mateo Municipal Code (SMMC) Chapter 3.60.030; and
WHEREAS, three contractors attended the mandatory pre-bid walkthrough on July 10, 2025; and WHEREAS, Ancon Marine dba Ancon Marine dba Ancon Services submitted the sole bid on July 17, 2025, in the amount of $477,188; and
WHEREAS, Ancon Services’ bid is 218 percent above the Plant Manager’s estimate of $150,000; and WHEREAS, future market conditions and the associated impacts and/or benefits are uncertain; and WHEREAS, SMMC Section 3.60.040(a)(4) authorizes the City Council to, at its discretion, reject all bids received, negotiate a contract for the work or supplies if the project is not within budget, do the work through City employees, or terminate the project or purchase; and WHEREAS, given the uncertainty of future price escalations, there may be an opportunity to have value engineering discussions with Ancon Services now to identify potential savings; and WHEREAS, staff recommends rejecting all bids and negotiating a contract directly with Ancon Services for the Decommissioned Plant Processes Cleaning Project in an effort to reduce Project costs and account for the potential future changes in economic conditions; and WHEREAS, if these negotiations are successful, staff will return to Council for approval of a modified contract with Ancon Services at a future date; but if negotiations are not successful, staff will either rebid the Project at a later date or modify the scope.

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

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

2. In accordance with the provisions of San Mateo Municipal Code Section 3.60.040(a)(4), all bids for the Decommissioned Plant Processes Cleaning Project are rejected.

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4 3. The Director of Public Works is authorized to directly negotiate a contract with Ancon Marine dba Ancon Services, who was the sole bidder on the Project.

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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 7 Section Name: CONSENT CALENDAR Account Number: 18-6114 File ID: 25-10372 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Clerk's Office
MEETING DATE: September 15, 2025
SUBJECT:

Youth Commissioners to the Senior Advisory Commission – Ordinance Adoption RECOMMENDATION:

Adopt an Ordinance to amend San Mateo Municipal Code Section 2.29.10 “Senior Advisory Commission” to provide for Council appointment of two non-voting youth advisory members.

BACKGROUND:

On September 2, 2025, the City Council introduced an Ordinance to amend San Mateo Municipal Code Chapter 2.29 “Senior Advisory Commission” to restore the provision establishing two non-voting youth advisory members (“Youth Commissioners”), which was inadvertently deleted in a prior amendment. This correction aligns with the Council’s original intent from the September 3, 2024, action to include youth participation. The proposed Ordinance is attached. If adopted, the Ordinance will become effective 30 days after its adoption.

BUDGET IMPACT:

There is no budget impact related to this informational item.

ENVIRONMENTAL DETERMINATION:

This Ordinance adoption 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 – Proposed Ordinance

STAFF CONTACT
Chantal Eaton, Deputy City Clerk
[email protected]
(650) 522-7044
Joanne Magrini, Director, Park and Recreation
[email protected]
650-522-7404

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6 CITY OF SAN MATEO

DRAFT ORDINANCE
An Ordinance amending San Mateo Municipal Code Chapter 2.29 to amend the organization of the Senior Advisory Commission to include two non-voting youth advisory members (youth commissioners).

WHEREAS, San Mateo Municipal Code Chapter 2.29 establishes that the San Mateo Senior Advisory Commission shall consist of five members appointed by the City Council; and WHEREAS, the City Council Strategic Plan for fiscal year 2023-24 included exploring the expanding of youth participation and representation on Boards and Commissions; and WHEREAS, on March 4, 2024, the City Council directed staff to provide for the appointment of youth members to the Library Board, Senior Citizens Commission, and Sustainability and Infrastructure Commission.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF SAN MATEO ORDAINS AS FOLLOWS:

Section 1. Section 2.29.010 of the San Mateo Municipal Code is amended as follows:

2.29.010 Organization.

The senior advisory commission of the City shall consist of no more than five members appointed by the Council, and two non-voting youth advisory members who must be at least 13 years old, and no more than 17 years old at the time of appointment ("Youth Commissioners"). Members shall be persons who display an interest in and appreciation of senior affairs. Youth commissioners must present written documentation of parental or guardian consent to be considered for appointment. Youth commissioners shall serve only in an advisory capacity and shall not count towards a quorum of the commission.

Each member of the senior advisory commission shall serve at the pleasure of the Council and for a term of four years or until the appointment of a successor, except that the initial terms of the first members appointed shall be determined by lot at their first meeting so that each year at least one term will expire.

Thereafter, all appointments shall be for a term of four years. Each Youth Commissioner shall serve at the pleasure of the Council for a term of one year and until the appointment and qualification of a successor. Youth Commissioners may be reappointed for one additional one-year term.

Section 2. Environmental Determination. In accordance with California Environmental Quality Act (CEQA) Guidelines, section 15378(b)(5), this action is an administrative activity that will not result in direct or indirect physical changes in the environment.

Section 3. Severability. In the event any section, clause or provision of this ordinance shall be determined invalid or unconstitutional, such section, clause or provision shall be deemed severable and all other sections or portions hereof shall remain in full force and effect.

Section 4. Publication. This Ordinance shall be published in summary in a newspaper of general circulation, posted in the City Clerk's Office, and posted on the City's website, all in accord with Section 2.15 of the City Charter.

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6 Section 5. Legislative History and Effective Date. This ordinance was introduced on Clerk to complete., and adopted on Clerk to complete., and shall be effective 30 days after its adoption.

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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 8 Section Name: CONSENT CALENDAR Account Number: File ID: 25-10394 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: September 15, 2025
SUBJECT:

City of San Mateo Strategic Plan — Approval
RECOMMENDATION:

Approve the draft Strategic Plan and strategic planning process.

BACKGROUND:

On September 2, 2025, the City Council reviewed the draft Strategic Plan and provided feedback to staff. The September 2, 2025 Agenda Report and attachments are available here: City of San Mateo Strategic Plan - Update.

Staff made the following changes to the draft Strategic Plan based on Council’s feedback on September 2:
Added an Executive Summary to provide context for all readers. Expanded the Infrastructure Priority Initiative description to include language that focuses on future vibrancy of the community as the City grows.
Added a goal to the Climate Resiliency Priority Initiative to ensure the City seeks funding opportunities and partnerships to help achieve this goal.
Expanded the Economic Development Strategic Initiative Goal to emphasize that the City should focus on attracting businesses that provide robust and predictable revenues. Expanded the Public Safety Strategic Initiative Goal to capture the Cities innovative work on mental health assistance. Expanded the Community Engagement and Communications Strategic Initiative Goals to ensure that 1) the community can see the timely impact of its contributions, and 2) the City is constantly learning and improving based on the community’s needs.

Attachment 1 provides a clean copy of the revised Plan and Attachment 2 provides a redlined version of the revised Plan.

Next Steps
The City Manager’s Office and Executive Team will develop SMART Activities based on General Plan Goals, Workplans, and the City Council’s Priority List developed during the 2025 Blue Sky process. This team will also provide a summary of each department’s core services.

The two-year budget process (Fiscal Year 2026/27 and 2027/28) and the 2026 Blue Sky will be guided by the Strategic Plan, and a finalized document that shows Fiscal Year 2026/27 (and beyond) SMART Activities and core services will be brought to the Council for approval in Spring 2026.

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BUDGET IMPACT:

There is no budget impact with the adoption of the Strategic Plan framework and process.

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.

ATTACHMENTS
Att 1 – Draft Strategic Plan
Att 2 – Draft Strategic Plan Track Changes

STAFF CONTACT
Zachary Reda, Senior Management Analyst
[email protected]
(650) 435-0823

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7 City of San Mateo
2026 Draft Strategic Plan

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7 Executive Summary
San Mateo’s first citywide Strategic Plan is a tool to aid in the implementation and prioritization of the City’s ten major Strategic Initiatives, which represent the City’s Values and overall Mission. This Strategic Plan incorporates extensive community feedback collected since 2018, and will serve as a foundational document to help achieve a shared vision of the City’s future.

The Strategic Plan will:
Offer a comprehensive framework for City Council to use when making decisions for both immediate and long-term priorities. Allow the City to move in an intentional, strategic direction over a longer timeframe. Act as a tool to implement planning documents already adopted by Council in a systematic way. Integrate with the City’s budget and Capital Improvement Plan processes. Help the City use its resources with the utmost efficiency and impact with budget constraints in mind. Be updated as needed to remain relevant to the community.

The following inclusive engagement of diverse perspectives helped shaped and inform the Strategic Plan:

Community Opinion Survey: In February 2025, the City of San Mateo conducted a statistically significant Community Opinion Survey to understand its residents’ satisfaction, priorities, opinions, and concerns as they relate to city services, facilities, and policies. The results provided Council and staff with an analysis of San Mateo’s strengths, weaknesses, opportunities, and threats.

Community Conversations: The City held a series of meetings with diverse groups to gather community input that helped inform priorities and challenges for the City of San Mateo’s underserved populations. Based on Census 2022 data, the Latino, Black, and Asian American and Pacific Islander communities represent 55% of the population and have historical underrepresentation and low participation rates in local government initiatives. These Community Conversations enabled the City to hear from these underrepresented groups and their input was incorporated into the Strategic Plan.

General Plan 2040: From 2018 to 2024, the City developed its General Plan 2040 document. It lays out the community’s vision for how San Mateo will look, feel, and change over the next 15 years. Throughout the development of this document, the City conducted extensive community engagement to understand the community’s thoughts on their values and vision for the future throughout the City and on a variety of topics, which were then critically analyzed and presented to a special General Plan Subcommittee, the Planning Commission, and the City Council for adoption.

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7 At their March 14, 2025, half-day workshop, the City Council selected 10 Strategic Initiatives as the key focus areas for this Strategic Plan, and these were developed based on the community feedback heard through the Community Opinion Survey, the General Plan 2040 development process, the Community Conversations, and the budget development process.

Mission and Values
Mission:

Cultivate a vibrant, safe community through collaboration, innovation, and sustainability.

Values:

Prosperity: Cultivating a diverse and thriving economy with different types of homes, jobs, recreation, lifelong learning opportunities, and services for both current and future generations.

Inclusivity: Striving to include everyone in community life and decisions for a shared, sustainable future.

Diversity: Embracing diversity, arts, and culture, and respecting the experiences, contributions, and aspirations of people of all ages, abilities, incomes, and backgrounds.

Resiliency: Leading in sustainability, making San Mateo strong and resilient by acting boldly to adapt to a changing world.

Integrity: Ensuring transparency and accountability for our actions.

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7 Strategic Initiatives:

Climate Resiliency Infrastructure
Transportation Housing
Economic Development Healthy Community for All Ages
Public Safety Land Use
Organizational Health and Good Governance Community Engagement and Communications Priority Initiatives Fiscal Year 2026/27
Climate Resiliency
Infrastructure
Transportation
Housing

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7 Priority Initiative
Climate Resiliency
Proactively address a changing climate through the City’s policies, projects, activities, and programs.

Goals
Create a comprehensive climate resilience strategy to account for climate change impacts. Implement the Climate Action Plan to meet greenhouse gas emissions reduction targets. Continuously evaluate opportunities to incorporate climate resilience into new City policies, projects, activities, and programs. Actively and continuously seek funding opportunities and partnerships to support climate resiliency needs.

Priority Initiative
Infrastructure
Maintain and continuously improve a resilient and sustainable City infrastructure system to meet the needs of all members of the community and plan for our continued vibrancy as the city grows.

Goals
Create and implement an infrastructure management program for critical assets that includes proactive assessment, maintenance, and repair.
Plan for the future of City infrastructure based on the changing needs of the community and with a focus on equity, accessibility, resiliency, and sustainability.
Actively and continuously seek funding opportunities and partnerships to support infrastructure needs.

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7 Priority Initiative
Transportation
Maintain and continuously improve a safe, multimodal, accessible, and efficient transportation network.

Goals
Work toward a transportation system that prioritizes user safety, accommodates future growth, and maintains efficient and safe operations for all users.
Seek funding opportunities and partnerships that accelerate transportation project implementation. Pursue initiatives that increase access to transit, improve east-west travel, and expand last mile connections.

Priority Initiative
Housing
Support all forms of housing and achieve greater housing equity and access for all residents.

Goals
Implement the Housing Element to affirmatively further fair housing, meet the City’s housing allocation, and retain certification. Strategically deploy housing funds and leverage outside funding and partnerships to meet the housing needs of the community. Focus on identifying and taking local actions that can contribute to reducing overall housing costs.

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7 Strategic Initiative
Economic Development
Create an environment that supports a thriving and diverse economy with opportunities that meet the needs of the entire community.

Goals
Attract and retain a wide range of businesses to create a robust economy that supports employment opportunities within the San Mateo community and provides robust and predictable revenues. Create vibrant commercial areas Citywide by improving the customer experience, developing partnerships, and exploring creative enhancement opportunities.

Strategic Initiative
Healthy Community for All Ages
Create and promote an environment that empowers all community members to thrive.

