Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
1 1
2 4
1 5
ITEMS TO BE COMPLETED IN FISCAL YEAR 2025/26
1 City
Manager's
Office
Establish policies to decarbonize
existing buildings and infrastructure
and eliminate methane gas use by
2030.
Medium
Continue to conduct community outreach
and provide education; present findings to
Sustainability and Infrastructure
Commission for recommendations to City
Council; return to City Council final policy
options and related resource needs for,
Council direction.
Completed - Electrify San Mateo Sustainable
Building Strategy adopted by Resolution.
2 City
Manager's
Office
Create a comprehensive, ongoing
Citywide Community Outreach and
Engagement Program.
High
Onboard and train new communications
team, continue to improve high interest
webpages and work with staff Citywide to
enhance public engagement, establish a
townhall program, and develop civic
engagement forums. Enhance customer
service and community outreach training
and education opportunities for staff
citywide.
Community Engagement Handbook
Completed; Citywide web team established;
Communications Manager Oral Board set for
Nov. 4; Citywide trainings for various
communications tools underway; more to
come, such as Townhalls and Mayoral Minute,
with onboarding of Communications Manager.
3 Public
Works
Create a Capital Infrastructure Plan or
process for reinvesting in
infrastructure to allow the City to
evaluate City facilities and assets
when upgrades are needed.
High
Budget for and engage a consultant to
complete a Capital Improvement Program
organizational assessment to optimize the
process for identifying all City
infrastructure improvements, evaluate the
process of prioritizing improvements, and
assess the scheduling and budgeting
methodologies. In addition, procure a
consultant to complete a comprehensive
facilities assessment to identify required
improvements.
CIP organization assessment draft deliverable
has been developed by the consultant and is
under review. Target completion is June 2026.
Citywide facilities assessment will be
presented to City Council on October 20th.
4 IT
(reassigned
from the
CMO)
Explore a resolution affirming the
City's commitment to integrate new
technologies, such as artificial
intelligence (AI), without displacing
work force.
Low
Explore programs in use Countywide and
what is already in use by staff and develop
a plan to formalize integration of AI tools to
assist staff without their displacement or
compromising security.
Working on AI policy to set guidelines, usage,
and protections for staff.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
2 1
2 4
1 5
5 Public
Works
Conduct an Annual Transportation
Review of progress on all ongoing
plans, including project updates and
key metrics such as City mode share,
collision and safety data.
Low
Staff will gather key metrics and present an
annual transportation review to City
Council.
The first annual transportation review was
presented to City Council on June 2, 2025. The
next annual transportation review is planned
for June 2026.
6 Public
Works Complete Speed Surveys Medium
/ High
Complete necessary analyses and adoption
of ordinances as required by the California
Vehicle Code to ensure speed limits on the
City’s roadways are enforceable. Begin by
developing an analysis and implementation
strategy for systematic evaluation of our
roadways.
Staff will be implementing a Request for
Proposals process and selecting a consultant in
Winter 2025, after which staff plans to do
initital data preparation work in early 2026,
before conducting the speed surveys.
Certification is planned in Summer 2026, with
the estimated completion of this effort in Fall
2026.
7 City
Manager’s
Office
Explore limiting overnight RV Parking
in commercial corridors Low Explore policy and enforcement options and present study session to Council.
Study Session complete; policy direction being
implemented.
8 City
Manager’s
Office
Explore how the City of San Mateo
could partner with Sustainable San
Mateo and Peninsula Clean Energy in
"Charge Forward San Mateo," a
countywide effort to ensure that
residents have equitable access to
electric vehicle (EV) charging
infrastructure (and reduce the
county's greenhouse gas emissions
from transportation, currently 49% of
the region's emissions). Possibilities
include installing streetlight chargers
near apartments and multifamily
units; collaborating with Peninsula
Clean Energy to identify apartment
and multifamily contacts and offer
financial and technical support for
installing EV chargers; incentivize
private employers to expand
employee and customer EV charging.
Low
Conduct research, including how the City
can work with PG&E, and hold a City
Council study session.
This is planned for the first half of 2026.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
3 1
2 4
1 5
9 City
Manager’s
Office
Develop and implement an ordinance
to prohibit the use of gas leaf blowers
within the City of San Mateo.
