CITY OF SAN MATEO
City Council Special Meeting
February 7, 2026
9:00 AM
College of San Mateo
1700 West Hillsdale Blvd.
College Heights Conference Room
Building 10, Room 468
(Click Here for Facility Map)
COUNCIL MEMBERS
Adam Loraine
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash
Robert Newsom Jr.
AGENDA
THIS MEETING IS BEING HELD AS AN IN-PERSON WORKSHOP . PUBLIC ATTENDANCE IS AVAILABLE IN-PERSON ONLY . PUBLIC COMMENTS MAY BE SUBMITTED IN PERSON OR IN WRITING. FOR SUBMITTING PUBLIC COMMENT SEE FURTHER DETAILS BELOW
CALL TO ORDER
Roll Call
AB 2449 Requests and Considerations for Meeting Participation by Teleconference due to Just Cause or Emergency Circumstances
PUBLIC COMMENT
This is the opportunity for the public comment on the Council’s Stragetic Plan and Objectives for fiscal year 2026-27 before the Council proceeds with its working session. Public comment will be limited to a total of 30 minutes.
STUDY SESSION
The public will have an opportunity to comment during the consideration of this item.
1. City Council "Blue Sky" Goal Setting Workshop
Review the Strategic Plan, the current City Council Priority List for Fiscal Year 2025/26, and the proposed City Council Blue Sky Activities for Fiscal Year 2026/27.
CEQA: This workshop 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).)
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.
PUBLIC COMMENTS/REQUEST TO SPEAK
Prior to the Meeting
Send comments to:
[email protected]
until noon on Friday, February 6, 2026.
ACCESSIBILITY:
In compliance with the Americans with Disabilities Act, those with disabilities requiring special accommodations to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected]
. Notification 48 hours prior to the meeting will
enable the City to make reasonable arrangements to ensure accessibility to this meeting.
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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 1 Section Name: STUDY SESSION Account Number: 10-1311 File ID: 26-10874 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: February 07, 2026
SUBJECT:
City Council "Blue Sky" Goal Setting Workshop
RECOMMENDATION:
Review the Strategic Plan, the current City Council Priority List for Fiscal Year 2025/26, and the proposed City Council Blue Sky Activities for Fiscal Year 2026/27.
BACKGROUND:
With the adoption of the City’s first Strategic Plan (Attachment 1) on September 15, 2025, the Blue Sky goal setting workshop will now fold in the City’s Strategic Plan into the City Council goal setting process. Similar to past years, this includes a three-step deliberation process resulting in the adoption of Blue Sky Strategic Plan SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) Activities that represent the City Council’s priorities. The City Council Blue Sky workshop scheduled for February 7, 2026, is the first step in the goal setting process for the upcoming year. At this meeting, City Council will review the Strategic Plan, the status of the Council’s current Blue Sky Priority List, and identify new Blue Sky Activities for consideration. The meeting will include a public comment period at the start of the meeting, followed by a facilitated discussion amongst the Council to review the current Priority List and the Council’s proposed Blue Sky items.
As discussed at the September 2, 2025, City Council Special Meeting, the added Blue Sky process will include the following elements:
Public Input on existing and proposed City Council priorities: the public would continue to be able to weigh in on priorities for the City.
Council affirmation of Strategic Initiatives and Strategic Priority Initiatives: at this time, the Council will review the Strategic Plan and can decide to change Strategic Initiatives or increase or decrease the importance of a specific initiative, which will result in more/less resources going towards the Goals and SMART Activities within that area. At the Blue Sky Workshop following the overview of the Strategic Plan, the Council will review the existing priorities (Attachment 2), which are divided into categories based on their estimated time frame for completion: 1 Fiscal Year; 2-5 Years; and more than 5 Years. The status of each of the priorities as reported in November 2025 is indicated. Also included is a staff recommendation about whether to remove or convert each priority into a SMART Activity. Priorities recommended for retention include those on which staff have yet to commence work or which are in progress and remain a priority for the City. Priorities recommended for removal are those which are either complete or expected to be complete by the end of the fiscal year. If an item expected for completion should become behind schedule and carry over to the next year, staff would convert them to a SMART Activity and add it to the list for FY 26/27. Also proposed for removal are priorities which are
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CITY OF SAN MATEO
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embedded in staff work and will take place regardless of whether the City Council tracks them on its priority list or not. Following the review of the items on the existing priority list, the Council will then review and engage in a facilitated discussion about the list of potential new Blue Sky items submitted by each Councilmember (Attachment 3).
oThe Council has an opportunity annually to add up to three new Blue Sky Activities to the Strategic Plan for consideration. The expectation is for the City Council to bring all new Activities to Blue Sky rather than be brought up during the Reports and Announcements section of the City Council meeting agenda.