Goals
Seek opportunities for City services and programs to support people of all ages and abilities for their mental, emotional, physical, and social well-being.
Ensure greater access to the systems that support healthier lifestyles and increase well-being throughout all neighborhoods with a focus on equity priority communities.

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7 Strategic Initiative
Public Safety
Provide a safe and secure quality of life through professional and proactive police and fire services, and effectively prepare for future emergencies.

Goals
Provide fire and emergency services through professionalism, collaboration, and public trust. Proactively protect and promote safety and well-being, with a focus on mental health, while serving San Mateo residents, businesses, and visitors.
Develop a comprehensive approach to emergency preparedness.

Strategic Initiative
Land Use
Utilize the General Plan 2040 to guide policy and permitting decisions that shape the physical environment.

Goals
Complete a comprehensive Zoning Code update to implement the policies and actions in the General Plan 2040. Update the City’s specific and area plans to be consistent with the City’s General Plan 2040.

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7 Strategic Initiative
Organizational Health and Good Governance
Promote a high-performing and resilient organization by upholding the highest standards of integrity, customer service, and fiscal responsibility to effectively serve the community.

Goals
Efficiently and effectively manage the City’s resources to support financial health, operate with transparency, and provide services that are responsive to the community’s needs.
Continuously support our employees’ professional development and wellness, and foster a healthy culture that attracts and retains a talented, innovative, and accountable workforce.

Strategic Initiative
Community Engagement and Communications
Build community by empowering the public to be informed and involved.

Goals
Provide an accessible avenue for everyone in the community to have the ability to participate, be heard, and see the impact of their contributions.
Inform, educate, and encourage feedback from all community stakeholders, and continue to learn and improve based on the community’s needs.

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2 City of San Mateo
2026 Strategic Plan

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2 Executive Summary
San Mateo’s first citywide Strategic Plan is a tool to aid in the implementation and prioritization of the City’s ten major Strategic Initiatives, which represent the City’s Values and overall Mission. This Strategic Plan incorporates extensive community feedback collected since 2018, and it will serve as a foundational document to hat can help achieve a shared vision of the City’s future.

Thise Strategic Plan will:
Offer a comprehensive framework for City Council to use when making decisions for both immediate and long-term priorities. Allow the City to move in an intentional, strategic direction over a longer timeframe. Act as a tool to implement planning documents already adopted by Ccouncil in a systematic way. Integrate with the City’s budget and Capital Improvement Plan processes. Help the City use its resources with the utmost efficiency and impact with budget constraints in mind. Be updated as needed to remain relevant to the community.

The following inclusive engagement of diverse perspectives helped shaped and inform thise Strategic Plan:

Community Conversations: The City held a series of meetings with diverse groups to gather community input that helped inform priorities and challenges for the City of San Mateo’s underserved poulations. Based on Census 2022 data, the Latino, Black, and Asian American and Pacific Islander communities represent 55% of the population and have historical underrepresentation and low participation rates in local government initiatives. These Community Conversations enabled the City to hear from these underrepresented groups and their input was incorporated into the Strategic Plan.

General Plan 2040: From 2018 to 2024, the City developed its General Plan 2040 document. It lays out the community’s vision for how San Mateo will look, feel, and change over the next 15 years. Throughout the development of this document, the City conducted extensive community outreachengagement to understand the community’s thoughts on their values and vision for the future throughout the City and on a variety of topics, which were then critically analyzed and presented to a special General Plan Subcommittee, the Planning Commission, and the City Council for adoption.

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2 At their March 14, 2025, half-day workshop, the City Council selected 10 Strategic Initiatives as the key focus areas for this Strategic Plan, and these were developed based on what based on the community feedback heard through the Community Opinion Survey, the General Plan 2040 development process, the Community Conversations, and the budget development process.

Mission and Values
Mission:

Cultivate a vibrant, safe community through collaboration, innovation, and sustainability.

Values:

Prosperity: Cultivating a diverse and thriving economy with different types of homes, jobs, recreation, lifelong learning opportunities, and services for both current and future generations.

Inclusivity: Striving to include everyone in community life and decisions for a shared, sustainable future.

Diversity: Embracing diversity, arts, and culture, and respecting the experiences, contributions, and aspirations of people of all ages, abilities, incomes, and backgrounds.

Resiliency: Leading in sustainability, making San Mateo strong and resilient by acting boldly to adapt to a changing world.

Integrity: Ensuring transparency and accountability for our actions.

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2 San Mateo Strategic Priority Initiatives
Climate Resiliency
Infrastructure
Transportation
Housing
San Mateo Strategic Initiatives:

Economic Development
Healthy Community for All Ages
Public Safety
Land Use
Organizational Health and Good Governance
Community Engagement and Communications
Strategic Initiatives:

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2 Priority Initiatives Fiscal Year 2026/27
Climate Resiliency
Infrastructure
Transportation
Housing

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2 San Mateo Priority Initiatives
Climate Resiliency
Proactively address a changing climate through the City’s policies, projects, activities, and programs.

San Mateo Priority Initiatives
Infrastructure
Maintain and continuously improve a resilient and sustainable City infrastructure system to meet the needs of all members of the community and plan for our continued vibrancy as the city grows.

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2 San Mateo Priority Initiatives
Transportation
Maintain and continuously improve a safe, multimodal, accessible, and efficient transportation network.

Goals
Work toward a transportation system that prioritizes user safety, accommodates future growth, and maintains efficient and safe operations for all users.
Seek funding opportunities to accelerate transportation project implementation. Pursue initiatives that increase access to transit, improve east-west travel, and expand last mile connections.

San Mateo Priority Initiatives
Housing
Support all forms of housing and achieve greater housing equity and access for all residents.

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2 San Mateo Initiatives
Economic Development
Create an environment that supports a thriving and diverse economy with opportunities that meet the needs of the entire community.

San Mateo Initiatives
Healthy Community for All Ages
Create and promote an environment that empowers all community members to thrive.

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2 San Mateo Initiatives
Public Safety
Provide a safe and secure quality of life through professional and proactive police and fire services, and effectively prepare for future emergencies.

Goals
Provide fire and emergency services through professionalism, collaboration, and public trust. Proactively Pprotect and promote safety and well-being with a proactive approachfocus on mental health, while serving San Mateo residents, businesses, and visitors.
Develop a comprehensive approach to emergency preparedness.

San Mateo Initiatives
Land Use
Utilize the General Plan 2040 to guide policy and permitting decisions that shape the physical environment.

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2 San Mateo Initiatives
Organizational Health and Good Governance
Promote a high-performing and resilient organization by upholding the highest standards of integrity, customer service, and fiscal responsibility to effectively serve the community.

San Mateo Initiatives
Community Engagement and Communications
Build community by empowering the public to be informed and involved.

Goals
Provide an accessible avenue for everyone in the community to have the ability to participate, and be heard, and see the impact of their contributions.
Inform, educate, and encourage feedback from all community stakeholders, and continue to learn and improve based on the community’s needs.

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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 9 Section Name: OLD BUSINESS Account Number: 10-4661 File ID: 25-10126 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: September 15, 2025
SUBJECT:
19th Avenue / Fashion Island Boulevard Multimodal Improvement Project — Informational Update RECOMMENDATION:

Receive an informational update on the initial design plans for the 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project and provide feedback about the proposed design and outreach efforts.

BACKGROUND:

The 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project (Project), is a comprehensive effort to enhance safety, accessibility, and operational efficiency along this key east/west corridor for all roadway users, including bicyclists, pedestrians, and motorists. The project extends approximately 1.3 miles, from Pacific Boulevard to Mariners Island Boulevard.

This Project is the result of combining two previously separate initiatives: the Fashion Island Class IV Bikeway Project and the Norfolk Street and Fashion Island Boulevard Intersection Reconstruction Project. The bikeway component was originally identified as a priority improvement through the 19th Avenue / Fashion Island Boulevard Smart Corridor and Mobility Hub Study, which recommended enhanced bicycle infrastructure to improve multimodal connectivity. Separately, the intersection reconstruction project was funded with the goal of addressing vehicular congestion and improving traffic flow at a key junction.

To maximize efficiency and deliver a more integrated solution, the two efforts have been consolidated into a single, corridor-wide project. The updated Project scope and name reflect this unified approach, which seeks to fulfill the original multimodal, safety, and congestion relief objectives in a cohesive and coordinated manner.

This multi-agency initiative, sponsored by the City with the San Mateo County Transportation Authority (TA) as the lead implementation agency, has an estimated cost of $27 million, funded through various local and federal sources.

The Project is in the initial design stage and includes the following key improvements:
Vehicle Congestion Relief: Significant congestion has been identified in the eastbound direction along the 19th Avenue / Fashion Island Boulevard corridor, particularly during the afternoon peak period. In response, the City conducted a comprehensive corridor analysis in 2021 to evaluate potential improvements aimed at relieving congestion and improving traffic operations.

As part of this analysis, the Norfolk Street intersection was identified as a primary bottleneck in the eastbound direction. The study concluded that in order to address this constraint, the intersection would need to be reconfigured to provide an additional eastbound through lane to accommodate the observed vehicle demand.

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While this can be partially addressed by modifying the existing median just west of the intersection to create space for another lane, the analysis also determined that a bottleneck would remain at the Seal Slough bridge, which currently provides only one eastbound lane and two westbound lanes.

To support this finding, a recently completed traffic count confirmed that eastbound traffic volumes during the afternoon peak are approximately 50 percent higher than westbound volumes in the morning, despite the eastbound direction having only a single travel lane. The 2021 corridor study evaluated and recommended a lane reconfiguration over the Seal Slough bridge, from two westbound and one eastbound lane to one westbound and two eastbound lanes, to better align with actual traffic patterns.

Initial traffic analysis for the Project shows a substantial reduction in eastbound queue lengths, primarily due to the removal of much of the median just west of the Norfolk Street intersection. This benefit is further supported by the proposed reconfiguration of lanes over the Seal Slough bridge to two eastbound and one westbound lane.

These congestion improvements will come with some tradeoffs for other directions of traffic at the Norfolk Street / Fashion Island Blvd intersection. These findings will be discussed further during the meeting.

As part of the Project, the City would implement intersection modifications, including the lane configuration changes as well as modified signal timing at Norfolk Street, and the bridge lane reconfiguration to two (2) eastbound lanes and one (1) westbound lane. These improvements are intended to reduce corridor congestion, address long- standing traffic concerns, and improve traffic flow during peak periods. Protected Bikeway Facility: The Project includes a Class IV protected bike lane along the entire length of the corridor. Class IV facilities are physically separated from vehicle traffic using concrete medians, curbs, posts, or other barriers. These facilities improve safety and comfort by minimizing conflicts between people biking and motor vehicles. The corridor is identified as a medium-high priority project in the City’s Bicycle Master Plan.

A two-way protected bikeway is proposed on the south side of 19th Avenue from Pacific Boulevard to the YMCA parking lot, helping riders avoid SR-92 off- and on-ramp traffic on the west end of the corridor. From the YMCA to Mariners Island Boulevard, the design shifts to one-way protected bike lanes on each side of the street, which are more familiar to most road users and provide better connections to surrounding bike networks. Pedestrian Enhancements: The Project includes ADA-compliant curb ramps, high-visibility and raised crosswalks, pedestrian-scale lighting, and protected intersections designed to improve safety and visibility while reducing conflicts between people walking, biking, and driving.

Also proposed with the Project is a new pedestrian walkway on the south side of the Seal Slough bridge, which will close a critical gap in the pedestrian network along the corridor. Currently, sidewalk exists only on the north side of the bridge, requiring pedestrians to cross the street multiple times to reach destinations on the south side.

Completing the south side walkway will improve pedestrian safety by providing a continuous and direct path, reducing the number of street crossings required in areas with complex intersection geometry and freeway ramp connections.
Signal Modifications: Five intersections along the corridor will be upgraded with modern signal hardware and new timing plans to support all modes. Several of these signals fall under Caltrans jurisdiction, including the 19th Avenue / Delaware Street / SR-92 Eastbound On- and Off-ramps and Fashion Island Blvd / US-101 Southbound On- and Off- Ramps. Signal upgrades will improve operations and safety while accommodating new bike and pedestrian infrastructure.
Parking Constraints and Corridor Widening: Between Pacific Boulevard and Grant Street, the existing roadway width cannot accommodate all proposed uses, including protected bikeways, travel lanes, and on-street parking.

To address this, the project proposes widening the roadway on the north side using previously unused right-of-

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way, enabling multimodal improvements while maintaining parking access for adjacent users.

Currently, there are approximately 64 on-street parking spaces in this segment. The widening will allow preservation of about 43 spaces. As the design process continues, the project team will be reviewing the potential to retain additional parking spaces in this area. While the widening cost is significant, staff has incorporated it into the design to support nearby businesses, residents, and other corridor users.

