CITY OF SAN MATEO
City Council Special Meeting
March 16, 2026
6:00 PM
City Hall Council Chamber
Entrance is on O’Farrell Street
COUNCIL MEMBERS
Adam Loraine
Nicole Fernandez
Danielle Cwirko-Godycki
Lisa Diaz Nash
Robert Newsom Jr.
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:
March 16, 2026
To join via telephone: (408) 638-0968
Webinar ID: 821 4831 3269 Passcode: 371215
CALL TO ORDER
Roll Call
AB 2449 Requests and Considerations for Meeting Participation by Teleconference due to Just Cause or Emergency Circumstances
STUDY SESSION
The public will have an opportunity to comment during the consideration of this item.
1. City Council SMART Activities Priority List — Direction Provide direction on the draft Fiscal Year 2026-27 SMART Activities Priority List.
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).)
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:
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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.
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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 to ensure meaningful access for all participants, including those with limited English proficiency, individuals requiring special accommodations or language assistance to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
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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: STUDY SESSION Account Number: 10-1311 File ID: 26-10978 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: March 16, 2026
SUBJECT:
City Council SMART Activities Priority List — Direction RECOMMENDATION:
Provide direction on the draft Fiscal Year 2026-27 SMART Activities Priority List.
BACKGROUND:
The City Council goal setting process includes a three-step deliberation process resulting in the Adopted City Council Priority List for each fiscal year. The first step in the deliberation process is the Blue Sky Workshop, which was held on February 7, 2026. During this time, the City Council received a status update on its 2025/2026 Fiscal Year Priority List, which contained 41 priorities within three timeframe categories. The categories represent expected completion within one fiscal year, 2-5 fiscal years, or 5 or more years.
With the adoption of the City’s first Strategic Plan on September 15, 2025, the Blue Sky goal setting workshop folded in the City’s Strategic Plan into the City Council goal setting process. The Strategic Plan offers a comprehensive framework for City Council to utilize when making decisions for both long-term and immediate priorities. It enables the City to move in an intentional, strategic direction over a longer timeframe. This is critically important to ensure resources are used to carry out City Council priorities with the utmost efficiency and impact.
The City is now transitioning away from the three timeframe categories for the Council priorities and implementing “SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) Activities” that represent the City Council’s priorities. The intention of the SMART Activities is to provide intentional, achievable actions that can be completed within the upcoming fiscal year. This allows staff to better report to Council and the community on progress made. If progress is unlikely in the upcoming fiscal year, it’s important to not lose sight of these actions, so staff also created “2-5 Year Objectives” that will be revisited in the future.
Staff made recommendations to remove completed priorities, convert incomplete priorities to SMART Activities, and move priorities into the 2-5 Year Objectives category based on progress to date and work remaining. At the workshop, Council reviewed the 41 priorities and directed staff to remove, convert to SMART Activities, or move to the 2-5 Year Category.
In addition, the Council also heard a report on staff’s existing work plan items that are unrelated to formalized Council priorities but are a part of each department’s daily work. Further, each Councilmember presented three proposed new priorities to be integrated into the list of Adopted City Council priorities for the new fiscal year and deliberated on whether they should be retained.
The March 16, 2026 meeting marks the second step in the process when the Council will be reviewing and providing final
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CITY OF SAN MATEO
direction on the new draft Fiscal Year 2026-27 SMART Activities Priority List. To assist in this conversation, Attachment 1 provides the full list of the previous year’s Council priorities converted into SMART Activities and shown within the structure of the Strategic Plan.
Attachment 2 provides the new Council-proposed priorities that gained consensus by at least three Councilmembers at Blue Sky. The priorities that received majority agreement by the Council have been converted into SMART Activities by staff. In total, there are 56 SMART Activities proposed for Fiscal Year 2026-27 between Attachment 1 and Attachment 2.
At the meeting, staff will be available to answer any remaining questions and will be seeking final direction on the draft Fiscal Year 2026-27 SMART Activities Priority List so we can proceed to the third and final step, which is to finalize and adopt the list as part of the City’s annual budgeting process. Tonight, we ask Council:
1. Do you have any final revisions to the verbiage of any of the priorities?
2. Are there any priorities you wish to remove?
BUDGET IMPACT:
There is no budget impact from this item. A majority of the resource requirements for the adopted Priority List will be incorporated into the fiscal year 2026-27 budget proposal and the remainder will be brought back as needed, as the projects evolve following further analysis and Council direction.