Low/
Medium
Draft an ordinance based on industry best
practices for review and adoption by
Council and develop an implementation
and enforcement program.
SIC review and City Council Study Session
complete; Ordinance being drafted for
introduction at an upcoming meeting.
10 Police Youth Service Officers at Schools –
funding program.
Low/
Medium
City to work with the school districts over
the next year to have the school districts
help fund an additional school resource
officer.
City Manager and Police Chief met with both
Superintendents to request support. Also
raised at 2x2 meetings. There has been no
progress made to date.
11 City Clerk,
City
Manager’s
Office, City
Attorney
Develop City Council Code of conduct
with measurable consequences akin
to the San Mateo County Board of
Supervisors language with
enforcement
Low Hold workshop and revise/update Council
Rules and Procedures Completed
12 Community
Develop-
ment
Develop policy on regulating mobile
vending/food trucks Low
Work with various departments to explore
available policy and enforcement options
and present to Council at a study session.
Study Session complete (9/15); Council policy
direction being implemented.
13 Parks and
Recreation
Establish Senior Hubs at MLK and
Beresford Senior Centers Senior
Hubs: Expand our current senior
programming offerings to better
meet the needs of our senior
community members by increasing
the variety and frequency of events
tailored specifically to seniors, such
as adding options for engagement,
socialization, and overall well-being.
Also, investigate partnering with
other organizations to provide
coffee/tea or light refreshments that
will enhance the overall experience
but also encourage more
participation by creating a welcoming
and comfortable atmosphere.
Medium
Strategically identify which facilities(y)
could best support piloting this type of
program based on availability of space and
staffing, and suitability of structure to
remain open and accessible in the
foreseeable future. Update programing,
staffing, and outreach as needed to support
the expansion of service.
Compiled an inventory of all Senior
Programming offered across all Recreation
Facilites and Mobile Recreation.
Space has been allocated at MLK JR Center for
Senior Hub and necessary space upgrades are
in process.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
4 1
2 4
1 5
14 Public
Works Deliver the Clean Water Program. High Complete all identified construction projects by the end of FY 25/26.
Wastewater Treatment Plant (GMP 3) is on
track to be in operation in late 2025 with
construction complete in Spring 2026.
Treatment Plant ribbon cutting ceremony
completed September 2025. The El Camino
Real package of collection system
improvements will be completed in
Spring/Summer 2026. Final lift station
rehabilitation project (Las Prados, Kehoe Kelly,
and Arroyo Lift Station Rehabilitation) will be
complete in early 2027.
15 City
Manager's
Office/ IT
Explore the implementation of a
Customer Response Management or
311 system.
High
Onboard consultant support and select a
suitable CRM that will work with existing
back-end systems.
Catalis was selected as CRM vendor.
Agreement approved. Project kick-off on
9/5/2025. Anticipate 12-16 week project
timeline, depending on City side tasks.
16 Parks &
Recreation
Implement Phase 1 of the Central
Park Master Plan. High Break ground and complete construction.
Construction began June 2025 – Project is
currently on budget and on time for
completion in late Fall of 2026
17 Library and
Public
Works
Address structural issues at the
Marina Library. High
Engage in construction work throughout
2025. with completion targeted by the end
of FY 25/26.
Construction began in August 2025, and is
planned to extend for 16-18 months. In
addition to necessary foundation and
structural repairs, the work will involve
mechanical, electrical, and plumbing
upgrades; accessibility improvements; exterior
and landscaping improvements; a newly
updated interior; and a relocated deck.
18 City
Manager's
Office/
Community
Develop-
ment
Explore piloting a City Grant Fund. Medium Identify funding source and amount (50k), staff resources, structure, and process.
The City Manager's Office is currently
exploring options and will bring the structure
of a City Grant pilot to a City Council Study
Session in Spring/early Summer 2026.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
4 1
2 4
1 5
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
5 1
2 4
1 5
ITEMS TO BE COMPLETED WITHIN 2 TO 5 YEARS
19 City
Manager's
Office
Consider the adoption of wage theft
protections. High Partner and work with the County's Office of Labor Standards and Enforcement.
