Belmont Creek Habitat Maintenance and Monitoring Program - Amendment #1 - Staff Report.docx
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Daniel Matthews, Assistant Civil Engineer, 650-637-2985, [email protected]
Agenda Title: Belmont Creek Habitat Maintenance and Monitoring Project– Amendment #1 Agenda Action: Motion
Recommendation
Motion to authorize the City Manager to negotiate and execute Amendment #1 with Hanford ARC for the Belmont Creek Habitat Maintenance and Monitoring Project for the installation of animal exclusion caging around new plantingsin the amount not to exceed $29,009, for a total contract amount not to exceed $96,809, and authorize the City Manager to negotiate and execute additional contract amendments up to a total contract amount not to exceed $106,809, if needed.
Strategic Focus Area
Infrastructure and Mobility
Background
The Belmont Creek Restoration Project, completed in late 2025, restored over 500 feet of Belmont Creek through Twin Pines Park. The project regraded and stabilized previously eroded and hazardous creek banks and included installation of over 2,000 plants to enhance habitat and ensure long-term bank stability.
As a condition of the Urban Streams Restoration Program (USRP) grant funding from the Department of Water Resources, the City is required to implement a habitat monitoring and maintenance program to the project meets performance and plant establishment requirements.
In January, the City Council accepted the Belmont Creek Restoration Project and authorized initiation of the Belmont Creek Habitat Maintenance and Monitoring Project. Following a competitive solicitation of proposals from qualified vendors, the City entered into a contract with Hanford ARC for maintenance services, with monitoring provided by the original project designer, Restoration Design Group, in the amount of $67,800.
Analysis
Recent site inspections indicate the project site is performing well and as intended. However, both the maintenance vendor and monitoring team have observed signs of deer feeding on newly installed vegetation along the corridor. If left unaddressed, this could reduce plant survival, compromise the longterm stability of the bioengineered creek banks and affect the City’s ability to meet USRP grant requirements.
736
Belmont Creek Habitat Maintenance and Monitoring Program - Amendment #1 - Staff Report.docx To address this issue, staff recommends installing animal exclusion caging around new plantings until vegetation is fully established. The proposed work includes approximately 2,700 linear feet of caging along the length of the project corridor. Timely installation is critical to protect newly established vegetation during the current establishment period. This work was not included in the original project scope and exceeds the resource capacity of existing Parks maintenance resources. Staff requested a quote from Handford ARC, as the project contractor with the greatest familiarity with site conditions and the ability to complete the work efficiently.
Hanford ARC submitted a quote of $29,009 for labor and materials required for installation. Based on staff’s review of unit costs and comparable work, the pricing is deemed reasonable. Therefore, staff requests that the City Council authorize the City Manager to execute a contract amendment in an amount not to exceed $29,009, bringing the total contract amount not to exceed $96,809.
To allow for a more expedient response to unforeseen field conditions found during regular monitoring and inspection, staff also request that the City Council authorize the City Manager to execute additional amendments up to a total contract amount not to exceed $106,809 to allow for a 10% contingency.
Alternatives
1. Refer back to staff for additional information
2. Do not install exclusion caging (risk to vegetation and grant compliance) Attachments
A. Quote for Exclusion Caging
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:
The initial five-year maintenance cost of $298,000 was
budgeted under Capital Improvement Program (CIP) Belmont Creek Habitat Monitoring and Maintenance Plan Project No. 3246 to cover the anticipated cost of maintenance and
monitoring. Staff will account for these unforeseen costs within the project budget as part of next fiscal year’s budget and fiveyear CIP plan cycle.
Source: Purpose: Public Outreach:
Staff Council Vision/Priority Posting of Agenda
737
Parking and Traffic Safety Committee - Cipriani Elementary School Loading Zone - Staff Report.docx
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Daniel Matthews, Assistant Engineer, [email protected], (650)-637-2985 Agenda Title: Parking and Traffic Safety Committee – Cipriani Elementary School Loading Zone Agenda Action: Motion
Recommendation
Motion to approve the Parking and Traffic Safety Committee (PTSC) recommendation to convert eight existing angled parking stalls and adjacent curb space in front of Cipriani Elementary School from unrestricted parking to a passenger loading zone (8:00 AM to 5:00 PM on school days), allow unrestricted parking at all other times, and reconfigure the curb space from angled to parallel parking to provide ten parking spaces.
Strategic Focus Area
Infrastructure and Mobility
Background
The Parking and Traffic Safety Committee (PTSC), composed of representatives from the Public Works, Police, and San Mateo Consolidated Fire Departments, receives and reviews traffic calming, traffic safety, and parking requests from members of the community. Belmont-Redwood Shores School District (BRSSD) requested that PTSC evaluate potential curb management improvements along Buena Vista Avenue in front of Cipriani Elementary School and to consider converting existing angled parking to a loading zone to improve traffic flow and enhance student pedestrian safety during school pick-up and drop-off periods.
Analysis
Traffic congestion during student pick-up and drop-off times at Cipriani Elementary School extends onto adjacent streets. In absence of a formal loading zone, vehicles stop in informal locations, creating conflicts between vehicles and pedestrians and reducing overall traffic flow.
The existing frontage consists of eight unrestricted angled parking stalls, which are primarily used by school employees during school hours. PTSC evaluated converting this frontage to a dedicated passenger loading zone from 8:00 AM to 5:00 PM on school days to better manage curb space during peak periods.
The proposed change would:
• Formalize student pick-up and drop-off activity
• Increase curb turnover during peak periods
• Improve traffic circulation along Buena Vista Avenue
738
Parking and Traffic Safety Committee - Cipriani Elementary School Loading Zone - Staff Report.docx • Reduce unsafe loading practices
As part of the project, the curb would be
reconfigured from angled to parallel parking.
This reconfiguration would provide ten
parking spaces along the frontage during nonschool hours, resulting in a net two parking spaces. The improvements would also
include installation of appropriate signage
and curb coloring to clearly designate the
loading zone and support enforcement of the
time-based restrictions.
To offset the loss of employee parking during
school hours, BRSSD has proposed
expanding its rear employee parking lot by eight spaces. Staff recommends that implementation of the loading zone be contingent upon completion of these off-street improvements to minimize potential parking spillover onto nearby residential streets.
At a PTSC hosted community meeting on March 17, 2026, BRSSD’s proposal and PTSC’s recommendations received generally positive support from residents of the surrounding neighborhood.
Residents acknowledged existing traffic conditions during school hours and generally supported efforts to improve student pedestrian safety and traffic circulation. Other community comments regarding potential safety improvements near the intersection of Monserat Avenue and Buena Vista Avenue will be evaluated separately by City staff.
If approved, improvements would be constructed during the school’s summer break to minimize disruption. Staff will monitor operations during the 2026–2027 school year and return with recommendations if further adjustments are needed. Overall, the proposed loading zone and parking reconfiguration are expected to improve safety and traffic operations along the school frontage while maintaining and slightly increasing parking supply, with time-based restrictions ensuring efficient use of the curb during peak school periods and availability for general parking at other times.
Alternatives
1. Refer back to staff for information
2. Take no action
Attachments
A. None
Figure 1 - Aerial view of proposed changes to parking.
739
Parking and Traffic Safety Committee - Cipriani Elementary School Loading Zone - Staff Report.docx Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:
Current fiscal year’s operating budget in the Street Maintenance Fund (Account 231-3-701-8351) provides budget for minor improvements recommended by PTSC
Source: Purpose: Public Outreach:
Staff Discretionary Action Posting of Agenda
740
Hillcrest Sinkhole Emergency Repair Project - Staff Report.docx
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Bozhena Palatnik, Public Works, (650) 595-7463, [email protected] Agenda Title: Hillcrest Sinkhole Emergency Repair Project Agenda Action: Resolution
Recommendation
Adopt a resolution ratifying the existence of an emergency that required the immediate repair of four sinkholes and related stormwater infrastructure within an easement near Hillcrest Drive; ratifying the City Manager’s authorization to proceed with the emergency work without competitive bidding; ratifying the City Manager’s execution of a contract with Casey Construction, Inc. in the amount of $102,520; and authorizing payment for the completed emergency repair work..
Strategic Focus Area
Infrastructure and Mobility
Background
On January 6, 2026, the property owners at 3631 Hillcrest Drive notified the City of two rapidly developing sinkholes within the storm drain easement adjacent to their home. Public Works staff inspected the site and identified damage to the storm drain line at both locations, along with a third sinkhole further downhill. A fourth sinkhole was subsequently observed closer to Salson Trail Open Space, significantly increasing the urgency of the situation.
The adjacent property had recently completed foundation stabilization work in late 2025, including installation of steel push piers in close proximity to the storm drain line. While the work was permitted and finalized in December 2025, its proximity to the pipeline was noted during the assessment.
The City engaged Schaaf & Wheeler to evaluate the damage and prepare repair plans, while simultaneously contacting contractors for immediate availability. Design was completed on January 29, 2026, recommending slurry backfill of sinkholes, localized pipe repairs, and installation of a concrete collar at the downstream end. Casey Construction, Inc., a contractor experienced with similar local conditions, provided a proposal of $102,520 and was able to mobilize immediately to complete the work.
Staff determined that immediate repair of the storm drain line and four sinkholes was necessary to prevent ongoing subsurface erosion, pipe failure, and potential hillside collapse. The presence of active soil loss and voids around the pipe, combined with continued rain events, created a high risk of rapid sinkhole expansion, slope instability, and potential damage to adjacent properties at 3631 and 3627 Hillcrest Drive.
Delaying repairs to complete a competitive bidding process would have significantly increased public safety risks and the likelihood of further system failure. 741
Hillcrest Sinkhole Emergency Repair Project - Staff Report.docx Based on these conditions, the City Manager determined that the emergency would not permit the delay associated with competitive bidding and authorized immediate repair work in accordance with the Consultant’s design and the Contractor’s proposal. The work required full and immediate completion to stabilize the system and eliminate active subsurface voids.
The Contractor completed the emergency repairs by February 5, 2026, within 30 days of initial notification, with final restoration, erosion control, and punch list work completed by February 13, 2026.
Analysis
Given the emergency nature of the project, its proximity to residential properties, and potential risk, staff relied on Belmont City Code Section 2-29(m)(1)(a), which authorizes the City Manager to enter into a contract without competitive bidding in the event of an emergency. Staff determined that all required findings were met, including the existence of an emergency, the need for immediate action, a direct nexus between the work and the emergency, and that the situation would not permit delay associated with the City’s purchasing requirements.
The City Manager approved proceeding with the emergency work on January 27, 2026. Due to the urgency and rapid completion of the work within nine calendar days, a formal written contract with the Contractor was not completed prior to completion.
Accordingly, staff recommends that the City Council ratify the existence of the emergency, ratify the City Manager’s authorization to proceed without competitive bidding, authorize execution of a contract with Casey Construction, Inc. for the completed work, and authorize payment to the contractor in accordance with Public Contract Code 22050.
Alternatives
1. Take no action.
2. Refer back to staff for additional information
Attachments
A. Resolution
B. Proposal from Casey Construction, Inc. to complete the emergency project.
C. Project Plans
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:
Funding in the amount of $102,520 comes from the Capital Improvement Program (CIP) Hillcrest Sinkhole Emergency
Repair Project #6060, funded by the Storm Drainage Fund.