On the east side of the Seal Slough Bridge, currently underutilized parking will be reduced from 25 to 11 spaces to accommodate expanded bikeways and improved intersection design in line with project goals. Stormwater and Maintenance Considerations: The design also includes green infrastructure features for stormwater management and has been developed in coordination with Public Works maintenance staff to ensure long-term maintainability of new facilities.

FUNDING AND SCHEDULE
The total estimated cost of the 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project, including planning, design, environmental clearance, and construction, is around $27 million. Of this amount, the City of San Mateo has budgeted approximately $500,000 to date, with the remaining funding anticipated to come from a combination of local and federal sources.

The construction phase of the project is estimated to cost around $25 million, of which approximately $6.5 million in construction funding has been secured to date. This includes $3.85 million in federal funds obtained on the Project’s behalf by the TA. These federal funds are being used to satisfy the local match requirement typically met through City contributions, significantly reducing the City's financial obligation for the Project. To help close the remaining funding gap for construction, the City is actively working with the TA to secure additional funding through the TA’s Highway Program, which may provide up to 75 percent of the total project cost in grant funding. Even with this maximum contribution, the Project may still face a funding shortfall of approximately $1 million.

City staff continue to pursue all available funding sources to ensure the Project remains fully funded. At the same time, it is critical that the City meets all deadlines and requirements associated with the federal funds already secured for the project. Failure to meet these deadlines could result in the loss of this funding, which would be extremely difficult to replace given the scale and regional significance of the Project. Without these federal funds, the Project would face a significant risk of delay or cancellation due to a substantial funding shortfall.

Given the accelerated schedule required to keep the Project on track for continued funding eligibility, the Project team is actively developing a delivery strategy that prioritizes timing and funding requirements. While the current schedule is achievable, it will require a highly streamlined approach. As such, the team may need to forego certain typical project milestones or administrative steps, such as extended design reviews or phased bidding, in order to maintain the aggressive timeline. Staff are coordinating closely with funding and regulatory partners to ensure that the necessary approvals and documentation are completed without delay.

COMMUNITY OUTREACH & STAKEHOLDER COORDINATION
As part of the formal design phase for the 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project, the City has planned two community meetings to gather public input and provide Project updates, the first of which was held in mid-July. In addition to the first community meeting, staff presented the Project design to the Sustainability and Infrastructure Commission on August 13th to obtain their early feedback on the Project. Feedback from these engagement efforts are described further within this section and will be included in staff’s presentation. The next community meeting is currently being planned for early November, and staff are reviewing the Project schedule to determine if one additional community meeting can be included before completing the Project design.

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Community Meeting
The first community meeting was held on July 15, 2025, following completion of the 35 percent design milestone. This milestone represents an appropriate time to seek community feedback, as many Project components have been refined since the planning phase, but detailed design work has not yet commenced, allowing for adjustments based on input received. This meeting marked the first formal opportunity for public engagement during the design phase.

To increase accessibility and participation, an online survey was launched concurrently with the community meeting and remained open from June 25 through July 23. Outreach to promote the meeting and survey included the distribution of approximately 10,000 mailers to residents and businesses within the project area. Additionally, nearly 50 A-frame posters were installed throughout the corridor and in surrounding neighborhoods to raise awareness at the pedestrian and bicyclist level. Social media messaging was also utilized to further expand outreach and encourage community participation.

The online survey received over 150 responses, a strong level of engagement given the survey contained 17 questions and required approximately 10 minutes to complete. The in-person meeting was attended by more than 50 community members. The feedback gathered will inform further design refinements ahead of the second community meeting.

At the July 15th community workshop, a live poll showed attendees were split between prioritizing bicycle and pedestrian improvements and addressing congestion relief. While many arrived with concerns about congestion, discussions around the proposed solutions helped address those concerns. However, there was general interest in reviewing the traffic analysis before forming a final opinion. Many attendees expressed strong support for the bike and pedestrian improvements, though some questioned the proposed transition between one-way and two-way facilities at the YMCA parking lot intersection, preferring a location near Grant Street/Ginnever Street for better connectivity to existing bike routes.

In the online survey, respondents slightly favored bike and pedestrian safety improvements over congestion relief. There was broad support for key elements of the Project, including the lane reconfiguration over the Seal Slough Bridge. The proposed bikeway transition location between one-way and two-way facilities at the YMCA parking lot intersection also received support, though responses were more mixed compared to other elements in the survey, indicating some community hesitation.

Meetings with Residents
Following the initial community meeting, several residents representing communities largely from the east side of the US- 101 requested targeted meetings with staff requesting additional detail and clarity about the proposed 19th Avenue / Fashion Island Boulevard corridor changes. Staff met with residents on August 25th and again on September 8th. The residents wanted to ensure that congestion improvements, specifically for eastbound traffic congestion in the afternoon, were being incorporated into the project. Staff provided preliminary traffic analysis findings for this group and identified the benefits the project will provide to traffic congestion, which will be further elaborated during the Council presentation.

Sustainability and Infrastructure Commission Feedback
Public feedback was provided during the Commission meeting, with many speakers expressing strong support for enhanced multimodal facilities along the corridor. Several commenters emphasized safety concerns near the ARCO gas station and highlighted the importance of improving conditions for middle school students who use the corridor to cross US-101 to reach Bayside Academy. Others stressed the importance of including traffic congestion relief as a key component of the Project and noted that bike lane implementation should not compromise needed vehicle capacity improvements. The need for pedestrian-scale lighting, particularly across the Seal Slough bridge, was also raised.

Commission comments and questions reflected a range of priorities and considerations. Some Commissioners expressed interest in completing the sidewalk network on the north side of 19th Avenue between Grant Street and the YMCA parking lot. Others sought clarification on the traffic analysis, including whether the proposed improvements in the eastbound direction might introduce additional delays for westbound traffic. Questions were also raised about ensuring emergency vehicle access, the importance of clearly communicating with all relevant stakeholders, and whether preserving on-street

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parking should take priority over constructing a new sidewalk segment along the north side of the corridor.

Stakeholder Engagement
In addition to community engagement, staff have coordinated with other key stakeholders to gather input on the project.

Staff have held detailed discussions with SamTrans, as well as the Police and Fire Departments, to ensure the Project design reflects the operational needs of each agency. Input from Police and Fire will be incorporated into the design, including considerations for emergency vehicle access, signal preemption, and traffic control. Similarly, feedback from SamTrans regarding transit operations and stop configurations will be integrated. Public Works maintenance teams have also reviewed the draft plans and provided input on maintenance access, street sweeping routes, and infrastructure durability, all of which will be factored into the final design.

Community and stakeholder engagement will continue throughout the upcoming phases of the Project to ensure the design remains responsive to input and operational needs.

Additional information about the Project can be found on the project webpage at www.cityofsanmateo.org/19thFIB, including the Concept Design as well as a Project Fact Sheet.

BUDGET IMPACT:

There is no budget impact to receive this informational update.

ENVIRONMENTAL DETERMINATION:

This Council action in receiving an informational update and providing feedback 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.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Preliminary Design
Att 2 – Public Comment

STAFF CONTACT
Bethany Lopez, Senior Engineer
[email protected]
(650) 522-7313

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19th Avenue/Fashion Island Concept Design (Part 1)
This information is also available on the City’s Website at: https://www.cityofsanmateo.org/19thFIB

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19th Avenue/Fashion Island Concept Design (Part 2)

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2 The state is happy to hand out this money for the 'forced change' agenda. But when things go sideways (Humboldt) it's up to US to pay to put things right - which we can't if we don't have the funding. This you already know.

The Delaware/19th Avenue bike lane proposition MUST be done to result in real improvements. If it is not shown as a slam-dunk, it should not be attempted, no matter how tempting the state's handout may be.

Look where that left us last time.

We look to you to put residents first over special interests. (Their "Safe Streets" signs peddle to the families out there - too bad that's only a slice of their agenda, which is unrealized by the general public.) We don't need poorly placed, rarely used bike lanes to make our streets safe. We look to you to keep us from massive missteps.

We look to you to lead us to a future that works for the majority of San Mateans, though residents aren't as organized and don't have the kind of special interest money to have the loudest bullhorn.

Rough notes attached.

Sincerely,

Lisa Taner

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City Responses to Concerns Sept. 8th Meeting
-They will seek improve intersections or keep them the same (not worsen) -The request for right on red with no bulb-out will go to staff -They’ll run models on suggested scramble intersection to see if they improve or delay traffic
-Discussion of on-demand scramble (should models result positively); 19th & Delaware could be a place
-The Slough Bridge is a funding issue

GENERAL DISCUSSION/THOUGHTS DURING MEETING
Data, which currently does not include the new Concar/Passages development will be done in early November (not in time for upcoming Council meeting) – important for Ginniver, Delaware and 19th Ave impacts
Would like median removed eastbound 19th @ Norfolk
8 vehicles can currently back up at the right turn on S/B Norfolk; use for ease means no installation of most impactful type of bike lane there
Desire to adjust signal light timing as needed (Cal Trans) No bulb-out E/B 19th at Norfolk (problematic for traffic flow) Fiesta Gardens College Park (with another new 100 families) already serious traffic issues for student pick-up/drop-off. Point made that we have many ‘commuter’ schools with no bussing;
NEED new traffic counts for schools (work w/ District)
Diversion impacts to Bermuda/Delaware
Attendees request final block by block layout/analysis
Plan should benefit the 99%, not the 1% (Bike Coalition) City has put $500k toward this; Pulte contributed $250k which attendee says should remain earmarked for intersection improvements
Emergency vehicle flow is critical

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Bike percentage use: 1 ¼% east side SM, 1% west side – per Alex; CCAG may have real time bike data
Suggested signage “Don’t Block Intersection” for 19th @ Delaware Slough Bridge – can be made of wood to spare expense?

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POST PACKET

PUBLIC COMMENT

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1 From: Anna Lieb
Sent: Monday, September 15, 2025 2:50 PM
To: Clerk
Subject: 19th Ave / Fashion Island Blvd project: please put safety first! Dear City Council,
I am a resident of San Mateo. I get around our city by walking, biking, and driving. I'm writing to express my hope that you will move forward with much-needed improvements to the 19th / Fashion Island Blvd corridor and that you will prioritize the safety of pedestrians, cyclists, and other non-motorists as you do so.

This corridor is a vital link between East San Mateo and the rest of the city, and many people need it to get to and from school, work, or errands. I personally have ridden on this corridor to access Target and other destinations in Foster City. Sometimes I have used part of it along my commute to work. Even as a very experienced cyclist, I find several of the intersections along this route terrifying. Collision data supports my intuition that these intersections are not safe!

I think some people will protest that any changes to our streets that do not prioritize vehicles will inconvenience drivers. In the long term, I doubt that will be the case. Providing protected bike lanes and intersection modifications are vital to ensuring that cyclists, pedestrians, and other non-motorists are safe along this corridor. If more people feel safe, more people will be ready to get out of cars and use other means of transportation. And the more people get out of their cars, the less congestion there will be.

Furthermore, the cost of a few extra seconds or minutes of waiting in traffic is a cost of very different magnitude than that of a serious injury or death within our community. Please do not lose sight of this -- safety should be our highest priority design goal!

Please have the vision and courage to move forward with the proposed safety improvements for the 19th Ave / Fashion Island Blvd corridor, especially the protected bike lanes and intersection improvements.

Best regards,
Anna

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1 From: Karvin Dassanayake
Sent: Monday, September 15, 2025 2:02 PM
To: Clerk
Subject: Public Comment on Agenda Item 9. 19th Avenue / Fashion Island Boulevard Dear City Council members,

I want to express my support for the amazing efforts in improving pedestrian and cyclist safety on 19th Avenue and Fashion Island Boulevard. I - like 8 coworkers at my company - bike every weekday from Hillsdale Caltrain station to my job near Serramonte Center. This project will astronomically improve my comfort and safety on my daily commute. I believe the staff have done a great job keeping cyclists and pedestrians safe in their proposed designs, and I strongly encourage council members to support this project without forcing concessions that risk the safety of pedestrians or cyclists.

The project benefits the many communities that live, work and play along this corridor including members of the YMCA and even kids at College Park.

Additionally, since I commute in via Caltrain from Redwood City, the success of this project will be a major factor in whether I want to keep working in San Mateo and whether I will continue to patronize the many businesses along the project corridor.

Many commenters may say I am part of some biking conspiracy but I am not. I have no agenda, I am just a guy in jeans that wants to get to work and then go back home to his family without worrying about his safety.

Thank you.

Karvin Dassanayake

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1 From: Yili OD
Sent: Monday, September 15, 2025 2:36 PM
To: Clerk
Subject: Supporting the 19th Ave improvement
Hi,
I am wriƟng in support of the improvement for 19th Ave. I witnessed so many closed calls when pedestrians tried to cross the on ramp of 101 S and major congesƟon going into FC at rush hours. Biking there is nearly impossible due to the fast traﬃc. I thank you for the hard work our city planners and staﬀ put in to try to improve traﬃc, pedestrian safety and biker safety at this locaƟon. I support the project.