Completed in July 2025. The City has a
contract with OLSE to enforce minimum wage
and wage theft investigations.
20 Finance
Initiate a Community Budget Process
for anticipated revenue from
Measure CC.
Medium
Continue to monitor Measure CC revenue
and create a community budget in an
amount <$100K. Report the results through
quarterly updates.
The Department continues to monitor
Measure CC revenue and has already received
$1.7 million as of August 2025 for FY 25-26.
21 City
Manager's
Office and
Public
Works
Enhance city-wide disaster response
and emergency preparedness. High
Continue working with Office of Emergency
Services on updates to the City's
Emergency Operations Plan including
associated staff training and exercises,
ongoing training for staff roles and
responsibilities at the Emergency
Operations Center, and training on the
transition to new virtual EOC software
(Veoci); update departmental emergency
plans and COOP/COGs; purchase
emergency equipment; pursue flood
control permitting and upgrades; evaluate
City infrastructure for resilience and fitness
during disaster/extreme events.
Emergency backpacks and Emergency
Management Concepts 4-day EOC emergency
response training in December. Field
Maintenance staff recently met with
Consolidated Fire to coordinate emergency
access to the City's pump stations.
22 Community
Develop-
ment
Implement the adopted General Plan. High Work on the Comprehensive Zoning Code Update with the consultant (PlaceWorks).
Work on the Comprehensive Zoning Code
Update with the consultant (PlaceWorks)
started in July. Early work includes
development of an outreach/engagement
strategy, updating the Strive San Mateo
website to house all Zoning Code Update
resources, background research and
coordination with other departments (CAO
and PW).
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
6 1
2 4
1 5
23 Community
Develop-
ment
Implement Housing Element Policies. High
Continue implementation of all 2023-2031
Housing Element policies and programs
with a 2024/2025 and 2025/2026 target
date.
Work on all HE policies and programs with a
2025 target is ongoing and on track to meet
committments. The Council adopted an
Emergency Rental Assistance Program in July
to support HE tenant protections goals, with
additional tenant protection codes/policies
coming back to Council in November. Code
amendments to update the CIty's ADU
Ordinance are also udnerway, with a Council
public hearing anticipated in November. Work
on amendments to the Housing Element per
the settlement with HAC are underway, with
public hearings anticipated in January 2026.
24 Public
Works
Reconstruct all failed streets
identified in the Smooth Streets
program in San Mateo by 2026.
High
Complete construction of Phase 4 by Spring
2025 and award construction contract for
Phase 5 Summer 2025. Phase 5 is the final
phase of the Smooth Streets Program.
Phase 4 construction is complete. Currently
waiting for PG&E and Calwater to lower
shallow laterals and mains this fall and winter
prior to placing Phase 5 out to bid. Estimating
Phase 5 to be complete by December 2026.
25 Public
Works
Replace all remaining high voltage
circuits to improve safety and
reliability of the street light system.
High
Construction for Phase 5 is planned for
Summer 2025, with the schedule
dependent upon PG&E. For Phase 4, design
efforts are planned, but PG&E has
requested a 9-month lead time.
Phase 4 construction is delayed due to
permitting issues with PG&E and remains in
the design stage. Phase 5 is currently under
construction and on track for completion by
early 2026.
26 City
Manager's
Office
Implement a robust, year-round
Downtown Activation Program as
part of our core City services.
High Organize a committee to focus on the
vibrancy of Downtown.
While the committee has not yet been
formally organized, activation efforts to
support year-round Downtown vibrancy are
already underway through the City's
continued partnership and regular
coordination meetings with the Chamber and
DSMA e.g. monthly Headwest Market, West
Coast Farmer's Market, and special events on
the Pedestrian mall.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
7 1
2 4
1 5
27 Parks and
Recreation;
City
Manager’s
Office
Explore how the City of San Mateo
could partner with the San Mateo
Union High School District, San
Mateo-Foster City School District and
other public, private and nonprofit
organizations to support "Empower
San Mateo," a community
collaborative model aiming to help
1000 equity priority San Mateo
students graduate and thrive.
Possibilities include evaluating how
our city's assets (e.g. parks and
recreation centers, libraries and
more) could be further activated to
support these and other San Mateo
students; considering
expansion/piloting of programming
that could help such students find
internships and local work
experience, including within the City
itself.