Source: Purpose: Public Outreach:
Staff Statutory/Contractual Requirement Posting of Agenda 742
RESOLUTION NO. 2026 –
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT
RATIFYING EMERGENCY SINKHOLE REPAIRS AND AUTHORIZING
CONTRACT FOR HILLCREST DRIVE EASEMENT
WHEREAS, on January 6, 2026, multiple sinkholes were discovered along a storm drain alignment within an easement near 3631 Hillcrest Drive, posing an immediate threat to public health, safety, and critical infrastructure; and,
WHEREAS, storm drain failure and the associated four sinkholes created an urgent condition involving active soil loss and potential ground instability, posing a risk to adjacent properties and to the integrity of the storm drain system; and, WHEREAS, staff contacted an on-call civil engineering design firm, Schaaf & Wheeler, (“Consultant”) to visit the location of sinkholes and provide civil and geotechnical recommendations to repair them; and,
WHEREAS, in late January 2026, the Consultant completed the design, and staff contacted local contractor (“Contractor”) with experience in emergency work who provided a proposal to conduct these repairs in the amount of $102,520; and WHEREAS, on January 27, 2026, the City Manager determined that an emergency existed that required immediate action to prevent further failure of the storm drainage system and potential damage to public and private property, the contract action proposed to be taken was directly related to resolving the emergency, and that the emergency would not permit a delay resulting from compliance with the Purchasing System;
WHEREAS, under California Public Contract Code Section 22050 a public agency may repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes, without giving notice for bids to let contracts; and,
WHEREAS, delaying repairs to complete a competitive bidding process would have increased the risk of further sinkhole formation, slope instability, and potential public safety hazards, particularly during ongoing and forecasted rain event; and, WHEREAS, the emergency would not permit the delay associated with a competitive bid process as immediate action was necessary to respond to the emergency and prevent it from worsening; and,
WHEREAS, the emergency work could not be deferred or partially completed, as full repair of the sinkholes and stabilization of the storm drain system was necessary to address the underlying conditions and prevent continued erosion and potential failure of the surrounding hillside; and,
WHEREAS, the Contractor completed the emergency repair work by February 5, 2026, which is 30 calendar days from the day that staff was notified by the property owner of the initial 743
issue, with final restoration, erosion control, and punch list work completed by February 13, 2026.
NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:
SECTION 1. The need to prevent further failure of the storm drainage system and potential damage to public and private property was an emergency requiring immediate action, the repairs to the storm drain system were necessary to respond to the emergency and could not be delayed by the time to complete the competitive bid process without exacerbating active soil loss, potential for ground instability, risk to adjacent properties, and further risk to the integrity of the storm drain system.
SECTION 2. The City Manager was authorized to proceed with the work as provided in Public Contract Code section 22050(b) without giving notice for bids to let contracts as the emergency would not permit a delay resulting from a competitive solicitation for bids and the action was necessary to respond to the emergency.
SECTION 3. The City Manager is authorized to execute a contract with Casey Construction, Inc. for the emergency repair work in the amount of $102,520, and pay for the completed emergency work.
* * *
ADOPTED April 14, 2026 by the City of Belmont City Council by the following vote:
Ayes:
Noes:
Absent:
Abstain:
ATTEST:
City Clerk Mayor
APPROVED AS TO FORM:
City Attorney
744
619 Sylvan Way
Emerald Hills, CA 94062
Tel: (650) 369-1876, Fax: (650) 366-8578
Email: [email protected]
Casey Construction, Inc.
General Engineering & Building Contractor
CA. LIC. 798190-A, B, Haz
City of Belmont Revised Quote
January 26, 2026
Dear Bozhena and Ryan,
Re: Slip line 16” @ 3631 Hillcrest Dr
Please find attached cost to install approx. 308LF of 16” DR17 HDPE inside Ex. 18” deteriorated CMP. It appears there are no factory bends on the run however in the absence of CCTV we are unable to verify. Quote is based on this information.
Revised cost to include approx. 74 yds CLSM per plan and details provided. Also, included cut off wall.
Total Cost = $95,150
Note: Please let me know asap as we have pipe on hold with a 2-day lead for delivery.
Thank you,
Gerry McGrillen
Casey Construction Inc.
745
619 Sylvan Way
Emerald Hills, CA 94062
Tel: (650) 369-1876, Fax: (650) 366-8578
Email: [email protected]
Casey Construction, Inc.
General Engineering & Building Contractor
CA. LIC. 798190-A, B, Haz
City of Belmont
February 4, 206
Dear Bozhena and Ryan,
Re: Slip line 16” @ 3631 Hillcrest Dr: Revised Extra Cost Please find revised extra cost to install an extra 25LF completed quicker than expected.
Total Extra Cost = $7,370
Thank you,
Gerry McGrillen
Casey Construction Inc.
746
SHEET OF 4
CHECKED: BLS
DRAWN: JTV
DESIGN: JTV
SCALE: AS SHOWN
DATE: 01/29/2026 HILLCREST EMERGENCY SINKHOLE REPAIR NO REVISIONS DATE APPR 1234 2200 RANGE AVENUE, SUITE #201
SANTA ROSA, CA 95403
(707) 528-4848 BENJAMIN L. No. 68813 C I VI L STATE OF IA N OR CALI F REGISTERED PROF REE IN G EN AL ESSIONSHICK TITLE SHEET 1 CITY OF BELMONT SAN MATEO COUNTY, CALIFORNIA HILLCREST SINKHOLE EMERGENCY REPAIR PROJECT SAN JOSE HALF MOON BAY BELMONT 1 28092 1 880 101 280 FREMONT 17 880 680 101 101 1 1SAUSALITO SAN FRANCISCO OAKLAND 80 101 101 680 80 580 80 92 880 680 PROJECT LOCATION NO SCALE VICINITY MAP 80 580 SAN MATEO SAN CARLOS DRAWING INDEX SHEET # DRAWING # TITLE 1 T1 TITLE SHEET 2 T2 NOTES, LEGEND, & ABBREVIATIONS 3 C1 SITE PLAN 4 D1 DETAILS USA AGENCY INDEX CITY OF BELMONT - PUBLIC WORKS CITY OF BELMONT - POLICE AT&T PACIFIC GAS & ELECTRIC MID PENINSULA WATER DISTRICT COMCAST RECOLOGY SAN MATEO COUNTY TRANSIT DISTRICT (650) 595-7427 (650) 595-7400 (800) 210-2355 (800) 743-5000 (650) 591-8941 (800) 266-2278 (650) 595-3900 (800) 660-4287 CITY COUNCIL CITY CLERK CITY ATTORNEY DIRECTOR OF PUBLIC WORKS STAFF CITY MANAGER MAYOR VICE MAYOR COUNCILMEMBER COUNCILMEMBER SCOTT RENNIE JOZI PLUT AFSHIN OSKOUI CATHY JORDAN JULIA MATES COUNCILMEMBER EDRIC KWAN, PE APPROVED BY CITY COUNCIL ON EDRIC KWAN, PE - DIRECTOR OF PUBLIC WORKS TOM MCCUNE ROBIN PANG-MAGANARIS GINA LATIMERLO 747
SHEET OF
4 CHECKED: BLS
DRAWN: JTV
DESIGN: JTV
SCALE: AS SHOWN
DATE: 01/29/2026 HILLCREST EMERGENCY SINKHOLE REPAIR NO REVISIONS DATE APPR 1 2
3 4
2200 RANGE AVENUE, SUITE #201
SANTA ROSA, CA 95403
(707) 528-4848
BENJAMIN
L. No. 68813 C I VI L
STATE
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OR
CALI F
REGISTERED
PROF
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SHICK
NOTES, LEGEND, AND ABBREVIATIONS
2 STORM DRAIN EXISTING PROPOSED (E)SD SANITARY SEWER (E)SS WATER LINE
W GAS LINE
G
G SANITARY SEWER MANHOLE STORM DRAIN MANHOLE STORM DRAIN INLET LEGEND UNDERGROUND ELECTRICAL UE UE PROPERTY LINE SD SD OR LAMPHOLE GENERAL NOTES 1. CONTRACTOR SHALL MAINTAIN A COPY OF THE PROJECT PLANS ON THE JOBSITE AT ALL TIMES. 2. ALL WORK SHALL CONFORM TO THE PROJECT PLANS AND THE CITY OF BELMONT STANDARD DETAIL DRAWINGS FOR CONSTRUCTION AND OTHER SPECIFICATIONS REFERENCED THEREIN. 3. CONTRACTOR SHALL CONDUCT WORK IN ACCORDANCE WITH THE GREENBOOK STANDARD SPECIFICATIONS, CALTRANS STANDARD SPECIFICATIONS, AND CITY'S SPECIFICATIONS. 4. NO CHANGE TO THE PROJECT IMPROVEMENT PLANS SHALL BE PERMITTED WITHOUT PRIOR APPROVAL BY THE CITY ENGINEER AND DESIGN ENGINEER. 5. CONTRACTOR AGREES TO ASSUME SOLE AND COMPLETE RESPONSIBILITY FOR JOB SITE CONDITIONS DURING THE CONSTRUCTION OF THIS PROJECT, INCLUDING SAFETY OF ALL PERSONS AND PROPERTY; THAT THIS REQUIREMENT SHALL APPLY CONTINUOUSLY AND NOT BE LIMITED TO NORMAL WORKING HOURS; AND THAT THE CONTRACTOR SHALL DEFEND, INDEMNIFY AND HOLD THE CITY AND ENGINEER HARMLESS FROM ANY AND ALL LIABILITY, REAL OR ALLEGED, IN CONNECTION WITH THE PERFORMANCE OF WORK ON THIS PROJECT, EXCEPT TO THE EXTENT ARISING FROM THE SOLE NEGLIGENCE OF THE CITY OR ENGINEER. 6. CONTRACTOR SHALL SECURE A NO FEE ENCROACHMENT PERMIT FROM THE CITY ENGINEERING DEPARTMENT PRIOR TO COMMENCEMENT OF WORK. 7. CONTRACTOR SHALL FIELD VERIFY ALL DIMENSIONS, PIPE SIZES, MATERIAL, ETC. PRIOR TO CONSTRUCTION. 8. IF FIELD ELEVATIONS AND MEASUREMENTS ARE SIGNIFICANTLY DIFFERENT THAN WHAT IS SHOWN ON THE PLANS, CONTRACTOR SHALL NOTIFY THE CITY PRIOR TO PROCEEDING WITH CONSTRUCTION OF THE IMPROVEMENTS. FIELD ADJUSTMENTS MAY BE NECESSARY TO PROVIDE ADEQUATE PIPE SLOPE, PIPE COVER, AND TO CONSTRUCT THE IMPROVEMENTS. 9. NOT ALL EXISTING UTILITIES ARE SHOWN ON THE DRAWINGS. THE LOCATION OF EXISTING UTILITIES SHOWN IS APPROXIMATE AND BASED ON UTILITY MAPS PROVIDED BY THE CITY, AT&T, COMCAST, AND PG&E. IT IS THE CONTRACTOR'S RESPONSIBILITY TO ACCURATELY LOCATE ALL EXISTING UTILITIES WITHIN THE PROJECT AREA PRIOR TO COMMENCEMENT OF WORK. CONTRACTOR SHALL POTHOLE ALL EXISTING UTILITIES THAT MAY BE AFFECTED BY NEW FACILITIES IN THIS CONTRACT. REPORT POTENTIAL CONFLICTS TO THE CITY ENGINEER PRIOR TO EXCAVATING FOR NEW FACILITIES. 10. CONTRACTOR SHALL NOTIFY ALL PUBLIC AND PRIVATE UTILITY OWNERS 48 HOURS PRIOR TO COMMENCEMENT OF WORK ADJACENT TO THE UTILITY. CONTACT UNDERGROUND SERVICE ALERT (USA) AT 1-800-227-2600. 11. THE CONTRACTOR SHALL NOTIFY, BY CIRCULAR, ALL BUSINESS ESTABLISHMENTS AND RESIDENCES LOCATED IN AREAS AFFECTED BY THE WORK ONE WEEK PRIOR TO START OF CONSTRUCTION. AT A MINIMUM, ALL RESIDENTS AND BUSINESS ESTABLISHMENTS WITHIN 100 FEET OF THE WORK AREAS SHALL BE NOTIFIED. A DRAFT OF THE CIRCULAR SHALL BE SUBMITTED TO THE CITY FOR REVIEW AND APPROVAL. 12. ALL SURPLUS AND UNSUITABLE MATERIAL SHALL BE REMOVED FROM PUBLIC RIGHT-OF-WAY. 13. CONTRACTOR SHALL PROVIDE ADEQUATE DUST CONTROL AND KEEP MUD AND DEBRIS OFF THE PUBLIC RIGHT-OF-WAY AT ALL TIMES. 14. ALL TRENCHES AND EXCAVATIONS SHALL BE CONSTRUCTED IN STRICT COMPLIANCE WITH THE APPLICABLE SECTIONS OF CALIFORNIA AND FEDERAL O.S.H.A. REQUIREMENTS AND OTHER APPLICABLE SAFETY ORDINANCES. CONTRACTOR SHALL BEAR FULL RESPONSIBILITY FOR TRENCH SHORING DESIGN AND INSTALLATION. 15. OVERNIGHT PARKING OF CONSTRUCTION EQUIPMENT IN THE PUBLIC RIGHT-OF-WAY SHALL NOT BE PERMITTED, EXCEPT AT LOCATION(S) APPROVED BY THE CITY TRAFFIC ENGINEER. 16. CONTRACTOR SHALL PROVIDE ALL LIGHTS, SIGNS, BARRICADES, FLAG MEN, CONES OR OTHER DEVICES NECESSARY TO PROVIDE FOR PUBLIC SAFETY IN ACCORDANCE WITH THE SPECIFICATIONS. 17. THE CONTRACTOR SHALL OBTAIN A PERMIT/WATER METER AND BACKFLOW FROM MID-PENINSULA WATER DISTRICT (MPWD) FOR CONSTRUCTION WATER OBTAINED FROM THE CITY HYDRANT, CALL (650) 591-8941, A FEE AND DEPOSIT WILL BE REQUIRED. 18. CONTRACTOR SHALL PREPARE AND SUBMIT A TRAFFIC CONTROL PLAN FOR REVIEW AND APPROVAL PRIOR TO THE PRE-CONSTRUCTION MEETING. 19. CONTRACTOR IS RESPONSIBLE FOR SITE SAFETY. ALL EXCAVATIONS SHALL BE PLATED WITH NON-SKID PLATES WHEN INACTIVE. BARRICADES WITH LIGHTS SHALL DELINEATE CONSTRUCTION ZONE. 20. CONTRACTOR SHALL COMPLY WITH BEST MANAGEMENT PRACTICES OF CITY'S NPDES PERMIT FOR PROTECTION OF STORM WATER QUALITY. 21. VIDEOS OF THE PIPES TO BE REHABILITATED ARE ON FILE WITH THE DEPARTMENT OF PUBLIC WORKS. 22. RIM AND INVERT ELEVATIONS AND LENGTHS SHOWN ON THE DRAWINGS ARE APPROXIMATE AND BASED ON UTILITY MAPS PROVIDED BY THE CITY, CCTV INSPECTION, AND FIELD MEASUREMENTS.