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 – Converted SMART Activities
Att 2 – Council-proposed SMART Activities
STAFF CONTACT
Zachary Reda, Senior Management Analyst
[email protected]
(650) 435-0823
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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.
Fiscal Year 2026/27 Proposed Climate Resiliency SMART Activities No. SMART Activity
Total Project Cost
(includes anticipated
costs in future years)
1 By Spring 2026, complete the first four elements of the Sea Level Rise Adaptation Plan. $470,000 2 By October 2026, complete the Marina Lagoon Spot Dredging project, removing 2,000 cubic yards from the Lagoon. $2M
3 Install electric vehicle charging infrastructure at the Corporation Yard by January 2027 to enable the transition to a green City Fleet by 2035. $400,000
4 Once approved by the CEC and BSC in 2026, implement and enforce reach codes. Develop user- friendly materials to explain reach code requirements to help community members and contractors understand the new requirements. Monitor reach code implementation and report out to City Council by April 2027. Staff time
5 Conduct community and business engagement to educate the community about the prohibition on gas leaf blowers that begins on January 1, 2027. Staff time
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Climate Resiliency 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 Sea Level Rise Adaptation Plan implementation funding - By Winter 2028, following completion of the Subregional Shoreline Adaptation Plan, engage the Bay Conservation and Development District (BCDC) to solicit prioritized funding for design and implementation.
By Summer 2027, initiate implementation of two high priority stormwater flooding and drainage capital improvements. By 2032, implement 5 high priority stormwater capital improvements. Marina Lagoon Large-Scale Dredging - Following completion of the Subregional Shoreline Adaptation Plan, release an RFP to procure consultants to initiate permitting and environmental review scopes. The timing of this effort may be influenced by likelihood and/or availability of congressional funding through appropriations under the 2024 WRDA. Expedite efforts to provide high quality effluent from the wastewater treatment plant upgrades to support the future production of recycled potable water.
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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.
Fiscal Year 2026/27 Proposed Infrastructure SMART Activities No. SMART Activity
Total Project Cost
(includes anticipated
costs in future years)
6 Complete the design to rehabilitate two sanitary sewer pump stations by spring 2027. $1,350,000 7 Advertise, complete, and close the Phase 4 High Voltage Street Light Conversion project by Q2 FY26/27.
Complete and close out the project by Q4 of FY26/27. $5.3M 8 By winter 2026, procure consultants to initiate design on a subset of very high priority stormwater capital improvements, such as the 42nd Ave pump station. $800k
9 Initiate feasibility studies for the Marina Lagoon pump station upgrades by Spring 2027. $250,000 10 Complete installation of the Gateway Park Pedestrian Bridge by summer 2026. $ 850,000 11 Close-out Phase 4 of the Citywide Street Reconstruction Package III by Winter 2026 and initiate construction of Phase 5 by Spring 2026 with anticipated completion by the end of November 2026, resulting in a total of 19 miles of street reconstruction. $24.5M
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Infrastructure 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 N/A
12 By June 2027, complete the King Pool and Resiliency Center conceptual design phase. This project will modernize the existing swim center and locker rooms into a multifunctional resilience center. $10M 13 In FY 26-27, initiate design phase for a new Fire Station (27) that fully complies with all local, state, and national fire, building, and safety codes, ensuring a resilient, efficient, and mission-ready facility that supports operational needs and community safety. $11M
14 Citywide Facility Waterproofing Improvements - In FY 26-27, as part of the implementation of a Citywide facility waterproofing program, improvements will be made to prevent water intrusion, reduce repair costs, enhance safety, and extend the lifespan, at the Central Parking Garage and at the 2nd and El Camino Parking Garage. $4M
15 In FY 26-27, replace the facility roofs at the Senior Center and at the Beresford Recreation Center and develop a routine maintenance plan to extend roof life by 20–30 years. $4.2M
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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.
