Agenda packet — San Mateo City Council, December 15, 2025

CITY OF SAN MATEO
City Council Special Meeting
December 15, 2025
6:00 PM
San Mateo Main Library – Oak Room
55 West 3rd Avenue
San Mateo, CA 94402

COUNCIL MEMBERS
Adam Loraine
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash
Robert Newsom Jr.

AMENDED 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:

December 15, 2025
To join via telephone: (408) 638-0968
Webinar ID: 883 0508 4801
Passcode: 556354
This meeting is being held at the San Mateo Main Public Library – Oak Room due to construction at City Hall, as authorized by City Charter Section 2.10.

Agenda Amended on Friday, December 12: Item 2 – Agenda report and general public comment section

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

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.

1. Bermuda Drive Bridge Replacement Project – Agreement Approve an agreement with Bureau Veritas North America, Inc. in the amount of $887,000 for inspection and materials testing services for the Bermuda Drive Bridge Replacement Project (Project); establish a contingency reserve of $89,000; and authorize the Public Works Director to execute the agreement in substantially the form presented and issue change orders as allowed by the agreement documents within the contingency amount.

CEQA: This Project is categorically exempt from CEQA, because it consists of the replacement or reconstruction of an existing structure where the new structure will be located on the same site as the structure replaced, and will have substantially the same purpose and capacity as the structure replaced. (CEQA Guidelines Section 15302.)

2. Community Development Permit Tracking Software Agreement – Amendment Approve Amendment No. 3 to the Agreement with Tyler Technologies, Inc. for the annual service maintenance/support fee increase for the current year and the remaining three years of the five-year agreement in the amount of $862,012.77; and authorize the Community Development Director to execute the Amendment in substantially the form presented.

1 of 158

CEQA: This administrative item 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.)

3. Citywide Operations Management System – Amendment
Approve Amendment No. 1 to the Master Services Agreement with OpenGov, Inc. to replace the Integration Toolkit product with the Asset Management Systems Integration product offered by OpenGov, Inc. in order to interface the City’s new Customer Relationship Management system with its existing operations management system; and authorize the City Manager to execute the amendment in substantially the form presented and to issue no-cost amendments as allowed within the agreement documents in substantially the form presented and to issue no-cost amendments as allowed within the agreement documents.

CEQA: Approval of Amendment No. 1 to the City’s Agreement with OpenGov, Inc. is not a project subject to CEQA, because it can be seen with certainty that there is no possibility that the replacement of the Integration Toolkit with the Asset Management Systems Integration product to allow the City’s Customer Relationship Management software to interface with its existing management system may have a significant effect on the environment. (CEQA Guidelines Section 15061.)

4. Excess Workers' Compensation Insurance Policy for CY 2026, and CY 2027 – Approval Approve the purchase of excess workers' compensation insurance from Midwest Employers' Casualty Company in an amount projected to be $574,924 ($287,462 annually) for the two-year period commencing January 1, 2026, and ending December 31, 2027.

CEQA: This agreement 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
The public will have an opportunity to comment during the consideration of these items.

5. Wet Weather Preparations – Update
Receive an update on the City’s stormwater initiatives, wet weather preparations, and storm response activities.

CEQA: This informational update is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

6. Economic Development Work Plan 2026-2029 — Adoption
Adopt Economic Development Work Plan 2026-2029.

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).)

STUDY SESSION
The public will have an opportunity to comment during the consideration of these items.

2 of 158

7. City Council Priority List Fiscal Year 2025-26 — Progress Report Receive a progress report on the City Council Priority List for Fiscal Year 2025-26 and provide any direction to staff if any edits are desired.

NEW BUSINESS
The public will have an opportunity to comment during the consideration of this item.

8. City Council Special Meeting Start Time — Direction
Provide direction regarding the preferred start time for City Council special meetings.

CEQA: This administrative 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).)

CLOSED SESSION
The public will have an opportunity to comment before the consideration of this item. Following the meeting a report of action from Closed Session will be provided if required.

9. Conference with Legal Counsel – Existing Litigation
(Paragraph (1) of subdivision (d) of Section 54956.9) Name of case: Christopher Tofavaha v. City of San Mateo, San Mateo Superior Court Case No.: 25-CIV-04849

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.

3 of 158

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: 1 Section Name: CONSENT CALENDAR Account Number: 10-4662 File ID: 25-10640 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: December 15, 2025
SUBJECT:

Bermuda Drive Bridge Replacement Project – Agreement
RECOMMENDATION:

Approve an agreement with Bureau Veritas North America, Inc. in the amount of $887,000 for inspection and materials testing services for the Bermuda Drive Bridge Replacement Project (Project); establish a contingency reserve of $89,000; and authorize the Public Works Director to execute the agreement in substantially the form presented and issue change orders as allowed by the agreement documents within the contingency amount.

BACKGROUND:

In 2008, the City applied for preliminary engineering funds through the Highway Bridge Replacement and Rehabilitation Program (HBRRP) to evaluate the condition of the Bermuda Drive bridge over Borel Creek and address structural deficiencies identified by the California Department of Transportation (Caltrans). Following approval of HBRRP funding in 2010, the City entered into an agreement with Biggs Cardosa Associates, Inc. (BCA) for preliminary engineering. Structural and seismic evaluations, which were completed in 2011-2012, recommended a full bridge replacement rather than a retrofit. Caltrans subsequently approved the revised project scope in 2017.

On May 21, 2018, City Council approved a professional services agreement for final design and environmental documentation with BCA. Design was completed in early 2025. The Project will reconstruct the deficient bridge to provide a safe and reliable route consistent with current design standards.

Due to limited in-house staffing resources to oversee construction and ensure compliance with federal and Caltrans requirements, the City issued separate Requests for Proposals (RFPs) in September 2025 – one for inspection and materials testing services, and another for engineering design services during construction (ESDC). These services are necessary to provide daily inspection, materials testing, and engineering oversight throughout construction. Proposals were evaluated based on qualifications and relevant experience. The ESDC agreement was approved by City Council on December 1, 2025.

To provide field inspection and materials testing support, staff recommends awarding an agreement to Bureau Veritas North America, Inc., the most qualified firm selected from the City’s September 2025 RFP. Based on their relevant bridge construction management experience and proposed scope, staff determined the firm is well suited to deliver the required construction management and inspection services for this project.

BUDGET IMPACT:

The project is funded through a combination of local and federal funds under the Bermuda Drive Bridge Replacement Project (462250) and Federal Project No. BRLS-5102(049). These funds will be used to award this agreement, as well as to establish the contingency reserve.

4 of 158

CITY OF SAN MATEO
ENVIRONMENTAL DETERMINATION:

This Project is categorically exempt from CEQA, because it consists of the replacement or reconstruction of an existing structure where the new structure will be located on the same site as the structure replaced, and will have substantially the same purpose and capacity as the structure replaced. (CEQA Guidelines Section 15302.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Agreement

STAFF CONTACT
Stephanie Piñon, Senior Engineer
[email protected]
650-522-7315
Dominic Boneno, Associate Engineer
[email protected]
(650) 522-7341

5 of 158

Contract for Services with SB854 Page 1 of 11
Rev. 9/22
AGREEMENT WITH BUREAU VERITAS NORTH AMERICA, INC.

FOR CONSTRUCTION INSPECTION AND MATERIAL TESTING SERVICES FOR

BERMUDA DRIVE BRIDGE REPLACEMENT PROJECT

This Agreement, made and entered into this day of ____________________, by and between the CITY OF SAN MATEO, a municipal corporation existing under the laws of the State of California ("CITY"), and Bureau Veritas North America, Inc., a corporation, ("CONTRACTOR"), whose address is 887 Island Drive, Suite 220D, Alameda CA 94502.

RECITALS:

A. CITY desires certain construction inspection and material testing services hereinafter described.

B. CITY desires to engage CONTRACTOR to provide these construction inspection and material testing services by reason of its qualifications and experience for performing such services and CONTRACTOR has offered to provide the required services on the terms and in the manner set forth herein.

NOW, THEREFORE, IT IS AGREED as follows:

SECTION 1 - SCOPE OF SERVICES

The scope of services to be performed by CONTRACTOR under this Agreement is as described in Exhibit A to this Agreement, which is attached and incorporated by reference.

SECTION 2 - DUTIES OF CONTRACTOR

CONTRACTOR shall be responsible for the professional quality, technical accuracy and coordination of all work furnished by CONTRACTOR under this Agreement. CONTRACTOR shall, without additional compensation, correct or revise any errors or deficiencies in its work.

CONTRACTOR represents that it is qualified to furnish the services described under this Agreement.

CONTRACTOR shall be responsible for employing or engaging all persons necessary to perform the services of CONTRACTOR.

CONTRACTOR and his subcontractors shall comply with State’s Prevailing Wage Laws.

CONTRACTOR agrees to comply with the City’s minimum wage ordinance as codified in Municipal Code Chapter 5.92, which differs from the state minimum wage and includes a Consumer Price Index escalator.

6 of 158

Contract for Services with SB854 Page 2 of 11
Rev. 9/22
CONTRACTOR or subcontractor shall not be qualified to bid on, be listed in a bid proposal, or engage in the performance of any contract for public work unless currently registered and qualified to perform public work pursuant to Section 1725.5 of the Labor Code. For the work performed for the City, the CONTRACTOR and his subcontractors shall pay the workers at the prevailing wage rate as determined by the California Department of Industrial Relations, for this locality. This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

SECTION 3 - DUTIES OF CITY

CITY shall provide pertinent information regarding its requirements for the project.

CITY shall examine documents submitted by CONTRACTOR and shall render decisions pertaining thereto promptly, to avoid unreasonable delay in the progress of CONTRACTOR's work.

SECTION 4 - TERM

The services to be performed under this Agreement shall commence upon execution of agreement and continue until all work is completed and accepted by the City’s project manager.

CITY agrees to exercise due diligence in performing its tasks to implement the CONSULTANT'S timetable.

SECTION 5 - PAYMENT

Payment shall be made by CITY only for services rendered and upon submission of a payment request upon completion and CITY approval of the work performed. In consideration for the full performance of the services set forth in Exhibit A, CITY agrees to pay CONTRACTOR in an amount of $887,000, a fee pursuant to rates stated in Exhibit B, attached and incorporated by reference.

SECTION 6 – TERMINATION

Without limitation to such rights or remedies as CITY shall otherwise have by law, CITY shall have the right to terminate this Agreement or suspend work on the Project for any reason, upon ten (10) days' written notice to CON TRACTOR. CONTRACTOR agrees to cease all work under this Agreement upon receipt of said written notice.

SECTION 7 - OWNERSHIP OF DOCUMENTS

All documents prepared by CONTRACTOR in the performance of this Agreement are and shall be the property of CITY, whether the project for which they are made is executed or not.

7 of 158

Contract for Services with SB854 Page 3 of 11
Rev. 9/22
SECTION 8 - CONFIDENTIALITY

All reports and documents prepared by CONTRACTOR in connection with the performance of this Agreement are confidential until released by CITY to the public. CONTRACTOR shall not make any such documents or information available to any individual or organization not employed by CONTRACTOR or CITY without the written consent of CITY before any such release.

SECTION 9 - INTEREST OF CONTRACTOR

CONTRACTOR covenants that it presently has no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the services under this Agreement.

SECTION 10 - CONTRACTOR'S STATUS

It is expressly agreed that in the performance of the services required under this Agreement, CONTRACTOR shall at all times be considered an independent contractor as defined in Labor Code Section 3353, under control of the CITY as to the result of the work but not the means by which the result is accomplished. Nothing herein shall be construed to make CONTRACTOR an agent or employee of CITY while providing services under this Agreement.

SECTION 11 - INDEMNITY

CONTRACTOR agrees to hold harmless and indemnify CITY, its elected and appointed officials, employees, and agents from and against any and all claims, loss, liability, damage, and expense arising out of CONTRACTOR’s performance of this Agreement, except for those claims arising out of CITY’s sole negligence or willful misconduct. CONTRACTOR agrees to defend City, its elected and appointed officials, employees, and agents against any such claims. The CONTRACTOR’S duty to indemnify shall survive expiration or early termination of this Agreement.

SECTION 12 - INSURANCE

Contractor shall procure and maintain for the duration of the contract the insurance specified in Exhibit C to this Agreement.

SECTION 13 - NONASSIGNABILITY

Both parties hereto recognize that this Agreement is for the personal services of CONTRACTOR and cannot be transferred, assigned, or subcontracted by CONTRACTOR without the prior written consent of CITY.

8 of 158

Contract for Services with SB854 Page 4 of 11
Rev. 9/22
SECTION 14 - RELIANCE UPON SKILL OF CONTRACTOR

It is mutually understood and agreed by and between the parties hereto that CONTRACTOR is skilled in the performance of the work agreed to be done under this Agreement and that CITY relies upon the skill of CONTRACTOR to do and perform the work in the most skillful manner, and CONTRACTOR agrees to thus perform the work. The acceptance of CONTRACTOR's work by CITY does not operate as a release of CONTRACTOR from said obligation.

SECTION 15 - WAIVERS

The waiver by either party of any breach or violation of any term, covenant, or condition of this Agreement or of any provisions of any ordinance or law shall not be deemed to be a waiver of such term, covenant, condition, ordinance or law or of any subsequent breach or violation of the same or of any other term, condition, ordinance, or law. The subsequent acceptance by either party of any fee or other money which may become due hereunder shall not be deemed to be a waiver of any preceding breach or violation by the other party of any term, covenant, or condition of this Agreement or of any applicable law or ordinance.

SECTION 16 - COSTS AND ATTORNEY FEES

Attorney fees in total amount not exceeding $5000, shall be recoverable as costs (by the filing of a cost bill) by the prevailing party in any action or actions to enforce the provisions of this Agreement. The above $5000 limit is the total of attorney fees recoverable whether in the trial court, appellate court, or otherwise, and regardless of the number of attorneys, trials, appeals, or actions. It is the intent of this provision that neither party shall have to pay the other more than $5000 for attorney fees arising out of an action, or actions to enforce the provisions of this Agreement.

SECTION 17 - NON-DISCRIMINATION

CONTRACTOR warrants that it is an Equal Opportunity Employer and shall comply with applicable regulations governing equal employment opportunity. Neither CONTRACTOR nor any of its subcontractors shall discriminate in the employment of any person because of race, color, national origin, ancestry, physical handicap, medical condition, marital status, sex, or age, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment and Housing Act.

SECTION 18 - MEDIATION

Should any dispute arise out of this Agreement, any party may request that it be submitted to mediation. The parties shall meet in mediation within 30 days of a request. The mediator shall be agreed to by the mediating parties; in the absence of an agreement, the parties shall each submit one name from mediators listed by either the American Arbitration Association, the State Mediation and Conciliation Service, or other agreed-upon service. The mediator shall be selected by a blind draw.