THE CONTRACTOR SHALL VERIFY EXISTING GRADES AND CONSTRUCT (N) PIPES WITH CONTINUOUS SLOPE BETWEEN (E) MH INVERT ELEVATIONS. 23. CONTRACTOR SHALL RESTORE SURFACE TO PRE-CONSTRUCTION CONDITIONS. 24. IT IS THE CONTRACTOR'S RESPONSIBILITY TO REPLACE ALL STREET MONUMENTS, LOT CORNER PIPES, AND GRADE STAKES DISTURBED DURING THE PROCESS OF CONSTRUCTION AT THE DIRECTION OF THE CITY. 25. LOCATIONS OF EXISTING UTILITIES ARE APPROXIMATE. LOCATION OF WATER SERVICES ARE NOT SHOWN ON THE DRAWINGS BUT SHALL BE ASSUMED TO EXIST AT EACH PROPERTY. LOCATION OF GAS SERVICE CROSSINGS ARE NOT SHOWN ON THE PROFILES. 26. STATIONING AND DISTANCES IN PROFILES ARE APPROXIMATE BASED ON STRAIGHT HORIZONTAL DISTANCES FROM CENTER OF MANHOLE/INLET COVER. ABBREVIATIONS ABABS ACACP APPROX APN ASPH CBCCTV CONC CDF CLR CMP CVR CI CIP CIPP CODEG DIA DIP DEDEPT. DO EELEV, ELEXIST, (E) FLFMFRP FTGND GPM AGGREGATE BASE ACRYLONITRILE BUTADIENE STYRENE PIPE ASPHALTIC CONCRETE ASPHALTIC CONCRETE PIPE APPROXIMATE ASSESSORS PARCEL NUMBER ASPHALT CATCH BASIN CLOSED CIRCUIT TELEVISION CONCRETE CONTROLLED DENSITY FILL CLEARANCE CORRUGATED METAL PIPE COVER CAST IRON CAST IRON PIPE CURED IN PLACE PIPE CLEANOUT DEGREE DIAMETER DUCTILE IRON PIPE DRAINAGE EASEMENT DEPARTMENT DOWN STREAM EAST ELEVATION EXISTING FLOW LINE FORCE MAIN FIBER REINFORCED PLASTIC FOOT GROUND GALLONS PER MINUTE HBHDPE HOR. I.D. INV LLFLHLT. MHMAX MIN MPWD (N) NNTS OD(P) PCC PDWF PHPTPUE PVC PWWF Q RRCB RCP REINF. REL REQD RT. HOSE BIB HIGH DENSITY POLYETHYLENE HORIZONTAL INSIDE DIAMETER INVERT LENGTH LINEAR FOOT LAMPHOLE LEFT MANHOLE MAXIMUM MINIMUM MID-PENINSULA WATER DISTRICT NEW NORTH NOT TO SCALE OUTSIDE DIAMETER PROPOSED PORTLAND CEMENT CONCRETE PEAK DRY WEATHER FLOW POTHOLE PRESSURE TREATED PUBLIC UTILITY EASEMENT POLYVINYL CHLORIDE PIPE PEAK WET WEATHER FLOW FLOW RATE RADIUS REINFORCED CONCRETE BOX REINFORCED CONCRETE PIPE REINFORCED, REINFORCING RELATIVE REQUIRED RIGHT MATERIALS 1. ALL DISTURBED PAVEMENT STRIPING AND MARKERS SHALL BE REPLACED BY THE CONTRACTOR. ALL DISTURBED MARKINGS AND STENCILS SHALL BE REPLACED IN FULL. ALL STRIPING, MARKINGS AND STENCILS SHALL BE THERMOPLASTIC. PAVEMENT STRIPING AND MARKINGS SHALL ADHERE TO THE CALTRANS STANDARD SPECIFICATIONS SECTIONS 84 AND 85. 2. NEW HDPE STORM DRAIN PIPE SHALL HAVE A NOMINAL IRON PIPE SIZE (IPS) OUTSIDE DIAMETER. PIPE SHALL BE DIMENSION RATIO (DR) 17. PIPE SHALL BE PRODUCED TO THE SPECIFICATIONS OF ASTM F714. ALL JOINTS AND FITTINGS SHALL BE JOINED WITH BUTT HEAT FUSION. ALL INTERNAL BEADS FOR NEWLY JOINED HDPE PIPE SHALL BE REMOVED. 3. CONTROLLED LOW STRENGTH MATERIAL (CLSM) SHALL COMPLY WITH CALTRANS STANDARD SPECIFICATION SECTION 19-3 AND SHALL HAVE A 28-DAY COMPRESSIVE STRENGTH BETWEEN 50 AND 100 PSI. POTHOLING 1. THE CONTRACTOR SHALL POTHOLE ALL UTILITIES THAT MAY CONFLICT WITH STORM ALIGNMENT AS FIRST ORDER OF WORK.
SSDSDE SDR SIMSPECS SSSSMH SSLH STA STD TFL TGTYP U.N.O. UPVCP VER. WW/ X-ING SOUTH, SLOPE STORM DRAIN STORM DRAIN EASEMENT STANDARD DIMENSION RATIO SIMILAR SPECIFICATIONS STAINLESS STEEL, SANITARY SEWER SANITARY SEWER MANHOLE SANITARY SEWER LAMPHOLE STATION STANDARD TOP OF FLOW LINE TOP GRATE TYPICAL UNLESS NOTED OTHERWISE UPSTREAM VITRIFIED CLAY PIPE VERTICAL WEST, WATER WITH CROSSING LIMITED SITE ACCESS 1. SITE ACCESS IS EXTREMELY LIMITED IN LOCATIONS WHERE WORK IS OCCURRING IN BACKYARDS AND OUTSIDE OF THE STREET RIGHT OF WAY. ACCESS IS GENERALLY LIMITED TO FOOT TRAFFIC AND HAND HELD EQUIPMENT AT THESE LOCATIONS. CONTRACTOR SHALL VISIT ALL SITES AND OBSERVE EXISTING CONDITIONS FROM THE STREET RIGHT OF WAY DURING BIDDING TO REVIEW PROJECT LOCATIONS AND ACCESS RESTRICTIONS. CONTRACTOR SHALL CONSIDER ACCESS ISSUES AND LIMITATIONS WHEN BIDDING. NO ADDITIONAL COMPENSATION WILL BE MADE FOR DIFFICULT AND LIMITED SITE ACCESS ISSUES. EASEMENT FLOW DIRECTION FENCE SINKHOLE EXCAVATION XX
X DETAIL REFERENCE
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6" CIP
6" VCP SEWER
(E) 18" CMP HILLCREST
DR
6" VCP SEWER
6" VCP
6" VCP
15" CIP 15" CIP
12" CIP
(N) 16" HDPE
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SD 3627 3625 3623 3631 3633 3635 3637 3639 SINKHOLE #1, 5'W X 7'L X 6'D FILL VOIDS BELOW PIPE & SINKHOLE W/ CLSM, NOTE 1. SEE DETAIL SINKHOLE #2, 13'L X 4.5'W, 2.5' TO TOP OF PIPE FILL VOIDS BELOW PIPE & SINKHOLE W/ CLSM, NOTE 1. SEE DETAIL SINKHOLE #3, 8'W X 17'L X 7.5'D FILL VOIDS BELOW PIPE & SINKHOLE W/ CLSM, NOTES 1 & 2. SEE DETAIL SINKHOLE #4, 15'L X 7'W X 6'D FILL VOIDS BELOW PIPE & SINKHOLE W/ CLSM, NOTE 1. SEE DETAIL SDMH 1532A, SEE DETAILSDMH 1532, SEE DETAIL SLIP LINE 271 LF OF (E) 18" CMP PIPE W/ (N) 16" HDPE PIPE, NOTE 4 (E)SD
(E)SD EXCAVATE AROUND PIPE AT 15 FEET DOWNSTREAM OF SDMH 1532, BACKFILL VOIDS BELOW PIPE WITH CLSM, CUT HOLE IN TOP OF CMP PIPE TO INSTALL CLSM AFTER HDPE HAS BEEN INSTALLED, NOTE 1 (N) CONCRETE CUTOFF WALL TO CONNECT NEW PIPE TO EXISTING AT THE LIMITS OF WORK, SEE DETAILS SLIP LINE 31 LF OF (E) 18" CMP
PIPE W/ (N) 16" HDPE PIPE
(E) SSMH D1
3 D1
1D1
1 D1
1 D1
1 D1
2 D1
2 SHEET OF
4 CHECKED: BLS
DRAWN: JTV
DESIGN: JTV
SCALE: AS SHOWN
DATE: 01/29/2026 HILLCREST EMERGENCY SINKHOLE REPAIR NO REVISIONS DATE APPR 1 2
3 4
2200 RANGE AVENUE, SUITE #201
SANTA ROSA, CA 95403
(707) 528-4848
BENJAMIN
L. No. 68813 C I VI L
STATE
OF
IA N
OR
CALI F
REGISTERED
PROF
REE IN G EN
AL
ESSION
SHICK SCALE: 1 INCH = 20 FEET 20 0 20 40 PLAN SCALE: 1" = 20' SHEET NOTES: 1. FILL SINKHOLE AND ALL VOIDS WITH CLSM TO 6" BELOW FINISH GRADE. MONITOR DOWNSTREAM SINKHOLES AND MANHOLES TO ENSURE FLOW OF CLSM IS CONTROLLED. CONTRACTOR SHALL POUR CLSM IN SHALLOW LIFTS TO AVOID PIPE FLOTATION AND UNCONTROLLED FLOW. 2. CONTRACTOR SHALL ADJUST EXISTING PIPE ALIGNMENT IN SINKHOLE #3 TO PROVIDE CONSTANT LINE & GRADE. INSTALL CMP PIPE COUPLING AS NECESSARY. 3. CONTRACTOR SHALL REMOVE TOP OF CMP PIPE IN ALL SINKHOLE AND EXCAVATION LOCATIONS TO PUMP CLSM INTO THE VOIDS BETWEEN THE CMP AND HDPE PIPE AND TO FILL THE VOIDS BELOW THE CMP PIPE. SEE NOTE 1. 4. CONTRACTOR SHALL PERFORM POST CONSTRUCTION CCTV INSPECTION OF ALL NEW PIPE. CCTV INSPECTION DATA SHALL BE SUBMITTED TO THE CITY FOR REVIEW AND APPROVAL PRIOR TO FINAL PAYMENT. 5. CONTRACTOR SHALL INSTALL NATIVE SEED MIX AND BIODEGRADABLE EROSION CONTROL FABRIC ON ALL DISTURBED SURFACES UPON COMPLETION OF THE WORK. 6. CONTRACTOR SHALL PROVIDE SUBMITTALS FOR ALL MATERIALS FOR REVIEW AND APPROVAL PRIOR TO CONSTRUCTION.