Fiscal Year 2026/27 Proposed Transportation SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
16 Complete 100% design and secure Caltrans authorization to proceed forward to construction for the19th Ave Fashion Island Multimodal Project by June 2027. $28M 17 Complete 100% plans, specifications and estimates for the Hillsdale High School / 31st Avenue Pedestrian Safety Improvement Project by June 2027 and have the project ready for construction. $1M 18 Complete construction and closeout of Peninsula/Delaware Intersection Safety improvements by March 2027. $800,000
19 Complete construction of the Hillsdale Boulevard and Alameda de las Pulgas Signal project by June 2027. $1.55M 20 Complete construction and closeout the Delaware Safe Routes to School Corridor project by September 2026. $3.3M
21 Complete 100% design and secure authorization from Caltrans to proceed with construction of four of the top 10 projects identified in the Local Roadway Safety Plan by March 2027 and advertise the projects for construction by June 2027. These four projects include El Camino Real at 22nd Ave, El Camino Real at 27th Ave, Humboldt St at East Santa Inez Ave, Indian Ave, and Tilton Ave, and Hillsdale Boulevard at Franklin Boulevard and Norfolk St. $1M
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22 Expend, earmark, or allocate 40% of the total available Quick Build Mobility Program funds towards eligible projects (e.g., protected bicycle lanes, bicycle access gap closures, safety improvement projects, and traffic signal improvements) that will advance safety in the City by June 2027. $140,000 23 Reduce the routine noise of train horns by establishing a train horn quiet zone by May 2027. This involves closing the Villa Terrace and E. Bellevue Ave crossings, working with rail stakeholders, and achieving and maintaining a Federal Railroad Administrative Risk index below 100%. $5M Transportation 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 N/A
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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.
Fiscal Year 2026/27 Proposed Housing SMART Activities
No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
24 Preserve the 24 affordable very low income units at Bridgepointe Condominiums by extending the affordability term by 55 years. Bring the item for Council approval by June 2027. $1.5M 25 Hold a study session regarding the City’s affordable housing funds and options for deployment by September 2026. Staff time
26 Amend the City’s Inclusionary Housing Ordinance and update the Below Market Rate Guidelines to increase the number of affordable units produced overall (based on a nexus study, if necessary) and to incentivize production of larger units and deeper affordability by December 2026. $50k Housing 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 Explore the development of an affordable housing project on a City-owned site on 42 nd Avenue.
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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.
Fiscal Year 2026/27 Proposed Economic Development SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
27 Implement a coordinated, year-round Downtown Activation Program as a core City service to enhance vibrancy, support local businesses, and increase foot traffic, in partnership with the Chamber of Commerce and the Downtown San Mateo Association (DSMA) by June 2027. $35,000 28 Launch the Downtown Area Plan project by January 2027. $1.5M 29 Bring forth a study session providing background and approach to develop a revenue-generating digital billboard program by July 2026. Staff time
Economic Development 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 Explore a potential business improvement district (BID) on 25th Ave. Meet with business operators and landowners to gauge interest. If there is consensus to form a BID, issue an RFP, select a consultant, and develop a scope of work for BID formation. Hold a study session exploring the possibility of retail cannabis storefronts in San Mateo.
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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.
Fiscal Year 2026/27 Proposed Healthy Community for All SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
30 Complete the Marina Library renovation by February 2027. $8.9M 31 Complete Phase 1 Implementation of Central Park Master Plan – development of the new playground by Fall 2026. $12M
32 By fall 2026, partner with at least two community sponsors to bring additional programming and outreach to the senior population at both Beresford and MLK Community Centers. Staff time 33 By May 2027, engage a third party to conduct a feasibility study of recreation and aquatic facilities with a focus on the Beresford Park complex of facilities, the Senior Center, Joinville Pool, and the Shoreview Recreation Center. $250,000
Healthy Community for All Ages 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 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.
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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.
Fiscal Year 2026/27 Proposed Public Safety SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
34 Collaborate with SMCFD to update the Emergency Operations Plan (EOP) and bring forward to Council for approval by summer 2026. Update the Hazard Incident Response Guides that accompany the EOP by December 2026. Staff time
35 Develop an emergency preparedness training schedule by Summer 2026. Train field and EOC staff to increase response readiness in case of an emergency by May 2027. Staff time 36 Work with SMCFD and the County to align on a communication platform for emergencies by April 2027. Staff time 37 Complete a standard of service cover study for Police and Fire Services that takes into consideration future development growth. Present the study and its findings to City Council by June 2027. $100k 38 Maintain readiness and preparedness to implement a SRO Program and supply a School Resource Officer should the school districts choose to pursue SROs during FY26/27. Staff time Public Safety 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 N/A
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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.
Fiscal Year 2026/27 Proposed Land Use SMART Activities
No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
39 Develop and complete the Comprehensive Zoning Code Update project, which includes Zoning Map amendments, to be consistent with the General Plan, Housing Element and State law. Bring to City Council for adoption by June 2027. $2.5M
40 Present a report on the implementation of Council directives regarding food vendors by December 2027. Staff time Land Use 2-5 year objectives – items that will be worked on in future years but not in FY 26/27 N/A
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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.