The cost of mediation shall be borne equally by the parties. Neither party shall be deemed the prevailing party. No party shall be permitted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once

9 of 158

Contract for Services with SB854 Page 5 of 11
Rev. 9/22
commenced by a meeting with the mediator, shall last until agreement is reached by the parties but not more than 60 days, unless the maximum time is extended by the parties.

SECTION 19 - LITIGATION

CONTRACTOR shall testify at CITY's request if litigation is brought against CITY in connection with CONTRACTOR's services under this Agreement. Unless the action is brought by CONTRACTOR, or is based upon CONTRACTOR's wrongdoing, CITY shall compensate CONTRACTOR for preparation for testimony, testimony, and travel at CONTRACTOR's standard hourly rates at the time of actual testimony.

SECTION 20 - NOTICES

All notices hereunder shall be given in writing and mailed, postage prepaid, addressed as follows:

To CITY: Public Works Director
City of San Mateo
330 20th Ave
San Mateo, CA 94403

To CONTRACTOR: Bureau Veritas North America, Inc.

Attn: Jay Thakare
887 Island Drive, Suite 220D
Alameda, CA 94502

SECTION 21 - AGREEMENT CONTAINS ALL
UNDERSTANDINGS; AMENDMENT

This document represents the entire and integrated agreement between CITY and CONTRACTOR and supersedes all prior negotiations, representations, and agreements, either written or oral.

This document may be amended only by written instrument, signed by both CITY and CONTRACTOR.

SECTION 22 - GOVERNING LAW AND VENUE

This Agreement shall be governed by the laws of the State of California and, in the event of litigation, venue will be in the County of San Mateo.

[SIGNATURE PAGE FOLLOWS]

10 of 158

Contract for Services with SB854 Page 6 of 11
Rev. 9/22
IN WITNESS WHEREOF, CITY OF SAN MATEO and BUREAU VERITAS NORTH AMERICA, INC. have executed this Agreement the day and year first above written.

CITY OF SAN MATEO

CONTRACTOR

Matt Fabry
Public Works Director

Date Steven McMahon
Vice President

If a Corporation, can be either
1) President or 2) Vice
President plus an additional
corporate officer (i.e.,
Secretary, Treasurer) who shall
sign below.

Date

APPROVED AS TO FORM

ADDITIONAL CORPORATE

OFFICER
(if necessary per the above)

Linh Nguyen
Assistant City Attorney
Date Mike Davis
Senior Vice President

Date

Attachments:

Exhibit A: Scope of Services
Exhibit B: Payment Rates
Exhibit C: Insurance Requirements

11 of 158

Contract for Services with SB854 Page 7 of 11
Rev. 9/22

EXHIBIT A

SCOPE OF SERVICES

TASK A – CONSTRUCTION INSPECTION AND AS-NEEDED OFFICE ENGINEERING

1. Project and Contract Administration

• Attend pre-construction and weekly progress meetings
• Coordinate with the Contractor and Project Manager
• Assist in review Contract Documents, environmental documents, applicable laws and regulations
• Support review of Submittals, Requests for Information (RFIs), Contractor monthly invoices, Contractor’s work, and Change Orders
• Support in review and track responses to RFI’s related to construction issues • Maintain a change order log reflecting the status of each change order and total cost of • changes
• Maintain a submittal and shop drawings log
• Provide administrative assistance regarding maintaining meeting minutes and correspondence logs
• Review project staging plans and propose revisions as necessary for construction and • design
• Maintain daily inspection reports
• Perform a pre-construction site inspection and video-tape the pre-existing conditions • Provide progress photos daily
• Monitor Contractor compliance with permits, health, and safety standards • Inspect the site and ensure the contractor installs and maintains Best Management • Practice (BMP’s) that are applicable with site conditions and consistent with the Storm • Water Pollution Prevention Plan (SWPPP)
• Prepare independent estimates of the value of proposed additional work to verify the • reasonableness of change orders
• Coordinate and oversee any required specialty inspections

2. Project Closeout and Acceptance Services

• Develop a punch-list of corrective actions and inspect completion of corrective items • Coordinate and receive all close-out items including as-built drawings and warranties as • Required

TASK B – MATERIAL TESTING SERVICES

As determined by the City Construction Manager in accordance with the Project Specifications, perform tests including but not limited to:

• Soil Testing per Caltrans Standard Specifications
• Percent Compaction by Caltrans standards

12 of 158

Contract for Services with SB854 Page 8 of 11
Rev. 9/22
• Sand Equivalent
• Moisture Content and Dry Density Determination
• Durability Index
• Unconfined Compressive Strength Test
• Atterberg Limits Test
• Gradation Analysis
• Resistance (R) Values
• Soil Sampling and Reporting
• Sampling and Chain of Custody Reporting
• Soil Analytical Composition and Classification Reporting • Environmental Screening Levels Reporting
• Concrete Testing per Caltrans Standard Specifications • Concrete Strength Testing
• Concrete Uniformity
• Admixture verification tests
• Concrete Slump Testing per Caltrans Standard Specifications • Asphalt Concrete Testing per Caltrans Standard Specifications • Concrete Reinforcing per Caltrans Standard Specifications • Structural Steel per Caltrans Standard Specifications

13 of 158

Local Assistance Procedures Manual Exhibit 10-H1 Cost Proposal Note: Mark-ups are Not Allowed Prime Consultant Subconsultant 2nd Tier Subconsultant Consultant
City Project No. 462250 BRLS-5102(049) Date: 11/7/2025

DIRECT LABOR
Hours Actual Hourly
Rate Total
72 $150.00 $10,800.00
2784 $97.34 $270,994.56
288 $54.37 $15,658.56
LABOR COSTS Total Hours 3,144
a) Subtotal Direct Labor Costs $297,453.12
b) Anticipated Overtime $0.00
c) Anticipated Salary Increases (see page 2 for calculation) $6,955.14 d) TOTAL DIRECT LABOR COSTS [(a) + (b)+(c)] $304,408.26

INDIRECT COSTS
d) Fringe Benefits (Rate: e) Total Fringe Benefits [(c) x (d)] $0.00 f) Overhead (Rate: 147.63% ) g) Overhead [(c) x (f)] $449,397.92 h) General and Administrative (Rate: 0.00% ) i) Gen & Admin [(c) x (h)] $0.00 j) TOTAL INDIRECT COSTS [(e) + (g) + (i)] $449,397.92
FIXED FEE (Rate: 8.00% ) k) TOTAL FIXED FEE [(c) + (j)] x (q)] $60,304.49 l) CONSULTANT’S OTHER DIRECT COSTS (ODC) – ITEMIZE (Add additional pages if necessary) Unit Unit Cost Total
-$
Months $ - -$
$0.00
m) SUBCONSULTANTS’ COSTS (Add additional pages if necessary) Subconsultant 1: DBE Firm 72,308.59$
$ 72,308.59
$72,308.59
TOTAL COST [(c) + (j) + (k) + (n)] $886,419.27
Office Engineer/Inspector Sarah Hussein
Vendors
EXHIBIT 10-H1 COST PROPOSAL Page 1 OF 3

COST-PLUS-FIXED FEE OR LUMP SUM OR FIRM FIXED PRICE CONTRACTS Bureau Veritas North America, Inc. (BVNA)

CONSTRUCTION MANAGEMENT SERVICES
Inspection Services Inc.
m) TOTAL SUBCONSULTANTS’ COSTS
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l)+(m)] Federal Project No.
l) TOTAL OTHER DIRECT COSTS
Mileage (Included) Included
Per Diem 0
Classification/Title Name
Description of Item Quantity
Lead Inspector * Michael Thomas, PE
Jay Thakare, PEProject Manager
NOTES:

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be mark ed with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant’s annual accounting period and established by a cognizant agency or accepted by Caltrans.

3. Anticipated salary increases calculation (page 2) must accompany.

January 2020

EXHIBIT B PAYMENT RATES

14 of 158

Consultant Contract No. Date 11/7/2025

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) Avg Hourly 3 Year Contract
Rate Duration
$297,453.12 = $94.61 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 (2026) $94.61 + = $97.92 Year 2 Avg Hourly Rate
Year 2 (2027) $97.92 + = $101.35 Year 3 Avg Hourly Rate Year 3 (2028) $101.35 + = $104.90 Year 4 Avg Hourly Rate Total Hours
per Year
Year 1 41.09% * = 1292.0 Estimated Hours Year 1
Year 2 51.27% * = 1612.0 Estimated Hours Year 2
Year 3 7.63% * = 240.0 Estimated Hours Year 3
Total 100% = 3144.0
Year 1 $94.61 * = $122,235.82 Estimated Hours Year 1
Year 2 $97.92 * = $157,848.83 Estimated Hours Year 2
Year 3 $101.35 * = $24,323.60 Estimated Hours Year 3
= $304,408.26
= $297,453.12
= $6,955.14 Transfer to Page 1
Direct Labor Subtotal Total Hours
EXHIBIT 10-H COST PROPOSAL (EXAMPLE #1) PAGE 2 OF 2

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (SAMPLE CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
Bureau Veritas North America, Inc. (BVNA)
per Cost Proposal per Cost Proposal
3,144

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation

3.5%

3.5%
Total

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated % Total Hours
Completed Each Year per Cost Proposal
3144.0
3144.0
3144.0

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year(calculated above) (calculated above) Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary
Increase
1292
1612
240
Total Direct Labor Cost with Escalation

15 of 158

Certification of Direct Costs:
1 Generally Accepted Accounting Principles (GAAP)
2 Terms and conditions of the contract
3 Title 23 United States Code Section 112 - Letting of Contracts 4 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures 5 6 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate(s).

Prime Consultant or Subconsultant Certifying:

Name: Title *:

Signature : Date of Certification (mm/dd/yyy
Email: [email protected] Phone Number: 562.477.6904 Address:

List services the consultant is providing under the proposed contract:
11/10/2025
Construction Management Services
*An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level n
o lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract. 887 Island Drive, Suite 220D Alameda, CA 94502
Exhibit 10-H1 Cost Proposal Page 3 of 3
23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of All costs must be applied consistently and fairly to all contracts. All documentation of compliance must Steven McMahon Vice President
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the

16 of 158

Contract for Services with SB854 Page 10 of 11
Rev. 9/22

EXHIBIT C

INSURANCE REQUIREMENTS

MINIMUM SCOPE OF INSURANCE

Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 12 07 covering CGL on an “occurrence” basis, including products -completed operations, personal & advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: ISO Form Number CA 00 01 covering any auto (Code 1), or if Contractor has no owned autos, hired, (Code 8) and non -owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Professional Liability (Errors and Omissions): Insurance appropriate to the Contractor ’s profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate.

If the contractor maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the contractor.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City, its elected and appointed officials, employees, and agents are to be covered as insureds on the auto policy for liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the Contractor; and on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10, 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used).

Primary Coverage
For any claims related to this contract, the Contractor’s insurance coverage shall be primary insurance as respects the City, its elected and appointed officials, employees, and agents. Any insurance or self- insurance maintained by the City, its elected and appointed officials, employees, or agents shall be excess of the Contractor’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except after thirty (30) days’ prior written notice (10 days for non-payment) has been given to the City.

Waiver of Subrogation
Contractor hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be nece ssary to effect this waiver of subrogation, but this

17 of 158

Contract for Services with SB854 Page 11 of 11
Rev. 9/22
provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the City. The City may require the Contractor to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Verification of Coverage
Contractor shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

18 of 158

CITY OF SAN MATEO
6 1
2 3

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 2 Section Name: CONSENT CALENDAR Account Number: 26-3125 File ID: 2018 - 25-10650 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: December 15, 2025
SUBJECT:

Community Development Permit Tracking Software Agreement – Amendment RECOMMENDATION:

Approve Amendment No. 3 to the Agreement with Tyler Technologies, Inc. for the annual service maintenance/support fee increase for the current year and the remaining three years of the five-year agreement in the amount of $862,012.77; and authorize the Community Development Director to execute the Amendment in substantially the form presented.

BACKGROUND:

In June 2013, City Council approved an agreement with Tyler Technologies, Inc. (Tyler Technologies) to purchase permit and project tracking software (EnerGov) with related services and support to convert the City’s paper-based permit tracking system to an electronic system. The term of this agreement for Tyler Technologies’ services automatically renews each year unless terminated by either party. The continuing fees for Tyler Technologies’ services, including licensing and maintenance/support, are thereafter renewed, and invoiced on an annual basis.

When originally established, the City hosted the software in City owned on-premises servers located at City Hall, requiring continuous software and hardware maintenance, and monitoring and upgrades by City IT staff. As part of the next generation of software and security upgrades, a transition to a cloud-based service became necessary. On August 19, 2024, the City Council approved Amendment No. 2 to the agreement with Tyler Technologies to transition to a cloud- based platform for file storage, support, and security, and included an increased annual service maintenance/support fee.

This transition to the cloud-based system has freed up in-house server space, reduced City overhead administrative burdens and provided for an improved user experience with enhanced cybersecurity protection and monitoring functionality.

This Amendment is coming before the Council to authorize the full cost of this agreement for the five-year term, as required by the City’s purchasing policy. The annual cost of this software was previously covered by Community Development’s annual budget, however with the annual cost now exceeding $100,000, it requires City Council approval.

When this amendment was approved by Council on August 19, 2024, it authorized the transition to the cloud-based services and an increase in the annual service and maintenance fee for the first year, but not years 2-5 of the Agreement.

This amendment to the Agreement with Tyler Technologies will cover the annual service maintenance/support fee increases for the current year (FY25-26) and the remaining three years of the five-year term of the agreement. All other agreement terms are the same as those approved by City Council on August 19, 2024.

BUDGET IMPACT:

The total annual service maintenance/support fees for the Energov Permitting and Licensing software over the five-year term of this agreement will be $1,056,393.77, and breaks down as follows:

19 of 158

CITY OF SAN MATEO
6 1
2 3
Year 1 (FY24-25) - $194,381 (approved and paid)
Year 2 (FY25-26) - $202,966.22 (4.42% increase)
Year 3 (FY26-27) - $209,055.21 (3% increase)
Year 4 (FY27-28) - $219,507.97 (5% increase)
Year 5 (FY28-29) - $230,483.37 (5% increase)
However, it should be noted that the City will realize cost savings from reduced on-premises server needs and IT staff support, which will result in full cost recovery and actual cost savings over this five-year period. The annual costs to pay for the Energov Permitting and Licensing software fee will be accounted for in Community Development’s annual budget and will be funded by the Construction Services Fund (Fund 230), with no impact to the City’s General Fund.

ENVIRONMENTAL DETERMINATION:

This administrative item 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.