SITE IMPROVEMENT PLAN
3 749
REMOVE TOP OF CMP, PUMP CLSM INTO VOIDS 6" TOPSOIL OR NATIVE BACKFILL EROSION CONTROL FABRIC & SEEDING ON ALL DISTURBED SURFACES SINKHOLE REPAIR NOTES: 1. CONTRACTOR SHALL MONITOR THE DOWNSTREAM SINKHOLES & VOIDS DURING CLSM INSTALLATION. FILL SINKHOLE WITH CLSM (E) 18" CMP (N) 16" HDPE (N) 16" HDPE (E) 18" CMP FILL VOIDS W/ CLSM 12" NON-SHRINK GROUT (E) SDMHTRIM (N) HDPE FLUSH W/ MH WALL (N) CUTOFF WALL, SHALL BE A BLENDED MIXTURE OF 1-PART FREE DRAINING SAND AND 1-PART DRY MIX CEMENT MIXED WITH WATER. WATER TO CEMENT RATIO SHALL BE LESS THAN 0.3, RESULTING IN A "DRY" MIX THAT IS HAND COMPACTED INTO THE KEYWAY AROUND THE PIPE. (N) DISSIMILAR PIPE COUPLER, MARMAC OR APPROVED EQUAL REMOVE (E) CMP AS NECESSARY (E) 18" CMP (N) 16" HDPE FILL SINKHOLE PER DETAIL CONTRACTOR SHALL CCTV INSPECT PIPE TO ADJUST LOCATION OF END OF NEW PIPE TO EXTEND BEYOND ALL VOIDS IN ORIGINAL CMP TRIM & REMOVE (E) CMP WITHIN CUTOFF WALL 1D1 12" MIN. ALL SIDES 12" SHEET OF
4 CHECKED: BLS
DRAWN: JTV
DESIGN: JTV
SCALE: AS SHOWN
DATE: 01/29/2026 HILLCREST EMERGENCY SINKHOLE REPAIR NO REVISIONS DATE APPR 1 2
3 4
2200 RANGE AVENUE, SUITE #201
SANTA ROSA, CA 95403
(707) 528-4848
BENJAMIN
L. No. 68813 C I VI L
STATE
OF
IA N
OR
CALI F
REGISTERED
PROF
REE IN G EN
AL
ESSION
SHICK
DETAILS NO SCALE SINKHOLE REPAIR DETAIL D1
1 NO SCALE MANHOLE CONNECTION DETAIL D1
2 NO SCALE DISSIMILAR PIPE CONNECTION DETAIL D1
3 4
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730 El Camino Real Regulatory Agreement Termination - Staff Report
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Tobi Liebermann, Housing and Economic Development Manager, [email protected]
Agenda Title: 730 El Camino Real – Termination of 1995 Regulatory Agreement Agenda Action: Resolution
Recommendation
Adopt a resolution terminating the Regulatory Agreement and Declaration of Restrictive Covenants (Regulatory Agreement) dated March 1, 1995, and recorded March 13, 1995, between The Belmont Redevelopment Agency and Mercy Housing California for the property at 730 El Camino Real, and authorize the City Manager to execute all documents necessary to effectuate its termination.
Strategic Focus Area
Economic Development and Housing
Background
On February 24, 2026, City Council adopted Resolution 2026-07, making the required findings to authorize the transfer of 730 El Camino Real (Property) to Kainos Home and Training Center (Kainos).
The action included approval of the Reuse Appraisal (33433 Report) and authorization for the City Manager to execute the necessary agreements to convey the property to Kainos for nominal purchase price of one dollar.
730 El Camino Real History
In 1995 the Belmont Redevelopment Agency (RDA) and Mercy Housing California (Mercy) entered into an agreement to purchase the Property from the RDA and rehabilitate it into a six-bed AIDS hospice project. The agreements included a Disposition and Development Agreement (DDA), the Regulatory Agreement, and a Development Loan Agreement in which the Agency made a loan of $325,000 to Mercy.
Mercy experienced difficulty in maintaining a service provider for the Property and requested that the Agency terminate its obligations under the DDA and the Loan Agreement by reconveying the Property back to the RDA. The RDA then exercised its right under the DDA and repurchased the Property and forgave the Loan upon reconveyance of the Project from Mercy to the Agency, subject to a County Loan.
The County consented to the reconveyance of the Property to the Agency subject to the County Loan Documents, under certain terms and conditions. The County Loan and associated covenants were subsequently forgiven in 2025 based upon the City’s request.
Upon reacquiring the Property, the Agency leased the Property to Kainos, who operates the property as a group home for independent living intellectually disabled individuals. Kainos has continuously leased the 751
730 El Camino Real Regulatory Agreement Termination - Staff Report property since 1999. At this time, the City is preparing to take the final steps to transfer the property to Kainos.
Analysis
The 1995 Regulatory Agreement for Property contains provisions which are no longer applicable, such as restricting the use to a licensed residential care facility for the chronically ill and requiring the project be operated for persons who have AIDS, or if no longer needed, for persons who are terminally ill.
Due to the inapplicability of certain provisions in the existing Regulatory Agreement, Staff recommends its termination. A new Regulatory Agreement will be recorded against the Property prior to its transfer to Kainos. The new agreement will include restrictions consistent with the continued use of the property as an independent living group home for developmentally disabled individuals, and will incorporate the requirements of Section 33433, including affordability and use restrictions for a term of 55 years.
Alternatives
1. Take no action, thereby keeping the 1995 Regulatory Agreement in place.
2. Return to staff for additional information.
Attachments
A. Resolution
B. 1995 Regulatory Agreement
C. Termination and Release of Regulatory Agreement Draft Fiscal Impact
☒ No Fiscal Impact
☐ Funding Source Confirmed:
Source: Purpose: Public Outreach:
Staff Statutory/Contractual Requirement Posting of Agenda 752
RESOLUTION NO. 2026 –
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT
AUTHORIZING THE TERMINATION OF A REGULATORY AGREEMENT DATED MARCH 1, 1995 REGARDING THE PROPERTY LOCATED AT 730 EL CAMINO REAL (APN 044-222-140)
WHEREAS, In 1995 the Belmont Redevelopment Agency (RDA) and Mercy Housing California (Mercy) entered into an agreement to purchase 730 El Camino Real (the “Property”) from the RDA and rehabilitate it into a six-bed AIDS hospice project. The agreements included a Disposition and Development Agreement (DDA), a Regulatory Agreement, and a Development Loan Agreement to Mercy; and,
WHEREAS, Mercy experienced difficulty in maintaining a service provider for the Property and requested that the Agency terminate its obligations under the DDA and the Loan Agreement by reconveying the Property back to the RDA; and, WHEREAS, On June 22, 1999, The RDA passed and adopted Resolution Number R.A. 330, approving execution and implementation of a repurchase agreement and lease; and, WHEREAS, On June 22, 1999, City Council passed and adopted Resolution Number 8558, approving execution and implementation of a repurchase agreement and lease; and, WHEREAS, Upon reacquiring the Property, the Agency leased the Property to Kainos Home and Training Center (Kainos), who operates the property as a group home for independent living intellectually disabled individuals; and, WHEREAS, Kainos has continuously leased the property since 1999; and WHEREAS, On February 24, 2026 City Council adopted Resolution 2026-07 which made findings to allow for the transfer of 730 El Camino Real (Property) to Kainos Home and Training Center (Kainos) including approval of a Reuse Appraisal (33433 Report) and granting authority to the City Manager to execute agreements necessary to sell the property for one dollar to Kainos; and,
WHEREAS, The Regulatory Agreement for the Property, executed in 1995, contains certain provisions which are no longer applicable or to the benefit of the City; and WHEREAS, The City Council approved a new Regulatory Agreement for the property to be recorded at the time of transfer to Kainos which will restrict the property to its current use for a period of 55-years.
NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:
SECTION 1. Adopt a resolution terminating the Regulatory Agreement and Declaration of Restrictive Covenants dated March 1, 1995 and recorded March 13, 1995 between the RDA and Mercy Housing California, regarding the 730 El Camino Real property and Authorize the City Manager to execute all documents necessary to terminate the Regulatory Agreement and 753
release it from title.
* * *
ADOPTED [Click to enter a date.] by the City of Belmont City Council by the following vote:
Ayes:
Noes:
Absent:
Abstain:
ATTEST:
City Clerk Mayor
APPROVED AS TO FORM:
City Attorney
754
1750\40\4187334.2 1
RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:
City of Belmont
Belmont City Hall
One Twin Pines Lane
Belmont, California 94002
Attn: City Manager
No fee document pursuant to
Government Code Section 27383 and 27388.1
_____________________________________________________________________________________________
THIS SPACE FOR RECORDERS USE ONLY
TERMINATION AND RELEASE OF
REGULATORY AGREEMENT
(730 El Camino Real)
This Termination and Release of Regulatory Agreement (the "Release"), dated as of March ___, 2026, and effective as of recordation, is made by the City of Belmont, as the housing successor to the former Redevelopment Agency of the City of Belmont (the "City"). This Release pertains to that certain real property located at 730 El Camino Real, in the City of Belmont, County of San Mateo, State of California (the "Property") described in Exhibit A attached hereto, which exhibit is hereby incorporated herein by this reference.