Additionally, the recommendation is for Councilmembers to identify which Activities are coming off the list or moving down in priority to accommodate the proposed new Activity. All Activities will be finalized as part of the annual budget approval process. All Activities, both new and ongoing, are prioritized as to inclusion, scope, and timelines within the final annual budget. oEach potential new Blue Sky Activity needs support from a minimum of three Councilmembers to move forward to the next step. Additionally, as part of the consideration process for new priorities, staff has included Attachment 4, which provides a high-level overview of major Citywide initiatives currently underway. These items are on internal departmental work plans and not reflected in the Council Priorities, but absorb a great deal of City resources, including financial and staffing resources. This information is intended to help the Council weigh its priorities in consideration of the significant work plan items currently underway.
The next step in the goal setting process, currently scheduled for March 16, 2026, will be a second study session where staff will share the proposed new SMART Activity list with proposed work plans, a refined estimate of resources required, and seek Council feedback on the wording of the proposed SMART Activities and work plans. The City Council will receive public comment on this draft list at the meeting and direct staff to make any edits. The final step in the process, which will occur at an April 2026 City Council meeting, will be a consent calendar item where City Council will approve the SMART Activities list for the 2026-2027 fiscal year. Staff will then present a progress report on the SMART Activities in the fall of 2026.
Additionally, to inform the City Council and community about how City Council agenda report items are furthering the completion of SMART Activities, Goals, and the Strategic Plan, beginning July 1, 2026, staff will include a new section of agenda reports titled “Strategic Plan Alignment”. In this section, staff can identify which strategic initiative area their item aligns with the City’s Strategic Plan.
BUDGET IMPACT:
There is no budget impact from this agenda item. The resources required for the final list of priorities identified by the City Council will be taken into consideration as part of the development of the fiscal year 2026 - 2027 budget.
ENVIRONMENTAL DETERMINATION:
This workshop 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 - City of San Mateo FY 2026/27 Strategic Plan
Att 2 - FY 2025/26 City Council Priority List
Att 3 - FY 2026/27 City Council Proposed Blue Sky Activities Att 4 - FY 2026/27 Staff Work Plan Items Not on Council Priority List
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STAFF CONTACT
Zachary Reda, Senior Management Analyst
[email protected]
(650) 435-0823
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City of San Mateo
2026 Strategic Plan
September 2025
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3 September 2025
City of San Mateo 2026 Strategic Plan
EXECUTIVE SUMMARY
San Mateo’s first citywide Strategic Plan is a tool to aid in the implementation and prioritization of the City’s ten major Strategic Initiatives, which represent the City’s Values and overall Mission. This Strategic Plan incorporates extensive community feedback collected since 2018, and will serve as a foundational document to help achieve a shared vision of the City’s future.
The Strategic Plan will:
• Offer a comprehensive framework for City Council to use when making decisions for both immediate and long-term priorities.
• Allow the City to move in an intentional, strategic direction over a longer timeframe. • Act as a tool to implement planning documents already adopted by Council in a systematic way. • Integrate with the City’s budget and Capital Improvement Plan processes. • Help the City use its resources with the utmost efficiency and impact with budget constraints in mind. • Be updated as needed to remain relevant to the community.
The following inclusive engagement of diverse perspectives helped shaped and inform the Strategic Plan:
Community Opinion Survey: In February 2025, the City of San Mateo conducted a statistically significant Community Opinion Survey to understand its residents’ satisfaction, priorities, opinions, and concerns as they relate to city services, facilities, and policies. The results provided Council and staff with an analysis of San Mateo’s strengths, weaknesses, opportunities, and threats.
Community Conversations: The City held a series of meetings with diverse groups to gather community input that helped inform priorities and challenges for the City of San Mateo’s underserved populations. Based on Census 2022 data, the Latino, Black, and Asian American and Pacific Islander communities represent 55% of the population and have historical underrepresentation and low participation rates in local government initiatives. These Community Conversations enabled the City to hear from these underrepresented groups and their input was incorporated into the Strategic Plan.