ATTACHMENTS
Att 1 – Agreement Amendment No. 3

STAFF CONTACT
Jennifer Rosas, Business Manager
[email protected]
(650) 522-7164

20 of 158

AMENDMENT NO. 3 TO THE AGREEMENT
BETWEEN THE CITY OF SAN MATEO AND TYLER TECHNOLOGIES, INC.

FOR PERMIT TRACKING SOFTWARE
This Amendment No. 3 (“Amendment”) is effective as of the date of signature of the last party to sign as indicated below (“Amendment Effective Date”), by and between Tyler Technologies, Inc. with offices at One Tyler Drive, Yarmouth, Maine 04096 (“Tyler”) and the City of San Mateo, with offices at 330 W 20th Avenue, San Mateo, California 94403 (“Client”).

WHEREAS, Tyler and Client are parties to an agreement dated August 22, 2024 (“Agreement”), as amended on May 8, 2024 (“Amendment No. 1”) and August 22, 2024 (“Amendment No. 2”); and WHEREAS, Tyler and Client desire to further amend the terms of the Agreement as provided herein.

NOW THEREFORE, in consideration of the mutual promises hereinafter contained, Tyler and the Client agree as follows:

1. Tyler shall invoice Client fees at the rates set for below for the following renewal periods for the items listed in Exhibit 1 of this amendment:
a. September 1, 2025 - August 31, 2026: $202,966.22 Current Invoice 025-519844 b. September 1, 2026 - August 31, 2027: $209,055.21 3% Increase c. September 1, 2027 - August 31, 2028: $219,507.97 5% Increase d. September 1, 2028 - August 31, 2029: $230,483.37 5% Increase Subsequent annual renewals shall be at our then-current rates and will be invoiced in accordance with the Agreement.

2. The items set forth in the Amendment Investment Summary attached as Exhibit 2 to this Amendment are hereby added to the Agreement as of the first day of the first month following the Amendment Effective Date and, notwithstanding anything to the contrary in Exhibit 1, ending coterminous with the SaaS Term as defined in the Agreement. Payment of fees and costs for such items shall conform to the following terms:
a. The annual SaaS fees payable under the Agreement shall be increased in the amount of $27,500, for the Tyler Software added herein. The first year’s annual SaaS Fees shall be invoiced on the first day of the first month following the Amendment Effective Date, prorated for the time period commencing on such date and ending concurrently with the Client’s annual SaaS Term under the Agreement. Annual SaaS Fees for the first renewal period shall be invoiced at a three (3%) percent increase over the year one fees.

Year two and three renewals shall be invoiced at a five (5%) percent increase over the previous year’s fees. Subsequent SaaS Fees shall be invoiced in accordance with the terms
b. Unless otherwise provided herein, services identified at Exhibit 1 and added to the Agreement pursuant to this Amendment, along with applicable expenses, shall be invoiced as provided and/or incurred.

3. This Amendment shall be governed by and construed in accordance with the terms and conditions of the Agreement.

21 of 158

4. Except as expressly indicated in this Amendment, all other terms and conditions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, the parties hereto have executed this Amendment as of the dates set forth below.

Tyler Technologies, Inc. City of San Mateo
By: By:

Name: Tina Mize Name: Zachary Dahl
Title: Group General Counsel Title: Community Development Director Date: December __, 2025 Date: December __, 2025
APPROVED AS TO FORM:
______________________________
Prasanna W. Rasiah
City Attorney

22 of 158

Exhibit 1
Tyler Invoice

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

23 of 158

Exhibit 1

24 of 158

Exhibit 2
Amendment Investment Summary
The following Amendment Investment Summary details the additional software, products, and services to be delivered by us to you under the terms of the Agreement. This Amendment Investment Summary is effective as of the Effective Date, despite any expiration date in the Investment Summary that may have lapsed as of the Effective Date.

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

25 of 158

2025-567959-R7X1W1 Page 1
Quoted By: Andrew Meyer
Quote Expiration: 3/22/26
Quote Name: EPL Data & Insights
Sales Quotation For:

SAN MATEO, CA CITY OF

PHIL KAWAKAMI, COMMUNITY DEV DEPT
330 W 20TH AVE
SAN MATEO CA 94403-1338
Tyler SaaS
Description Term Monthly Fee Users/Units Annual Fee
Enterprise Permitting & Licensing Extensions
Enterprise Permitting & Licensing Executive Insights Bundle $ 1,292 1 $ 15,500 Community Development Feeds $ 667 1 $ 8,000
Citizen Connect $ 333 1 $ 4,000
TOTAL 1.00 $ 27,500
Professional Services
Description Quantity Unit Price
Extended
Price Maintenance
Exhibit 2

26 of 158

2025-567959-R7X1W1 Page 2
Professional Services
Professional Implementation Services 32 $ 225 $ 7,200 $ 0 Project Manager Services 8 $ 225 $ 1,800 $ 0
TOTAL: $ 9,000 $ 0
Summary One Time Fees Recurring Fees
Total SaaS $ 27,500
Total Services $ 9,000 $ 0
Total Third-Party Hardware, Software, Services $ 0 $ 0
Summary Total $ 9,000 $ 27,500
Exhibit 2

27 of 158

2025-567959-R7X1W1 Page 3
Client agre
es that items in this sales quotation are, upon Client's signature or approval of same, hereby added to the existing agreement ("Agreement") between the parties and subject to its terms. Additionally, payment for said items, as applicable but subject to any listed assumptions herein, shall conform to the following terms:
• Lice
nse fees for Tyler and third party software are invoiced upon the earlier of (i) delivery of the license key or (ii) when Tyler makes such software available for download by the Client;
• Fe
es for hardware are invoiced upon delivery;
• Fe
es for year one of hardware maintenance are invoiced upon delivery of the hardware; • Annual
Maintenance and Support fees, SaaS fees, Hosting fees, and Subscription fees are first payable when Tyler makes the software available for download by the Client (for Maintenance) or on the first day of the month following the date this quotation was signed (for SaaS, Hosting, and Subscription), and any such fees are prorated to align with the applicable term under the Agreement, with renewals invoiced annually thereafter in accord with the Agreement.
• Fe
es for services included in this sales quotation shall be invoiced as indicated below. o Imple
mentation and other professional services fees shall be invoiced as delivered. • Expenses associ
ated with onsite services are invoiced as incurred.

Comments
SaaS Monthly Fees are rounded to the nearest dollar. The Annual Fee value represents the cost to the customer.

Tyler resources will establish connection and verify data exchange between Data & Insights and Enterprise Permitting & Licensing. Your rights, and the rights of any of your end users, to use Tyler’s Data & Insights SaaS Services, or certain Tyler solutions which include Tyler’s Data & Insights data platform, are subject to the Terms of Services, available at https://www.tylertech.com/terms/data-insights-saas-services-terms-of-service. By signing this sales quotation, or accessing, installing, or using any of the Tyler solutions listed at the linked terms, you certify that you have reviewed, understand, and agree to said terms.

Exhibit 2

28 of 158

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: 3 Section Name: CONSENT CALENDAR Account Number: 72-4651 File ID: 25-10654 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: December 15, 2025
SUBJECT:

Citywide Operations Management System – Amendment
RECOMMENDATION:

Approve Amendment No. 1 to the Master Services Agreement with OpenGov, Inc. to replace the Integration Toolkit product with the Asset Management Systems Integration product offered by OpenGov, Inc. in order to interface the City’s new Customer Relationship Management system with its existing operations management system; and authorize the City Manager to execute the amendment in substantially the form presented and to issue no-cost amendments as allowed within the agreement documents in substantially the form presented and to issue no-cost amendments as allowed within the agreement documents.

BACKGROUND:

In May 2016, the City purchased the Cartegraph Operations Management System (Cartegraph OMS) and contracted with Cartegraph Systems, LLC (Cartegraph) to implement and host the system. Cartegraph has since been acquired by OpenGov, Inc. (OpenGov). The selection was made by a multi-departmental committee that included staff from Public Works, IT, Parks and Recreation, Police, City Clerk’s Office, and the City Manager’s Office. This committee unanimously agreed that Cartegraph OMS would best serve the City’s operational field work needs. Staff have since moved all work order management for streets and traffic, the sewer collection system, parks and recreation, and facilities to Cartegraph OMS, and continue to use the system for these operational needs.

On May 6, 2019, April 4, 2022, and May 5, 2025, Council approved the three-year renewals of Cartegraph OMS with OpenGov based on the continued success of Cartegraph OMS and the continued need to serve City operations management functions. As part of the contract renewal in 2019, the City purchased an additional product called the Integration Toolkit, which allows the application programming interface (API) access to OpenGov for third party applications. During the City’s current Customer Relationship Management (CRM) implementation process with Catalis, it was identified that the more applicable product the City requires is the Asset Management Systems Integration, which is a separate OpenGov product.

The proposed Amendment No. 1 updates the software services included in the Order Form of the Agreement to replace the Integration Toolkit with the Asset Management Systems Integration product. There is no additional cost to the City for this exchange.

BUDGET IMPACT:

There is no budget impact associated with the approval of this Amendment No. 1 to the agreement. This agreement is funded by the Information Technology and Public Works departments with 25 percent of the total cost funded through Information Technology’s annual operating budget in the General Fund and 75 percent funded by Public Works’s operating budgets in the Sewer (50 percent), Solid Waste (25 percent), and Stormwater (25 percent) funds.

29 of 158

CITY OF SAN MATEO
ENVIRONMENTAL DETERMINATION:

Approval of Amendment No. 1 to the City’s Agreement with OpenGov, Inc. is not a project subject to CEQA, because it can be seen with certainty that there is no possibility that the replacement of the Integration Toolkit with the Asset Management Systems Integration product to allow the City’s Customer Relationship Management software to interface with its existing management system may have a significant effect on the environment. (CEQA Guidelines Section 15061.)

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Amendment No. 1

STAFF CONTACT
David Hulten, Project Manager II
[email protected]
(650) 522-7311
Jamie Perez, Business Manager
[email protected]
(650) 522-7242

30 of 158

Contract Amendment Page 1 of 3
CAO Approved June 2024
AMENDMENT NO. 1 TO THE MASTER SERVICES AGREEMENT

BETWEEN THE CITY OF SAN MATEO AND
OPENGOV, INC. FOR

CITYWIDE OPERATIONS MANAGEMENT SYSTEM
($403,057.37 [Original Amount] / $0.00 [Amendment No. 1]) This Amendment is made and entered into this day of _____________ by and between the CITY OF SAN MATEO, a municipal corporation existing under the laws of the State of California ("CITY"), and OpenGov, Inc. ("VENDOR").

WHEREAS, on May 27, 2025, CITY and VENDOR executed an agreement for a citywide operations management system; and
WHEREAS, CITY and VENDOR wish to amend the Agreement to amend the scope of services by adding an Asset Management Systems Integration product, and removing the Integration Toolkit product, which will enable the CITY to interface its new Customer Relationship Management system with its existing operations management system.

NOW
, THEREFORE, the Parties agree as follows:

1. The attached “Order Form”, attached to this Amendment No. 1, replaces the existing Order Form in its entirety, and is hereby incorporated by reference.

2. The r
emaining terms of the Agreement remain in full force and effect. [SIGN
ATURE PAGE FOLLOWS]

31 of 158

Contract Amendment Page 2 of 3
CAO Approved June 2024
IN WITNESS WHEREOF, CITY OF SAN MATEO and OpenGov, Inc. have executed this Amendment No. 1 on ___________________.

CITY OF SAN MATEO VENDOR
Alex Khojikian
City Manager
Date Elise Cole
Its Authorized Agent
Chief Administrative Officer
Date

APPROVED AS TO FORM ADDITIONAL CORPORATE

OFFICER
Linh P. Nguyen
Assistant City Attorney
Date Sam Kramer
Chief Financial Officer
Date

32 of 158

OpenGov Inc.
660 3rd Street, Suite 100
San Francisco, CA 94107
United States
Q-12399
11/18/2025 Audrey Helle
11/30/2025 [email protected]
5/19/2025 36 Months
5/18/2028
City of San Mateo, CA Dave Hulten
330 West 20th Avenue
San Mateo, California 94401
United States
[email protected]
Annually in Advance
Net Thirty (30) Days
Product / Service Start Date End Date Annual Fee
OMS Plus, OMS User (103 Users), Asset Management Systems Integration, Asset Builder (option), Facilities Domain, Flood Protection Domain, Parks & Recreation Domain, Sanitary Sewer Domain, Signal Domain, Stormwater Domain, Transportation Domain, Walkability Domain, Water Distribution Domain
5/19/2025 5/18/2026 $127,853.25
OMS Plus, OMS User (103 Users), Asset Management Systems Integration, Asset Builder (option), Facilities Domain, Flood Protection Domain, Parks & Recreation Domain, Sanitary Sewer Domain, Signal Domain, Stormwater Domain, Transportation Domain, Walkability Domain, Water Distribution Domain
5/19/2026 5/18/2027 $134,245.91
OMS Plus, OMS User (103 Users), Asset Management Systems Integration, Asset Builder (option), Facilities Domain, Flood Protection Domain, Parks & Recreation Domain, Sanitary Sewer Domain, Signal Domain, Stormwater Domain, Transportation Domain, Walkability Domain, Water Distribution Domain
5/19/2027 5/17/2028 $140,958.21
See Service Terms
Product / Service Description
Hours will be billed monthly on a time and material basis as incurred at a rate of $215 per hour.

May 19, 2025 $127,853.25
May 19, 2026 $134,245.91
May 19, 2027 $140,958.21
This Order Form replaces and supersedes the Order Form Number Q00CA5641 executed on .

This Order Form incorporates the OpenGov Master Services Agreement ("MSA") attached here or available at https://opengov.com/terms-of-service/master-services-agreement/.

The "Agreement" between OpenGov and the entity identified above ("Customer") consists of the Order Form, MSA, and, if Professional Services are purchased, the Statement of Work.

Unless otherwise specified above, fees for the Software Services and Professional Services shall be due and payable, in advance, 30 days from receipt of the invoice.

By signing this Agreement, Customer acknowledges that it has reviewed, and agrees to be legally bound by the Agreement. Each party’s acceptance of this Agreement is conditional upon the other’s acceptance of the Agreement to the exclusion of all other terms.

Signature: Signature:

Name: Name:

Title: Title:

Date: Date:

Professional Services Deployment - Time & Materials
Order Form Number:

Created On: Prepared By:

Order Form Expiration: Email:

Subscription Start Date: Contract Term:

Subscription End Date:

Customer: Contact Name:

Bill To/Ship To: Email:

Billing Frequency:

Payment Terms:

SOFTWARE SERVICES:

Annual Subscription Total:

PROFESSIONAL SERVICES:

Professional Services Total: $2,795.00
Professional Services ONE TIME CREDIT:

Service Terms
Service Date: Amount:

May 27, 2025
City of San Mateo, CA OpenGov, Inc.