WHEREAS, the City and Mercy Housing Corporation, a California nonprofit public benefit corporation ("Mercy") previously entered into that certain Disposition and Development Agreement dated February 15, 1995 ("DDA"), pursuant to which the City conveyed the Property to Mercy to rehabilitate and develop a six-bed AIDS-Hospice project. The City and Mercy also entered into that certain Development Loan Agreement dated as of March 1, 1995, pursuant to which the City made a loan in the amount of $325,000 to Mercy (the "Loan"), evidenced by a promissory note and secured by a Deed of Trust dated March 1, 1995 and recorded against the Property on March 13, 1995 as instrument number 95024961 in the Official Records of San Mateo County ("Official Records"), and entered into that certain Regulatory Agreement and Declaration of Restrictive Covenants dated March 1, 1995 and recorded on March 13, 1995 against the Property as Instrument Number 95024962 in the Official Records (the "Regulatory Agreement"); WHEREAS, pursuant to that certain Repurchase Agreement and Modification and Assignment of County Loan Agreement and County Promissory Note dated October 8, 1999 by and among the City, the County of San Mateo, a subdivision of the State of California, and Mercy and recorded as instrument number 1999-207804 in the Official Records (the "Repurchase Agreement"), Mercy terminated its obligations under the DDA pursuant to a no-fault termination and the City reacquired the Property, terminated Mercy's obligations under the DDA, forgave the Loan, and, pursuant to Section 2.3 thereof, agreed to execute any document necessary to remove the liens of the DDA and the Regulatory Agreement from the title of the Property; 755
1750\40\4187334.2 2
WHEREAS, pursuant to the Repurchase Agreement, the City desires to enter into this Release to release the existing Regulatory Agreement as an encumbrance from the Property; WHEREAS, concurrently herewith the City is selling the Property to Kainos Home & Training Center for the Developmentally Disabled, a California nonprofit public benefit corporation ("Kainos"), and City and Kainos will enter into a Regulatory Agreement and Declaration of Restrictive Covenants to restrict the use of the property, on which is located a single family home, to use by developmentally disabled individuals who are low-income households, and enter into certain related documents; and
WHEREAS, notwithstanding anything to the contrary, the City, as housing successor, determines that the sale of the Property does not make this an "assisted housing development" under California Government Code Section 65863.10 and that the Regulatory Agreement may be terminated without regard to the noticing requirements therein.
NOW, THEREFORE, the City hereby acknowledges and agrees that the Regulatory Agreement is terminated and the City hereby releases the Property from the restrictions of the Regulatory Agreement and directs that the Regulatory Agreement be removed as an encumbrance on the Property.
Remainder of Page Left Intentionally Blank
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IN WITNESS WHEREOF, the City hereby executes this Release as of the date first written above.
CITY:
CITY OF BELMONT,
a municipal corporation
By: ____________________________
Afshin Oskoui, City Manager
Dated: ____________________________
ATTEST:
By: ____________________________
Jozi Plut, City Clerk
Dated: ____________________________
APPROVED AS TO FORM:
By: ____________________________
Scott Rennie, City Attorney
Dated: ____________________________
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A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
State of California )
County of _____________________ )
On ____________________, before me, ____________________________, Notary Public, personally appeared _______________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature
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EXHIBIT A
For APN/Parcel ID(s): 044-222-140
THE LAND REFERRED TO HEREIN BELOW IS SITUATED IN THE CITY OF BELMONT, COUNTY OF SAN MATEO, STATE OF CALIFORNIA AND IS DESCRIBED AS FOLLOWS:
LOT 5, AS DELINEATED UPON THAT CERTAIN MAP ENTITLED "SWIFTS SUBDIVISION OF LOT NO. 13 AND A PORTION OF LOT 13, MEZES RANCH, NEAR BELMONT, SAN MATEO COUNTY, CALIFORNIA", FILED FOR RECORD IN THE OFFICE OF THE RECORDER OF THE COUNTY OF SAN MATEO, STATE OF CALIFORNIA, ON FEBRUARY 15TH, 1897 IN BOOK "A" OF MAPS, AT PAGE 57, AND COPIED INTO BOOK 2 OF MAPS, AT PAGE 86.
EXCEPTING THEREFROM THE NORTHEASTERLY PORTION OF SAID LOT DESCRIBED IN DEED TO THE STATE OF CALIFORNIA FOR HIGHWAY PURPOSES, DATED AUGUST 22, 1934 AND RECORDED SEPTEMBER 12, 1932, IN BOOK 632, AT PAGE 184, OF OFFICIAL RECORDS.
J.P.N. 044-022-222-14a
759
If this document contains any restriction based on age, race, color, religion, sex, gender, gender identity, gender expression, sexual orientation, familial status, marital status, disability, veteran or military status, genetic information, national origin, source of income as defined in subdivision (p) of Section 12955, or ancestry, that restriction violates state and federal fair housing laws and is void, and may be removed pursuant to Section 12956.2 of the Government Code by submitting a “Restrictive Covenant Modification” form, together with a copy of the attached document with the unlawful provision redacted to the county recorder’s office. The “Restrictive Covenant Modification” form can be obtained from the county recorder’s office and may be available on its internet website. The form may also be available from the party that provided you with this document. Lawful restrictions under state and federal law on the age of occupants in senior housing or housing for older persons shall not be construed as restrictions based on familial status. Gov. Code Sec. 12956.1(b)(1) Any person who believes that this document contains an unlawful restrictive covenant as described above may submit to the County Recorder a completed Restrictive Covenant Modification form. A complete copy of the original document must be attached to the Restrictive Covenant Modification form, with the unlawful language redacted. After submission to the Recorder, the form and attached document will be reviewed by County Counsel, and if the attached document properly redacts an unlawful covenant, the form and attached document will be recorded. If you submit a request to record a modification document, you must provide a return address in order for the County Recorder to notify you of the action taken by the County Counsel regarding the form. Gov.
Code Sec. 12956.2(a)(1), (b)(1), (c)
760
RECORDING REQUESTED BY:
WHEN RECORDED MAIL TO:
THIS SPACE FOR RECORDER’S USE ONLY
RESTRICTIVE COVENANT MODIFICATION
_______ County Counsel, or their designee, pursuant to paragraph (1) of subdivision (b) of Section 12956.2 of the Government Code, hereby states that it has determined that the original document referenced above contains an unlawful restriction and this modification may be recorded.
Or
________County Counsel, or their designee, pursuant to paragraph (1) of subdivision (b) of Section 12956.2 of the Government Code, finds that the original document does not contain an unlawful restriction, or the modification document contains modifications not authorized, and this modification may not be recorded.
_____________________________
County Counsel
By:
Date:
The following reference document contains a restriction based on age, race, color, religion, sex, gender, gender identity, gender expression, sexual orientation, familial status, marital status, disability, veteran or military status, genetic information, national origin, source of income as defined in Section 12955 of the Government Code, or ancestry, that violates state and federal fair housing laws and is void. Pursuant to Section 12956.2 of the Government Code, this document is being recorded solely for the purpose of redacting and eliminating that restrictive covenant as shown on page(s) ___ of the document recorded on ___________(date) in book _______ and page _____ or instrument number _________ of the official records of the County of __________________, State of California.
Attached hereto is a true, correct and complete copy of the document referenced above, with the unlawful restrictive covenant redacted.
This modification document shall be indexed in the same manner as the original document being modified, pursuant to subdivision (d) of Section 12956 of the Government Code.
The effective date of the terms and conditions of the modification document shall be the same as the effective date of the original document.
Signature of Submitting Party: _____________________ Date: __________________ Print Name: ____________________
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Introduction of FYs 2026-27, 2027-28, and 2028-29 Sewer Rates - Staff Report.docx
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Edric Kwan, Public Works, (650) 595-7459, [email protected] Agenda Title: Comprehensive Sewer Rate Study and Proposed Sewer Charges for Fiscal Years 2026-27, 2027-28, and 2028-29
Agenda Action: Resolution
Recommendation
Adopt a resolution proposing sewer charges for fiscal years 2026-27, 2027-28, and 2028-29, setting a Proposition 218 hearing for June 9, 2026, directing staff to provide notice of the hearing as required by law, and adopting protest procedures.
Strategic Focus Area
Fiscal and Organizational Sustainability
Background
The City’s sewer operation is a revenue-neutral utility, with sewer fees reflect only those charges necessary to support the community’s sewer conveyance and treatment services. The sewer rate revenue is used to fund operations, maintenance, and debt service for the capital improvements associated with the City’s sewer utility systems, as well as the City’s share of wastewater treatment costs at the plant managed by Silicon Valley Clean Water (SVCW).
In October 2025, the City retained HDR Engineering, Inc. (HDR) to update the comprehensive sewer rate study for fiscal years (FYs) 2026-27, 2027-28, and 2028-29. The study reviews the adequacy of existing sewer rates to meet system improvement needs and provide the basis for appropriate rate structures for each customer classification.
In developing the sewer revenue requirement, the assumption is that the utility must financially “stand on its own” and be properly funded. As a result, the revenue requirement analysis assumes full funding to operate and maintain the system on a financially sound and prudent basis.
Analysis
Based on the City’s sewer operational needs, HDR prepared a rate analysis covering a multi-year period.
Evaluating multiple years is recommended to identify any major expenses that may be on the horizon. By anticipating future financial requirements, the City can plan ahead, minimizing short-term rate impacts while addressing long-term needs. The City’s working group, consisting of Public Works and Finance staff, reviewed the analysis and concurs with HDR’s assessment that rate adjustments of 0.0%, 0.0%, and
3.0% in fiscal years 2026-27, 2027-28, and 2028-29, respectively, are sufficient to generate revenues needed to meet expenditure obligations and fund the planned capital improvement program. 777
The City has two primary classes of service: low-strength and high-strength customers. Most of the City’s rate revenues are derived from low-strength customers. The sewer rate structure includes a fixed component, as well as a variable component based on each customer’s average winter water consumption.
Each year, the City obtains water consumption data from the Mid-Peninsula Water District (MPWD) to develop the proposed sewer rates and revenue forecasts.
Expense
Operation and maintenance (O&M) expenses are incurred by the City to operate and maintain the existing system. Escalation factors were developed for key expense categories, including labor, benefits, materials and supplies, utilities, insurance, and miscellaneous costs.
A major cost for the sewer utility is wastewater treatment by SVCW. These costs have been increasing due to their recent capital projects and rising regulatory and utility costs. SVCW costs are allocated proportionally among the JPA member agencies based on their capacity rights, average annual flow rates, and strength of the sewer generated by each member agency.
Total O&M expenses for the City are projected to be approximately $8.3 million in FY 2026-27, of which approximately $3.6 million is attributed to SVCW treatment costs. These treatment costs are purchased services and thus are not a “locally controlled” sewer cost.
Capital Funding Needs
A key component in developing the City’s sewer revenue requirement is properly funding capital improvement needs. The City’s capital and capacity improvement needs are estimated at $55.2 million over the next five fiscal years. This study updated the capital improvement funding analysis based on the City’s current capital plan and funding approach, which is informed by the 2025 update to the Sanitary Sewer Master Plan. A key consideration in establishing rates is that they be set at levels sufficient to meet debt covenants associated with outstanding debt, including reserve requirements and minimum debt service coverage ratios.
Debt Service
In FY 2015-16 and FY 2018-19, the City issued long-term debt to fund capital project needs. The level of annual debt service payments resulting from the FY 2015-16 issue is approximately $1.4 million a year.
In FY 2019-20, the City issued additional long-term borrowing to fund capital improvements. This debt issuance results in an additional $1.1 million in annual debt service payments.