General Plan 2040: From 2018 to 2024, the City developed its General Plan 2040 document. It lays out the community’s vision for how San Mateo will look, feel, and change over the next 15 years. Throughout the development of this document, the City conducted extensive community engagement to understand the community’s thoughts on their values and vision for the future throughout the City and on a variety of topics, which were then critically analyzed and presented to a special General Plan Subcommittee, the Planning Commission, and the City Council for adoption.
At their March 14, 2025, half-day workshop, the City Council selected 10 Strategic Initiatives as the key focus areas for this Strategic Plan, and these were developed based on the community feedback heard through the Community Opinion Survey, the General Plan 2040 development process, the Community Conversations, and the budget development process.
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MISSION AND VALUES
MISSION:
Cultivate a vibrant, safe community through collaboration, innovation, and sustainability.
VALUES:
Prosperity:
Cultivating a diverse and thriving economy with different types of homes, jobs, recreation, lifelong learning opportunities, and services for both current and future generations.
Inclusivity:
Striving to include everyone in community life and decisions for a shared, sustainable future.
Diversity:
Embracing diversity, arts, and culture, and respecting the experiences, contributions, and aspirations of people of all ages, abilities, incomes, and backgrounds.
Resiliency:
Leading in sustainability, making San Mateo strong and resilient by acting boldly to adapt to a changing world.
Integrity:
Ensuring transparency and accountability for our actions. 4 September 2025
City of San Mateo 2026 Strategic Plan
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5 September 2025
City of San Mateo 2026 Strategic Plan
STRATEGIC INITIATIVES:
PRIORITY INITIATIVES FISCAL YEAR
2026/27:
Climate Resiliency Infrastructure
Transportation Housing
Economic Development Healthy Community for
All Ages
Public Safety Land Use
Organizational Health and
Good Governance
Community Engagement
and Communications
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6 September 2025
City of San Mateo 2026 Strategic Plan
PRIORITY INITIATIVE
Climate Resiliency
Proactively address a changing climate through the
City’s policies, projects, activities, and programs.
Goals
• Create a comprehensive climate resilience strategy
to account for climate change impacts.
• Implement the Climate Action Plan to meet
greenhouse gas emissions reduction targets.
• Continuously evaluate opportunities to incorporate
climate resilience into new City policies, projects,
activities, and programs.
• Actively and continuously seek funding opportunities
and partnerships to support climate resiliency needs.
PRIORITY INITIATIVE
Infrastructure
Maintain and continuously improve a resilient and
sustainable City infrastructure system to meet the
needs of all members of the community and plan for
our continued vibrancy as the city grows.
Goals
• Create and implement an infrastructure management
program for critical assets that includes proactive
assessment, maintenance, and repair.
• Plan for the future of City infrastructure based on the changing needs of the community and with a focus
on equity, accessibility, resiliency, and sustainability. • Actively and continuously seek funding opportunities
and partnerships to support infrastructure needs.
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7 September 2025
City of San Mateo 2026 Strategic Plan
PRIORITY INITIATIVE
Transportation
Maintain and continuously improve a safe,
multimodal, accessible, and efficient transportation
network.
Goals
• Work toward a transportation system that prioritizes
user safety, accommodates future growth, and
maintains efficient and safe operations for all users.
• Seek funding opportunities and partnerships that
accelerate transportation project implementation.
• Pursue initiatives that increase access to transit,
improve east-west travel, and expand last mile
connections.
PRIORITY INITIATIVE
Housing
Support all forms of housing and achieve greater
housing equity and access for all residents.
Goals
• Implement the Housing Element to affirmatively
further fair housing, meet the City’s housing
allocation, and retain certification.
• Strategically deploy housing funds and leverage
outside funding and partnerships to meet the
housing needs of the community.
• Focus on identifying and taking local actions that can contribute to reducing overall housing costs.
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8 September 2025
City of San Mateo 2026 Strategic Plan
STRATEGIC INITIATIVE
Economic Development
Create an environment that supports a thriving and
diverse economy with opportunities that meet the
needs of the entire community.
Goals
• Attract and retain a wide range of businesses to
create a robust economy that supports employment
opportunities within the San Mateo community and
provides robust and predictable revenues.