Thank you once again!

Yili Young
San Mateo resident

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1 From: Danielle Gray < >
Sent: Monday, September 15, 2025 2:36 PM
To: Clerk; City Council (San Mateo)
Subject: Public comment for agenda item 9 (19th Ave/Fashion Island Blvd MIP) City Council Members:

As a resident of San Mateo who occasionally cycles on this corridor and would like to do so more often, I'm writing in support of the proposed Multimodal Improvements to 19th Avenue and Fashion Island Blvd.

I'm typically a confident cyclist, but navigating this corridor on a cargo bike with my children is exceptionally intimidating. I can't imagine how scary it must be for children who are walking on the narrow sidewalk or riding their bikes on what is functionally a road shoulder with cars, trucks, and SUVs zooming by just feet away. This is a busy corridor and it needs to be made safer for residents using all modes of transportation, especially those who are most vulnerable.

Many thanks to the Department of Public Works for their efforts on the new design for this corridor and for their continued efforts to make our streets safer and better connected for cyclists and pedestrians. I urge the City to move forward with this project as quickly as possible so no more lives are lost on this dangerous roadway.

Thank you,
Danielle Gray

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1 From: Thomas Morgan II < >
Sent: Monday, September 15, 2025 11:28 AM
To: City Council (San Mateo)
Subject: Bike Lane Item on Council Agenda
Dear Councilmembers,
I’m writing to express concerns about the proposed bike lane project and to request reconsideration of its scope and location.

Summary
I support safer biking and walking. However, this corridor is a heavily traveled regional interchange with narrow bridges and many busy driveways. As designed, the project risks harming local revenues, emergency response, and overall safety, while competing with higher-priority needs.

Key Concerns

1. Economic impact. The corridor serves a top-10 sales-tax generator. With revenues already under pressure (e.g., declining VLF/retail), this project could reduce activity and create ongoing budget strain beyond the proposed $1M contribution.

2. Ongoing costs. Grants fund construction, not long-term operations. Routine maintenance, staffing, and wage growth must be budgeted; in practice, maintenance is often deferred to meet payroll needs.

3. Project fit. Staff framed this as combining two projects, but it still functions like two, and not optimally for San Mateans. Given the traffic volumes, narrow bridges, and poor air quality at a regional interchange, a separate pedestrian/bicycle crossing north or south of the 101/92 area ( and along the lagoon) would be safer and more pleasant than mixing with vehicle traffic. This appears to be compensating for the lack of a successful Hillsdale/101 bike crossing.

4. Prioritization near housing. Limited dollars should follow housing production. After recent litigation (by the Housing Action Coalition) reduced nearby housing sites, investing here now offers less mobility benefit per dollar.

5. Public safety response. We have an aging population and increasing climate-related incidents (fire/flood). Any design that slows emergency vehicles or creates choke points will lengthen response times.

6. State mandates & funding risk. New mandates often arrive unfunded. With current budget constraints, we need flexibility, not additional recurring obligations.

7. 92/101 interchange uncertainty. If Caltrans/managed- lane work changes this area, new facilities
could be torn out or require costly rework, potentially without the same grant match, leaving the City to fund 100%.

8. Liability exposure. “Separated” lanes can imply safety. If designs underperform or the City lags on a mandated upgrade injuries could translate into litigation and settlements.

9. Traffic spillover. Foster City’s no-left-turn policies are already pushing more traffic here.

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2 10. Unsafe crossings. The removed crosswalk at Norfolk & Fashion Island (SE corner) undermines access to the bridge; other removals that favor right turns make walking less safe and intuitive.

On-the-ground observations
After many walks this summer, I regularly see people biking on sidewalks because they don’t feel safe in on-street lanes. The current route requires awkward crisscrossing, and there are streetlights placed mid- sidewalk. Portions that appear to be Caltrans yard space could potentially be repurposed to create wider, protected paths set back from traffic.

If the project proceeds, please consider:

1. Relocating bike lanes to the north side of 19th Ave, reducing conflicts with numerous high- turnover driveways.

2. Preserving on-street parking, which local trades and working trucks rely on. Eliminating it jeopardizes livelihoods.

3. Building one generous, continuous sidewalk/multi-use path, preferably on one side, wide enough to separate walkers from people on bikes, rather than narrow bike lanes in traffic.

Thank you for your consideration and for prioritizing a solution that improves safety without sacrificing emergency response, fiscal stability, or local businesses.

Sincerely,
Thomas Morgan
San Mateo resident (since 2005)

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1 From: Lisa Taner < >
Sent: Wednesday, September 10, 2025 11:31 AM
To: City Council (San Mateo)
Subject: Delaware/19th Ave - Bike Lane Concerns
Attachments: Bike Lane Concerns Sept 8th Meeting .pdf
All,

10 passionate resident leaders from 4 different neighborhoods attended last Monday's meeting with Alex
and staff to continue discussions on the proposed bike lanes installation on 19th/Delaware areas. I know Alex will pass along some of this information to you, but I also wanted to share my rough notes of top concerns.

While I feel my district representative will push forward with any and all bike lanes in our city, the Humboldt debacle has not created any feeling of constituent comfort for thoughts on more bike lanes.

However, the attendees were thoughtful, bringing ideas to 'best' this proposal and overall, the meeting was very productive.

With that being said, there is an underlying feeling of: "If this project is uncertain to make things better, why are we taking funding to do it?" AND that this is another case of residents vs. special interests, so where does that leave us with representation?

The SMDJ just published the fact that Cal Train is limping along and is 'scrambling' for a state loan to keep them solvent. My comment on that was "People will get out of their cars, they said. It's why we need to build transit-oriented development, they said. And remove parking and car lanes for bike lanes, they said. And streamline massive building projects to make housing affordable, they said. HOW IS THIS WORKING FOR US?"

This 'forced change' has not gone well, thus far. If the actual reason is environment (that's what we're told, should we still believe), we need to be investing in the many. many other ways to make impacts without lining the pockets of those who profit on these promises.

The state is happy to hand out this money for the 'forced change' agenda. But when things go sideways (Humboldt) it's up to US to pay to put things right - which we can't if we don't have the funding. This you already know.

Look where that left us last time.

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2 We look to you to lead us to a future that works for the majority of San Mateans, though residents aren't as organized and don't have the kind of special interest money to have the loudest bullhorn.

Rough notes attached.

Sincerely,

Lisa Taner

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1 From: Mike Swire < >
Sent: Saturday, September 13, 2025 9:21 AM
To: City Council (San Mateo)
Subject: Support for 19th/Fashion Island Multimodal project Dear Mayor Newsom and City Councilmembers,

Thank you for your work in keeping the streets of San Mateo safe, especially for those who walk and bike and those who do not own cars.

I am writing to express my support for the 19th Avenue / Fashion Island Multimodal project that will appear on the agenda on Monday. This is an incredible opportunity to make streets safer in a key corridor:

- This area has been the site of 200+ crashes in recent years. Earlier this year, a driver killed well loved community member Mark Cramer who was walking on Fashion Island.

- The project has received significant external funding, providing excellent value for the small amount that it will cost SM taxpayers. Congressman Kevin Mullin has been instrumental in attracting millions in federal funding despite the current Administration's move away from spending on safe streets projects.

- The project fills a key gap in San Mateo residents' ability to safely cross 101 on foot and bike.

Currently,
there is no safe crossing of 101 between 3rd Avenue and Ralston in Belmont. An elderly cyclist was killed by a Caltrans truck driver on Hillsdale. Hillsdale's pedestrian/bike bridge was cancelled, in part, due to the widening of US 101 in San Mateo.

- The project already includes changes that will improve auto traffic flow. We don't need more car lanes in this corridor. This will not solve congestion and will simply encourage more cut through traffic from 101 and 92.

Thank you for your support of this important project.

Mike Swire

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1 From: Clyde Minter < >
Sent: Monday, September 15, 2025 1:11 AM
To: City Council (San Mateo)
Subject: Bicycle lane improvement
I applaud the city for trying to improve bicycle lanes and safety throughout. I have read where people do not ride a bicycle to shop at Bridgeport. That is a false statement. I have been using the bridge on my bicycle and shopping at not only Bridgepoint but also to Costco and beyond for over 20 years. I also use my bike to shop at Home Depot if I can haul it on my bike. I live off Kehoe in Parkside and used to ride my bike to commute to the airport for work in the dark. I am now retired. I think people should learn to use a bicycle more for their daily chores rather than drive a car. That would definitely help traffic congestion. I don't think local people should have to pay for more improved flow because of San Mateo bridge commuters and increased traffic on 92 / 101 interchange during commute times. I think that should be a state highway issue.

I am opposed to stopping any free right turns as a safety item.

Thank you,
Clyde Minter

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1 From: Ann Dorsey < >
Sent: Saturday, September 13, 2025 12:32 PM
To: City Council (San Mateo)
Subject: Comment on Agenda Item #9 for 9/15 Meeting
San Mateo City Council,

I urge you to approve the 19th Avenue and Fashion Island Boulevard Multimodal Improvement Project in its current form. There have been 200 collisions along this corridor over the previous five years, including three involving bicycles and three with pedestrians.

The project will include much needed safety improvements such as for pedestrian crossings, protected bike lanes and continuous sidewalks. There will also be traffic improvements to reduce auto congestion.

Please take action to make this corridor safer for pedestrians and bicyclists by enacting the 19th Avenue and Fashion Island Boulevard Multimodal Improvement Project in its current form.

Thank you,

Ann Dorsey

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1 From: Erin Leydig Stallings < >
Sent: Monday, September 15, 2025 10:07 AM
To: Clerk
Subject: I support the 19th Ave Bike Lane Project
Dear San Mateo City Council,

I am writing to express my strong support for the 19th Ave bike lane project. My family lives in Hayward Park and for years we biked 19th Ave with our two small children, up and over 101, to get them to school. The stretch of 19th Ave you are discussing tonight was the most challenging to bike on. There were no protected bike lanes, and even in the stretches with painted lanes, the paint was barely visible. For some blocks, the bike lanes would simply disappear, forcing us to merge into traffic for a stretch.

We were willing to bike this stretch with our children, but it was terrifying to think of sending them up and over this road on their own with the current bike situation. As a result, their independence was limited.

I can't tell you how excited I was to see this current plan. These bike improvements will make it safe for kids to bike to school along this corridor, an essential bridge connecting the two sides of our city. Children ride this route every morning and every afternoon trying to get safely to and from school.

In raising my kids we often talk about balance. We know that we need to share this road with cars, but please, balance that need with the need of our kids to get to and from school safely and independently.

With gratitude,
Erin Stallings
San Mateo Resident

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1 From: Mari < >
Sent: Monday, September 15, 2025 8:52 AM
To: Clerk
Subject: Public Comment: #9. 19th Avenue / Fashion Island Boulevard Multimodal Improvement Project — Informational Update
Dear Mayor and Councilmembers,
I’m writing to express my strong support for the 19th Ave / Fashion Island Blvd Safety Project, and to urge you to move this long-overdue project forward without delay.

This corridor has seen 200 collisions in just five years, including six involving pedestrians or cyclists.

Earlier this year, a neighbor—Mark Kremer—was killed in a hit-and-run while walking on Fashion Island Blvd. We talk about Vision Zero and safe streets—but our infrastructure still reflects a car- first reality that is putting people’s lives at risk.

This project will finally bring life-saving improvements to this key corridor:
 Separated and protected bike lanes
 Corner islands to protect pedestrians at intersections  Better signal timing and vehicle flow with lane reconfiguration  And an extended turn lane at Norfolk to ease congestion This is a smart design that improves safety and reduces traffic.

I’m disappointed to hear there is organized opposition, because this isn’t controversial—it’s necessary.

We’ve waited too long. Please don’t let more lives be lost before acting.

Thank you for your continued leadership in making San Mateo a safer, healthier, and more equitable city.

Sincerely,
Mariana Tiwari
North Central San Mateo

--
Mariana d' Abreu Tiwari

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1 From: Karen Moen < >
Sent: Sunday, September 14, 2025 9:20 PM
To: City Council (San Mateo)
Cc: Clerk
Subject: Traffic mitigation along the 19th Avenue/Fashion Island and Delaware Corridors I am a 35 year resident of the eastside of San Mateo. Traffic along the 19th Avenue extension/Fashion Island Blvd. as well as the Delaware corridor has increased dramatically during my residency in the area near Bridgepoint Shopping Center. The proposals currently being considered to restrict the ability to make right turns and to increase options for bicycle, e-bike, and scooter traffic along an already congested corridor make no sense especially in light of the already planned projects for increased housing units at the Concur site and the old Fish Market site. This corridor is used primarily by automobiles traveling from east to west and west to east San
Mateo/Foster City with less than 1% of the overall traffic being from other than automobile traffic. This area is also a primary way for commuters (and residents of the mid-peninsula including San Mateo residents) to access Highway 92 and Highway 101 North and 101 South. There is already a chokehold on traffic at certain intersections and along the roadway that cause delays not only to commuters and residents of the east side but access by emergency vehicles of all types. Adding dedicated bike lanes and pedestrian walkways to areas that were never designed to be wide enough in the first place, makes no sens e. Not allowing right turns not only impedes the flow
of normal traffic but severely limits access by emergency vehicles to an area of town with a growing population, increased life science and technology business growth, and one of the major City’s “profit centers” (stores and restaurants at the Bridgepoint Shopping area).