Revenue Requirement
For this study, minimal rate adjustments are necessary to meet the annual O&M, renewal, replacement, and capital needs of the sewer system as outlined in the rate study. The proposed rate adjustments will allow the City to meet three key prudent financial objectives, including:
• Meeting Debt Service Coverage Ratios – During the prior rate study, this was a key driver in the results of the proposed rate adjustments. The proposed rate adjustments in this study allow the City to maintain a strong debt service coverage ratio.
• Adequate Renewal and Replacement Funding – The need to maintain the system is key to minimizing future deferred capital needs. This study continued to increase annual renewal and 778
replacement funding over the 5-year planning period.
• Maintaining Prudent Reserve Fund Levels – The study has continued to increase reserve fund ending balances to typical industry levels. Given that the City receives semi-annual payments for services, it is important to have sufficient reserves (cash on hand) to fund operations between payments.
Table 1 below shows the total deficiency of revenues before any sewer rate adjustments, which ranges from $0 in FY 2026-27 to $1.7 million by FY 2030-31. The rate adjustments needed to meet the above criteria are 0.0% in FY 2026-27, 0.0% in FY 2027-28, and 3.0% in FY 2028-29.
Table 1 – Summary of Sewer Revenue Requirement ($000s)
Table 1
Summary of Sewer Revenue Requirement ($000s)
Budget Projected
FY
2025-26
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2030-31
Revenues
Retail Rate Revenues $16,983 $17,153 $17,325 $17,498 $17,673 $17,850 Other Revenues 309 1,231 1,130 951 958 973
Total Revenues $17,293 $18,384 $18,455 $18,449 $18,631 $18,823 Expenses
Collection O&M Expenses $4,556 $4,744 $4,936 $5,123 $5,302 $5,489 Treatment O&M Expenses 3,220 3,562 3,704 3,852 4,006 4,167 Repair & Replace. Funding 6,500 6,575 6,625 6,675 6,725 6,775 I/I Capital Funding 350 450 450 450 450 450
Total Debt Service 2,498 2,501 2,501 2,497 2,496 2,499
Change in Working Capital +/- 169 552 239 377 728 1,098 Total Expenses $17,293 $18,384 $18,455 $18,974 $19,708 $20,478 Balance/(Deficiency) of Funds $0 $0 $0 ($525) ($1,076) ($1,655) Cumulative as a % of Rates 0.0% 0.0% 0.0% 3.0% 6.1% 9.3% Proposed Rate Adjustments 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% Debt Service Coverage Ratio
Before Rate Adjustment 3.69 3.91 3.80 3.67 3.61 3.55
After Rate Adjustment 3.69 3.91 3.80 3.88 4.04 4.21
For illustrative purposes, Table 2 below shows how the present and proposed monthly sewer rates will change on a monthly bill, assuming an average of eight hundred cubic feet (HCF). It is important to note that the Drought Regulation Adjustment (DRA) is being reset to 0.0% for the upcoming three-year rate setting period as winter water consumption levels have continued to reflect levels prior to the drought and implementation of the DRA. As a result of the study and removal of the DRA, while the volume charge has increased, the customer bill will remain essentially the same in FY 2026-27 and FY 2027-28. 779
Table 2 – Present and Proposed Sewer Rates (Monthly)
Table 2
Present and Proposed Sewer Rates (Monthly)
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Forecasted
FY 2029-30
Forecasted
FY 2030-31
Proposed Revenue Adjustment 0.0% 0.0% 3.0% 3.0% 3.0%
Present Average Monthly Bill $146.43
After Proposed Rate Adj. $146.42 $146.42 $150.83 $155.38 $159.99 Monthly Bill Difference (0.01) 0.00 4.41 4.55 4.61
Cumulative Bill Difference (0.01) (0.01) 4.40 8.95 13.56 % Change to Monthly Bill 0.0% 0.0% 3.0% 3.0% 3.0%
For this three-year rate setting period, the proposed rates have set the DRA at 0.0%. The City implemented the DRA in 2016 in order to adjust for the revenue shortfall as a result of the ongoing drought and water conservation impacts on the related fixed costs of the system and revenues received by the City through the consumption component of the City’s sewer rate. It should also be noted that a majority of the City’s collection costs are fixed and do not vary depending on the level of sewer flows. The one cost that does vary is the cost of wastewater treatment from SVCW.
Table 3 below shows the side-by-side comparison of the present and proposed sewer rates for FY 2026-27, FY 2027-28, and FY 2028-29. Staff is recommending that the City Council set the maximum sewer rates with a 0.0% drought regulation adjustment as noted below for FY 2026-27, FY 2027-28, and FY 2028-29
Table 3 – Present and Proposed Sewer Rates
Table 3
Present and Proposed Sewer Rates
Present
Rates
Proposed Rates
FY 2026-27
Proposed Rates
FY 2027-28
Proposed Rates
FY 2028-29
COLLECTION
Low Strength
Base Charge $465.80 $465.80 $465.80 $479.77
Flow Charge ($/HCF) 6.63 7.29 7.29 7.51
High Strength
Base Charge $465.80 $465.80 $465.80 $479.77
Flow Charge ($/HCF) 12.88 14.17 14.17 14.60
TREATMENT
Low Strength
Base Charge $244.81 $244.81 $244.81 $252.15
Flow Charge ($/HCF) 3.28 3.61 3.61 3.72
High Strength
Base Charge $244.81 $244.81 $244.81 $252.15
Flow Charge ($/HCF) 6.38 7.02 7.02 7.23
COMBINED
Low Strength
780
Base Charge $710.61 $710.61 $710.61 $731.92
Flow Charge ($/HCF) 9.91 10.90 10.90 11.23
High Strength
Base Charge $710.61 $710.61 $710.61 $731.92
Flow Charge ($/HCF) 19.26 21.19 21.19 21.83
Note: The present 11Drought Regulation Adjustment (DRA) is Hundred Cubic Feet (HCF) X 1.10 X $/HCF In developing the revenue requirement analysis, consideration was given to the financial planning considerations of the City. In particular, emphasis was placed on attempting to minimize rates, yet still having adequate funds to support the operational activities and capital projects throughout the projected time period.
Upon City Council review and direction on Staff’srecommendation for the proposed rate adjustments, Staff is requesting Council direction to provide notice for setting a hearing date for the consideration of the maximum rates per the Proposition 218 process as described below. Based on Council direction, Staff will prepare a notice for distribution to customers and an authorizing resolution stating the City’s intention to increase sewer rates effective FY 2026-27, FY 2027-28, and FY 2028-29, and schedule a public hearing for June 9, 2026, for the proposed rates.
Proposition 218
Charges for sewer services are property-related charges subject to Proposition 218. These charges need not be submitted to an election of voters or property owners, but they are subject to a majority protest proceeding. That process is summarized as follows:
(1) The City calculates a budget sufficient to cover the cost of service and determines how to spread that budget as rates across different kinds of customers (e.g., single-family, multi-family, nonresidential), (2) The City provides 45 days mailed notice of a public hearing on the proposed new rates to every property owner or customer of record who will pay the new rates, (3) The City conducts the hearing and accepts written protests from property owners and customers of record, and
The City tallies the protests; if more than half of the affected property owners and customers of record protest the new rates in writing before the end of the hearing, the agency cannot impose the new rates; otherwise, it may impose the rates at any level which does not exceed the rates stated in the notice.
Majority protests under these rules are not common except when a very small number of ratepayers are involved.
Alternatives Refer to Staff for additional information
2. Take no action
Attachments
A. Resolution
B. HDR Comprehensive Sewer Rate Study
Fiscal Impact
☐ No Fiscal Impact
781
☒ Funding Source Confirmed:
Sewer rates are accounted for in the Sewer Collections Fund and incorporated into the budget development process.
Source: Purpose: Public Outreach:
Staff Statutory/Contractual Requirement Posting of Agenda 782
RESOLUTION NO. 2026 –
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT STATING ITS INTENTION TO REVISE THE CITY’S SEWER CHARGES EFFECTIVE TAX YEAR 2026-27, 2027-28, AND 2028-29
WHEREAS, Belmont City Code Section 21.93 and California Health and Safety Code Section 5470 et seq. authorize the City of Belmont to levy charges for sewer services; and WHEREAS, the City Council desires to conduct a proceeding to revise the rate and methodology for the sewer charges, to be effective beginning the 2026-27, 2027-28, and 2028- 29 tax years.
NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:
SECTION 1. The City Council proposes the imposition of the sewer charges and rate methodology generally described in Exhibit “A” to this Resolution.
SECTION 2. The City Council will hold a public hearing under California Constitution Article XIIID, Section 6, subdivision (a)(2) on June 9, 2026, at 7:00 PM or as soon thereafter as may be practicable in the City Council Chambers located at One Twin Pines Lane, Belmont, California to consider the proposed sewer charges and protests against the proposed charges.
SECTION 3. The City Council directs staff to give notice of the hearing in the manner required by law.
SECTION 4. The City will accept and tabulate protests against the proposed rate revision pursuant to the procedures set forth in Exhibit “B” to this Resolution. * * *
ADOPTED April 14, 2026 by the City of Belmont City Council by the following vote:
Ayes:
Noes:
Absent:
Abstain:
783
ATTEST:
City Clerk Mayor
APPROVED AS TO FORM:
City Attorney
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EXHIBIT A
Proposed Sewer Charge Rate Schedule
Each parcel’s sewer charge will be the sum of the base charges and flow charges for both collection and treatment.
FY 2026-27 FY 2027-28 FY 2028-29
Collection
Low Strength
Base Charge - Annual $465.80 $465.80 $479.77
Flow Charge ($/HCF x 1.0 DRA) 7.29 7.29 7.51
High Strength
Base Charge - Annual $465.80 $465.80 $479.77
Flow Charge ($/HCF x 1.0 DRA) 14.17 14.17 14.60
Treatment
Low Strength
Base Charge - Annual $244.81 $244.81 $252.15
Flow Charge ($/HCF x 1.0 DRA) 3.61 3.61 3.72
High Strength
Base Charge - Annual $244.81 $244.81 $252.15
Flow Charge ($/HCF x 1.0 DRA) 7.02 7.02 7.23
DRA=Drought Regulation Adjustment
Standby Charge
For non-metered parcels:
• $245.40 per dwelling unit per year
Wastewater Discharge Fee
Wastewater discharge fee will be the sum of the flow charges for both collection and treatment for each user classification in the table above.
785
EXHIBIT B
GUIDELINES FOR THE SUBMISSION AND TABULATION OF PROTESTS Submission of Protests
1. Any property owner may submit a written protest to the City Clerk, either by delivery to the office of the City Clerk or by submitting the protest at the public hearing. Protests must be received by the end of the public hearing. No postmarks will be accepted.
2. Each protest must identify the affected property (by assessor’s parcel number or street address) and include the signature of the record property owner. Email protests cannot be accepted. Although oral comments at the public hearing will not qualify as a formal protest unless accompanied by a written protest, the City Council welcomes input from the community during the public hearing on the proposed charges.
3. If a parcel served by the City is owned by more than a single record owner, each owner may submit a protest, but only one protest will be counted per parcel and any one protest submitted in accordance with these rules will be sufficient to count as a protest for that property.
4. In order to be valid a protest must bear the original signature of the record owner with respect to the property identified on the protest. Protests not bearing the original signature of a record owner shall not be counted.
5. Any person who submits a protest may withdraw it by submitting to the City Clerk a written request that the protest be withdrawn. The withdrawal of a protest shall contain sufficient information to identify the affected parcel and the name of the record owner or record customer who submitted both the protest and the request that it be withdrawn.