Fiscal Year 2026/27 Proposed Organization Health and Good Governance SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
41 By Summer 2026, begin implementation of the Recruitment, Marketing, and Outreach Plan to expand recruitment, marketing, and outreach activities by 80% in an effort to develop partnerships, build pipelines for City jobs, and diversify the City's applicant pool. $ 380,000 42 Research and develop a policy for equitable use of city facilities used by non-profit and not for-profit groups during non-operating hours, and present to stakeholders for feedback before implementation by June 2027. Staff time
Organizational Health and Good Governance 2-5 year objectives – items that will be worked on in future years but not in FY 26/27
N/A
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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.
Fiscal Year 2026/27 Proposed Community Engagement and Communications SMART Activities No. SMART Activity
Total Project
Cost (includes
anticipated costs
in future years)
43 By March 2027 audit and update City webpages to make public information more searchable, accessible to a wider audience, and easier to comprehend. Staff time
44 Develop a public process to engage the community in prioritizing $50,000 in Measure CC funds in FY 26-27 so that the capital funding is approved in June 2027 as part of the CIP budget process. $ 50,000 45 By June 2027, the City Manager’s Office will create and organize relevant trainings on topics such as media relations, graphic design and internal communications, to support staff, leadership, and City Councilmembers in understanding current communications best practices. Staff time 46 By May 2027, establish an outward-facing engagement program and develop analytics to more effectively and comprehensively reach underserved residents, improve community relations, and strengthen connections and trust with diverse communities. Staff time
Community Engagement and Communications 2-5 year objectives – items that will be worked on in future years but not in FY 26/27
N/A
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Fiscal Year 2026/27 Proposed City Council SMART Activities 1 1
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No. SMART Activity
Total Project Cost
(includes anticipated costs in
future years)
47 In FY 26-27, 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. Staff time
48 By fall 2026, evaluate expansion of the Senior Rides Program on Humboldt Street between 2nd and Indian to provide transportation relief to seniors, and hold a Council study session to summarize findings and seek further direction.
Staff time for evaluation;
cost for rideshare
expansion will be
determined
49 By fall 2026, after engaging the community and holding a Council study session, begin work to implement a Residential Permit Parking Program in the North Central community focused on providing relief to residents directly impacted by parking removal on Humboldt Street. $90k
50 Throughout FY 26/27, attempt to bring the Carpenters Union into Project Labor Agreement negotiations alongside the San Mateo County Building and Construction Trades Council. Report back to the Council on progress. Staff Time 51 Research Zoning Code and policy options for regulating food vending and related temporary uses on vacant lots and present findings and options for implementation during a study session by February 2027. Staff Time 52 Research examples of how other cities provide childcare benefits and employee housing assistance to their employees and present findings and options during a Study Session in May 2027. Staff Time 53 Submit a ballot measure to the voters in November 2026 that proposes amendments to the City Charter reflecting the transition to district elections and addressing other non-controversial matters. $175k 54 By June 2027, revise the Neighborhood Traffic Management Plan to streamline the application and approval process, increase installation of traffic calming measures, and improve transparency for applicants. This effort will include clearly documented eligibility criteria, defined review timelines, and will integrate application tracking on the Citywide customer service system where appropriate. Staff Time 55 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 and present findings and options for implementation at a study session by January 2027. Staff Time 56 Work with the City’s economic consultant to 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 $50k
+
Staff Time
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Fiscal Year 2026/27 Proposed City Council SMART Activities 2 1
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commercial displacement, and identify options for supporting small businesses when they are displaced due to redevelopment.
Present findings at a study session in May 2027.
2-5 year objectives – items that will be worked on in future years but not in FY 26/27
1.Continue development and implementation of an Art Mural policy, and work with PW to develop a policy and application process for painting on utility boxes and retaining walls with an approval process via the Civic Arts Commission.
2.Engage a consultant to conduct a feasibility study to identify possible bandstand location options in Central Park.
3.Evaluate the useful life of the Pedestrian Mall Mural and explore options for maintenance and upkeep for at least 5-10 years so that it can continue to energize B Street and the downtown until the next phase of the Pedestrian Mall improvements are ready to be implemented, after completion of Downtown Area Plan update.
4.Partner with the Elders Action Network to host a Future Design Event for the City of San Mateo in 2027, using the principles of Future Design to help visualize future local challenges and opportunities related to climate resiliency, 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.