Poorly thought out alternatives and responding without additional studies is not the answer. Nor is “chasing grant dollars” just because the City thinks funding may be available to do “something now” even if that results in further congestion, further restrictions on traffic heading east to one of the fastest growing areas of the City, and restricts the ability of emergency vehicles to access east side residences, shopping areas, and the freeways. Please keep in mind that residents and businesses on the east side of the City, want and deserve access that is safe and actually designed to improve the current situation and to not add further to the congestion and safety issues already existing along this corridor.

Karen Moen
San Mateo CA resident

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1 From: Martin McTaggart
Sent: Monday, September 15, 2025 4:20 PM
Cc: Bethany Lopez; Jay Yu; Katherine Sheehan; Matt Fabry; Alex Khojikian; Christina Horrisberger; Chantal Eaton
Subject: FW: 19th Avenue Corridor
Good afternoon, City Council (Bcc’d),

Please note the below public comment.

Best wishes,
Martin

From: Michal Lim
Sent: Monday, September 15, 2025 9:55 AM
To: Danielle Cwirko-Godycki <[email protected]> Subject: 19th Avenue Corridor

September 14, 2025

Dear Councilperson Cwirko-Godycki

Listening to the local community is your job. Analyzing and making solid decisions is your job. Quickly voting on issues that have been ignored for 25 years is not your job.

Thus is the problem with a potential vote on the
19th Avenue corridor.

The East Side residents have been asking for 25 years for traffic mitigation. Unfortunately, the 19th Avenue corridor is used by commuters to access the San Mateo Bridge creating traffic problems for local users just trying to get home.. Some of the proposals are good. Some are not well thought out at all.

GOOD PROPOSALS:

1. Making a longer left turn lane on 19th Ave. going east to Norfolk going north.

2. Shifting one northbound lane on Norfolk (north side of the 19th/Norfolk intersection) to a southbound, left turn onto Fashion Island Blvd so that more cars can turn in a shorter amount of time.

3. Trying to get a longer right turn lane from 19th Ave east onto Norfolk south.

4. Limiting left turns from Hillsdale Blvd onto Norfolk going north during heavier commute times.

5. Looking into constructing a new pedestrian/bike only bridge over Seal Slough lagoon.

BAD PROPOSALS:

6. Closing an exit/entrance at the Arco station. People will just turn left onto Bermuda and left onto Ginnever. Turning left is difficult so there will be backups.

7. Keeping 19th Ave. narrow from Delaware to Ginnever. No expansion just continues and increases the backup.

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2 8. No right turn from 19th east to Norfolk south. Restricting traffic flow is the opposite of what the goal is.

9. Not taking into account that there will be future construction at the Fish Market, Parkside Plaza, and on Concar Drive.

A hasty decision in order to obtain possible funding screams bad judgement. Ignoring the needs of the vast majority of 19th Ave. users, namely local vehicles, is a slap in the face. Postpone a vote and study this issue more thoroughly. We would hate to see another fiasco such as the Humboldt bike lanes decision.

Sincerely,

Michal Lim

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19 th
Avenue / Fashion
Island Blvd Multimodal
Improvement Project
Bethany Lopez
Senior Engineer, Public Works
September 15, 2025
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Agenda
• Project Goals and Background
• Existing Conditions and Planned Improvements
• Traffic Analysis
• Outreach
• Funding and Schedule
• Discussion
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Discussion Points
• Design feedback
• 19th Ave / Delaware St / SR-92 eastbound ramps
• Norfolk St / Fashion Island Blvd
• Outreach
• Funding Strategy
• Grant application resolution
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Project Goals
• Provide congestion relief and improve traffic flows
• Improve safety and access for people walking and biking • Improve transit access and travel times
• Limit parking loss
4 87 of 189

Project Background for Fashion Island Blvd /
Norfolk St Intersection Improvements
• Feedback from the community about congestion
• Private developer funding committed from Pulte Homes
• Additional private developer funding agreed to by Concar Passage project
• Scope was to reconstruct intersection to provide congestion relief 5 88 of 189

Project Background for Bike Improvements
• Project stems from the 101/92 Mobility Hub & Smart
Corridor Plan
• 2023 – Existing conditions assessed, community identified needs and mobility gaps
• 2024 – Community reviewed and provided feedback on
preliminary design alternatives
• 2025 – Project has evolved to narrower scope - building upon feedback from prior public engagement
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All Collisions (200 total) from 2019 - 2024*:
• 3 Pedestrian Collisions
• 3 Bicycle Collisions
Safety – Bikes
Countywide Bike High Injury Network Hotspots:
• Delaware & 19th Ave
• Fashion Island Blvd & Norfolk St
City of San Mateo Local Roadway Safety Plan
• Fashion Island Blvd & Norfolk - #5 Priority Intersection * Recent pedestrian fatality at Norfolk
Corridor Safety Data
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Safety – Speeding
Safety – Youth
C/CAG Safe Routes to School Speed Analysis
• Fashion Island Blvd between 19th Ave &
Mariners Island Blvd sees speeds 6-10 mph
over the limit
C/CAG Countywide Youth-based High Injury Network
• Fashion Island Blvd from 19th Ave to Norfolk St
identified through US 101/SR 92 Interchange
Source: San Mateo County Safe Routes to School High Injury Network Report (June 2022) Corridor Safety Data
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• Four all-mode crossings over US-101
within city boundaries
• One bike/pedestrian-only access over
US-101
Roadway Network
Context
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Existing Conditions and
Planned Improvements
• Congestion
• Bicycle Network Gaps
• Pedestrian Network Gaps
• Parking Changes
• 19th Ave / Delaware St / SR-92 Ramps
Intersection
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Corridor Congestion
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Corridor Congestion
• Vehicle Hours of Delay: Measure of the number of hours all vehicles combined are delayed because of traffic congestion
Vehicle Hours of Delay (VHD)
Morning
Peak
(6am – 10am)
Midday
Peak
(11am – 3pm)
Afternoon
Peak
(3pm – 7pm)
Westbound 9 9 12
Eastbound 9 14 32
Source: Streetlight Data, 2023-2025
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Destinations from
EB 19th Avenue
(3-7pm)
31%
20%
14%
8%
8%
2%
Source: Streetlight Data, 2024 13

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Existing Queue Length – Eastbound at Fashion
Island / Norfolk for Afternoon Peak
Average queue length
95th Percentile queue length
Existing Queue Length –
EB at Norfolk St / Fashion Island Blvd
Afternoon Peak Hour
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Existing Queue Length – Eastbound at Fashion
Island / Norfolk for Afternoon Peak
Average queue length
95th Percentile queue length
Queue Length with Project –
EB at Norfolk St / Fashion Island Blvd
Afternoon Peak Hour
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Bike Master Plan
16 99 of 189

17 Connections to
Existing Bike Facilities
Delaware St
Grant St
Norfolk St
Mariners
Island Blvd

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Proposed Bicycle Facility Changes
18 101 of 189

Proposed Bicycle Facilities
Lane Alignment
Delaware St
Grant St
19 102 of 189

Existing Sidewalk Network
20 103 of 189

Proposed Sidewalk Network
21 104 of 189

Proposed Pedestrian
Safety Improvements
22 105 of 189

Proposed Pedestrian
Safety Improvements
23 106 of 189

Existing Sidewalk Network
24 107 of 189

Existing Sidewalk Network
25 108 of 189

Existing Sidewalk Network
26 109 of 189

27 110 of 189

Parking
Spaces
Spaces
Removed
Existing 64
Proposed 43 - 21
Proposed –
Refined Design 50 - 14
Proposed
Parking Changes
Pacific Blvd to Grant St
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Proposed
Parking Changes
East of Seal Slough Bridge
Parking
Spaces
Spaces
Removed
Existing 25
Proposed 11 - 14FASHION ISLAND

OFFICE PARK

HARBORTOWN

NEIGHBORHOOD
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30 80 collisions
(2019 – early 2025)
47 collisions
(2019 – early 2025)
33 collisions
(2019 – early 2025)

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Delaware Safe
Routes to School
Project
Existing
(seconds)
Proposed
(seconds)
AM Peak 22 45
PM Peak 34 46

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Traffic Analysis
Norfolk St / Fashion Island Blvd Improvements
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34 Timing Split – The amount of time given to a
movement
Queue Length – The length of vehicles
waiting to make their movement
Storage Pocket Length – The amount of space
given to a movement to queue in
Queue Length
Storage Length
Intersection and Signal Design Principles
Demand Volume

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100%
102%
99%
Existing PM Peak
Demand Served by Direction
35 118 of 189

36 119 of 189

Existing PM Peak
Demand Served by Direction
37 120 of 189

Proposed Design
• Increase storage for EB from ~100
ft to ~550 ft
38 121 of 189

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Proposed Design
40 123 of 189

0 100
200
300
400
500
600
700
800
900
1,000
Eastbound Average Volume Westbound Average Volume
Fashion Island Blvd –
Norfolk to Mariners Island
Seal Slough Bridge –
Daily Traffic Volumes
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Proposed Design
42 125 of 189

45 Left-Turning
Vehicles
Vehicles
Going Thru
Right-Turning
Vehicles
Corridor
Simulation

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Current Traffic Conditions – PM Peak
46 129 of 189

47 Proposed Traffic Conditions – PM Peak

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Outreach
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Outreach
• Community Workshop and Online Survey
• Workshop held on July 15th at Nueva School
• Online survey open from late June to late July
• Advertised through mailers (over 10,000)
• Social media platforms
• 23 A-frames with 46 posters along the corridor and
community areas in the corridor vicinity
• Participation
• Workshop – approximately 50 attendees
• Online Survey – over 150 responses
• Meeting with Residents
• Concerns about EB traffic congestion and eastbound right turns at Norfolk
• Two meetings held on August 25th and September 8th
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Average Trip Length
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Very short trip -
Less than 1 mile or
under 5 minutes
(within my neighborhood)
Short trip -
About 1 to 3 miles or
5–15 minutes
(within the city limits)
Medium trip -
About 3 to 10 miles or
15–30 minutes
(just outside the city)
Long trip -
More than 10 miles or
over 30 minutes
(to another city or farther out)
Online Survey Workshop
50 133 of 189

Workshop Feedback
• Strong support for bike and pedestrian safety improvements, including protected lanes, better intersections, and sidewalk gap closures. • Concerns about design consistency and transitions, such as one-way vs. two-way bike lanes and complex intersection crossings.
• Frustration with congestion and traffic flow, especially at key intersections (e.g., S.

Norfolk & Fashion Island Blvd.) and freeway ramps.
• Safety and space concerns, particularly around turning vehicles near bike lanes and at gas station areas.
• Desire for clarity on project impacts, including how land use and future development will influence outcomes.
51 134 of 189

Continuing Stakeholder Engagement
• Early coordination with Fire and SMPD
• SamTrans
• Arco Gas Station
• Bridgepointe Shopping Center
• Target
• SVBC
• College Park PTA
• Planned Stakeholder Outreach:
• Nearby neighborhood associations
• Center for Independence of Individuals with
Disabilities
• San Mateo Youth Commission
• SAMCEDA
• Samtrans CAC
• Continuing Stakeholder Outreach:
52 • Next Community Meeting:
• November 5th at College Park Elementary School

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Funding Strategy
• Lack of vehicle congestion relief funding opportunities • Complete Streets approach
• Large projects – multimodal, safety, congestion
53 136 of 189

Funding Strategy
$1,500,000
TA Grant Proposed,
$17,850,000
TA Grants Secured, $5,055,000
Federal Funds, $3,875,000
SamTrans, $20,000
City Funds Outside Funds
Project Funding Goal
$500,000
TA Grants Secured,
$5,055,000
Federal Funds,
$3,875,000
SamTrans, $20,000
City Funds Outside Funds
Secured Funding Distribution
54 137 of 189

Next Steps
55 • Work on next phase of design to incorporate comments • Continued outreach to stakeholders
• 2nd Community Meeting on November 5th
• Traffic analysis
• Incorporated feedback and design changes
• Complete design by spring 2026

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Thank You
Bethany Lopez
Senior Engineer, Public Works
(650) 522-7313
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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: 10 Section Name: PUBLIC HEARING Account Number: 23-3133 File ID: 25-10102 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: September 15, 2025
SUBJECT:

Consolidated Annual Progress and Evaluation Report for the Community Development Block Grant 2024-25 — Adoption RECOMMENDATION:

Adopt the 2024-25 Consolidated Annual Progress and Evaluation Report (CAPER) and direct staff to submit to the United States Department of Housing and Urban Development (HUD).