• Create vibrant commercial areas Citywide by
improving the customer experience, developing
partnerships, and exploring creative enhancement
opportunities.
STRATEGIC INITIATIVE
Healthy Community for
All Ages
Create and promote an environment that empowers
all community members to thrive.
Goals
• Seek opportunities for City services and programs
to support people of all ages and abilities for their
mental, emotional, physical, and social well-being.
• Ensure greater access to the systems that support
healthier lifestyles and increase well-being
throughout all neighborhoods with a focus on equity
priority communities.
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9 September 2025
City of San Mateo 2026 Strategic Plan
STRATEGIC INITIATIVE
Public Safety
Provide a safe and secure quality of life through
professional and proactive police and fire services,
and effectively prepare for future emergencies.
Goals
• Provide fire and emergency services through
professionalism, collaboration, and public trust.
• Proactively protect and promote safety and
well-being, with a focus on mental health, while
serving San Mateo residents, businesses, and visitors.
• Develop a comprehensive approach to emergency
preparedness.
STRATEGIC INITIATIVE
Land Use
Utilize the General Plan 2040 to guide policy
and permitting decisions that shape the physical
environment.
Goals
• Complete a comprehensive Zoning Code update to
implement the policies and actions in the General
Plan 2040.
• Update the City’s specific and area plans to be
consistent with the City’s General Plan 2040.
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10 September 2025
City of San Mateo 2026 Strategic Plan
STRATEGIC INITIATIVE
Organizational Health and
Good Governance
Promote a high-performing and resilient organization
by upholding the highest standards of integrity,
customer service, and fiscal responsibility to
effectively serve the community.
Goals
• Efficiently and effectively manage the City’s
resources to support financial health, operate
with transparency, and provide services that are
responsive to the community’s needs.
• Continuously support our employees’ professional
development and wellness, and foster a healthy
culture that attracts and retains a talented,
innovative, and accountable workforce.
STRATEGIC INITIATIVE
Community Engagement
and Communications
Build community by empowering the public to be
informed and involved.
Goals
• Provide an accessible avenue for everyone in the
community to have the ability to participate, be
heard, and see the impact of their contributions.
• Inform, educate, and encourage feedback from all
community stakeholders, and continue to learn and
improve based on the community’s needs.
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# Council Priority Work Plan FY 25-26 November 2025 Progress Convert or Remove
Green = remove Pink = converted Yellow = parking lot
1 Establish policies to decarbonize
existing buildings and
infrastructure and eliminate
methane gas use by 2030.
Continue to conduct community outreach and
provide education; present findings to Sustainability
andInfrastructure 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.
Remove -
Completed
2 Create a comprehensive,
ongoing Citywide Community
Outreach and Engagement
Program.
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 Handook 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.
Converted to
SMART Activity
3 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.
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.
Remove -
Completed
4 Explore a resolution affirming
the City's commitment to
integrate new technologies,
such as artificial intelligence (AI),
without displacing work force.
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, with a completion date by the
end of the current fiscal year.
This item will be
removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
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5 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.
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.
Remove -
operationalized
and done annually
6 Complete Speed Surveys 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.
Converted to
SMART Activity
7 Explore limiting overnight RV
Parking in commercial corridors
Explore policy and enforcement options and present
study session to Council.
Study Session complete; policy direction being
implemented.
Remove -
Completed
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8 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.
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. This item will be removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
9 Develop and implement an
ordinance to prohibit the use of
gas leaf blowers within the City
of San Mateo.
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.
This item will be
removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
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10 Youth Service Officers at Schools
– funding program.
City to work with the school districts over the next
year to have the school districts help fund an
additional school resource officer.
There has been no progress made in this area. Staff recommends removing. Staff will
continue to pursue
this effort, but
progress is unlikely
at this time.
11 Develop City Council Code of
conduct with measurable
consequences akin to the San
Mateo County Board of
Supervisors language with
enforcement
Hold workshop and revise/update Council Rules and
Procedures
Completed Remove -
Completed
12 Develop policy on regulating
mobile vending/food trucks
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.
Converted to
SMART Activity
13 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.
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.
Converted to
SMART Activity
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14 Deliver the Clean Water
Program.
