The City of San Mateo is working to implement General Plan 2040. Major tasks in progress include updating the Historic Resources Ordinance and processing development applications allowed by Measure T.
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| Action # | Action No. | Action | Lead Department | Priority | Status | Percentage Complete | Initiation Year | Resource Needs |
|---|---|---|---|---|---|---|---|---|
| 1 | LU 1.10 | Review of New Development. Track actual growth of both new housing units and net new nonresidential floor area annually, and review every two to three years. Use this information to monitor nonresidential floor area and housing units in San Mateo and to adjust this General Plan, infrastructure plans, and circulation plans, as necessary, if actual growth is exceeding projections. When approved nonresidential development reaches half of the anticipated development, evaluate the citywide jobs-housing balance. | Community Development | Reoccuring | In Progress | 5% | $ | |
| 2 | LU 2.5 | Community Benefits Dashboard. Create an online public portal that highlights the community benefits derived from new development projects, such as payment of in-lieu fees, contribution to the childcare fund, contribution to the public art fund, and other benefits to improve and standardize communication about new development projects and their benefits. | Community Development | Short-term, Reoccuring | Not Started | 0% | $ | |
| 3 | LU 3.18 | Permitted Uses. Re-evaluate the types of commercial uses that are permitted and that require a Special Use Permit (SUP) in all commercial districts to ensure requirements are forward looking and aligned with current economic needs and trends. | Community Development | In progress | In Progress | 1% | $$ | |
| 4 | LU 3.19 | Major Institutions/Special Facilities. Work with relevant agencies and organizations to support the long-term viability of major institutions and special facilities that provide important recreational, educational, or medical services, such as the San Mateo County Events Center, College of San Mateo, San Mateo County Hospital, Mills Health Center, and Peninsula Golf and Country Club. Require a Specific Plan and/or Master Plan to guide reuse or redevelopment of institutions and special facilities when appropriate. | Community Development | Medium-term | Not Started | $ | ||
| 5 | LU 4.4 | Downtown Area Plan. Update the Downtown Area Plan to support and strengthen the Downtown as a vibrant and active commercial, cultural, entertainment, and community gathering district. The updated Downtown Area Plan shall align with the General Plan, integrate recommendations from other concurrent City efforts, focus growth and intensity in proximity to the Caltrain station, encourage superblock concepts or approaches and allow parklets, update parking standards and parking management strategies, allow for increased housing units and density, and support high-quality, pedestrian-oriented design and architecture. | Community Development, Public Works | Short-term | Not Started | $$$ | ||
| 6 | LU 4.5 | Downtown Special Events. Sponsor and support Downtown activities and events that brings Downtown to life, attracts residents and visitors, promotes local businesses, creates inclusive community gatherings, and provides information to residents about City initiatives and services. | Economic Development | Routine | Continuous | $$ | ||
| 7 | LU 5.3 | El Camino Real Corridor Plan. Prepare a Corridor Plan for El Camino Real that assembles existing planning documents for the corridor into a single comprehensive plan that implements the El Camino Real policies in General Plan 2040. | Community Development | Medium-term | Not Started | $$$ | ||
| 8 | LU 6.3 | Hillsdale Station Area Plan. Update the Hillsdale Station Area Plan to foster higher-density residential, office and mixed-use, transit-oriented development that connects to neighborhoods to the east and west, improves bicycle and pedestrian connectivity west of the station, and increases park and open space areas. | Community Development, Public Works | Short-term | Not Started | $$ | ||
| 9 | LU 7.2 | Bridgepointe Area Plan. Update and consolidate the Bridgepointe Master Plan and Mariner’s Island Specific Plan into one planning document to guide redevelopment of the Bridgepointe Shopping Center and the surrounding properties into a mixed-use neighborhood that maintains its regional retail component while developing a diverse range of housing types, including affordable housing; new parks and recreational facilities; community gathering places; ample facilities to support transit, bicycling, and walking; and a range of businesses and services. The plan shall include safe access for pedestrians, cyclists, and transit riders from Bridgepoint to the City’s transit corridors, such as Caltrain and El Camino Real. | Community Development | Medium-term | Not Started | $$$ | ||