BACKGROUND:

Each year, the City is required to submit to the United States Department of Housing and Urban Development (HUD) a Consolidated Annual Performance Evaluation Report (CAPER). The primary focus of the CAPER is on the use of Community Development Block Grant (CDBG) funds, which the City receives on an annual basis from HUD. It also serves to document progress made towards the City’s housing and community development goals as identified in associated planning documents. These include the five-year Consolidated Plan and Annual Action Plan, which outline where the annual CDBG funding will be spent and what goals the City would like to achieve with those activities. This year’s CAPER documents progress made on the 2024-25 Annual Acton Plan and the 2023-27 Consolidated Plan.

The City uses CDBG funds to assist the public in many categories, as defined by HUD. These include public services, economic development, community development, fair housing administration, and minor home rehabilitation. The CAPER responds to questions asked in a template provided by HUD and consists of narrative on the progress of San Mateo’s community development programs and accomplishments made possible by use of CDBG funds.

The CAPER in Attachment 1 is the narrative portion of the report, describing program activities and achievements. Much of this information is generated from the HUD computer system, Integrated Disbursement and Information System (IDIS), and from internal reporting systems.

Several areas are highlighted in this year’s CAPER, including:

1. Community Funding
The City funded several activities through its Community Funding program such as public services, minor home rehabilitation, and fair housing. A total of twelve programs were funded, all administered by local organizations who serve low- and moderate- income residents. In Program Year 2024-25, the City funded $310,700 in total to the following areas:
Seven public service grants totaling $98,700, which assisted 17,572 people. Each grantee received $14,100 each.
oCALL Primrose, is a drop-in food pantry for low-income residents and served 1,463 people. oCORA, provided victims and survivors of domestic and their children with a safety net of legal services, and served 157 people.

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CITY OF SAN MATEO
oFriends for Youth, is a mentorship program for low-income students in San Mateo schools and served 39 students.
oLegal Aid Society of San Mateo County, provided legal services for tenants at-risk of evictions and served 177 people.
oLifeMoves’ First Step Shelter, is an emergency shelter for families and served 54 people. oRape Trauma Services, provided mental health services for children and youth to address the multiple healing needs of child survivors of sexual trauma, and served 89 people. oSamaritan House, provided a broad spectrum of assistance, including backpack drives, case management, emergency assistance - food, clothing, shelter, healthcare - as well as financial assistance and empowerment services, and served 15,593 people. Two minor home rehabilitation grant programs totaling $107,000, which assisted four households. oRebuilding Together Peninsula – Safe at Home Program, provided minor home repair and renovation services for low-income homeowners and served three households. oRebuilding Together Peninsula – National Rebuilding Day, a volunteer-driven home repair program, held twice per year, served one household.
Two economic development grants totaling $80,000, which assisted 64 people. oRenaissance Entrepreneurship Center, provided microenterprise services for low-income prospective business owners and served 49 people.
oUpwards, provided technical assistance for daycare businesses (prospective or established) and served 15 people.
One grant for fair housing services totaling $25,000, which assisted 12 people. oProject Sentinel, provided fair housing services for low-income tenants.

2. Public Facilities
Public facilities are another category of CBDG funding. The City uses these funds to support City street and sidewalk improvements and local non-profits that primarily serve low- and moderate-income households. The North Central and North Shoreview neighborhood areas are identified as San Mateo’s CDBG priority neighborhoods. In Program Year 2024-25, Public Works used CDBG funds for the street and sidewalk improvements in Third Avenue and Norfolk Street.

The Third Avenue/Norfolk Traffic Corridor Project was awarded on January 13, 2025. The first phase (civil improvements) and second phase (median wall modification, paving and striping) of construction have been complete.

The last phase of construction is scheduled for the end of 2025 and will include installation of new poles and signal heads, new signal cabinet, and new signal operations.

3. Other Accomplishments
In 2024-25, the City accomplished additional efforts that address affordable housing, homelessness, and poverty reduction. These accomplishments help support the goals listed in planning documents, including the 2023-27 Consolidated Plan, 2024-25 Annual Action Plan, and the 2023-2031 Housing Element:
Kiku Crossing, a 225-unit affordable housing development by MidPen Housing on City-owned land, completed construction in spring of 2024, received their Certificate of Occupancy in summer 2024, and was fully occupied by fall 2024.
Through the state-grant, Permanent Local Housing Allocation (PLHA) fund, the City funded a homeless shelter, rapid rehousing, and home-sharing, and supportive housing programs. A total of 212 San Mateo residents were supported through these programs.
An Emergency Rental Assistance Program was recently adopted in July 2025 to prevent homelessness and displacement among low-income San Mateo residents. Local funds will support the operations of the program, and 37 households are projected to be served in the Program Year 2025-26.

HUD requires that the CAPER be submitted no more than 90 days after the close of the Program Year, which was June 30, 2025. This year, the deadline for submittal is September 29, 2025. The submittal of the CAPER must be preceded by a public comment period, during which the time the draft CAPER must be available to the public. The draft 2024-25 CAPER was published and posted to the City’s website on August 29, 2025, with the public comment period closing on the date of this meeting, September 15, 2025. As of the date of agenda publication, a total of zero public comments were received.

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CITY OF SAN MATEO
Any additional public comments received after agenda publication will be provided at the meeting.

During the public comment period, the Community Relations Commission (CRC) held a Special Meeting on September 11, 2025, to receive public comments and review the draft CAPER. Due to this agenda report being published prior to the CRC’s Special Meeting, any comments and the Commission recommendation will be presented to City Council during the Public Hearing.

BUDGET IMPACT:

There are no budget impacts involved in the presentation, approval, and submission of this report.

ENVIRONMENTAL DETERMINATION:

This administrative review of the 2024-25 CAPER is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment. (Public Resources Code Section 21065.)

NOTICE PROVIDED
All meeting noticing requirements were met. The draft CAPER was published on the City’s website on August 29, 2025. A notice was also published on August 29, 2025 in the San Mateo Daily Journal to inform the public of the public comment period form August 29, 2025 to September 15, 2025; this meets the required 15-day period as stated in the City’s Citizen Participation Plan. The same public notice provided information about the Community Relations Commission Special Meeting on September 11, 2025 and this Public Hearing on September 15, 2025.

ATTACHMENTS
Att 1 – Draft 2024-25 Consolidated Annual Performance Evaluation Report (CAPER)

STAFF CONTACT
Jennifer Mora, Housing Specialist I
[email protected]
650-522-7230

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CAPER 1
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City of San Mateo
2024 Consolidated Annual
Performance and Evaluation Report (CAPER)

Published: August 29, 2025

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Table of Contents
Table of Contents ..................................................................................................................................................................................... 2 CR-05 - Goals and Outcomes ................................................................................................................................................................... 3 CR-10 - Racial and Ethnic composition of families assisted ............................................................................................................... 7 CR-15 - Resources and Investments 91.520(a) .................................................................................................................................... 8 CR-20 - Affordable Housing 91.520(b) ................................................................................................................................................. 11 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ........................................................................ 15 CR-30 - Public Housing 91.220(h); 91.320(j) ....................................................................................................................................... 19 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ............................................................................................................................... 20 CR-40 - Monitoring 91.220 and 91.230 ................................................................................................................................................ 25 CR-58 – Section 3 ................................................................................................................................................................................. 27

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CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This Consolidated Annual Evaluation and Report (CAPER) is for Fiscal Year (FY) 2024, the second year of the San Mateo County Consortia 2023-2027 Consolidated Plan (Con Plan). The San Mateo community is diverse in its income demographics.

The City’s economy continues to grow, reflected in part through sustained high housing prices. Job growth also continues, though its benefits are not evenly shared among all income levels. Many residents still face housing and food security issues.

In particular, the skyrocketing rental market continues to create undue hardships for many senior and low - and moderate- income families. While the immediate COVID -19 pandemic is over, its impacts continue to reverberate throughout the community and affect residents’ lives, especially the lives of low - and moderate-income residents. The City of San Mateo did not receive any new CARES Act funding in FY 2024, and all previously funds have been expended.

Through the allocation of CDBG funds, the City of San Mateo continues to support and strengthen neighborhoods. Funding has been directed toward public service, economic development, minor home repair, and public facility upgrades. Funding projects in these areas, community members are supported as these funded areas addresses necessities that vary by community member.

The City continues to use CDBG funds efficiently and effectively, as shown by the accomplishments in an attachment to this screen.

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

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Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual
–
Strate
gic
Plan
Percent
Complet
e
Expecte
d –
Program
Year
Actual
–
Progra
m
Year
Percen
t
Compl
ete

Affordable
Housing
Affordable
Housing

CDBG: $ Rental units
constructed
Household
Housing Unit

300

0 0.00%

225

0 0.00%

Community
Funding

Non-Housing
Community
Development

CDBG:
$70,407.63
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit

Persons
Assisted

20,000

17,572

87.86%

4,162

17,341

416.65
%

Community
Funding
Non-Housing
Community
Development

CDBG:
$14,100.00
Homeless
Person
Overnight
Shelter

Persons
Assisted

0 54

0.00%

0 54

0.00%
Community
Funding
Non-Housing
Community
Development
CDBG:
$14,100.00
Homelessness
Prevention

Persons
Assisted

0 177

0.00%

0 177

0.00%
First Time
Homebuyer
Affordable
Housing

CDBG: $
Direct Financial
Assistance to
Homebuyers
Households
Assisted

25 0

0.00%

5 0

0.00%
Maintain &
Preserve Existing
Housing
Affordable
Housing

CDBG:
$5,014.33
Homeowner
Housing
Rehabilitated
Household
Housing Unit

150

4 2.67%

24 4

16.67%

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Microbusiness
Assistance

Economic
Development

CDBG:

Facade
treatment/busi
ness building
rehabilitation

Business

0 0

0.00%

0 0

0.00%
Microbusiness
Assistance
Economic
Development
CDBG:
$80,000
Businesses
assisted
Businesses
Assisted 150 5 3.33% 73 64 87.67%

Public Facilities
Non-Housing
Community
Development

CDBG: $

Other

10 0

0.00%

2 0

0.00%

Street and
Sidewalk
Improvements

Non-Housing
Community
Development

CDBG:
$478,786.00
Public Facility
or
Infrastructure
Activities other
than
Low/Moderate
Income
Housing

Benefit

Persons
Assisted

20,000

0 0.00%

20,000

0 0.00%

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The construction contract for the 2023 -2025 Traffic Signal and Pedestrian Improvement Project was awarded on January 13, 2025. The project is currently in progress. The first phase (civil improvements) and second phase (median wall modification, paving and striping) of construction have been completed after June 2024 . The last phase of construction is scheduled for the end of 2025 and will include installation of new poles and signal heads, new signal cabinet, and new signal operations. Even before full completion, the community is already making use of the enhanced facilities. The City has received feedback from

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pedestrians and bicyclists who are benefiting from improved safety and accessibility.

In an effort to boost the local economy and encourage small business growth, the City expanded its partnership with Upwards’ Boost Program. This organization provides technical assistance to low -income individuals to initiate or improve their childcare business. As a result of the City’s investment, Upwards assisted five existing businesses that created a total of five jobs.

CAPER 6

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CAPER 7
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CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a)

Table 2 – Table of assistance to racial and ethnic populations by source of funds CDBG
White 13,693
Black or African American 861
Asian 815
American Indian or American Native 213
Native Hawaiian or Other Pacific Islander 452
Total 16,034
Hispanic 10,987
Not Hispanic 5,047

Table 3 – Revised Table of assistance to racial and ethnic populations by source of funds CDBG
White 13,693
Black or African American 861
Black/White 36
Asian 815
Asian/White 844
American Indian or American Native 213
American Indian or American Native/Black 3
American Indian or American Native/White 17
Native Hawaiian or Other Pacific Islander 452
Other Multi Racial 706
Total 17,640
Hispanic 11,206
Not Hispanic 6,434

Narrative
Of the residents assisted using CDBG funds, 77.6 percent were White, 4.9 percent were Black or African American, 4.6 percent were Asian, Native Hawaiian or Other Pacific Islander represented 1.6 percent and American Indian/American Native were 1.2 percent.

Of all those assisted, 63.5 percent reported as Hispanic, and 36.5 percent reported as Not Hispanic.

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CR-15 - Resources and Investments 91.520(a)
Identify the resources made available

Table 4 - Resources Made Available
Source of Funds Source Resources Made
Available
Amount Expended
During Program
Year
CDBG public - federal 903,586 1,300,962
Other public - federal 4,100,000
Other public - local 4,100,000

Narrative
The City of San Mateo expended $1,300,962 of CDBG funding during FY 2024.

Identify the geographic distribution and location of investments

Table 5 – Geographic distribution and location of investments Target Area Planned
Percentage
of Allocation
Actual
Percentage
of Allocation
Narrative Description

CDBG Priority
Neighborhood

55 66
Street and sidewalk projects were
done in a CDBG Priority
Neighborhood.