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. The El Camino Real
package of collection system improvements will
be complete in Spring/Summer 2026. Final lift
station rehabilitation project (Las Prados, Kehoe
Kelly, and Arroyo Lift Station Rehabilitation) will be
complete in early 2027.
Remove -
Completed
15 Explore the implementation of a
Customer Response
Management or 311 system.
Onboard consultant support and select a suitable
CRM that will work with existing back-end systems.
Catalis was selected as CRM vendor. Project kick-
off on 9/5/2025. Anticipate 12-16 week project
timeline, depending on City side tasks.
This item will be
removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
16 Implement Phase 1 of the
Central Park Master Plan.
Break ground and complete construction. Construction began June 2025 – Project is currently on budget and on time for completion in late Fall of
2026
Converted to
SMART Activity
17 Address structural issues at the
Marina Library.
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.
Converted to
SMART Activity
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18 Explore piloting a City Grant
Fund.
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.
This item will be
removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
Priority List 2 TO 5 YEAR Completion
19 Consider the adoption of wage
theft protections.
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.
Remove -
Completed
20 Initiate a Community Budget
Process for anticipated revenue
from Measure CC.
Continue to monitor Measure CC revenue and create
a community budget in an amount <$100K. Report
the results through quarterly updates.
Finance continues to monitor Measure CC revenue
and has already received $1.7 million as of August
2025 for FY 25-26.
Converted to
SMART Activity
21 Enhance city-wide disaster
response and emergency
preparedness.
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.
Converted to
SMART Activity
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22 Implement the adopted General
Plan.
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).
Converted to
Strategic Plan Goal.
More specific
SMART Activities
included as well
23 Implement Housing Element
Policies.
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.
Converted to
Strategic Plan Goal.
More specific
SMART Activities
included as well
24 Reconstruct all failed streets
identified in the Smooth Streets
program in San Mateo by 2026.
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.
Converted to
SMART Activity
25 Replace all remaining high
voltage circuits to improve
safety and reliability of the
street light system.
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.
Converted to
SMART Activity
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26 Implement a robust, year-round
Downtown Activation Program
as part of our core City services.
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.
Converted to
SMART Activity
27 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.
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.
Converted to
SMART Activity
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28 Prioritize planning, design,
construction and maintenance
of rapid safety improvement
projects citywide and ensure
there is a reliable City fund for
long term success.
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.
Converted to
Strategic Plan Goal.
More specific
SMART Activities
included as well
29 Improve and strengthen
democratic systems and
decrease polarization.
Conduct a variety of educational outreach to current
and future voters by, including registration events,
utilizing mailers, and collaborating with service
organizations. Staff will continue to conduct post-
election review and will add additional metrics and
analysis as an enhancement to this review.
Completed. Post-election review conducted; Council
direction implemented for campaign contribution
limit adjustments, and improvements to voluntary
expenditure limits. Also the dashboard transparency
and youth voter engagement initaitives have been
fully operationalized.
Remove -
Completed
30 Work with schools, community
colleges, businesses, and other
organizations to expand youth
and senior workforce
development & civic leadership
opportunities.
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.
Plans to expand the volunteer program to the City's
office environments has begun. Both the City
Manager's Office and Human Resources have been
exploring this work. More updates to come as staff
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.
This item will be
removed if
completed as
planned by June
30, 2026 or
converted into a
SMART Activity if it
falls behind
schedule.
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31 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.
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 is not yet started. Put in parking lot
32 Explore and evaluate allowing a
retail cannabis storefront in
downtown
Explore available policy options along with potential
revenue generation and present options to Council at
a study session.
This work is not yet started. Put in parking lot
33 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.
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.
Converted to
SMART Activity
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34 Minimize impacts to residents
from train horn noise at City at-
grade crossings.
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 delayed until 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.
Converted to
SMART Activity
ITEMS TO BE COMPLETED IN 5 YEARS OR MORE
35 Expedite efforts to improve the
stormwater collection, drainage,
and storage system, including
dredging the Marina lagoon.
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 end
of 2025 or 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.
Converted partially
to SMART Activity
and partially to
parking lot
36 Implement a Green Fleet by
2035.
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.
Converted to
SMART Activity
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37 Expedite efforts to provide high
quality effluent from the
wastewater treatment plant
upgrades to support the future
production of potable water.
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.