Medium
Map out and identify inter-governmental
and community stakeholder support.
Affirm formal support from Both High
School and Elementary School District
School Boards.
The City has looked to partner with the San
Mateo Union High School. Recently, San
Mateo participated in the SMUHS Volunteer
Faire and performed outreach to make
students aware of citywide volunteer
opportunities.
28 Public
Works
Prioritize planning, design,
construction and maintenance of
rapid transportation safety
improvement projects citywide and
ensure there is a reliable City fund for
long term success.
High
Consolidate safety projects identified in
existing and future plans into a prioritized
list. Develop an implementation strategy
that includes staff resources and funding
for each phase (planning, design,
construction and maintenance). Continue
to progress in safety projects in design,
such as: Delaware Safe Routes to School
Protected Bike Lane, Hillsdale GAP Closure,
3rd and Norfolk Safety Improvement
Project.
The Quick-Build Mobility Program
implementation strategy is still under
development, with a draft internal eligibility
policy in place. Program funds are currently
supporting streamlined safety projects,
including the Delaware SRTS, Hillsdale
Boulevard & Alameda de las Pulgas Traffic
Signal Project, and various other safety
improvements. All projects in the workplan
are progressing as planned, except for the
Hillsdale GAP Closure Project, which is on hold
due to staffing shortages.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
8 1
2 4
1 5
29 City Clerk's
Office &
City
Attorney's
Office
Improve and strengthen democratic
systems and decrease polarization. Medium
Conduct a variety of educational outreach
to current and future voters by, including
registration events, utilizing mailers, and
collaborating with service organizations.
Staff will continue to conduct post-election
reviews and will add additional metrics and
analysis as an enhancement to this review.
Completed. Post-election review conducted;
Council direction implemented for campaign
contribution limits adjustment and
improvements to voluntary expenditure limits.
Dashboard transparency and youth voter
engagement initaitives fully operationalized.
30 City
Manager's
Office and
Human
Resources
Work with schools, community
colleges, businesses, and other
organizations to expand youth and
senior workforce development &
civic leadership opportunities.
Medium
Attract and retain youth/young adult
interns by partnering with organizations,
such as Empowerment Through Action and
local businesses, and centralizing
internships. Improve our volunteer
program to attract and retain volunteers,
especially seniors. Develop a formal
“Recruitment, Marketing, and Outreach
Plan” for the City.
Planning to expand the volunteer program to
the City's office environment has begun. Both
the City Manager's Office and Human
Resources have been exploring this work.
More updates to come as we continue the
process and establish specific tasks for the
volunteer roles, which will be open to people
of all ages. Of note, there seems to be special
interest in the volunteer area from high school
students. Human Resources has initiated the
development of a Recruitment, Marketing,
and Outreach Plan to expand recruitment and
outreach activities in an effort to develop
partnerships and build pipeline for City jobs.
31 City
Manager’s
Office
Commission a citywide feasibility
study for groups of San Mateo
businesses interested in forming
business improvement districts
(BIDs), including existing smaller
districts outside of downtown, such
as 25th Avenue and Crystal Springs
Shopping Center, and newer
groupings such as sections of El
Camino Real or downtown businesses
that may wish to pursue a property-
based BID or other complementary
structure to the existing Downtown
San Mateo Association.
Medium
/High
Conduct stakeholder mapping and
identification in multiple targeted areas,
create and conduct surveys, hold
community meetings, visit businesses, etc.
to gauge interest and needs and formulate
what to present to Council at one or more
study sessions.
This work has not yet started and is included
in the 3- year Economic Development Work
Plan for exploration.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
9 1
2 4
1 5
32 City
Manager’s
Office, City
Attorney’s
Office
Explore and evaluate allowing a retail
cannabis storefront in downtown Low
Explore available policy options along with
potential revenue generation and present
options to Council at a study session.
This work has not yet started. Council directed
staff to push out the work to the 2-to-5-year
project timeline.
33 City
Manager’s
Office,
Public
Works,
Community
Develop-
ment
Develop a Climate Adaptation Plan to
establish a comprehensive strategy
for resiliency and adaptation against
sea level rise and flooding to ensure
we are well poised for funding
opportunities and include Foster City
and Burlingame in planning efforts.