Customer Information
Order Details
Order Form Legal Terms
-$2,795.00
(Annual Software Fee)
(Annual Software Fee)
(Annual Software Fee)

Page 3 of 3 ends

33 of 158

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: 87-2314 File ID: 25-10722 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Human Resources Department
MEETING DATE: December 15, 2025
SUBJECT:

Excess Workers' Compensation Insurance Policy for CY 2026, and CY 2027 – Approval RECOMMENDATION:

Approve the purchase of excess workers' compensation insurance from Midwest Employers' Casualty Company in an amount projected to be $574,924 ($287,462 annually) for the two-year period commencing January 1, 2026, and ending December 31, 2027.

BACKGROUND:

Excess workers' compensation coverage protects the self-insured employer financially for workers’ compensation claims that exceed the specified dollar limit. Currently, the City’s dollar limit (or retention) for workers’ compensation claims is $1,000,000. The City has been insured for excess workers' compensation coverage with Safety National Casualty Corporation (“Safety National”) since 2009. Such policy will expire on January 1, 2026.

As the City’s broker, Keenan & Associates solicited quotes from three insurance companies for excess workers’ compensation coverage. Safety National and Midwest Employers' Casualty Company (“Midwest”) were the only two companies that responded and provided their terms of coverage.

Safety National provided 2 options:
1) 1-Year Term at $1,000,000 Retention/$500,000 Corridor Retention/$25,000,000 Limit: Premium $324,445 with a rate guarantee for CY 2027/28.
2) 1-Year Term at $1,250,000 Retention/Statutory Limit: Premium $219,751.

Midwest provided 4 options:
1) 1-Year Term at $1,000,000 Retention/Statutory Limit: Premium $287,462. 2) 2-Year Term at $1,000,000 Retention/Statutory Limit: Premium $574,924 ($287,462 annually). 3) 1-Year Term at $1,250,000 Retention/Statutory Limit: Premium $264,862. 4) 2-Year Term at $1,250,000 Retention/Statutory Limit: Premium $529,724 ($264,862 annually).

Keenan & Associates recommended we keep retention at $1,000,000 because by selecting option 3 or 4 there is potential risk of paying an additional $250,000 on a claim compared to only saving approximately $22,600 on the annual premium.

Based on the analysis of available options, it was determined that the option offered by Safety National comes at a much higher cost, $324,445 versus $287,462 quoted by Midwest. Furthermore, Midwest provided more favorable terms regarding corridor retention and policy limit as outlined above.

34 of 158

CITY OF SAN MATEO
Also, Keenan & Associates recommended obtaining a multi-year policy, which is supported by staff. This helps with budget forecasting and reduces costs for market research.

Staff recommends that the City selects a 2-Year Term Policy at $1,000,000 Retention/Statutory Limit at the cost of $574,924 ($287,462 annually) with Midwest. Staff requests for approval of the purchase pursuant to Municipal Code

3.60.050(c), which allows the City to forgo the competitive bidding process related to the placement of insurance coverage.

BUDGET IMPACT:

The premium quoted by Midwest Employers' Casualty Company for CY 2026 and 2027 is calculated at a rate of $0.3218 per $100 of covered estimated payroll, which results in an expected expenditure of $287,462 for each year, over the next two years (total for two years is $574,924). This rate per $100 of covered estimated payroll is a 15% decrease from our 2025 rate. Despite the reduction in rate, our annual premium of $287,462 represents an increase of 7.23%, which is due to increased payroll costs, going from $72,338,127 in actual payroll costs in CY 2024 to $89,329,485 in estimated payroll costs in CY 2026. There are sufficient funds budgeted in the Workers' Compensation Fund for this expense.

ENVIRONMENTAL DETERMINATION:

This agreement 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 Resolution
Att 2 – Coverage Summary

STAFF CONTACT
Yuliya Shukhat, Senior Risk Management Analyst
[email protected]
(650) 522-7263

35 of 158

CITY OF SAN MATEO
RESOLUTION NO. ____ (2025)
AUTHORIZING PURCHASING OF EXCESS WORKERS’ COMPENSATION COVERAGE FROM MIDWEST EMPLOYERS’ CASUALTY COMPANY FOR CALENDAR YEARS 2026 AND 2027
WHEREAS, the City has utilized its broker, Keenan & Associates, to solicit quotes to identify an insurance carrier to provide the City coverage for Excess Workers’ Compensation coverage.

WHEREAS, on an ongoing basis, the City, which is self-insured for the purpose of Workers’ Compensation coverage, should continue carrying Excess Workers’ Compensation coverage which protects the City financially for workers’ compensation claims that exceed the specified dollar limit; currently, the City’s dollar limit (or retention) for workers’ compensation claims is $1,000,000.

WHEREAS, Keenan & Associates has identified an insurance carrier, Midwest Employers' Casualty Company, that provided a competitive coverage option for the City’s Excess Workers’ Compensation coverage.

WHEREAS, the City selects a 2-Year Term Policy at $1,000,000 Retention/Statutory Limit at the cost of $574,924 ($287,462 annually) with Midwest Employers' Casualty Company.

WHEREAS, Midwest quoted the lower annual premium and more favorable terms of coverage regarding corridor retention and policy limit as outlined above.

WHEREAS, Municipal Code 3.60.050(c) allows the City to forgo the competitive bidding process related to the placement of insurance coverage.

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

1. This purchase is not a project as defined by the California Environmental Quality Act in that they will not cause a physical change in the environment. (CEQA Guidelines Section 15378(b)(5)).

2. Purchasing of Excess Workers’ Compensation coverage Midwest Employers' Casualty Company as outlined in attached Agenda Report, is approved.

3. The Human Resources Director is authorized to sign and execute the agreement.

36 of 158

Keenan & Associates | CA License No. 0451271

Presented By:

Jessica Blushi | Vice President
Melissa Morales | Account Executive
2355 Crenshaw Blvd, Suite 200
Torrance, CA 90501
Office: (310) 212-0363

City of San Mateo
Workers’ Compensation Insurance
Renewal Proposal 2026-2027

37 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

EXECUTIVE SUMMARY
November 18, 2025

Yuliya Shukhat
Sr. Risk Management Analyst
City of San Mateo
330 W 20th Avenue
San Mateo, CA 94403
RE: 2026 – 2027 Workers’ Compensation Renewal Proposal Dear Ms. Shukhat,

We are pleased to present the City of San Mateo’s 2026–2027 Workers’ Compensation Insurance Renewal Proposal.

Below is a summary of the key highlights of the City’s renewal.

Expiring Renewal Option 1 Renewal Option 2
Carrier Safety National Safety National Midwest
Estimated Annual Payroll $72,338,187 $89,329,485 $89,329,485 Rate per $100 of Payroll $0.3706 $0.363 $0.3218
Estimated Annual Cost $268,085 $324,445 $287,462
Broker Fee Unknown $20,000 $20,000
Total WC Program Cost $268,085 $344,445 $307,462

As the City’s new broker, Keenan performed a thorough marketing. Terms were received from the City’s incumbent carrier, Safety National, as well as Midwest Employers. Arch was also approached but declined to quote as they could not compete with expiring terms.

Safety National’s renewal quote represents a rate reduction of 2% and maintains the same limit and retention structure as the City’s expiring policy.

Midwest Employers offered very competitive terms, not only reduced the City’s rate by 15%, but also increased the limit from $25,000,000 to Statutory, which ensures that in the event of a catastrophic occurrence, coverage will not be limited to a set dollar amount, but rather, the full statutory obligations of the City. Midwest Employers’ quote eliminates the $500,000 corridor retention that sits excess of the City’s $1,000,000 retention.

Keenan has proposed a $20,000 broker fee in lieu of commission, which typically range from 8-12%

On behalf of Keenan & Associates, we are honored to support the City of San Mateo and appreciate your trust in our services.

Sincerely,
Jessica Blushi
Vice President

This insurance document is furnished to you as a matter of information for your convenience. It only summarizes the listed proposed policies and is not intended to reflect all the terms and conditions or exclusions of such proposed policies. Moreover, the information contained in this document reflects proposed coverage as of the effective date(s) of the proposed policies and does not include subsequent changes. This document is not an insurance policy and does not amend, a lter, or extend the coverage afforded by the listed proposed policies. The insurance afforded by the listed proposed policies is subject to all the terms, conditions, and exclusions of such policies.

38 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

YOUR KEENAN TEAM
Office Location and Telephone Numbers
Corporate Office: Phone (Main): (310) 212-0363
Keenan & Associates Phone (Toll Free): (800) 654-8102 2355 Crenshaw Blvd., Suite 200 Main Fax: (310) 212-0300 Torrance, CA 90501 Web Site: www.keenan.com
Corporate License No. 0451271

Service Team Members
Name Role Key Responsibilities Telephone E-mail
Kyle McKibbin
Vice President
Lead
Consultant
Collaborates with the
customer to develop
and implement risk
management
strategies, deliver
comprehensive
market overview, and
advises on program
options.

Office:
(510) 986-6761
Ext. 8122
Cell:
(415) 710-9157

[email protected]
Melissa Morales
Account Executive
Day-to-day
Service/Policy
Administration
Responsible for
overall account
servicing including
addressing coverage
questions, change
requests, preparing
renewal submissions,
and reviewing
contract insurance
requirements.

Office:
(310) 212-0363
Ext. 2668
Cell:
(310) 989-2404
[email protected]
Lisa Valdez
Account Coordinator
Day-to-day
Service/Policy
Administration
Support Account
Management in all
servicing tasks,
including handling
endorsements,
managing invoicing,
and issuing
certificates of
insurance.

Office:
(310) 212-0363
Ext. 2651

[email protected]

Jessica Blushi
Vice President
Manager /
Property &
Casualty
Marketing
Expert
Oversees Property
and Casualty
Marketing
Department and
services.

Office:
(310) 212-0363
Ext. 2329
[email protected]

39 of 158

City of San Mateo
November 18, 2025
Excess Workers' Compensation Insurance
Renewal Proposal 2026-2027
Carrier Results
Safety National Casualty Corporation - Incumbent Quoted – $324,445 for a 1-year policy period with all terms and conditions as per expiring.

Midwest Employers' Casualty Company Midwest: Provided 4 Quote options. 1) 1-Year Term at $1,000,000 Retention: $287,462
2) 2-Year Term at $1,000,000 Retention: $574,924 ($287,462 annually) 3) 1-Year Term at $1,250,000 Retention: $264,862
4) 2-Year Term at $1,250,000 Retention: $529,724 ($264,862 annually) Arch Insurance Company Declined
Marketing Summary
Keenan Associates | CA License No. 0451271

40 of 158

City of San Mateo
November 18, 2025
Excess Workers' Compensation Insurance
Renewal Proposal 2026-2027
Expiring Renewal Option 1 Renewal Option 2
Workers' Compensation Safety National Safety National Midwest Estimated Annual Payroll $72,338,187 $89,329,485 $89,329,485 Rate per $100 of Payroll $0.3706 $0.363 $0.3218
Estimated Annual Cost $268,085 $324,445 $287,462
Keenan Broker Fee Unknown $20,000 $20,000
Total WC Program Cost $268,085 $344,445 $307,462
Change in WC Premium from Expiring 21.02% (or $56,360.00) 7.23% (or $19,377) Program Cost Summary
Keenan Associates | CA License No. 0451271

41 of 158

City of San Mateo
November 18, 2025
Excess Workers' Compensation Insurance
Renewal Proposal 2026-2027
AM Best Rating A++ (Superior) A++ (Superior) A+ (Superior) Financial Size Category XV (Greater than or Equal to $2 Billion)
XV (Greater than or Equal to $2
Billion)
XV (Greater than or Equal to $2
Billion)
California Status Admitted Admitted Admitted
Workers' Compensation
Employers' Liability
Per Occurrence
Aggregate
Estimated Annual Payroll
Rate per $100 of Payroll
Total Estimated Annual Premium
Fees to claims administrator
Corridor Retention
Salaries, wages and remuneration
Punitive/Exemplary damages
$258,716
Yes
None
N/A
Excess Workers' Compensation
Employers' Liability
January 1, 2026 to January 1, 2027
Statutory
$1,000,000
Carrier
Policy Term
Retention
Limit
Renewal - Option 2
Midwest Employers' Casualty Company
Rating
Auditable
Renewal - Option 1
Safety National Casualty Corporation
Excess Workers' Compensation
Employers' Liability
January 1, 2026 to January 1, 2027
$89,329,485
$0.3632
$25,000,000
$1,000,000
$500,000
Yes
Employers' Liability
$0.3706
$268,085
Yes
None
$241,277
$500,000
$72,338,187
January 1, 2025 to January 1, 2026
Salaries, wages and remunerationMajor Exclusions
Fees to claims administrator
Punitive/Exemplary damages
(see policy for complete list of exclusions)
Punitive/Exemplary damages
Salaries, wages and remuneration
Fees to claims administrator
City of San Mateo
Excess Workers' Compensation
2026-2027 Proposal
None
$324,445
$292,001
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$2,000,000
$89,329,485
$0.3218
$287,462
Commission
Minimum Premium
$25,000,000
$1,000,000
Expiring
Safety National Casualty Corporation
Coverage Excess Workers' Compensation
Keenan Associates | CA License No. 0451271

42 of 158

City of San Mateo
November 18, 2025
Excess Workers' Compensation Insurance
Renewal Proposal 2026-2027
Serious and willful misconduct
Assessments levied by DIR/SIP
Loss assumed under contract
Subjectivities & Notes
Safety National: Quoted Provided 2 options
1) 1-Year Term at $1,000,000 Retention/$500,000 Corridor Retention/$25,000,000 Limit: $324,445 with a rate guarantee for 2027/28 2) 1-Year Term at $1,250,000 Retention/Statutory Limit: $219,751 Midwest: Quoted - Provided 4 options.
1) 1-Year Term at $1,000,000 Retention/Statutory Limit: $287,462 2) 2-Year Term at $1,000,000 Retention/Statutory Limit: $574,924 ($287,462 annually) 3) 1-Year Term at $1,250,000 Retention: $264,862
4) 2-Year Term at $1,250,000 Retention/Statutory Limit: $529,724 ($264,862 annually) Terrorism Premium Included Above -
$8,624
Non-occupational disability benefits
Failure to comply with OSHA
Knowingly employing an employee in
violation of the law
Wrongful employment practices
Loss assumed under contract
Non-occupational disability benefits
Assessments levied by DIR/SIP
Serious and willful misconduct
Wrongful employment practices
Knowingly employing an employee in
violation of the law
Failure to comply with OSHA
Loss assumed under contract
Non-occupational disability benefits
Assessments levied by DIR/SIP
Serious and willful misconduct
Wrongful employment practices
Knowingly employing an employee in
violation of the law
Failure to comply with OSHA
Keenan Associates | CA License No. 0451271

43 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

KEENAN PROFILE

OVERVIEW OF KEENAN
Founded in 1972, Keenan has extensive experience consulting for hospitals, cities, counties, special districts, community colleges, and public school districts. Statewide, Keenan provides services to more than 100 health care facilities, and over 1,200 public sector entities, including 65 trusts and joint power authority programs (JPAs). Due to Keenan’s niche focus on the unique requirements of public sector entities, we bring a comprehensive understanding of the customers and markets we serve.