The San Mateo
portion of the
Peninsula Pure
Water project has
been pushed to
Phase 2 of the
potential long-term
roll-out. Therefore,
recommend this be
moved to the
parking lot.
38 Study resource feasibility for the
downtown grade separations
and long-term train corridor
improvements.
Identify resource needs for staffing, grant writer, and design consultant to implement the feasibility study.
Staff is leveraging the City's 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.
Converted to
SMART Activity
39 Improve traffic flow on 19th Ave
and Fashion Island Boulevard
from Grant to Mariners Island
Boulevard.
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.
Converted to
SMART Activity
40 Complete all High and Medium-
High priority projects in the
2020 Bicycle Master Plan and
the Pedestrian Master Plan with
the goal of prioritizing quick-
build projects where feasible.
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.
Converted to
Strategic Plan Goal.
More specific
SMART Activities
included as well.
41 Near Term (1-3 years):
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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.
• 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 end of
2025 or 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.
Converted this
council priority
partially to SMART
Activity, partially to
parking lot, and
partially into SP
Goal.
• 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 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.
Near Term (1-3 years):
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41 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.
• 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.
No updates
• 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.
• 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
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City Council’s Proposed Blue Sky Activities for FY 2026/27 Mayor Loraine
1. Explore a policy of evaluating cost-effective energy efficiency, production & storage (e.g. solar & battery) upgrades with each major construction and renovation of municipal buildings and facilities. Explore funding options that would allow the City to prepare to include such upgrades any time they’re found in the long term to either be cost-neutral or even save the City on future energy costs.
2. Research off-street parking, carshare and related programs that may utilize private or public real property (parking lots or vacant space) in impacted neighborhoods, business districts and other appropriate City areas.
3. Partner with the Elders Action Network to host a Future Design Event for the City of San Mateo in the second half of 2026, using the principles of Future Design to help visualize future local challenges and opportunities, as well as maximize participation in related City planning efforts (e.g. Blue Sky & Strategic Planning Sessions, General Plan 2040 & Master Plans). If the event is well received, consider making it an annual exercise before future Blue Sky & Strategic Planning sessions.
Deputy Mayor Fernandez
1. Hold a Study Session to discuss a potential Carpenters Union PLA.
2. Research Zoning Code and policy options for regulating food vending on vacant lots and present results to City Council.
3. Research an employee home downpayment assistance program.
Councilmember Cwirko-Godycki
1. Charter Amendments – Ballot Measure for 2028. Update/refresh on what Council needs to start working on/planning for a ballot measure in 2028 to update the City’s Charter to include District elections etc.
2. Research examples of how other cities provide childcare benefits to their employees.
3. Review and advance targeted amendments to the Residential Permit Parking Program to improve program consistency, clarity, and implementation. Such amendments would be subject to City Council approval. For example, a future amendment could consider residents living on a private street abutting a permit- parking area to be eligible for parking permits.
Councilmember Diaz Nash
1. Revise the Neighborhood Traffic Management Plan to streamline the application and approval process, increase installation of traffic calming measures, and
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improve transparency for applicants, including clearer information on expected timelines and integration with the future Citywide customer service system where appropriate.
2. Review permitting procedures for single-family projects (modifications, remodels and new construction), and identify ways to speed up the process, reduce costs for homeowners and create efficiencies for city staff by simplifying and streamlining requirements and the permitting process.
3. As the useful life of the Pedestrian Mall Mural nears, explore the next phase and future of the Art installation and how it can be used to further energize the downtown.
Councilmember Newsom
1. Conduct a citywide economic assessment of the City's commercial retail and service areas and nodes, with a focus on how to maintain a full range of community serving businesses and services around the City, assess commercial displacement, and develop a strategy to support small businesses when they are displaced due to redevelopment.
2. Conduct a Feasibility Study for a permanent Bandstand in Central Park. The Bandstand would be used for Concerts in the Park, Movie Nights, and many more community events. Have staff complete a “build cost estimate,” for the proposed Band Stand, so we know what it costs as we continue with our phased redevelopment of Central Park.
3. Community Art Beautification & Landscaping. Prepare a Public Art Master Plan to enhance community art beautification and landscaping throughout the City.