High
Use grant funding to commence this
planned work, including consultant
selection, ensuring all pertinent
departments and our neighboring cities are
included and any attention needed is given
toward the future of the levy.
Work on the Climate Adaptation Plan is
underway. Staff has selected a consultant and
submitted the Notice of Intent to prepare the
plan to BCDC. The consultant is currently
preparing the Existing Conditions section of
the plan, which will lay the foundation for
possible strategies considered by the plan.
34 Public
Works
Minimize impacts to residents from
train horn noise at City at-grade
crossings.
High
Complete construction of all rail safety
measures required for Train Horn Noise
Quiet Zone (Quiet Zone) qualification as
quickly as possible. Staff to work with FRA
and required stakeholders (e.g. CPUC,
Caltrain, and Union Pacific) to complete
administrative steps to establish Quiet
Zone by end of calendar year 2025.
Train Quiet Zone implementation is slated for
Q4 2026/Q1 2027. Staff received directions
from Council on full closures at Villa Terrace
and Bellevue through phased implementation.
Staff is continuing design for both locations
and are currently working with regulatory
stakeholders on funding at Villa Terrace.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
9 1
2 4
1 5
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
10 1
2 4
1 5
ITEMS TO BE COMPLETED IN 5 YEARS OR MORE
35 Public
Works
Expedite efforts to improve the
stormwater collection, drainage, and
storage system, including dredging
the Marina lagoon.
High
Adopt a prioritized, long-term 5-Year
Capital Improvement Plan based on
Stormwater Master Plan Update. Initiate
and complete environmental approval
process for dredging of the Marina Lagoon.
Begin implementation of other highly
prioritized stormwater capital
improvement projects as funding and
resources allow.
Consultant anticipates having a prioritized
Capital Improvement Plan for the storm drain
system by early 2026. PW to review the Plan
and implement as funding and resources
allow. Environmental approval process for full
dredging of Marina Lagoon has not yet
commenced, but a "spot" dredging effort will
be commencing in Spring 2026.
36 Public
Works Implement a Green Fleet by 2035. High
Complete design and initiate construction
of City Hall/City Plaza EV charging
infrastructure improvements by end of
calendar year 2025. Seek additional grant
funding and plan for Corp Yard/PD EV
charging infrastructure improvements.
City Hall and Corp Yard EV Infrastructure
projects are underway, working through the
design phase. PD EV Infrastructure project is in
the concept phase. Vehicle replacements with
EVs have been prioritized with planned
replacement of 12 existing gasoline/diesel
vehicles with Battery Elecric options this Fiscal
Year. Staff is working on a redesign of EV
infrastructure to incorporate ADA compliance
at City Hall and will adjust the project timeline.
37 Public
Works
Expedite efforts to provide high
quality effluent from the wastewater
treatment plant upgrades to support
the future production of potable
water.
High
Continue participating in the Peninsula
Pure Water (formerly San Francisco
Peninsula Regional Purification) project to
pursue a wastewater purification facility at
the Silicon Valley Clean Water facility in
Redwood Shores.
The City remains involved in discussions.
Recently, Public Works met with Burlingame
officials to discuss possible water reuse
synergies between the two cities with respect
to overall regional planning and will be
meeting with CalWater in October 2025 to
further discuss its potential interest in
recycled water.
38 Public
Works
Study resource feasibility for the
downtown grade separations and
long-term train corridor
improvements.
High
Identify resource needs for staffing, grant
writer, and design consultant to implement
the feasibility study.
Staff is leveraging the City grant writing
consultant to identify grant opportunities for a
feasibility study. Most grants related to grade
separations are often federal discretionary
funding that are currently being reviewed by
the Department of Transportation.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
11 1
2 4
1 5
39 Public
Works
Improve traffic flow on 19th Ave and
Fashion Island Boulevard from Grant
to Mariners Island Boulevard.
High
The City is working with the San Mateo
County Transportation Agency (TA) and
leading the implementation of this project,
with funding a constraint. Staff will
continue working with the TA to evaluate
options to reprogram funding from the
construction phase to the design phase,
with the design efforts start date currently
unconfirmed.