In 2017, Keenan joined the AssuredPartners family of companies, expanding our resources and footprints across 46 states and internationally. This partnership has allowed Keenan to continue to innovate and expand our capabilities in providing our clients with solutions that address the continuously evolving insurance landscape.

PUBLIC AGENCY SPECIALISTS
Keenan was founded to provide insurance solutions to schools and public agencies, and delivers high quality, innovative products and services that add value, increase reliability, and provide financial security for our clients’ property and liability, workers’ compensation, and employee benefits programs. As an organization, we place insurance covering more than $80 billion of insured property values and more than $60 billion in covered payroll.

We believe an integrated approach allows us to provide our clients with the highest level of consultation. To do so, we have developed a wide range of services, including:
• Risk Management Consultation
• Claims Administration
• Full Range of Insurance Brokerage
• JPA Management and Consulting
• Loss Control Consultation and Services
• Financial Analysis and Planning for Creative Funding Options

44 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

RISK MANAGEMENT SERVICES

INTEGRATED SERVICE TEAM
Our clients’ programs are only as good as the service team’s delivery on our commitments. Our commitment to customer service epitomizes the Keenan brand. Whether its prompt response in coverage analysis, effective claims oversight or results-oriented loss control service, our fully integrated business model with internal access to all necessary resources will either provide or oversee quality delivery of value-added service to the City.

LOSS CONTROL SERVICES
Loss Control Services comprise a special blend of knowledge and expertise that can only be acquired by specialization. Our Loss Control Services personnel are specialists trained to identify and analyze loss exposure factors, develop necessary loss controls, recommend appropriate remedial actions and provide necessary services, including employee training, to help reduce the frequency and severity of your claims.

Addressing employee injuries and safety concerns is a critical component to achieving a strong safety culture.

A strong safety culture is essential to the success of your Risk Management program and ultimately the success of maintaining low claim numbers. Our trainings and assessment services have been provided to thousands of employees across California and continue to be requested year after year from our clients. Minimal financial investments like this can result in tremendous benefits across a wide span of the City’s resources.

Keenan offers its complete Loss Control Service Schedule as an option for the City to augment loss control and safety training not otherwise provided by the carrier.

Partnering with an experienced, stable and flexible safety and loss control team is critical for customer satisfaction, consistency in service delivery and the execution of the City’s safety objectives. Our safety professionals average over 14 years of California Public Agency experience and possess the distinction of assisting clients in achieving significant reduction in claims and incidents. Their individual and collective expertise provide California Public Agencies with all the assessment, program development and training needs required of environmental and Cal/OSHA regulations. In our Public Agency book of business, Keenan Safety and Loss Control experts have achieved a consistent record of loss reduction (36% frequency rate drop over the last four years). Additionally, the Keenan team is noted to have specialized experts who possess the following certifications:
• Certified Safety Professionals (CSP) • Certified Forklift Trainers • Certified Ergonomists (CPE) • Hazardous Materials First Responders • Registered Environmental Assessors (REA) • Associates in Risk Management (ARM) • Certified Playground Inspectors (CPSI) • Certified Aerial Lift Trainers

45 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

P&C BRIDGE
P&C Bridge is a web-based portal Keenan
designed to allow our clients 24/7 access to
the tools necessary to manage their Property,
Liability and Workers’ Compensation
programs. P&C Bridge enables you to bridge
Training, Compliance, Communication and
Risk Management in one secure platform.

P&C Bridge was built with the help of Risk
Managers, Chief Business Officials, and
Human Resources professionals as they told
us specifically what they needed to bring
safety, accountability and efficiencies to their
organizations.

P&C Bridge Features:
• Keenan SafePersonnel Dashboard. Online training can help public agencies comply with regulatory compliance and increase the safety of their employees.
• Claim Related Alerts. How are you managing your workers’ compensation program? P&C Bridge claim related alerts offer more options to assist your agency in managing important claim milestones. • Discussion Forum. What’s Trending? Stay on top of issues important to your peers. Quickly see content, briefings, trainings and other resources your peers are in and viewing. • Follow Content Important to You. Personalize your account to follow topics that are most interesting to you and have the option to receive an email notification when new content on that topic is posted to P&C Bridge.
• Keep Track of Important Meetings, Trainings and Events. Use the calendar tool to easily see meetings, trainings and events that are coming up and add them to your personal calendar. Customize your calendar view to only see events that matter most to you and your agency. • User Friendly Format. The design of P&C Bridge makes it easy to find what you are looking for!

46 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

KEENAN SAFEPERSONNEL
Web Based Online Training for Your Staff
Built on technology extensively proven in public agencies and recognized with a 2013 Business Insurance Innovation Award, Keenan SafePersonnel and Keenan SafeSchools
have an established track record with over 14.5 million course completions.

The Keenan SafePersonnel courses have been specifically designed for California cities, counties, transit agencies and special districts. More importantly, Keenan SafePersonnel has the capability of customizing training plans specific to your organization. The content is newly updated and
regularly reviewed to remain current.

Keenan SafePersonnel develops a strong safety culture for the City:
• Fosters a safe, healthy environment for agency
employees and helps protect your community.
• Cost effectively delivers training online with far less disruption to work schedules and reduced travel
expense.
• Courses align with your exposures, loss history and
reinforce targeted prevention strategies.
• Interactive, visually-pleasing content engages employees with short, manageable modules. • Centralized, automated record of training for Cal/OSHA and risk management documentation.

47 of 158

City of San Mateo
November 18, 2025
Excess Workers’ Compensation Insurance
Renewal Proposal 2026-2027

Keenan & Associates | CA License No. 0451271

DISCLOSURE STATEMENT
AssuredPartners agencies are licensed as insurance producers by the various States where we are transacting insurance, which includes the sale, solicitation, and servicing of insurance business, as well as advising on the relative benefits of certain insurance policies and risk management programs. Our agencies typically receive compensation from insurers in the form of commissions paid as a percentage of the premiums due the applicable insurance companies. Commissions can vary by insurance company, by volume of business placed with that company or the profitability thereof, and other factors. In other cases, depending on various State laws and the capacity in which our agency is acting, our agencies may receive other forms of compensation from insurers, insurance intermediaries, premium finance companies and other vendors; such as contingents, overrides, profit-sharing, premium finance fees, expense reimbursements, producer subsidies, award trips, meetings and other incentives. We also earn interest on premiums we hold until it is time to pay the applicable insurance companies.

Our overriding desire is to provide great customer service, having you, the customer, believe we have earned our compensation. We believe in full disclosure of our compensation. Accordingly, if you have any questions about the compensation we receive from your policies (including policies we propose to you), please just ask your account representative, who will gladly provide you a summary of our compensation arising from your policies (some estimation may be necessary, for example where contingents are involved).

This proposal provides a summary of coverages. In the event of a conflict, the actual terms, conditions, limitations and exclusions of the policy shall prevail. I have reviewed and accept the attached proposal. Please accept this as our authorization to bind coverage as of January 1, 2026 per the terms and conditions detailed in this proposal.

Please make the following selection and sign accordingly:

Excess Workers’ Compensation
[ ] Safety National Casualty Corporation – 1-Year Term, $1M Retention/$500k Corridor Retention: $324,445 [ ] Safety National Casualty Corporation – 1-Year Term, $1.25M Retention: $219,751 [ ] Midwest Employers’ Casualty Company – 1-Year Term, $1M Retention: $287,462 [ ] Midwest Employers’ Casualty Company – 2-Year Term, $1M Retention: $574,924 [ ] Midwest Employers’ Casualty Company – 1-Year Term, $1.25M Retention: $264,862 [ ] Midwest Employers’ Casualty Company – 2-Year Term, $1.25M Retention: $529,724

______________________________________ _________________________ Signed by (Printed Name) Title

______________________________________ ________________________ Signature Date

48 of 158

CITY OF SAN MATEO
6 1
3 6

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 5 Section Name: OLD BUSINESS Account Number: 10-4679 File ID: 25-10724 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Public Works Department
MEETING DATE: December 15, 2025
SUBJECT:

Wet Weather Preparations – Update
RECOMMENDATION:

Receive an update on the City’s stormwater initiatives, wet weather preparations, and storm response activities.

BACKGROUND:

Staff has previously updated Council on wet weather preparation activities beginning at the August 21, 2023, City Council meeting and have transitioned to provide annual updates with the most recent one from the November 18th, 2024. The initial wet weather preparation update presented at the August 21, 2023, City Council meeting identified four (4) distinct timeline categories and twenty-three (23) individual initiatives and tasks related to stormwater management and maintenance improvements. The full list of these requested action items is provided in Attachment 1, with the majority now completed. This wet weather update will focus on the remaining incomplete initiatives, on-going annual maintenance progress, and other new activities related to stormwater management.

Incomplete Initiatives:
Develop Marina Lagoon Alternatives Analysis for Pumping Below 95 feet oStaff reviewed Schaaf & Wheeler’s identified alternatives for the Marina Lagoon pumps and elected to conduct a physical hydraulic model (which entails building a scale model of the pump station) to assess flow patterns, identify potential improvements to optimize pump efficiency and performance, and determine whether pumping below elevation 95.0 feet is advisable. oStaff released a Request for Proposals (RFP) and selected Northwest Hydraulic Consultants, Inc., to perform the physical hydraulic modeling study, with Council awarding the agreement at the December 1, 2025, City Council meeting. Staff anticipates the study will be complete by July 2026. Storm Drain Master Plan Update
oStaff and the Master Plan consultant (Schaaf & Wheeler) have completed data acquisition and model development for the Master Plan and are currently focusing on reviewing climate change projections, developing criteria for project prioritization, and reviewing the preliminary capital project list. oPublic Works staff will provide an update on the Stormwater Master Plan to the Sustainability and Infrastructure Commission and the City Council on January 14 and 26, 2026, respectively. The draft Master Plan is expected to be released for public review between February and April 2026, with formal Council adoption anticipated in June 2026. Staff will work to incorporate initial capital improvement projects in the 2026-2027 Capital Improvement Program.
Marina Lagoon Spot Dredging
oStaff previously advertised the project on June 8, 2025, and received a single bid that was approximately 30% higher than the original engineer’s estimate. The bid was formally rejected, and City Council directed staff to negotiate with the sole bidder in an effort to reduce costs. Unfortunately, the only viable

49 of 158

CITY OF SAN MATEO
6 1
3 6
cost-reduction measure identified involved decreasing the overall dredging volume, which was not an option the City wished to pursue. Staff is now preparing to re-advertise the project in late January, with the goal of initiating work in Spring 2026 and providing ample time for completion by October 31, 2026. Lagoon users and residents will be notified of upcoming construction timelines, impacts, and other related project information.

On-going Annual Maintenance:
Inspect and clean all catch basins
oCatch basin cleaning, along with other stormwater maintenance activities, is now being handled by the two full-time staff funded through the Community Flood and Storm Protection Fee. Staff has already observed system improvements resulting from the maintenance work performed last year. oIn previous years, maintenance efforts were targeting only catch basins; however, this year staff are completing both catch basin cleaning and pipe cleaning as part of the annual program. As of November 30, 2025, a total of 1,207 out of 5,086 catch basins have been cleaned, along with 970 out of 6,737 pipe segments, representing approximately 89,536 linear feet/ 17 miles of storm drain pipelines. Inspect and clean all City-owned trash capture devices, trash racks, and storm pump station wet wells. oThese actions are completed annually as part of O&M operations and procedures for wet weather season activities
Deploy up to four (4) sandbag stations throughout the City for upcoming rainy season, with focus on areas with history of flooding, and coordinate with community volunteers for filling bags, monitoring stations oSandbag Stations are available at the following locations to property owners within San Mateo Public Works Corporation Yard – 1949 Pacific Blvd
Beresford Park Parking Lot – 2720 Alameda de las Pulgas Anchor Road Parking Lot – Anchor Road at 3rd Avenue/J. Hart Clinton Drive oStaff was unable to secure a fourth station in the North Central neighborhood this year due to ongoing construction on the San Mateo Foster City School District site.

New Activities
Citywide Creek Maintenance Permit
oMaintenance of creeks and channels within the City typically includes vegetation management, sediment and debris removal, and other routine repair activities, many of which require permits from four or more regulatory agencies. Staff is pursuing a multi-agency regulatory permit to establish a general maintenance program that can be implemented on an as-needed basis for City-managed creeks and channels. oOn September 29, 2025, an RFP for professional permitting services was released. Staff selected Montrose Environmental Solutions and Council awarded an agreement at the December 1, 2025, City Council meeting. The consultant will also develop maintenance guidance for private property owners responsible for privately managed creeks and channels.
Community Feedback for Storm Drain Improvements
oAs part of the Storm Drain Master Plan update, staff is working with consultants to develop a community engagement mapping tool. The tool will allow residents to report recent or historic flooding at their properties or throughout the City of San Mateo. This information will help the City validate model results against real-world events, identify potential flooding areas not captured by the model, and highlight maintenance needs that may not have been previously observed. oThe mapping tool is expected to be released in mid-December and will remain active through April 2026, and any personal contact information submitted through the tool will not be released to the public.

BUDGET IMPACT:

There is no budget impact associated with this informational update.