Citywide

45 34
All public service, minor home
repair, and economic development
programs were available Citywide.

Narrative
The City of San Mateo identifies its CDBG Program Area by utilizing the low-income definitions provided by HUD. During FY2024, a portion of CDBG funds supported citywide activities such as public services, minor home repair, and economic development programs, ensuring that resources were available to benefit residents throughout the community. The largest share of funds were directed to CDBG priority neighborhoods and focused on street and sidewalk replacement projects.

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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The City has a variety of funds, such as federal, state, and local funds to provide leverage for CDBG fund for housing and public service projects. For local funds, the City acts as the Housing Successor to the former Redevelopment Agency, which grants the City Low and Moderate Income Housing Asset Fund. This funding source can be utilized for services that address homelessness such as emergency rental assistance. Since its adoption in 2016, the City has initiated a new local funding source, the Affordable Housing Commercial Linkage Fee. This fee is assessed to new non-residential construction projects that will increase the number of workers, which impacts the demand for housing. The Affordable Housing Commercial Linkage Fee provides the City with funds for the Below Market Rate Housing program for development and preservation of affordable units.

The City receives the state’s Permanent Local Housing Allocation (PLHA) fund for projects that provide housing services.

The City continues to be a HOME Participating jurisdiction and receives program income from activities accomplished, at the time it received HOME funds directly from HUD. In 2024, the City continued to maintain a large balance of HOME match funds from past projects for the usage of affordable housing projects.

As the City receives CDBG funds, the City is committed to combine local and start funds with CDBG funds to support projects for housing and public services. In FY2024, the City maintained its commitment to the full allowable 15% of funding to be used for public service activities to ease the social needs of the community. Utilizing that 15% of public service funds, the City funded seven agencies with $14,100 each, a total of $98,700 combined to support the provision of public services. These seven agencies leveraged received CDBG funds with additional federal, local and state grants, as well as donations and foundation funds. A combined total of $234,000 in CDBG, $356,635 in other federal funds, $108,876 in state funds, $1,799,499 in local funds, $1,392,070 in private funds, and $111,000 in other funds were leveraged to operate each of the seven public service agencies.

In 2024, the City continued making progress in the 2023-2025 Traffic Signal and Pedestrian

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Improvement Project utilizing CDBG and local funds, which the project initiated its work in 2024. Although the project is still in progress, this will benefit North Central, North Shoreview, and North Norfolk communities. Another project where the City leverages CDBG funds is for or Rebuilding Together Peninsula’s National Rebuilding Day program.

CDBG funds are leveraged in conjunction with local funds and local volunteer efforts to complete the program’s activities. Rebuilding Together Peninsula leveraged $168,575 in local funds, $3,000 in private funds, and $19,324 in additional funds for the entire National Rebuilding Day program.

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CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low- income, moderate-income, and middle-income persons served.

Table 6 – Number of Households
One-Year Goal Actual
Number of homeless households
to be provided affordable housing
units

0 0
Number of non-homeless
households to be provided
affordable housing units

31 4
Number of special-needs
households to be provided
affordable housing units

0 0
Total 31 4

Table 7 – Number of Households Supported
One-Year Goal Actual
Number of households supported
through rental assistance

0 0
Number of households supported
through the production of new
units

0 0
Number of households supported
through the rehab of existing units 31 4
Number of households supported
through the acquisition of existing
units

0 0
Total 31 4

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The City was unable to meet the affordable housing goals listed in the FY 2024-25 Annual Action Plan. The City originally awarded two subrecipients with funding for minor home repair for FY 2024-25. However, one subrecipient declined their award due to lack of organizational capacity.

This resulted in successfully awarding one subrecipient, Rebuilding Together Peninsula. The awarded subrecipient experienced organizational changes that impacted staff and had challenges in completing intake forms with participants; all of which impacted the number of households that

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could be served during this program year. Despite these challenges, the City, along with the Cohort, supported Rebuilding Together Peninsula by providing outreach and technical assistance.

Rehab of Existing Units

In FY2024, the City undertook two separate activities that provided assistance to homeowners through minor home repairs, accessibility improvements, and energy efficiency improvements. • Rebuilding Together Peninsula – National Rehabilitation Day is operated by a is a coalition of three non-profit service providers and over 1,000 community volunteers.

This activity provides minor home repairs to owner-occupied housing. • Rebuilding Together Peninsula – Safe at Home provides senior residents with accessibility and home safety modifications to allow those seniors to safely age in place.

These programs administrated by Rebuilding Together Peninsula experienced challenges in finding participants due to staff changes, outreach, and the requirements for a potential participant to complete an intake form.

The City used funds from a State CalHome program to create a homeowner rehabilitation program. The City entered into an agreement with Rebuilding Together Peninsula to administer the construction project management of that program and purchased licenses with Neighborly for administration software. Homeowners are able to borrow funds at a low rate of interest for projects ranging from deferred maintenance to roof repair.

Homeowners must be at or below 80% Area Median Income to be eligible for the program. To date, two loans have been made, but no rehabilitations fully completed.

Construction of Affordable Housing

The City has completed the construction of a 225 -unit (223 affordable units and two housing manager units) affordable housing development in 2024, Kiku Crossing. While construction was completed in 2024 and the Certificate of Occupancy was issued in August 2024, the affordable housing development was fully occupied as of November 2024. To fund the construction of the project, the City issued loans to the program using Low Moderate Housing Asset Fund ($2,850,000), Commercial Linkage Fee Fund ($2,000,000), and HOME Program Income ($650,000). This project was also funded through additional funding sources such as the Low Income Housing Tax Credits, County Funds, CalHFA Bonds, and a CalHFA MIP loan.

Community Development Block Grant funds were not used in this project.

Homeless Rehousing Assistance

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At the Montara affordable housing project, 16 of 68 total units continue to be made available to individuals experiencing homelessness. The City supports Abode Services, the service provider at Montara, only using the State’s Permanent Local Housing Allocation (PLHA) Fund. The City also used PLHA to fund a tenant -based rental assistance Rapid Rehousing program administered by LifeMoves. Through the Rapid Rehousing Program, ten households at risk of homelessness were stabilized through direct assistance and case management. Only PLHA funds were used to fund both of the homeless rehousing assistance programs.

Discuss how these outcomes will impact future annual action plans.

Future annual action plans will continue to respond to the high cost of housing in San Mateo but will ultimately be impacted by the amount of money available through the CDBG program and local housing resources. Staff continue to work with market rate developers and non-profit developers to provide below market rate (BMR) units through the Commercial Linkage Fee and Below Market Rate Rental Housing Programs. The current housing market is attractive to developers, currently allowing the City to review and approve several projects that are in the pipeline.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Table 8 – Number of Households Served
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 2 0
Low-income 2 0
Moderate-income 0 0
Total 4 0

Narrative Information
The cost of living in San Mateo has been an occurring challenge for many residents. The high housing prices, both rental and ownership, along with the minimum wage makes it difficult for residents to afford housing in San Mateo. Recognizing these challenges, The City of San Mateo continues to partner with non-profit affordable housing organizations

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CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)

and developers to increase the affordable housing stock in San Mateo.

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CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e);

91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of San Mateo operates a Homeless Outreach Team (HOT), administrated by the City’s Police Department. This team consists of two full- time staff who are specially trained to provide services for persons and families experiencing homelessness. HOT focuses on meeting individuals and families where they are, ensuring that services are accessible. The team works in close coordination with San Mateo County and local partners to develop individualized plans that address both immediate and long -term concerns.

Addressing the emergency shelter and transitional housing needs of homeless persons
Housing challenges in the City and throughout the County continue to increase. While the City does not independently manage homeless prevention or assistance programs, the City maintains valuable partnerships with the County and service agencies such as non- profit organizations who focus on housing. Through these collaborations, the City provides funding for homeless prevention and assistance programs through CDBG and PLHA funds.

In addition to funding grants to non -profit organizations, the City, along with other local jurisdictions, participates in the San Mateo County’s Continuum of Care (COC). The COC focuses on strategies to serve homeless individuals and families through building a network of service agencies and local government agencies. The COC also focuses on implementing outreach, needs assessments, and services that are accessible throughout all jurisdictions within the County of San Mateo. This coordination allows for a more effective response to homelessness.

The following list contains emergency shelters and transitional housing services that are available to residents of the City of San Mateo and throughout the County:

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• Safe Harbor Emergency Shelter: The City contributed Permanent Local Housing Allocation (PLHA) funds to support Safe Harbor, located in South San Francisco. Safe Harbor offers emergency and short -term housing options in a 90 -bed and 10- cot shelter. This shelter is operated by Samaritan House and offers a variety of basic life skills and case management services including chemical dependency treatment, mental health referral services, education opportunities, and basic transportation assistance. Partnerships have been established with other organizations to provide additional health and medical services on -site. The Safe Harbor shelter assisted 174 clients in FY2024.
• LifeMoves First Step for Families: A 24-hour emergency shelter and transitional housing facility located in the City of San Mateo for families experiencing homelessness. Comprehensive on -site support services are delivered by bilingual Spanish-speaking case managers. Supportive services include workshops and individual counseling to achieve financial self - sufficiency, measured by the goal to assist families to increase their household income at least 20% between program entrance and exit. This program also offers a comprehensive Children's Program including a Therapeutic Child Development Center for preschoolers and after school programs for older children. A customized plan is developed for each family to address any social/emotional issues of the children. The City of San Mateo provided funding to the First Step for Families through $14,100 of CDBG funds in 2024, and 20 households were assisted in 2024 -2025.
• LifeMoves, The Vendome: LifeMoves also operates the Vendome, a 16- unit Single Room Occupancy (SRO) development which provides a home for formerly homeless individuals as well as case management to connect individuals to social services. The Vendome encourages residents to both participate in regular community meetings as well as take on chores to keep their home clean and tidy. This development is administered and funded by the County.
• CORA Emergency Shelter: CORA provides emergency and transitional housing for families and individuals escaping domestic violence. These domestic violence victims also received a breadth of counseling and case management assistance to help in their progress toward self -sufficiency and finding safe permanent housing. • Abode Services, The Montara: This is a 68-unit affordable housing development, including 16 units for individuals that were formerly experiencing homelessness. 12 of the 16 units are reserved for formally homeless veterans. Abode provides client services to ease the transition from homelessness to long term housing. Case management is provided to the tenants of these units with funding through the City’s Permanent Local Housing Allocation (PLHA) in 2024-2025.

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Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City of San Mateo adopted an Emergency Rental Assistance program in July 2025 to prevent households getting evicted and to also prevent homelessness. This program will be funded locally through the City’s Low and Moderate Income Asset Fund and Samaritan House will administer the program. This program is projected to assist 37 low -income households with rental and utility assistance.

The City and COC services for homeless individuals serve those who are being discharged from publicly funded institutions and systems of care and those receiving assistance from public or private agencies as listed below:

• Abode Services: Abode provides client services at the 68 -unit Montara affordable housing development, which contains 16 units for individuals that were formerly experiencing homelessness, with 12 of the 16 units are specifically reserved for formerly homeless veterans. To ease the transition from homelessness to long term housing, Abode provides case management to the tenants of these units, funded through the City’s Permanent Local Housing Allocation (PLHA). In FY2024, households in all 67 units (one unit is a manager’s unit) received client services through the program.

• HIP Housing Home Share Program: The Home Sharing Program matches homeowners with unused rooms with prospective tenants that need affordable rents. This provides some of the most affordable housing in the community and therefore allows individuals an alternative to homelessness due to rent affordability issues. The Home Share program receives PLHA funds from the City and connected 15 households with a homesharing opportunity in FY2024.

• Samaritan House: Samaritan House, as well as other local agencies, provide

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CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)

services for the extremely low -income residents that include homelessness prevention through a variety of programs funded by others and emergency housing assistance in addition to their counseling and support. • LifeMoves Rapid Rehousing: LifeMoves began operating the City’s Rapid Rehousing program began operating in FY2024 and is funded primarily through the PLHA program. Individuals and families which are in danger of experiencing homelessness are given direct financial assistance for long -term rehousing with case management to connect them to the resources necessary to stabilize their housing situation. In FY2024, ten households received a rapid rehousing subsidy.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again

The San Mateo County COC implements its plan to serve homeless persons and families through a collaboration of service providers and local government agencies. Efforts are coordinated for outreach, needs assessment, and provision of services for homeless individuals. The Consortium also determines the priorities and allocation of countywide ESG funds.

City staff sit on the selections committee for entry into the HIP Housing Self Sufficiency Program. This program provides support services and rent assistance for up to two years. Candidates then participate in educational and/or vocational training plans to find employment at a level to maintain self -sufficiency. Using the state’s Permanent Local Housing Allocation (PLHA) fund, the City funds client services for formerly homeless individuals at the Montara affordable housing project. Through the Rapid Rehousing program, the City assists households in danger of experiencing homelessness through direct assistance and case management. The Rapid Rehousing program is also funded through PLHA funds.