6. A charge protest proceeding is not an election.
7. To ensure transparency and accountability in the charge protest tabulation, protests shall constitute disclosable public records from and after the time they are received.
Tabulation of Protests
1. The City Clerk shall determine the validity of all protests. The City Clerk shall not accept as valid any protest if the City Clerk determines that any of the following conditions exist:
a. The protest does not identify a property served by the City. b. The protest does not bear an original signature of a record owner of the parcel identified on the protest.
c. The protest does not state its opposition to the proposed charges. 786
d. The protest was not received by the City Clerk before the close of the public hearing on the proposed charges.
e. A request to withdraw the protest is received prior to the close of the public hearing on the proposed charges.
2. The City Clerk’s decision that a protest is not valid or does not apply to a specific charge shall constitute a final action of the City and shall not be subject to any internal appeal.
3. A majority protest exists if written protests are timely submitted and not withdrawn by the record owners of a majority of the properties subject to the proposed charge.
4. At the conclusion of the public hearing, the City Clerk shall complete the tabulation of all protests received, including those received during the public hearing and shall report the results of the tabulation to the City Council upon completion. If review of the protests received demonstrates that the number received is manifestly less than one-half of the parcels served by the City with respect to the charge which is the subject of the protest, then the Clerk may advise the City Council of the absence of a majority protest without determining the validity of all protests.
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Draft Report
City of Belmont
Comprehensive Sewer
Rate Study
April 2026
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555 110th Ave NE, Suite 1200
Bellevue, WA 98004
April 2, 2026
Mr. Edric Kwan, P.E.
Public Works Director
City of Belmont
One Twin Pines Lane
Belmont, California 94002
Subject: City of Belmont 2026 Comprehensive Sewer Rate Study Draft Report Dear Mr. Kwan:
HDR Engineering, Inc. (HDR) is pleased to present the draft report for the comprehensive sewer rate study (Study) conducted for the City of Belmont (City). The overall objective in conducting the rate study was to establish cost-based and proportional rates that provide adequate and sustainable funding for the operating and capital needs of the sewer utility. This report outlines the approaches, methodologies, findings, and conclusions of the rate study process undertaken for the City’s sewer utility.
This report was developed utilizing the City’s specific accounting, operating, and historical customer billing records. HDR utilized this information to develop the analyses, which shaped the findings, conclusions, and recommendations contained within the report. At the same time, the Study was developed utilizing generally accepted rate setting principles as outlined in the Water Environment Federation Manual of Practice No. 27 manual to meet the proportionality requirements of Proposition 218. The conclusions and recommendations presented within this report provide the City with cost-based and proportional rates for its sewer customers.
We appreciate the assistance provided by City staff, management, and City Council in the development of the Study.
Sincerely yours,
HDR Engineering, Inc.
Shawn Koorn
Associate Vice President
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Table of Contents i
City of Belmont – Comprehensive Sewer Rate Study
Executive Summary
Introduction .................................................................................................................. 1 Overview of the Rate Study Process .............................................................................. 2 Key Study Results .......................................................................................................... 3 Overview of the Sewer Rate Study ................................................................................. 4 Summary of the Revenue Requirement Analysis.................................................. 4 Summary of the Cost of Service Analysis ............................................................. 6 Summary of the Rate Design Analysis .................................................................. 6 City Council Review ....................................................................................................... 9 Summary ....................................................................................................................... 9 1 Overview of the Rate Setting Process
1.1 Introduction ...................................................................................................... 10
1.2 Generally Accepted Rate Setting Principles ........................................................ 10
1.3 Prudent Financial Planning .......................... …………………………………………………….10
1.4 Overview of the Rate Study Process ..……………………………………………………………….11
1.5 Determining the Revenue Requirement ............................................................ 12
1.6 Analyzing the Sewer Cost of Service .................................................................. 13
1.7 Designing Sewer Rates ....................................................................................... 13 2 Development of the Sewer Revenue Requirement
2.1 Introduction ....................................................................................................... 14
2.2 Determining the Sewer Utility Revenue Requirement ........................................ 14
2.2.1 Determining the Time Period and Methodology ..................................... 14
2.2.2 Flow Impacts on Calculating Revenues ................................................... 15
2.2.3 Projection of Sewer Revenues ................................................................ 16
2.2.4 Projection of Sewer Operation and Maintenance Expenses .................... 17
2.2.5 Projection of Sewer Capital Improvement Projects and Funding ............. 19
2.2.6 Projection of Debt Service ...................................................................... 20
2.2.7 Reserve Funding ..................................................................................... 21
2.2.8 Summary of the Sewer Revenue Requirement ....................................... 21
2.2.9 Debt Service Coverage Ratios ................................................................. 23
2.2.10 Review of the Sewer Reserve Levels ....................................................... 23
2.2.11 Consultant’s Conclusions ........................................................................ 24 Table of Contents
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City of Belmont – Comprehensive Sewer Rate Study
3 Development of the Sewer Cost of Service Analysis
3.1 Introduction ..................................................................................................... 25
3.2 Objectives of a Cost of Service Study ................................................................ 25
3.3 Determining the Customer Classes of Service .................................................... 26
3.4 General Cost of Service Procedures ................................................................... 26
3.4.1 Functionalization of Costs ..................................................................... 26
3.4.2 Allocation of Costs ................................................................................ 26
3.4.3 Development of Distribution Factors .................................................... 27
3.4.4 Functionalization and Allocation of Sewer Plant in Service ................... 28
3.4.5 Functionalization and Allocation of Operating Expenses ....................... 29
3.4.6 Major Assumptions of the Cost of Service Analysis ............................... 29
3.5 Summary of the Cost of Service Analysis ........................................................... 30
3.6 Consultant’s Conclusions and Recommendations .............................................. 30 4 Development of the Sewer Rate Design
4.1 Introduction ...................................................................................................... 31
4.2 Rate Design Goals and Objectives ...................................................................... 31
4.3 Development of Cost Based Sewer Rates ........................................................... 31
4.4 Present and Proposed Sewer Rates ................................................................... 32
4.5 Average Residential Local Bill Comparison ......................................................... 34
4.6 City Council Review ........................................................................................... 35
4.7 Summary of the Sewer Rate Study..................................................................... 35 Technical Appendix
Proposition 218 Notice
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Executive Summary 1
City of Belmont – Comprehensive Sewer Rate Study
Introduction
HDR Engineering, Inc. (HDR) was retained by the City of Belmont (City) to perform a comprehensive sewer rate study (Study), which is an update to the prior rate studies completed by HDR, with the latest study having been completed in 2024. The 2024 study set rates for the two-year period of Fiscal Years (FY) 2024-25 and 2025-26. The City’s sewer treatment services are provided through its participation in Silicon Valley Clean Water (SVCW), which owns and operates a sub-regional wastewater treatment plant and related conveyance facilities that serve the City of Belmont, as well as the cities of Redwood City, San Carlos, and the West Bay Sanitary District. SVCW allocates its costs between the agencies based on their capacity rights, average annual flow rates, and strength of the sewer generated by each member agency. The collection system component is based on the City’s costs to operate and maintain the City’s sewer system.
The City’s sewer rate is comprised of two components, a collection system component and a treatment system component. The collection system component is based on the costs to operate the City’s sewer collection system. The treatment costs are based on the current treatment cost projections and are adjusted as the City is notified of cost changes by SVCW. The City bills customers on the tax rolls where each parcel’s sewer charge is the sum of the base charge and flow charges for both collection and treatment.
The City has two major classes of service: low strength and high strength customers. The vast majority of the City’s rate revenues are derived from low strength customers. The City’s sewer rate structure includes a fixed component, as well as a volume (flow) based component, which is based on customer winter water average consumption. Annually, the City requests water consumption data from Mid-Peninsula Water District to develop the proposed sewer rates and resulting revenue forecast for the rate setting period. In the 2016 rate study, it was recommended that the City make adjustments to the winter water calculation to take into account the mandated conservation on the City’s sewer customers. This resulted in the City adopting a drought adjustment factor, or a multiplier, on each customer’s winter period consumption to develop the consumption for rate setting purposes. Based on a review of the customer consumption data from Mid-Peninsula Water District, and in discussions with City staff, the Study has set the drought adjustment factor to 0.0% given consumption levels reflect predrought levels.
This Study is based on the previous sewer rate study methodologies and analyses completed by HDR over the past 10 years and continues rate recommendations and proposed rates to fund an adequate level of renewal and replacement. This Study reviews the adequacy of the existing sewer rates to meet identified system improvement needs and provides the basis for the appropriate rate levels for each customer class of service.
Executive Summary
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Executive Summary 2
City of Belmont – Comprehensive Sewer Rate Study
The results and recommendations of the Study will allow the City to meet three key prudent financial criteria, which are as follows:
x Meeting Debt Service Coverage Ratios (DSC) – DSC ratios are the measurement of a utility’s ability to repay outstanding debt. As noted in the City’s 2019 JPFA Sewer Revenue Bond issuance, a minimum debt service coverage ratio of 2.0 is targeted. The proposed rate adjustments in this Study allow the City to maintain a debt service coverage ratio greater than 2.0.
x Adequate Renewal and Replacement Funding – Maintaining the City’s sewer collection system is key to minimizing future capital needs. This Study has continued to maintain the City’s annual renewal and replacement funding, which exceeds the City’s level of depreciation over the rate planning period.
x Maintaining Prudent Reserve Fund Levels – The Study has continued to provide ending reserve fund balances that are in line with industry best practices. Given that the City receives semi-annual revenue payments for its services, it is important to have sufficient cash reserves on hand to fund operations between revenue payments.
Meeting these three key criteria is critical for the City to be able to fund or finance future capital through the issuance of long-term debt. By reviewing and adjusting rates as necessary, the City is demonstrating to the outside financial community its willingness and commitment to maintain a strong financial position. This willingness to address identified financial shortfalls and adjust rates accordingly is beneficial when issuing future long-term debt for the sewer system’s capital needs. As a point of reference, HDR is not acting as the City’s municipal advisor in calculating or verifying the debt service coverage ratios for the City, but rather identifying the existing annual debt service payments and projection of future long-term funding needs while utilizing conservative assumptions for modeling purposes only.
The development of the Study examines the adequacy and proportionality of the current sewer rates for the City’s sewer utility and provides the cost-basis for the recommended sewer rate revenue adjustments. This report describes the overall methodology used to analyze the City’s sewer rates along with the findings, conclusions, and recommendations.
Overview of the Rate Study Process
A comprehensive sewer rate study uses three interrelated analyses to address the adequacy and proportionality of a utility’s rates. These three analyses are a revenue requirement analysis, a cost of service analysis, and a rate design analysis. These three analyses are illustrated below in Figure ES – 1.
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Executive Summary 3
City of Belmont – Comprehensive Sewer Rate Study
Figure ES – 1
Overview of the Comprehensive Rate Analyses
For the City’s sewer rate study, HDR completed each of the three analyses, a revenue requirement analysis, cost of service analysis, and rate design analysis. The results from each analysis were used as the basis for establishing cost-based and proportional rates for the City’s sewer customers.
Key Study Results
The City’s sewer utility was evaluated on a stand-alone basis. By reviewing the sewer utility individually, the revenues required to adequately fund both O&M and capital infrastructure must be balanced against the rate impacts to customers. Likewise, future rate impacts should be considered and evaluated as part of the Study projections. For example, delaying capital improvement projects in the current time period could result in higher future costs and in turn, increased rate adjustments as well as risk associated with catastrophic system failures. It is challenging to balance the desire for least cost rates with the operating and capital needs required to provide a high level of service to customers.