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1 From: Martin McTaggart
Sent: Monday, March 16, 2026 9:30 AM
To: Zachary Reda; Christina Horrisberger; Matt Fabry; Katherine Sheehan Cc: Chantal Eaton; Alby Calles
Subject: Fw: Central Neighborhood Association Support for Traffic Calming
Get Outlook for iOS
From: David Light
Sent: Sunday, March 15, 2026 9:19 PM
To: City Council (San Mateo) <[email protected]> Cc: Maurine Killough >; Tom &
Francine Souza >; Sharon Prager >
Subject: Central Neighborhood Association Support for Traffic Calming
Dear Mayor Loraine and Members of the City Council,
We are writing in support of the proposed strategic priority #54 for the City of San Mateo in 2026.
The issue of increasing vehicle speeds and severe crashes involving bicycles and pedestrians, including recent pedestrian fatalities, is an area of great concern for the Central Neighborhood Association (CNA). We continue to advocate for speed humps, LPI - leading pedestrian interval - 6 second delays, (RRFB) - rectangular rapid flashing beacons at crosswalks, and other traffic calming measures. Such measures benefit from an ease of installation and low expense in order to make safe streets for children, seniors, dog walkers and all of our residents of San Mateo.
Our experience in the Central Neighborhood is that speed humps are very important traffic mitigation solutions, as proven on Fremont Street and Ellsworth Street. We need these speed humps on more streets in our neighborhood. The current process for requesting a speed hump is too restrictive and should not be dependent on a high response rate from residents to mailers in order to address safety issues quickly. Also, In order to qualify for a speed hump, speeds must be registered at 10 mph over the posted 25 mph limit. Driving at 35 mph or higher in our residential neighborhood is a very high bar required in order to qualify for a speed hump. This is a very dangerous requirement that limits protection of pedestrians and bicyclists. We need a less complicated and faster process to qualify for traffic calming.
CNA actively promotes neighborhood safety. We advocated for a safer crossing of 4th Avenue at Grant Street which resulted in the installation of bollards on 4th and more recently, due to increased traffic, we were able to have the City install rectangular rapid flashing beacons (RRFB) for pedestrians who cross 4th Avenue at this intersection. We were recently able to successfully ask the City to implement a 6 second (LPI) leading pedestrian interval at 9th at Delaware and 9th at B Street in the Downtown. This makes crossing safer for our residents and, especially, students who attend the nearby Sunnybrae Elementary School and Borel Middle School. We advocate for sidewalk repairs and green pedestrian
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2 level street lights in the Central Neighborhood to increase safety. We continue to advocate for speed humps on our residential streets and more are needed to calm cut-through traffic impacts.
Thank you for considering this important issue!
Sincerely,
The Central Neighborhood Association Board
David Light
Laurie Watanuki
Sharon Prager
Maurine Killough
Francie Souza
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City Council SMART
Activities Priority List
March 16, 2026
Zack Reda
Senior Management Analyst| City Manager’s Office
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City Council
Direction
Requested:
• Review the proposed City
Council 2026-27 SMART
Activities Priority List and
provide staff direction on:
• Do you have any final revisions to
any of the priorities?
• Are there any priorities you wish
to remove?
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City Council Goal Setting Process
Step 1
February 7, 2026
“Blue Sky” Meeting
• Review and discuss
existing and proposed
priorities, and other
staff work items
• Add, modify, and
remove priorities
Step 2
March 16, 2026
• Review the SMART
Activities Priority List
(attachments 1 and 2)
• Direct further
revisions or removals
Step 3
June 15, 2026
• Adopt Final City
Council 2026-27
SMART Activities
Priority List along with
City Budget
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Values
Strategic Initiatives
Priority Initiatives
Goals
SMART Activities
MissionAspirational
Specific &
Actionable
Specific
Measurable
Achievable
Relevant
Time-bound
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Notable Edits
during and
since “Blue
Sky”
• Converted City Council priorities into SMART
Activities
• Created a “2-5 Year Objectives” category for
actions that that will be revisited at future
Blue Sky workshops.
• Added total project costs for the proposed
SMART Activities.
• Combined two City-Council proposed actions
on childcare benefits and employee housing
assistance into one SMART Activity.
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City Council
Direction
Requested:
• Review the proposed City
Council 2026-27 SMART
Activities Priority List and
provide staff direction on:
• Do you have any final revisions to
any of the priorities?
• Are there any priorities you wish
to remove?
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