The project is at 35% design and progressing
on schedule. Recent public engagement
included a community meeting in July 2025
and a City Council meeting on September 15,
2025. An additional community meeting is
planned before the end of 2025.
40 Public
Works
Complete all High and Medium-High
priority projects in the 2020 Bicycle
Master Plan and the Pedestrian
Master Plan with the goal of
prioritizing quick-build projects
where feasible.
High
Program all existing 2020 BMP projects into
the Bike San Mateo Program to expedite
the design and delivery of all High and
Med-High bicycle projects. This will include
quick-build bicycle projects. Identify all
incomplete PMP projects and develop a
workplan for expedited completion. Some
major projects complete/substantially
underway.
Projects such as the Delaware SRTS, 19th
Avenue Fashion Multi-Modal, 3rd and Norfolk
intersection improvement, South B Street
Class II and various others are progressing
accordingly.
41 Public
Works
Expedite efforts to improve and build
climate resiliency into the City’s
stormwater collection, conveyance,
flood control, and levee systems,
including dredging the Marina
lagoon.
High Near Term (1-3 years):
Adopt an updated Storm Drain
Master Plan including a prioritized, long-
term Capital Improvement Program.
Consultant anticipates having a prioritized
Capital Improvement Plan for storm drain
system by early 2026. Staff will be bringing an
update to Council on the SDMP in January
2026. PW will incorporate projects/funding
into the 2026 Capital Improvement Program
as appropriate.
Complete Marina Lagoon Spot
Dredging design and construction.
Design is complete and project was advertised
in June 2025. Project received single bid which
was rejected due to higher-than-expected bid.
Staff received Council approval to negotiate
with sole bidder, and if negotiations are
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
12 1
2 4
1 5
unsuccessful, will re-bid in final quarter of
2025.
Explore options for providing
additional pumping capacity at the Marina
Lagoon Pump Station and increasing overall
resiliency for climate change and more
intense storm events.
Staff advertised an RFP for a Physical Modeling
Study in July 2025. Staff received two
proposals, and after review of proposals will
conduct interviews prior to selecting
consultant. Study will indicate to what extent
existing pumps/system configuration are
capable of providing increased
pumping/lagoon storage capacity as well as
provide recommendations on modifications
which can be safely implemented (if any).
Develop a Sea Level Rise Adaptation
Plan to establish a comprehensive strategy
for resiliency and adaptation against sea
level rise and flooding, including a
prioritized list of projects, and in
accordance with BCDC Regional Shoreline
Adaptation Plan requirements.
City retained a consultant (ESA) to prepare
Adaptation Plan. A Notice of Intent was
submitted to BCDC informing BCDC of City's
intent to prepare a Regional Shoreline
Adaptation Plan. Consultant is commencing an
Existing Conditions Assessment.
Pursue funding for implementation
of a comprehensive flood management
study with the Army Corps of Engineers per
the City’s federal Water Resources
Development Act authorization.
Will work with Federal consultant on potential
federal funding opportunities.
Initiate design on high priority
stormwater capital improvement projects
identified in the Storm Drain Master Plan
No updates, pending completion of a
prioritized list of capital improvements.
Medium Term (4-5 years):
Complete design, environmental
review, and permitting process for large-
scale maintenance dredging of the Marina
Lagoon.
Staff plans to prepare an RFP for this effort in
Q3 of FY25/26.
Fiscal Year 2025-26 City Council Priorities
# Dept
Lead(s) Council Priority Resource
Intensity Work Plan FY 25-26 November 2025 Progress
13 1
2 4
1 5
Begin implementation of high
priority stormwater capital improvement
projects identified in the Storm Drain
Master Plan.
No updates, pending completion of near-term
storm drain master planning efforts.
Collaborating with relevant
stakeholders, pursue prioritized funding for
shoreline adaptation projects as identified
in the Sea Level Rise Adaptation Plan
No updates, pending completion of near-term
adaptation efforts.
Long Term (6+ years):
Continue implementing priority
projects from the Storm Drain Master Plan
No updates
Initiate design, environmental
review, and permitting on priority shoreline
adaptation projects
No updates