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FY 2026/27 MAJOR STAFF WORK PLAN ITEMS
NOT ON CITY COUNCIL PRIORTY LIST
Strategic Plan Implementation (CMO/All Departments)
Support/Enhance Citywide Community Engagement and Events Promotion (CMO) Language Access Plan (CMO)
City Real Property Assets Inventory and Assessment (CMO) Community Workforce Agreement Negotiations (CMO/PW)
Relaunch ESL City Services Academy (CMO/CDD/PD/Fire/Parks) Potential 2026 Ballot Measure (CMO/Finance)
City Leadership Engagement and Coaching (CMO/HR)
Special Events Permit Policy Update (CMO/All Departments) City and City Partner Events Planning and Support (CMO/Parks/PW) Citywide Policy Evaluation and Updates (City Clerk’s Office/All Departments) Election Campaign Sign Code Enforcement Administrative Policy (City Clerk’s Office) Council Chambers AV/Facility Improvement (City Clerk’s Office/IT/PW) 2026 Election Administration (City Clerk’s Office)
Youth Voter Engagement Initiatives (City Clerk’s Office) SB 707 (Brown Act Amendment) Implementation and compliance (City Clerk’s Office & Parks) Agenda Management System Evaluation Review (City Clerk’s Office) Planning Application Process Evaluation and Streamlining (CDD/PW/CMO) User Fee Study (CDD/PW/Parks/Finance)
Historic Resources Code/Policy Update (CDD/CAO)
Downtown Area Plan Update (CDD/CMO)
Triennial Building Code Adoption Cycle (CDD/CAO)
Zoning Code Update (CDD/CAO)
Building Art/Mural Policy (CDD/CMO)
Financial Sustainability Plan (Finance/All Departments) Cost Allocation Plan Update (Finance)
Explore bonding for stormwater master plan improvements (Finance) Re-engineer Employee Recruitment and Selection Processes (HR/All Departments) Recruitment, Marketing, and Outreach Plan (HR)
Fellowship Program (HR/All Departments)
Internship Program (HR/All Departments)
Disability Programs, Policies, Procedures, and Handbooks (HR/CAO) Employee Recognition and Rewards Program (HR/All Departments) Total Compensation Survey Methodology (HR)
Training and Development Plan (HR)
Bring Your Children to Work Day (HR/All Departments)
Compliance with Federal, State, and Local Employment laws, rules, and regulations (HR/CAO) Continued Phase II Workday Implementation/Adaptive Planning rollout (IT/HR/Finance) PC replacements (IT)
Secure new primary vendor for print materials. (Library) Develop new space modification plan (Library)
4th annual San Mateo Celebrates festival. (Library)
Celebration of 20th anniversary of Main Library (Library) Services to Shoreview/Parkside during Marina Branch closure. (Library) King and Joinville Aquatic facility repairs and possible rental of SMHS pool (PW / Parks) East Hillsdale Park Improvements (Parks)
Shoreview Skate Park Improvements (Parks)
Beresford Pickleball Pilot Program (Parks)
Koshland Program Initiative Collaboration (Parks)
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Central Park Japanese Garden Fundraising Campaign in conjunction with the Arboretum (Parks) Poplar Creek Golf Course Well Project (PW & Parks)
Martin Luther King Resiliency Center Visioning (PW & Parks) Synthetic Field Replacement – Los Prados Park (Parks)
Ryder Park Spray Ground Feasibility Study (Parks)
Lakeshore Child Care Feasibility Study (Parks)
Digital Accessibility Compliance Project (Parks)
Senior Transportation “Get Around” program evaluation (Parks) Identify New Central Park Train Operator and Make Necessary Infrastructure Upgrades (Parks) RFP for Food/Beverage Services for Poplar Creek Golf Course (Parks) Enhance Security in Downtown (PD)
Real Time Information Center (PD)
Organized Retail Theft Grant (PD)
Citywide Security Project (PD)
Create Police Department 5-year Strategic Plan (PD)
Advance Fire Station 25 Traffic Substation to Operational (PD) Police and Fire Service Coverage and Staffing Assessment (PD/Fire/CDD/CMO) Creek Maintenance Permit (multi-year effort) (PW)
Storm/Stormwater Related Planning, Maintenance and Improvements (PW) Transportation Division Enhancements (PW/CDD)
CIP Organizational Assessment (PW)
Small Wireless Facility Program Implementation (PW/CAO) Comprehensive Facilities Assessment (PW)
Standard Details Update (PW)
Downtown Parking Fee Study (PW)
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