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CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The San Mateo County Department of Housing consists of two divisions: Housing & Community Development (HCD) and the Housing Authority of the County of San Mateo (HACSM). Currently, the HACSM does not manage any public housing units. The HACSM offers vouchers to low-income households through various HUD funded programming.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
N/A
Actions taken to provide assistance to troubled PHAs
HACSM does not have a troubled status. This section is not applicable.

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OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j);

91.320 (i)

While many state and federal public policies are intended to protect workers and the environment and maintain community standards, they can also have the unintended effect of increasing construction costs. This in return makes it even more challenging to produce affordable housing. The City has no direct authority over these policies but continues to explore local measures that can offset their impacts.

On May 20, 2024, the City adopted its 2023-2031 Housing Element; and on July 23, 2024, it was certified for substantial compliance with state law by the California Department of Housing and Community Development (HCD) . The City’s Housing Element includes goals and policies that focus on updating policies and codes that created barriers to the development of affordable housing. To support this objective, the Housing Element included revisions to existing housing programs as well as several new programs. This includes an analysis of the Housing Opportunity Sites Inv entory for compliance with Affirmatively Further Fair Housing (AFFH) requirements and a comprehensive review of all development -related fees to ensure they do not create an unreasonable barrier to housing production . This fee study will include a focus on assessing potential fee adjustments and reductions for affordable housing.

On March 13, 2024, the City adopted Strive San Mateo General Plan 2040, a comprehensive update to the City’s General Plan. To implement General Plan 2040, a Comprehensive Zoning Code Update is underway. The Zoning Code Update effort will include a focus on streamlining the development review process and reducing barriers to housing production. Important strategies include the rezoning of select sites to allow for housing as a permitted use and/or increased residential density. Implementation of General Plan 2040 included bringing a ballot measure (Measure T) for voter approval in order to allow for the increased height a nd densities in General Plan 2040’s Land Use Element. On November 5, 2024, San Mateo voters approved Measure T and the General Plan’s Land Use Element became fully effective on December 19, 2024. Since going into effect, the City has seen a significant increase in new housing development proposals, with over 5,000 new housing units in the pipeline , which includes over 700 affordable units.

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OMB Control No: 2506-0117 (exp. 09/30/2021)

During this reporting cycle, a number of policies and programs were implemented to support achievement of the City’s Housing Element goals. For example, the City increased the administrative approval threshold for residential projects up to 99 units (no public hearing required) and amended the Zoning code to allow residential as a permitted use in many office and commercial districts and increase heights and densities to align with the General Plan .

These updates will help reduce the barriers new housing development in San Mateo, and will support increased affordable housing production .

Actions taken to address obstacles to meeting underserved needs. 91.220(k);

91.320(j)

The greatest obstacle to meeting underserved needs is funding. To address this obstacle, the City actively pursues funding opportunities individually and in collaboration with the Consortium. The City also continued to support the regional efforts to develop more affordable housing and address the needs of the City's homeless or those at risk of homelessness through organizations such as San Mateo County Housing Endowment and Regional Trust (HEART), and HOPE San Mateo County.

In 2016, the City implemented an Affordable Housing Commercial Linkage Fee Ordinance, which provides the City with funds to assist in development and preservation of affordable units through the Below Market Rate Rental Housing Program. The fee is assessed to new non - residential construction such as office, hotel, medical, retail, and restaurants. These fees provide much needed revenue which may then be leveraged with CDBG, PLHA, and other federal and State funds for the development of new affordable housing.

The City utilized Permanent Local Housing Allocation (PLHA) funds to fund programs that increase housing affordability and intervene for families in danger of experiencing homelessness. Programs such as case management to help individuals find affordable housing, home sharing, rapid rehousing, and shelter operations have been supported by this fund.

The City is continuously seeking grant opportunities at the state and federal levels to leverage local housing funds and support housing services and affordable housing production.

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Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

The City has adopted a lead-based paint policy that is followed by all Minor Home Repair subrecipients as they provide services to low -income homeowners. The City monitors each of the subrecipients through quarterly reports and periodic on -site visits for compliance.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

The actions to work toward eliminating poverty in San Mateo include:

• The HIP Housing Self Sufficiency Program provides support services and rent assistance for a one-to-two-year term for low- and moderate-income families. The program stabilizes families who then participate in educational and/or vocational training. This allows the individual to obtain jobs with sufficient compensation to support the family and reduce the need for public services. This program is funded using the State’s Permanent Local Housing Allocation fund.
• The City funds two Minor Home Repair programs to provide residents with repairs to increase energy efficiency, accessibility, and health/safety. These programs not only preserve affordable housing but also allows those households to use those savings to support other needs. In FY2024, these programs benefited four households with CDBG funding.
• The City adopted a new emergency rental assistance program in July 2025 to help alleviate low-income households who are experiencing financial challenges with rental assistance. This program will begin taking in clients on August 1, 2025, to June 30, 2026.

Local funding will support the administration of the program using Low and Moderate Income Housing Asset Funds (LMIHAF). This program is administered by a Core Service Agency, Samaritan House, who can provide crisis intervention for households who are extremely low-income by providing case management, financial empowerment services, and referrals to public programs depending on eligibility. 37 households are projected to be served in this program.

The City also worked to improve the availability of affordable housing. Kiku Crossing, a 225- unit affordable housing development by MidPen Housing on City -owned land, completed construction in spring of 2024, began lease -up in the beginning of Summer 2024, and was fully occupied by November of 2024. The City issued loans to the program using Low Moderate Housing Asset Fund ($2,850,000), Commercial Linkage Fee Fund ($2,000,000), and HOME Program Income ($650,000). This project was also funded through additional funding sources such as the Low Income Housing Tax Credits, County Funds, CalHFA Bonds, and a CalHFA MIP

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CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)

loan. Community Development Block Grant funds were not used in this project.

In addition, the homeless individual shelter, rapid rehousing, home -sharing, and supportive housing programs served 212 San Mateo residents. The City utilized the state’s Permanent Local Housing Allocation (PLHA) fund for the operations of the program.

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

No gaps were identified internally or externally that required any specific attention to improve this program year. The entitlement jurisdictions within San Mateo County continue to meet and collaborate in a variety of ways to share innovative ideas and best practices. Most recent efforts include working towards formalizing income verification requirements for subrecipients.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
As a leader in regional housing and other related issues, the City continues with cooperative and collaborative efforts with the County and with other jurisdictions in the County. With good working relationships with San Mateo County Department of Housing and the Human Services Agency, the City continues to address related issues on a regional basis as opportunities arise.

The Continuum of Care committee for San Mateo County implements its plan to serve homeless persons and families through a collaboration of service providers and local government agencies. Efforts are coordinated for outreach, needs assessment, and provision of services for homeless individuals. The consortium also determines the priorities and allocation of countywide Emergency Shelter Grant funds.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City of San Mateo, along with three other entitlement cities, (Daly City, So uth San Francisco and Redwood City) and the County of San Mateo jointly contracted with Project Sentinel to provide services to address items identified in the Assessment of Fair Housing report, which were incorporated into those jurisdictions Annual Action Plans. Project Sentinel was

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CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)

instrumental in assisting with the community outreach for the new plan, which has goals incorporated into the 2023 -2027 Consolidated Plan.

Project Sentinel served 53 people through intake and referral services and opened 12 fair housing cases. It also provided education and outreach services using 564 direct door mailers, and distribution of 250 multilingual fair housing brochures throughout San Mateo.

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OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City completed remote and on -site monitoring for CDBG-funded programs for public services, economic development, and minor home repair for FY 2024 programs. Since each CDBG-funded program functions on a two -year funding cycle, each subrecipient receives an on-site monitoring visit every three years. Each quarter, staff reviewed quarterly progress reports and reimbursement requests to confirm that each subrecipient is following its designated monitoring requirements. Towards the end of the FY 2024, staff remotely monitored the subrecipient’s policies and procedures , which was then followed by an on -site monitoring visit to review client files.

Affordable housing units are also monitored annually for HOME funded properties and Below Market Rate deed-restricted properties. The annual review consists of a desktop review of required documentation and reports. City staff also conduct regular compliance and evaluation checks of the programs . Every two years, staff conducts an on-site visit. On-site visits can be completed more frequently, if needed. In FY 2024, one property was monitored.

For capital projects, staff maintains a monitoring schedule either daily or periodically. Areas that are reviewed and monitored include, but are not limited to, environmental review, contract supervision, prevailing wage compliance, case management, reporting, and reimbursement request review and processing.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The CAPER will be available for a 15-day public comment period, starting with a public notice posting on August 29, 2025, and ending with a public hearing before the City Council on September 15, 2025. The CAPER will also be brought before the Community Relations Commission at a public meeting on September 1 1, 2025.

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OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

The City has used CDBG funds exclusively for High Priorities set in the 2023 -2027 Consolidated Plan and Projects in the 2024 Annual Action Plan. The activities funded have been effective and served the community as expected. The City does not plan to change its programs in the upcoming year.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

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CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)

CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

Table 9 – Total Labor Hours
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours

Table 10 – Qualitative Efforts - Number of Activities by Program Qualitative Efforts - Number of Activities by
Program

CDBG HOME ESG HOPWA HTF
Outreach efforts to generate job applicants who are Public Housing Targeted Workers

Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships).

Indirect training such as arranging for, contracting for, or paying tuition for off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide
direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

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OMB Control No: 2506-0117 (exp. 09/30/2021)

Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

Other.

Narrative
This section is not applicable.

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2024
-
25 Consolidated
Annual Progress and
Evaluation Report
(CAPER)
September 15, 2025
Jennifer Mora
Housing Specialist I
Community Development Department

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Community Development Block Grant (CDBG)
• City receives CDBG funds from the U.S. Department of
Housing & Community Development (HUD) each year
• HUD requires annual planning and reporting on the
use of CDBG (Annual Action Plan, Consolidated Plan)
• Informed by extensive community engagement and needs
assessment
• Contains detailed goals/metrics and budgeting for each year • CAPER reports on progress made and funds spent in a
program year
• Checkpoint for Consolidated Plan
• Due to HUD by September 29, 2025
City Corp Yard

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CDBG Funding in the City of San Mateo
• The City funds local organizations serving low and moderate-income residents, capital projects, and fair housing services
• Spending categories include:
• Public Services – basic human needs, senior services, youth services • Minor Home Repair – repairs and accessibility modifications • Public Facilities – local nonprofit capital projects and City-led street and sidewalk projects
• Fair Housing
• Administration

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Overview of CDBG Funding in 2024-25
• 2024-25 Entitlement Amount - $753,571
• Public Services*
• Seven agencies served 17,572 unduplicated
individuals
• Minor Home Repair*
• Two grants to Rebuilding T ogether
• 4 homes received a wide variety of repairs
• Economic Development
• Two grants to two agencies (Renaissance
Entrepreneurship Center and Upwards)
• Assisted 64 people
• Fair Housing
• One grant to Project Sentinel served 12 clients
• Public Facilities
• Traffic signal and pedestrian improvement project
(Public Works) around 3rd.Ave./Norfolk Ave.
• *Two awards declined due to limited capacity
Public Services Activities
Agency Service
CALL Primrose Community pantry
CORA Legal services
Friends for Youth Mentoring services
Legal Aid Society of SMC HomeSavers Program
LifeMoves Shelter Operations
Rape Trauma Services Sexual abuse services for
children and youth
Samaritan House Core Services Program

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Overview of CDBG Performance in 2024-25
• Most organizations coming close to or exceeding the annual goal for number served • Minor Home Repair experienced challenges due to staff turnover, outreach, intake process, and high costs of construction
• Housing Staff and local jurisdictions providing technical assistance • City is on target for meeting its five-year goals as set forth in the 2023-2027 Consolidated Plan

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Beyond CDBG 2024-25
• Kiku Crossing, a 225-unit affordable housing development by MidPen Housing on City- owned land:
• Construction completed in spring 2024 and fully occupied by fall 2024 • Emergency Rental Assistance Program, administered by Samaritan house:
• Adopted by City Council in July 2025
• Projected to serve 37 households by July 31, 2026
• CDBG funds are well-leveraged and used in combination with City local sources and Permanent Local Housing Allocation (PLHA) funds
2024-25 PLHA recipients included:

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Community Relations Commission CAPER Review
• Community Relations Commission Special Meeting on September 11, 2025 to review CAPER
• Meeting held during CAPER public comment period (August 29- September 15, 2025)
• Unanimous recommendation (5-0) that the City Council adopt the 2024- 25 CAPER and submit to HUD

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Recommendation
Adopt the 2024-2025 Consolidated Annual Progress
and Evaluation Report (CAPER) for submittal to the
United States Department of Housing and Urban
Development (HUD).

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Thank You
Jennifer Mora
Housing Specialist I
Community Development Department

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San Mateo City CouncilSeptember 15, 2025

San Mateo City Council
September 15, 2025