ENVIRONMENTAL DETERMINATION:

This informational update is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)

50 of 158

CITY OF SAN MATEO
6 1
3 6

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 - Original Wet Weather Initiatives from August 21, 2023, City Council Meeting

STAFF CONTACT
Jimmy Vo, Senior Engineer
[email protected]
(650) 522-7319
Katherine Sheehan, Deputy Director
[email protected]
(650) 522-7303

51 of 158

Att 1 – Original Wet Weather Initiatives from August 21, 2023, City Council Meeting
Immediate-Term Actions (No Additional Resources Required) A. Additional Marina Lagoon Pump Station pump vibration analysis at summer lagoon levels
B. Develop Marina Lagoon Alternatives Analysis for Pumping Below 95 feet C. Install debris rack at 4000 Pacific Boulevard Pump Station D. Provide data on City’s website for Marina Lagoon levels and pumps running E. Implement additional safety systems for trash rack cleaning at Marina Lagoon Pump Station
F. Develop a Request for Proposals (RFP) to update the 2004 Storm Drain Master Plan and develop a prioritized implementation strategy
G. Inspect and clean all City-owned trash capture devices H. Inspect and clean all City-owned trash racks
I. Inspect and clean all storm pump station wet wells
J. Prepare traffic control/closures and stage materials for roads with known flooding concerns
K. Coordinate with Office of Emergency Services (OES) on wet weather planning and training
L. Work with community on Marina Lagoon Pump Station Standard Operating Procedures M. Establish a Marina Lagoon Resident Flood Watch communication program N. Coordinate improved public outreach and messaging on emergency preparations Immediate-Term Actions

1. Perform maintenance on all five (5) diesel engines, upgrade wiring, programming, and alarms, and purchase a spare pump lubricator system at Marina Lagoon Pump Station

2. Deploy up to four (4) sandbag stations throughout the City for upcoming rainy season, with focus on areas with history of flooding, and coordinate with community volunteers for filling bags, monitoring stations

3. Inspect and clean all catch basins before rainy season and recurring cleaning at hot spots throughout rainy season
Short-Term Actions

4. Localized lagoon maintenance dredging under existing permit

5. Localized, small-scale drainage improvements

6. Camera monitoring of priority creeks/trash racks

7. LiDAR aerial survey (Ground surface, creeks, and lagoon bathymetric) Mid-Term Actions

52 of 158

8. Storm Drain Master Plan update

9. Marina Lagoon Dredging: Design, environmental, and permitting

53 of 158

Wet Weather
Preparations
Informational Update
December 15, 2025
Matt Fabry, P.E.

Director – Public Works Department
1 of 21

54 of 158

Council Feedback & Direction
This is an informational update only; general City Council feedback is welcome.
2 of 21

55 of 158

3 Agenda
• Ongoing Initiatives
• Marina Lagoon Pump Station Alternatives Analysis
• Storm Drain Master Plan Update
• Marina Lagoon Spot Dredging
• Annual Maintenance
• Inspections and Cleanings (catch basins, trash capture devices, etc.) • Deployment of remote monitoring cameras
• Sandbag Stations
• New Activities
• Citywide Creek Maintenance Permit
• Community Feedback for Storm Drain Improvements

56 of 158

4 Ongoing Initiatives

57 of 158

5 of 21
Marina Lagoon
Pump Station
Alternatives Analysis
• Physical Hydraulic Modeling
Alternative selected
• Agreement for modeling
awarded on Dec 1
• Estimated completion of July
2026 for modeling results

58 of 158

6 of 21
LiDAR Aerial Survey
Storm Drain Master
Plan Update
• Data acquisition and model
development complete
• Current tasks include
projecting climate change,
developing criteria for project
prioritization, and reviewing
preliminary capital projects
• SIC will be briefed on January
14 and City Council will be
briefed on January 26
• Draft report expected Spring
2026

59 of 158

7 of 21
LiDAR Aerial Survey
Marina Lagoon Spot
Dredging
• Advertised in June 2025 and
received a single bid 30%
higher than engineer’s
estimate; no viable methods to
reduce cost
• Preparing to re-advertise in late
January 2026, and plan to
complete work by October
2026
• Lagoon users and residents will
be notified of upcoming
construction timelines,
impacts, and other related
project information
Borel Creek Outfall
Dredging
Leslie Creek Outfall
Dredging
Sediment Dewatering Near Anchor Road

60 of 158

8 Annual Maintenance

61 of 158

9 of 21
LiDAR Aerial Survey
Catch Basin Cleaning
• Two full-time staff hired to
perform storm system
maintenance
• PW observed improved
performance of storm drain
infrastructure after the last two
seasons of catch basin cleaning
• To date, more than 1,400 catch
basins and 19 miles of pipe
cleaned (as of 12/10/2025)

62 of 158

10 Deployment of Remote
Flood Monitoring Cameras

63 of 158

12 of 21
Sandbag
Stations (3)

64 of 158

13 New Activities

65 of 158

14 of 21
LiDAR Aerial Survey
Citywide Creeks
Maintenance Permit
• Agreement awarded to
Montrose Environmental on
Dec 1
• Select priority project-specific
permits will estimated to be
received by Summer 2026
• Citywide permit estimated to
be in place by Summer 2027
• Will include preparation of
electronic guidance for
property owners of private
creeks

66 of 158

15 of 21
LiDAR Aerial Survey
Storm Drain
Improvement
Community Feedback
• Community input tool to be
released in December 2025
• Testimonies and
photos/videos to be used to:
• Validate model results
• Identify new flooding
• Identify potential
maintenance issues

67 of 158

16 Questions?
Matt Fabry, PE
Public Works Director
[email protected]

68 of 158

CITY OF SAN MATEO
1 2
6 7
1 CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 6 Section Name: OLD BUSINESS Account Number: 10-1311 File ID: 25-10725 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: December 15, 2025
SUBJECT:

Economic Development Work Plan 2026-2029 — Adoption
RECOMMENDATION:

Adopt Economic Development Work Plan 2026–2029.

BACKGROUND:

On November 4, 2024, the City Council approved a framework for a three-year Economic Development Work Plan, to guide implementation, foster partnerships and strengthen and diversify the City’s economic base. The Work Plan affirms the City’s commitment to building a more welcoming, adaptable, inclusive, and resilient business and visitor community. A thriving local economy is essential to community vibrancy and long-term fiscal stability. Following Council direction to proceed with developing this Work Plan, the City adopted its 2025 Strategic Plan, which identifies Economic Development as one of the ten key Initiatives to focus on over the next five years.

The proposed 2026-2029 Economic Development Workplan (Attachment 1) builds on the Council approved framework and is designed to be flexible, data-driven, and responsive to changing market conditions.

The proposed Economic Development Work Plan is informed by:
Analysis of San Mateo’s economic strengths, weaknesses, opportunities, and threats (SWOT); Alignment with General Plan 2040 goals related to economic development; Engagement with stakeholders including the San Mateo Area Chamber of Commerce, Downtown San Mateo Association (DSMA), developers, business owners, and residents; A collaborative cross-departmental staff review; and
The City’s Strategic Plan.

PURPOSE
The Economic Development Work Plan provides a clear framework to guide staff in advancing San Mateo’s economic priorities by building on the City’s strengths, expanding opportunities, and addressing emerging challenges. Through partnerships with the Downtown San Mateo Association, Chamber of Commerce, SAMCEDA, The SF Peninsula, workforce organizations, and neighborhood-serving business districts, the Plan supports long-term economic sustainability and community vibrancy.

FINDINGS
Following Council’s approval of the initial economic development framework, staff conducted extensive outreach with neighborhood businesses, the Chamber of Commerce, Downtown San Mateo Association, commercial brokers, community representatives, and internal cross-departmental staff to identify San Mateo’s key strengths, weaknesses, opportunities

69 of 158

CITY OF SAN MATEO
1 2
6 7
1 and threats (SWOT). The following is a summary of the key findings:
Strength - Vibrant Downtown and Active Business Districts – The City has a walkable urban core and a diverse mix of businesses and community amenities that attract residents and visitors. Strength - Strategic Central Location and Strong Transit Access – The City’s mid-peninsula location, three Caltrain stations, SamTrans connections, and highways 101/280/92 access support business activity and workforce mobility.
Strength - Diverse and Dynamic Business Base – The City’s innovative and inclusive business environment supports entrepreneurship and small business growth and is reinforced by a culturally diverse and safe community.
Weakness - High Costs and Limited Space Constrain Growth – The City’s high operating and real estate costs, loss of neighborhood-serving grocers, and limited sites for development create barriers to business expansion. Weakness - Perception of Complex Permitting and Regulations – Feedback from businesses and development stakeholders indicates that the City’s permitting processes can be perceived as complex, highlighting the need for continued streamlining and improved transparency.
Weakness - Declining Hotel Inventory Limits Economic Potential – The reduction in hotel properties limits the City’s ability to capture visitor spending, business travel demand, and tourism-related economic activity. Opportunities - Development and Market Momentum – Recent land use policy changes, including the passage of Measure T and SB 330 and the launch of the Downtown Specific Plan in 2026, create opportunities for the City to support mixed-use development, business attraction and retention, and new investment. Threats - External Economic Pressures and Regional Competition – Regional housing affordability challenges, shifting retail trends, broader economic uncertainty, and increased competition from neighboring cities may impact the City’s ability to retain businesses, sustain workforce, and support long-term economic vitality.

STRATEGIC GOALS AND WORK PROGRAM
Staff utilized Council direction, the results of the SWOT analysis, and stakeholder input to develop the following strategic goals and work program. Full descriptions are provided in the 2026–2029 Economic Development Work Plan (Attachment 1).

1. Expand and diversify tax revenue sources: Attraction, expansion, and retention of businesses across sectors

2. Foster a business-friendly environment: Reduce barriers, streamline permitting, and improve customer service

3. Support Workforce Development and Employment Training Opportunities: Support job creation at all levels and strengthen pathways for economic mobility

4. Increase workforce and affordable housing access: partner on housing and transportation efforts

5. Enhance entertainment and cultural offerings: Strengthen commercial districts and diversify amenities

6. Maintain safe vibrant business districts: Strengthen public safety partnerships, crime prevention programs, placemaking activities, and marketing

7. Align with General Plan 2040 and Downtown Specific Plan: Integrate with City planning priorities

PARTNERSHIP ALIGNMENT
The Economic Development Work Plan also prioritizes collaboration with key community partners to maximize impact and leverage resources, including the San Mateo Area Chamber of Commerce, Downtown San Mateo Association (DSMA), San Mateo County Economic Development Association (SAMCEDA), The San Francisco Peninsula Tourism Group, NOVAworks, JobTrain, Job Seeker Center, and the College of San Mateo.

EVALUATION AND IMPLEMENTATION
The Economic Development Work Plan will be evaluated annually to ensure accountability and responsiveness to changing economic conditions. Progress will be measured through key indicators such as vacancy rates, sales tax revenue, unemployment trends, and broker inquiries. Implementation will be coordinated across City departments and with external partners such as the Chamber of Commerce and the Downtown San Mateo Association (DSMA). Economic Development staff will provide quarterly updates through the City Council’s weekly reports, an annual progress report, and a Year 3 review.

70 of 158

CITY OF SAN MATEO
1 2
6 7
1 The proposed Economic Development Work Plan provides a clear path for implementation and continuous improvement.

Staff recommends approval of the proposed Economic Development Work Plan.

BUDGET IMPACT:

There is no budget impact for the proposed Economic Development Work Plan and framework. No appropriation is required at this time.

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 of Economic Development Work Plan (2026-2029) Att 2 – Appendix A: Overview of Current Economic Landscape Att 3 – Appendix B: Current and Planned Economic Development Initiatives

STAFF CONTACT
Jennifer Chen, Economic Development Manager
[email protected]
(650) 522-7009

71 of 158

CITY OF SAN MATEO –

ECONOMIC DEVELOPMENT WORK PLAN
(2026–2029)

72 of 158

~ 1 ~

EXECUTIVE SUMMARY
In 2024, the City Council adopted a framework for a three-year Economic Development Work Plan to guide implementation, foster partnerships, and strengthen and diversify the City’s economic base. Building on this direction, the 2026–2029 Work Plan is designed to be flexible, data-driven, and responsive to changing market conditions.

Developed in alignment with the City’s 2025 Strategic Plan and General Plan 2040, the Work Plan is grounded in stakeholder engagement, analysis of San Mateo’s economic strengths, weaknesses, opportunities, and threats, and cross-departmental review. The Work Plan will help staff advance the City’s economic priorities by building on existing strengths, expanding opportunities, and addressing emerging challenges. To ensure accountability and transparency, it incorporates annual performance reviews with key indicators such as vacancy rates and sales tax trends, along with regular progress updates to the City Council.

By focusing on economic resilience, diversification, and strong partnerships, the Work Plan advances the City’s commitment to a welcoming, adaptable, and inclusive economy that benefits residents, businesses, and visitors alike.

73 of 158

~ 1 ~

74 of 158

~ 2 ~
I. INTRODUCTION
San Mateo is an evolving city navigating changing economic conditions that present fiscal challenges, but also create opportunities for innovation, adaptation, and diversification of the tax base to ensure long-term resilience. With major development on the horizon and evolving regional economic trends, the City Council directed staff to prepare an Economic Development Work Plan. The Work Plan is designed to be adaptable and action-oriented, focusing on diversifying the tax base, strengthening economic vitality, retaining local businesses, and attracting new investment to ensure long-term economic stability.

The 2026–2029 Economic Development Work Plan builds on:
An analysis of San Mateo’s economic strengths, weaknesses, opportunities, and threats
General Plan 2040 Goals related to Economic Development Extensive stakeholder engagement with the San Mateo Area Chamber of Commerce, Downtown San Mateo Association, Commercial real estate brokers, developers, business owners, and residents
The City’s Strategic Plan

75 of 158

~ 2 ~

76 of 158

~ 3 ~
II. SWOT SUMMARY
After the City Council approved the initial Economic Development framework in November 2024, staff conducted extensive outreach with neighborhood business groups, brokers, community members, developers, and City departments to gather and synthesize input, which informed a summary of San Mateo’s economic strengths and weaknesses.

Strengths Vitality - Walkable, vibrant Downtown with diverse restaurants and services
Connected - Three Caltrain stations – unique on the
Peninsula
Amenities-Filled - Central Park and major shopping hubs (Hillsdale, Downtown, Bridgepointe, 25th Avenue)
Innovative - Dynamic startup and corporate ecosystem (AI, gaming, finance, biotech incubator, tech incubators)
Inclusive Community - Strong civic engagement, cultural diversity, and high quality of life
Strategically located in the region with close proximity to San Mateo Bridge
Strong restaurant presence
Safe community
Parking– good parking access, with multiple public garages Downtown
Vibrant business nodes
Weaknesses Hospitality - reduced hotel inventory, including loss of Marriot
Loss of neighborhood grocers
Automotive – Only one new auto dealership in the City
Costs - High costs for real estate, insurance, and operations Regulation - Perception of complex permitting and over- regulation
Marketing - Limited marketing campaigns, ads, promotions and wayfinding for business districts
Sites - Limited vacant sites for development
Opportunities Development - Attract new mixed-use and retail projects due to the passing of Measure T
Attract and Retain- large employers, high-revenue and growth-stage companies
Talent - Strengthen workforce pipelines through
NOVAWorks, JobTrain, Job Seeker Center, and College of
San Mateo

77 of 158

~ 4 ~
Culture - Capitalize and attract arts, culture, conferences, conventions, sporting events, entertainment, and community events programming
New Mixed-Use Developments (SB330 Projects)
Downtown Area Plan starting in 2026
Parking - Provide signage and other strategies to increase awareness of various parking areas
Update regulations and streamline process – through the zoning code amendment, Downtown Area Plan, and
General Plan, the City is working to modernize regulations and provide clearer timelines for applicants
Development review process streamlining
Threats Retail - Declining brick-and-mortar retail sales to online sales
Housing - Regional housing affordability crisis
Costs - Rising interest rates and business costs
Competition - Competing retail centers in neighboring
communities
Transit - Public transit access and last mile connections challenges
Uncertainty – unpredictable global and national economic conditions
A summary of the current economic landscape is provided in the appendices.