| 10 | LU 7.3 | Bel Mateo Area Plan. Prepare a Specific Plan or Master Plan to guide redevelopment of the Bel Mateo area into a mixed-use neighborhood with a diverse range of neighborhood-serving commercial uses and amenities; new market-rate and affordable housing; ample facilities to support bicycling and walking; and publicly accessible park and open space areas. | Community Development | Medium-term | Not Started | $$$ | ||
| 11 | LU 8.2 | Collaborations for Community Health. Develop intentional, strategic, and mutually beneficial relationships with organizations engaged in improving health and well-being, reducing environmental health disparities, expanding access to affordable quality healthcare and mental healthcare, and mitigating negative environmental health hazards. Encourage greater emphasis on expanding or improving health services, including mental health services, in equity priority communities. | Community Development | Medium-term | Not Started | $ | ||
| 12 | LU 8.3 | Health Disparities. Coordinate with the San Mateo County Public Health Department to promote healthier communities through education, prevention, intervention programs, and other activities that address the health disparities and inequities that exist in San Mateo. | City Manager’s Office | Reoccuring | Continuous | $ | ||
| 13 | LU 8.4 | City Investment. Use funds from the park impact fee and other sources to invest in programs and public improvements that connect residents with opportunities to increase their physical activity and improve their physical and mental health, especially in equity priority communities with higher risk of negative public health outcomes. Identify new funding sources for programs and public improvements, if needed. | Parks and Recreation | In progress | Continuous | $$$$ | ||
| 14 | LU 8.8 | Streetscape and Safety Improvements. Work with residents in equity priority communities to identify sidewalk, lighting, landscaping, and roadway improvements needed to improve routes to parks, schools, recreation facilities, and other destinations within the community. Prioritize investments that address health disparities in equity priority communities in the annual Capital Improvement Program. | Public Works | In progress, Short-term | In Progress | 2023 | $$$, $$$$$ | |
| 15 | LU 8.9 | Equity Priority Community Mapping. Regularly update the map identifying equity priority communities with data from CalEnviroScreen or other sources, including information from community members. | Community Development | Reoccuring | Not Started | $ | ||
| 16 | LU 8.10 | Equity Priority Communities Plan. Prepare a plan for the equity priority communities that addresses the needs of each community, including health, safety, and improved circulation with community input. The plan shall seek to ensure the streets in each community are measurably safe, include ADA accessibility, and have adequate on-street parking. Changes included in the plan shall be developed and enacted with the expressed purpose of improving health, safety, and welfare of the members of each community. | Public Works | In progress, Short-term, Medium-term | In Progress | 50% | $$$, $$$$$ | |
| 17 | LU 8.11 | City Services. Work with residents in equity priority communities to improve services provided by the City or other partners related to safety, sanitation, and security in these neighborhoods. | Public Works, Police Department | Routine | Continuous | $$$$$ | ||
| 18 | LU 8.12 | Neighborhood Beautification. Support and promote neighborhood clean-up and beautification initiatives in equity priority communities, including street tree planting and maintenance, through partnerships with neighborhood organizations. | Parks and Recreation | Routine | Continuous | $$ | ||
| 19 | LU 8.15 | Healthy Food Access. Support the work of San Mateo County Health and other local partners to: - Continue and expand the ability to use the Electronic Benefit Transfer (EBT) program at farmers’ markets and other sources of healthy food. - Implement programs to encourage markets and convenience stores to stock fresh produce and other healthy foods. - Encourage restaurants to enlist restaurants in the CalFresh Restaurant Meals Program, which allows people at a high risk of chronic hunger to use CalFresh benefits to buy prepared meals at participating restaurants. - Continue to provide and expand the subsidized senior lunch program at the San Mateo Senior Center and the Congregate Nutrition Program at the King Center Community Center. | City Manager’s Office, Parks and Recreation | Routine | Continuous | $ | ||
| 20 | LU 8.16 | Urban Agriculture. Develop City regulations that encourage urban agriculture, community gardens, and farm stands, as appropriate. | Community Development | Short-term | Not Started | $ |