78 of 158

~ 4 ~

79 of 158

~ 5 ~
III. STRATEGIC GOALS
These strategic goals provide a framework to guide decision-making, focus resources, and achieve measurable progress in economic development.

1. Expand and Diversify Tax Revenue Sources
(Attraction, expansion, and retention of businesses across sectors)

2. Foster a Business-Friendly Environment
(Reduce barriers, streamline permitting, and improve customer service)

3. Support Workforce Development and Employment
Training Opportunties
(Support job creation at all levels, strengthen pathways for economic mobility)

4. Increase Workforce and Affordable Housing Access
(Partner on housing and transportation efforts)

5. Enhance Entertainment and Cultural Offerings
(Strengthen commercial districts and diversify amenities)

6. Maintain Safe, Vibrant Business Districts
(Public safety partnerships, crime prevention programs, placemaking activities, and marketing)

7. Align with General Plan 2040 & Downtown Area Plan
(Intergrate with City's Planning priorities)

80 of 158

~ 5 ~

81 of 158

~ 6 ~
IV. STRATEGIC GOALS & WORK PROGRAM
Guided by City Council direction and stakeholder input, the following detailed work program carries out the City’s seven strategic goals to foster a vibrant and resilient economy.

1. Expand and Diversify Tax Revenue Sources
Key actions will involve working with partners to:
Diversify commercial occupancies by hosting quarterly broker meetings to identify vacancies, subleases, and available properties Grow and attract growth-stage businesses that generate consistent revenue and high-quality jobs to strengthen the City’s economic base and align with the City’s 2025 Strategic Plan and General Plan 2040
Identify and pursue new revenue streams by exploring billboard policies, conducting economic assessments of City-owned properties, evaluating a business improvement district (BID) or property improvement district (PBID), and explore opportunities to increase general fund revenue
Leverage the existing incubator ecosystem by collaborating with San Mateo’s private incubators, venture capital firms to amplify resources for startups in AI, fintech, biosciences, software development, and direct investment Monitor regional market trends to inform future land use and redevelopment strategies
Strengthen economic intelligence by tracking and analyzing economic development data, trends, and market activity

2. Foster A Business-Friendly Environment
Key actions will involve working with partners to:
Increase social media engagement to amplify economic development messaging, strengthen community connections, and increase visibility Expand support for minority-owned and small businesses by partnering with the San Mateo Area Chamber of Commerce, Downtown San Mateo Association,

82 of 158

~ 7 ~
Small Business Development Center, Renaissance Entrepreneurship Center, and other organizations that support minority-owned and small businesses Facilitate business expansion and investment by coordinating meetings between City staff and businesses pursuing development, attraction, or growth plans, while expanding express permitting options and streamlining tenant improvement permits
Promote business diversity by marketing San Mateo as a welcoming environment for businesses of all sizes and sectors
Promote and leverage federal and state programs, grants, and tax incentives to support business growth and investment
Recognize nonprofits, community partners, and intergovernmental service agencies and support their growth and presence
Strengthen business retention and growth through proactive outreach to high- revenue and high-employment companies (e.g., Sony, Roblox, Zynga, Franklin Templeton) to understand their needs and provide support for expansion and retention
Update the City’s Economic Development webpage to better connect business resources

3. Support Workforce Development and Promote Training
Opportunities
Key actions will involve working with partners to:
• Expand workforce training opportunities by collaborating with NOVAWorks, JobTrain, the Main Library’s Job Seeker’s Center, Worker’s Resource Center, and College of San Mateo
• Coordinate programs to ensure students and displaced workers gain current, in- demand skills by advising workforce boards on businesses employment needs Leverage state and federal tax incentives to expand training and employment programs for businesses
Promote youth employment by connecting internships, apprenticeships, and career exploration programs with schools and employers
Support a diverse local economy by working with unions, trade organizations, and industry partners to expand access to high-quality jobs and career pathways

83 of 158

~ 8 ~

4. Increase Workforce and Affordable Housing Access
Key actions will involve working with partners to:
Increase workforce housing needs through coordination with the City’s Housing Division and partnering with the business community, developers, and affordable housing providers
Strengthen the local economy by improving last-mile connections, reducing congestion, and expanding mobility through partnerships with organizations such as Commute.org, while advancing and refining the City’s Transportation Demand Management (TDM) policies.

5. Enhance Entertainment and Cultural Offerings
Key actions will involve working with partners to:
Capitalize on major regional sporting events and conference opportunities –by strengthening partnerships with Event Center and SF Peninsula and explore bringing additional conferences, tournaments, expos, weekend sports tournaments, and festivals to the City to help with tourism Evaluate an Entertainment Zone to support nightlife and cultural activity Promote tourism and event-driven economic activity through special events and partnerships with the San Mateo County/Silicon Valley Convention and Visitors Bureau, the Chamber’s Fall Fest, DSMA programming, and September Nights on B to help increase vibrancy and attract new visitors to the City. Support “shop local” initiatives and special events in partnership with the DSMA and Chamber, parks and recreation, and other organization interested in using events to promote San Mateo

6. Maintain Safe, Vibrant Business Districts
Key actions will involve working with partners to:
Activate underutilized spaces with pop-ups, outdoor markets, and farmers markets to increase foot traffic and local spending
Collaborate with Police on the Business Watch program and their Real Time Information Center to provide a welcoming public safety presence in business districts

84 of 158

~ 9 ~
Coordinate marketing campaigns with the San Mateo Area Chamber and DSMA to strengthen business district visibility
Develop wayfinding to enhance identity and improve visitor experience Enhance the design, upkeep, and activation of the pedestrian mall, including public events and activity spaces

7. Align with General Plan 2040 & Downtown Area Plan
Key actions will involve working with partners to:
Conduct outreach and engagement on the development of the Downtown Area Plan
Identify private properties for redevelopment potential for highest and best use
Maximize Benefits of Measure T by promoting mixed-use development to strengthen connections between housing, retail, public benefits, and services Streamline process for development applications for SB330 housing projects Enhance citywide retail and service vitality through coordinated attraction and retention strategies that support a diverse, resilient business mix that supports a strong and stable tax base.
Strengthen efforts to ensure the mix of neighborhood and regional business hubs aligned with the General Plan and attractive to local customers as well as those from throughout the region.

85 of 158

~ 9 ~

86 of 158

~ 10 ~
V. EVALUATION AND IMPLEMENTATION
Annual Economic Work Plan Review – Adjust strategies based on economic trends, and council direction
Key Performance Indicators – Vacancy rates, sales tax revenue, unemployment rate, Broker inquiries
Reporting – Quarterly City Council newsletter updates
Review (Year 3): Reassess strategies and adjust based on economic trends. Partnership Alignment: Continue coordination with the Chamber, Downtown San Mateo Association, and workforce stakeholders

87 of 158

Overview of the Current Economic Landscape
San Mateo’s economy is anchored by a diverse mix of industries, high household incomes, and a strong retail and culinary scene. Its central Peninsula location and unmatched connectivity to regional markets provide a competitive advantage. However, pressures from online retail, rising costs, and the shift to remote work require adaptive strategies to sustain long-term competitiveness.

The City spans approximately 11 square miles (excluding water areas) and features four prominent retail districts: Downtown, Hillsdale Shopping Center, Bay Meadows, and Bridgepointe Shopping Center.

Downtown San Mateo
Adjacent to Central Park, Downtown offers a vibrant mix of shops, restaurants, offices, housing, and a Century 12 movie theater. Well-known for its wide variety of global cuisines, Downtown is a pedestrian-friendly destination located along the Caltrain line and serves as a lively cultural and commercial center for the community and peninsula.

Hillsdale Shopping Center
A major regional mall featuring more than 100 stores, including anchors such as Trader Joe’s, Barnes & Noble, Macy’s, Nordstrom, and others, along with a diverse range of dining options. Conveniently accessible via Caltrain, Hillsdale is a key hub of retail activity on the Peninsula. Its latest expansion, North Block, adds additional shops like West Elm, Cinepolis, restaurants, and provides public gathering spaces for events and entertainment.

Bay Meadows
A modern, transit-oriented neighborhood blending residential, office, retail, and open space. Bay Meadows features restaurants, cafes, and services designed to serve both residents and visitors, with a strong emphasis on walkability, sustainability, and access to Caltrain. It is directly across Hillsdale Shopping Center. Major office users are Roblox, Survey Monkey, and Guidewire.

Bridgepointe Shopping Center
A major retail destination offering a wide selection of national retailers, specialty stores, and dining options. Its location near Highway 92 provides convenient regional access, attracting shoppers from Foster City, Halfmoon and East Bay.

88 of 158

1 2
5 5
4 In addition to its four primary retail districts, San Mateo offers a variety of neighborhood shopping centers and retail nodes—such as 25th Avenue, Laurie Meadows, Laurelwood Shopping Center, Shoreview Shopping Center, Bel Mateo Plaza, Crystal Springs Village, 17th Avenue, and clusters along El Camino Real—that primarily serve the daily needs of surrounding neighborhoods.

Beyond retail, San Mateo has a diverse employment base anchored by fintech, gaming, healthcare, life sciences, and startups. Major employers—including Sony Interactive, Sutter Health, Kaiser, Franklin Templeton, and Roblox—contribute stability, innovation, and regional visibility. Retaining these industries is critical to sustaining jobs, tax revenues, and long-term economic resilience. Looking forward, San Mateo is also well- positioned to attract complementary sectors such as AI/data services, expanded life sciences, and cleantech, which align with broader Bay Area strengths and support future growth.

San Mateo’s competitive advantages include its walkable urban fabric, vibrant downtown, unique transit access with three Caltrain stations, strong civic engagement, and high-performing schools. At the same time, the City faces challenges common across the Bay Area: high operating costs, a perception of overregulation, and ongoing housing affordability pressures. Still, there are opportunities to diversify retail offerings, recruit innovative growth-stage companies, and expand cultural programming with support from the Downtown Association and Chamber.

San Mateo is also dealing with bigger trends that threaten local businesses, like more people shopping online instead of in stores, the long-term shift to remote work and smaller office needs, uncertainty around interest rates, and stronger competition from nearby cities and global markets. Finally, the ups and downs of the national and world economy make planning harder, showing why flexible and resilient strategies are so important.

89 of 158

Current and Planned Economic Development Initiatives:

Activation
Activate Downtown with regular markets and events
Collaborate on a shared future vision for the Event Center to strengthen tourism, attract conferences, and support hotel development
Engage 25th Avenue businesses to explore and develop event activities Launch an Economic Development Vibrancy Committee
Development & Land Use
Advance Measure T implementation across the 10 Focus Areas identified in General Plan 2040
Initiate public engagement and planning for the Downtown Plan Evaluate underutilized parcels for redevelopment opportunities Maximize the highest and best use of City-owned property Engage with retail broker consultant to ensure ground-floor spaces in new developments attract diverse tenants and create highly marketable leasing opportunities
Streamline the process for development permits and tenant improvement projects
Housing
Process and review fifteen SB330 housing project applications Continue negotiations on Bespoke, a public-private partnership for a seven- story, 71-unit 100% affordable housing project (with first-floor community space for Self Help for the Elderly), a six-story 156,000 sq. ft. commercial/office building, and 137 parking units

90 of 158

1 2
5 5
6 Workforce Development & Public Safety
Advance workforce development through training, partnerships, and job placement
Collaborate with the Police Department to strengthen business district safety through the Business Watch Program
Coordinate with the County of San Mateo’s Office of Labor Standards and Enforcement to enforce the City’s minimum wage ordinance and wage theft protections

91 of 158

Economic
Development Work
Plan 2026-2029
Jennifer Chen
Economic Development Manager
Office of the City Manager

92 of 158

REQUEST FOR CITY COUNCIL
• Adopt the proposed 2026-2029 Economic Development Work Plan 2 93 of 158

BACKGROUND
• On November 4, 2024, the City Council approved a framework for a three- year Economic Development Work Plan
• The proposed Work Plan provides a coordinated approach to implementation, fosters strategic partnerships, and strengthens and diversifies the City’s tax base
• The Work Plan builds on the Council-approved framework and is designed to be flexible, data-driven, and responsive to changing market conditions 3 94 of 158

PURPOSE
• Provides a clear framework to guide staff
in advancing the City’s economic
priorities
• Builds on City strengths while leveraging
opportunities and addressing challenges
• Strengthens partnerships with DSMA,
the Chamber, SAMCEDA, workforce
groups, and neighborhood business
districts
• Promotes long-term sustainability and
economic vitality
4 95 of 158

5 PLAN IS
INFORMED BY:

• Comprehensive SWOT Analysis
• Alignment with General Plan 2040
economic development goals
•Input from key stakeholders –
Chamber, DSMA, developers, brokers,
business owners, and public
• Cross-departmental review
•The City’s Strategic Plan

96 of 158

SWOT SUMMARY: STRENGTHS
• Vibrant downtown and active business districts
• Strategic location with strong transit access
• Diverse business base and community
6 97 of 158

SWOT SUMMARY: WEAKNESSES
• High operating and real estate costs
• Limited developable land and loss of some services
• Perceived complexity in permit process
• Declining hotel inventory
7 98 of 158

SWOT SUMMARY: OPPORTUNITIES
• Development momentum driven by passage of Measure T and SB330 • Launch of the Downtown Area Plan in 2026
8 99 of 158

SWOT SUMMARY: THREATS
• Shifting retail trends from brick-and-mortar to online • Regional housing affordability challenges
• Broader economic uncertainty
• Increased competition from neighboring communities
•These factors impact the City’s ability to retain businesses, sustain workforce and support long-term economic vitality
9 100 of 158

10 STRATEGIC GOALS

1. Expand and diversify tax revenue
sources

2. Foster a business-friendly
environment

3. Support Workforce Development and
Employment Training Opportunities

4. Increase Workforce and affordable
housing access

5. Enhance entertainment and cultural
offerings

6. Maintain safe and vibrant business
districts

7. Align with General Plan 2040 and
Downtown Area Plan

101 of 158

1. EXPAND & DIVERSIFY TAX REVENUE SOURCES
• Host quarterly broker meetings to track vacancies and opportunities • Attract growth-stage businesses that create jobs and generate revenue
•Explore new revenue sources – billboards, City property for highest and best use, and BID/PBID options
• Leverage private incubators and VC partners to grow startups in AI, fintech, and biosciences
• Monitor market trends to guide land use, development, and infill • Analyze and track economic data, trends, and market activity 11 102 of 158

2. FOSTER A BUSINESS-FRIENDLY ENVIRONMENT
12 • Increase social media reach to boost visibility and connection • Support small and minority businesses through key
partnerships
• Streamline permitting and facilitate permit process
• Promote business diversity and position San Mateo as a welcoming, business friendly City
• Recognize nonprofits are partners that strengthen the City • Engage major employers to retain and expand job
opportunities
• Update city webpage to better connect business resources

103 of 158

3. SUPPORT WORKFORCE DEVELOPMENT &

EMPLOYMENT TRAINING OPPORTUNITIES

13 • Expand training programs with NOVAWorks,
JobTrain, CSM
• Align workforce skills with industry needs
• Leverage state and federal incentives to support
business growth and job creation
• Promote youth employment through internships,
apprenticeships, and career exploration programs
with schools and employers
• Advance workforce diversity by partnering with
unions, trade organizations, and industry to expand
access to quality jobs at all levels

104 of 158

4. INCREASE WORKFORCE & AFFORDABLE HOUSING
ACCESS

14 • Advance workforce housing needs through
coordination with Housing Manager and
partnership with businesses, developers, and
affordable housing providers
• Enhance last mile connections, reduce congestion,
and strengthen mobility access by partnering with
Commute.org and implementing the City’s
Transportation Demand Management (TDM)
policies

105 of 158

5. ENHANCE ENTERTAINMENT & CULTURAL OFFERINGS
15 • Leverage regional events by partnering with the Event Center and The SF Peninsula to attract conferences, tournaments, and festivals
• Evaluate an entertainment district to boost nightlife and cultural activities
• Promote tourism through special events and partnerships • Support “Shop Local” initiatives with DSMA and Chamber • Collaborate with Parks and Recreation to integrate local businesses into community events

106 of 158

6. MAINTAIN SAFE & VIBRANT BUSINESS DISTRICTS

16 • Activate underused spaces with pop-ups, outdoor and farmers markets • Partner with Police Department on Business Watch program and real-time safety coordination
• Coordinate marketing with Chamber and DSMA to boost visibility • Enhance wayfinding to strengthen identity and visitor experience • Improve pedestrian mall through design, ongoing upkeep, and activation

107 of 158

7. ALIGN WITH GENERAL PLAN 2040 &

DOWNTOWN AREA PLAN

17 • Conduct outreach and engagement on the Downtown Area Plan • Identify redevelopment/infill sites for highest and best use • Leverage Measure T to promote mixed-use project connecting housing, retail, and services
• Streamline SB330 housing applications
• Enhance citywide retail and service vitality
• Strengthen efforts to ensure mix of
neighborhood and regional business hubs
aligned with General Plan and
attractive to local customers

108 of 158

KEY PARTNERS
• Downtown San Mateo Association
• San Mateo Area Chamber of Commerce
• San Mateo County Economic Development Association
• NOVAworks, JobTrain, Job Seeker Center
• College of San Mateo
• Local business districts and property owners
18 109 of 158

IMPLEMENTATION AND REPORTING
• Coordinated cross-department implementation
• Monitoring of key indicators:
• Vacancy rates
• Sales tax revenue trends
• Broker inquiries
• Employment Data
• Quarterly updates to City Council via Council reports • Annual progress review
•Year–three evaluation of plan
19 110 of 158

REQUEST FOR CITY COUNCIL
• Adopt the proposed 2026-2029 Economic Development Work Plan 20 111 of 158

QUESTIONS, COMMENTS AND FEEDBACK
21 112 of 158

Thank You
22 113 of 158

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: 7 Section Name: STUDY SESSION Account Number: 10-1311 File ID: 25-10721 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: December 15, 2025
SUBJECT:

City Council Priority List Fiscal Year 2025-26 — Progress Report RECOMMENDATION:

Receive a progress report on the City Council Priority List for Fiscal Year 2025-26 and provide any direction to staff if any edits are desired.

BACKGROUND:

The City Council goal-setting process includes a three-step deliberation resulting in adoption of a City Council Priority List, which includes staff’s proposed work plan for each initiative for the upcoming fiscal year. The first step of the process was the City Council Blue Sky Workshop on February 22, 2025. At the workshop, the City Council reviewed the adopted Fiscal Year 2024-25 Priorities, removed completed and operationalized items, reorganized the projected completion timeline for existing priorities, and proposed new priorities to add to the list for Fiscal Year 2025-26. On May 5, 2025, City Council reviewed and formally adopted the Fiscal Year 2025-26 City Council Priority List. Fiscal Year 2025-26 started on July 1, 2025, and ends on June 30, 2026. This report focuses on the progress made from July 1 through October 10, 2025, and estimated progress through the end of the fiscal year.

Staff has made progress on each of the one-year priorities and many of the longer-term priorities or has identified next steps for advancing these initiatives. The following are some examples:
Priority #7 is completed – The Council held a study session and provided policy direction on limiting overnight RV parking, which is now being implemented by the Police Department. Priority #11 is completed – The City Council Code of Conduct was updated. Priority #12 is completed – the Council held a study session on mobile vending and provided direction to staff, which is now being implemented.
Priority #1 is completed – The Council adopted a Resolution documenting its agreed upon pathway toward a Sustainable Building Strategy.
Priority #34 – Staff has made presentations to City Council on the Bellevue and Villa Terrace at-grade crossings, received direction for closures and phased implementation, and is now working on design and funding. Priority #17 – Construction commenced on structural repairs at the Marina Library in August 2025, with completion expected toward the end of 2026.

Fiscal Year 2025-2026 will be the last year with priorities in the 1-Year, 2 to 5 Year, and 5 Years or More categories. In September, the City Council approved its first Citywide Strategic Plan with implementation set to begin on July 1, 2026, Fiscal Year 2026/27. With this new framework in place, the Council will be adopting SMART (Specific, Measurable, Achievable, Relevant, and Timebound) Activities instead of general priorities at the beginning of each year. Each Activity will fall into the category of one of the Council’s Strategic Initiatives, which were developed and agreed upon by Council

114 of 158

CITY OF SAN MATEO
and are contained in the Plan. As a result, some of the existing priorities that remain incomplete and are fit for conversion into SMART Activities will be proposed for conversion, while some of the broader and longer-term priorities are absorbed into the Initiatives as well as the Goals identified throughout the Plan. The methods for reporting on progress is outlined in the new Strategic Plan.

Staff recommends City Council review the existing Fiscal Year 2025-26 Priorities and the respective updates and provide direction to staff if any revisions are desired. This item continued from the November 3, 2025, City Council meeting, and progress on the Council Priority List was not updated between November and December.

BUDGET IMPACT:

There is no budget impact from this agenda item.

ENVIRONMENTAL DETERMINATION:

NOTICE PROVIDED
All meeting noticing requirements were met.

ATTACHMENTS
Att 1 – Fiscal Year 2025-26 Priority List Updates

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

115 of 158

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 5
5 8
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.

116 of 158

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 5
5 8
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.

117 of 158

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 5
5 8
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.

118 of 158

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 5
5 8
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.

119 of 158

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 5
5 8

120 of 158

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 5
5 8
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).

121 of 158

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 5
5 8
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.

122 of 158

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 5
5 8
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.

123 of 158

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 5
5 8
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.

124 of 158

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 5
5 8
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.

125 of 158

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 5
5 8

126 of 158

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 5
5 8
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.

127 of 158

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 5
5 8
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

128 of 158

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 5
5 8
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.

129 of 158

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 5
5 8

 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

130 of 158

FY 2025-2026 City Council
Priorities
Progress Report
December 15, 2025
Zack Reda
Senior Management Analyst | City Manager’s Office
1 131 of 158

City Council
Action
Requested:
• Review completed and anticipated
progress on the City Council Fiscal
Year 2025-26 Priority List
• Provide direction to staff for any
desired adjustments to the Priority
List
2 132 of 158

City Council Goal Setting Process
Step 1
February 22, 2025
• Reviewed existing
priorities
• New/modified
priorities
• Removed completed
and operationalized
items
Step 2
May 5, 2025
• Reviewed and
adopted City Council
Priority List
Step 3
December 15, 2025
• Progress Report
oProgress July 1 to October 8
oAnticipated next steps
3 133 of 158

Priority List
Logistics
• 41 total actions
• 6 complete
• 31 in progress
• 4 not started
• Color code
• Green priorities = complete
• Purple priorities = in progress
• Orange priorities = not yet started
• Department Heads available for
questions
4 134 of 158

Priority List – FY 2025/2026
5 135 of 158

Priority List – FY 2025/2026
6 136 of 158

Priority List – FY 2025/2026
7 137 of 158

Priority List – FY 2025/2026
8 138 of 158

Priority List – FY 2025/2026
9 139 of 158

Priority List – 2-5 Year Completion
10 140 of 158

Priority List – 2-5 Year Completion
11 141 of 158

Priority List – 2-5 Year Completion
12 142 of 158

Priority List – 2-5 Year Completion
13 143 of 158

Priority List – 2-5 Year Completion
14 144 of 158

Priority List – 2-5 Year Completion
15 145 of 158

Priority List – 5 or More Years to Complete
16 146 of 158

Priority List – 5 or More Years to Complete
17 147 of 158

Priority List – 5 or More Years to Complete
18 148 of 158

Priority List – 5 or More Years to Complete
19 149 of 158

New Process
for Fiscal Year
2026/27 and
beyond with
Strategic Plan
Adoption
• Fiscal Year 2025/26 will be the last year
with priorities in the 1-Year, 2 to 5 Year,
and 5 Years or More categories
• Future Priority Lists will consist of SMART
Activities listed under each Strategic
Initiative
• Existing incomplete priorities that are fit
for conversion into SMART Activities will
be proposed for conversion at Blue Sky
• The broader, longer-term priorities will be
converted into Strategic Initiatives and
Goals
• Staff will assemble a “parking lot” of
Council priorities that will not be
implemented in the upcoming fiscal year
20 150 of 158

City Council
Action
Requested:
• Review completed and anticipated
progress on the City Council 2025-26
Priority List
• Provide direction to staff for any
desired adjustments to the Priority
List
21 151 of 158

CITY OF SAN MATEO

CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 8 Section Name: NEW BUSINESS Account Number: 10-1511 File ID: 25-10740 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Clerk's Office
MEETING DATE: December 15, 2025
SUBJECT:

City Council Special Meeting Start Time — Direction
RECOMMENDATION:

Provide direction regarding the preferred start time for City Council special meetings.

BACKGROUND:

The City Council conducts its official business through regular and special meetings, as established by the City Charter, State law, and the Council’s Rules and Procedures. Section 2.09 of the Charter provides that regular meetings are held on the first and third Monday of each month and may not begin earlier than 6:30 p.m., unless adjourned to a specific date and time. In practice, Regular City Council Meetings typically begin at 7:00 p.m.

Special meetings, authorized under Charter Section 2.11 and State law, may be scheduled outside of the regular meeting calendar and may be called by the Mayor or City Council with at least 24 hours’ notice, compared to the 72-hour notice requirement for regular meetings. The Council commonly holds special meetings immediately before regular meetings to allow time for focused discussion. These special meetings are often held as study sessions or closed sessions. Study sessions provide additional time for complex or high-priority matters where staff seeks policy direction rather than formal action. Although no votes are taken, study sessions serve as a key forum for the Council to ask questions, explore policy options, and give direction that guides subsequent staff work.

The City Council also holds special meetings for other purposes, such as advisory body interviews, goal setting workshops, public employee evaluations, and other non-routine matters. For the purposes of this report, the direction being requested is limited to special meetings scheduled in conjunction with Regular City Council Meetings.

Staff reviewed the start times for City Council special meetings over the past three years to identify patterns in scheduling and meeting duration. Special meetings typically include closed session items, study sessions, or other time-sensitive discussions held prior to the regular meeting.
2025:

A total of 19 special meetings began at 5:30 p.m., while four (4) began at 6:00 p.m. or 6:30 p.m.

Meetings held after 6:00 p.m. were generally short in duration and included only closed session items and/or one brief study session.
2024:

A total of 11 special meetings began at 5:30 p.m., eight (8) began at 5:00 p.m., and one (1) began at 6:00 p.m.

Meetings scheduled at 5:00 p.m. typically included closed session items and/or longer study sessions that required additional time.

152 of 158

CITY OF SAN MATEO
2023:

A total of 17 special meetings began at 5:30 p.m., one (1) began at 5:00 p.m. due to a larger number of items, and seven (7) began at 6:00 p.m.

The meetings held at 6:00 p.m. primarily consisted of closed session items or short informational updates. This review shows that earlier start times (5:00-5:30 p.m.) have historically been used when the agenda includes multiple or lengthy items, while later start times (6:00 p.m. or later) have been used when only brief or limited discussion items are anticipated.

Direction Requested:

Staff is seeking Council’s direction on:

1. Whether to continue the current flexible approach to special meeting start times or establish a standard start time going forward.

2. If a standard start time is preferred, what time should be designated for special meetings (including study sessions).

BUDGET IMPACT:

There is no budget impact from this administrative item ENVIRONMENTAL DETERMINATION:

This administrative 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
None

STAFF CONTACT
Chantal Eaton, Deputy City Clerk
[email protected]
(650) 522-7044

153 of 158

City Council
Special Meeting
Start Time
December 15, 2025
Chantal Eaton
Deputy City Clerk

154 of 158

Recommendation
• Staff is seeking Council’s direction on:

1. Whether to continue the current flexible approach to special meeting start times or establish a standard start time going forward.

2. If a standard start time is preferred, what time should be designated for special meetings (including study sessions).

155 of 158

Background
Regular meetings are held on the 1st and 3rd Monday and may not begin earlier than 6:30 p.m.; in practice, meetings typically begin at 7:00 p.m. (Section 2.09 of the City Charter)
Special meetings may be scheduled outside the regular calendar and may be called with at least 24 hours’ notice; they are commonly held immediately before regular meetings for focused discussion.

For example: study sessions and/or closed session (Section City Charter 2.11)

156 of 158

Start Time Trends (Past 3 Years)
2025
• 19 special meetings
began at 5:30 p.m.
• 4 began at 6:00 p.m.
or 6:30 p.m.
• Later starts were
generally short (closed
session and/or one
brief study session)
2024
• 11 began at 5:30 p.m.
• 8 began at 5:00 p.m.
• 1 began at 6:00 p.m.
• 5:00 p.m. starts
typically supported
longer agendas
(closed session and/or
longer study session
2023
• 17 began at 5:30 p.m.
• 1 began at 5:00 p.m.
(larger number of
items)
• 7 began at 6:00 p.m.
• 6:00 p.m. starts were
primarily closed
session items or short
informational updates

157 of 158

Thank You
Chantal Eaton
Deputy City Clerk
[email protected]

158 of 158

San Mateo City CouncilDecember 15, 2025

San Mateo City Council
December 15, 2025