Based on the technical analyses undertaken as part of the Study, the following findings, conclusions, and recommendations were noted.
x The revenue requirement analysis for the sewer utility was developed for FY 2025-26 – 2033-34
x The starting point for the revenue requirement was the City’s FY 2025-26 adopted sewer budget and sewer utility capital improvement plan
x Wastewater treatment is provided by Silicon Valley Clean Water (SVCW) and is included within the City’s operation and maintenance expenses. The SVCW FY 2025-26 operating budget along with the projection for FY 2026-27 was escalated annually based on the projections provided by SVCW
x The flow adjustment factor was reset to 0.0% from 10.0% as part of the rate design analysis
Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses to
determine the overall
revenue adjustment required
Proportionally distributes the revenue
requirement to the sewer utility customer
classes of service
Reflects the revenue requirement and
cost of service results to collect the
target level of revenues
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Executive Summary 4
City of Belmont – Comprehensive Sewer Rate Study
x Escalation factors were developed to project operating expenses in future years based on the inflationary increases experienced by the City in the past. These factors ranged from 2% to 7% per year depending on the specific expense
x A cost of service analysis was developed to review the proportionality of the existing rates. The results of the cost of service analysis indicated minimal cost differences between the customer classes of service. Given these results, it is recommended that no adjustments in the cost relationships between the classes of service be made at this time x Proposed rates were developed for consideration by the City Council for the three-year period of FY 2026-27, FY 2027-28, and FY 2028-29
x Rate projections were developed for a five-year period, through FY 2030-31, to provide the City Council with a projection of the rates necessary to meet future operating and capital needs
x The proposed rate adjustments are necessary for the City to adequately fund its operating needs and maintain prudent financial metrics, such as:
9 Maintain a healthy financial outlook for future long-term borrowing by targeting a 2.0 minimum debt service coverage ratio
9 Adequate funding of capital improvements from rates to prudently maintain the City’s existing infrastructure (i.e., renewal and replacement programs) as well as I&I improvements
9 Maintain adequate minimum reserve levels for routine operating and capital needs as well as emergency situations
Provided below is a summary of the technical analyses undertaken for the City’s sewer utility as well as the findings, conclusions, and recommendations of the Study.
Overview of the Sewer Rate Study
The sewer rate study determines the overall adequacy of the existing sewer rates, on a standalone basis, at current rate levels. That is, no funding sources other than those generated by the sewer utility are used to fund sewer utility operating and capital expenses. For the Study, a concerted effort was made to minimize rate impacts over the five-year review period while also maintaining the City’s financial targets for debt service coverage ratios, capital improvement funding, as well as operating and capital cash reserve levels.
Summary of the Revenue Requirement Analysis
The development of the revenue requirement analysis is used to determine the overall adequacy of the City’s sewer utility rates. The starting point of the sewer revenue requirement analysis was the City’s FY 2025-26 adopted sewer utility budget. HDR and City staff developed a projection of revenues and expenses for future years based on assumed escalation (inflationary) factors. The Study was developed to project future rate needs based on projected operating costs and identified capital needs over the multi-year period. However, the focus for purposes of rate setting was the next three-year period (FY 2026-27 – FY 2028-29). The summary of the sewer revenue requirement is shown below in Table ES – 1.
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Executive Summary 5
City of Belmont – Comprehensive Sewer Rate Study
Table ES – 1
Summary of Sewer Revenue Requirement ($000s)
Budget Projected
FY
2025-26[1]
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2030-31
Revenues
Retail Rate Revenues $16,983 $17,153 $17,325 $17,498 $17,673 $17,850 Other Revenues 309 1,231 1,130 951 958 973
Total Revenues $17,293 $18,384 $18,455 $18,449 $18,631 $18,823 Expenses
Collection O&M Expenses $4,556 $4,744 $4,936 $5,123 $5,302 $5,489 Treatment O&M Expenses 3,220 3,562 3,704 3,852 4,006 4,167 Repair & Replace. Funding 6,500 6,575 6,625 6,675 6,725 6,775 I/I Capital Funding 350 450 450 450 450 450
Total Debt Service 2,498 2,501 2,501 2,497 2,496 2,499
Change in Working Capital +/- 169 552 239 377 728 1,098 Total Expenses $17,293 $18,384 $18,455 $18,974 $19,708 $20,478 Balance/(Deficiency) of Funds $0 $0 $0 ($525) ($1,076) ($1,655) Cumulative as a % of Rates 0.0% 0.0% 0.0% 3.0% 6.1% 9.3% Proposed Rate Adjustments 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% Debt Service Coverage Ratio
Before Rate Adjustment 3.69 3.91 3.80 3.67 3.61 3.55
After Rate Adjustment 3.69 3.91 3.80 3.88 4.04 4.21
[1] Note: FY 2025-26 includes the revenues at the adopted rate levels from the prior rate study. Therefore, no rate adjustment is included in FY 2025-26.
Table ES – 1 shows that the total deficiency of revenues, before the proposed sewer rate adjustments, range from $0 in FY 2026-27 to $1.7 million by FY 2030-31. No rate adjustments are proposed for the rate setting periods of FY 2026-27 and FY 2027-28. However, adjustments of
3.0% annually are forecasted for FY 2028-29 through FY 2030-31. The projected rate adjustments forecasted to start in FY 2028-29 allow the City to meet three key prudent financial criteria, which are as follows:
x Meet Prudent Debt Service Coverage Ratios – Minimum DSC target of 2.0 x Adequate Renewal and Replacement Funding – Annual renewal and replacement funding exceeds depreciation over the five-year plan as well as addresses I&I capital funding needs
x Maintain Prudent Reserve Fund Levels – The operating reserve balance meets or exceeds the annual minimum of 180 days of O&M and the capital project reserve target equal to two years of annual depreciation is exceeded over the time period reviewed
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Executive Summary 6
City of Belmont – Comprehensive Sewer Rate Study
The revenue requirement developed in this Study will allow the City to develop cost-based rates that meet the City’s goals and objectives for maintaining the existing system as well as funding future capital needs. While the revenue requirement analysis projected operating and capital needs over a five-year period, the focus of the proposed rates for Proposition 218 purposes is the next three fiscal years of FY 2026-27, FY 2027-28, and FY 2028-29.
Summary of the Cost of Service Analysis
A cost of service analysis determines the proportional distribution of the previously developed revenue requirement to each of the customer classes of service. The objectives of the cost of service analysis are different from determining revenue requirement. A revenue requirement analysis determines the utility's overall financial needs, while the cost of service study determines the proportional manner in which to collect the revenue requirement from the customer classes of service (e.g., rate schedules). The City has two rate schedules, one for low strength customers and one for high strength customers. Table ES – 2 provides a summary of the cost of service analysis for the FY 2026-27 test year.
Table ES – 2
Summary of the FY 2026-27 Sewer Cost of Service Analysis ($000’s) Classes of Service
Present Rate
Revenues
Distributed
Costs
$
Difference
%
Difference
Low Strength $16,674 $16,691 ($16) 0.0%
High Strength 479 463 16 0.0%
Total $17,153 $17,153 ($0) 0.0%
The results of the cost of service analysis indicate very minimal cost differences between the customer classes of service. It should be noted that the cost of service analysis developed by HDR is not a simple fixed/variable analysis. Rather, the cost of service analysis distributes costs between the customer classes of service based on each customer class’s proportional share of volume, strength, and customer-related costs. Given this, no adjustments to the cost relationships between the customer classes of service are recommended at this time.
Summary of the Rate Design Analysis
The final step of the comprehensive sewer rate study process is the design of sewer rates to collect the desired level of revenue, based on the results of the revenue requirement and cost of service analyses. The individual allocated totals were then distributed to each customer class.
The distributed expenses were then aggregated to determine the overall responsibility of each customer class of service.
Developing proportional rates is of paramount importance in developing the proposed sewer rates. Given this, the City’s proposed sewer rates have been developed with the intent of meeting the legal requirements of California Constitution Article XIII D, Section 6 (Article XIII D), commonly referred to as Proposition 218. A key component of Article XIII D is the development of rates DRAFT
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Executive Summary 7
City of Belmont – Comprehensive Sewer Rate Study
which reflect the costs of providing service and are proportionally distributed to the customer classes of service. HDR would point out that there is no single methodology for proportionally assigning costs to the various customer groups. The Water Environment Federation (WEF) Manual of Practice No. 27 clearly delineates various methodologies which may be used to establish cost-based rates. Article XIII D does not prescribe a particular methodology for establishing rates. Consequently, HDR developed the City’s proposed sewer rates based on the WEF MOP #27 methodology and the City’s specific sewer system operating and customer characteristics to provide an administrative record of the steps taken to establish the City’s proposed sewer rates to meet the requirements of Article XIII D.
HDR is of the opinion that the proposed rates comply with the legal requirements of Article XIII D. HDR reaches this conclusion based on the following:
The revenue derived from sewer rates does not exceed the funds required to provide the property related service (i.e., sewer service). The proposed rates are designed to collect the overall revenue requirement of the City’s sewer utility. The revenues derived from sewer rates shall not be used for any purpose other than that for which the fee or charge is imposed. The revenues derived from the City’s sewer rates are used exclusively to operate and maintain the City’s sewer system. The amount of a fee or charge imposed upon a parcel or person as an incident of property ownership shall not exceed the proportional costs of the service attributable to the parcel.
The cost of service analysis was specifically developed to focus on the issue of the proportional assignment of costs.
The City’s sewer rate is comprised of two components, a collection system component and a treatment system component. The collection system component is based on the costs to operate the City’s sewer system, less treatment costs. The treatment costs are based on the current treatment cost projections provided by SVCW and are adjusted as the City is notified of cost changes. Each parcel’s sewer charge is the sum of the base charges and flow charges for both collection and treatment. The proposed sewer rates maintain the current rate structure.
As part of the rate design analysis, the flow adjustment factor for FY 2026-27 was reset to 0.0% from 10.0% as maintained in the last rate study. After reviewing the Mid-Peninsula Water District consumption billing data, it was determined in discussion with City staff that the flow adjustment factor should be reset due to consumption increasing since the last rate study to pre-drought levels. As a result of this analysis and the cost of service analysis results, the proposed flow charges for FY 2026-27 are increased to account for the elimination of the flow adjustment charge. However, customer bills will not be impacted as the flow charges were only increased by the flow adjustment factor percentage to reset it moving forward.
Table ES – 3 provides the present and proposed rates for the low strength and high strength customers for the next five fiscal years.
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Table ES – 3
Present and Proposed Sewer Rates (Annual)
Present
Rates
Proposed
Rates
FY 2026-27
Proposed
Rates
FY 2027-28
Proposed
Rates
FY 2028-29
Forecasted
Rates
FY 2029-30
Forecasted
Rates
FY 2030-31
COLLECTION
Low Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 6.63 7.29 7.29 7.51 7.74 7.97
High Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 12.88 14.17 14.17 14.60 15.04 15.49
TREATMENT
Low Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 3.28 3.61 3.61 3.72 3.83 3.94
High Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 6.38 7.02 7.02 7.23 7.45 7.67
COMBINED
Low Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 9.91 10.90 10.90 11.23 11.57 11.91
High Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 19.26 21.19 21.19 21.83 22.49 23.16 At present rates, a typical low-strength customer with 8 hundred cubic feet of winter water average consumption would have a monthly bill of $146.43 (8 HCF X 1.10 = 8.80 HCF). Under the proposed rates and the flow adjustment factor being reset to 0.0%, the same customer would have a monthly bill of $146.42 in FY 2026-27. Table ES – 4 shows the average low strength bill for FY 2026-27 through FY 2030-31.
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Table ES – 4
Present and Proposed Sewer Rates (Monthly)
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Forecasted
FY 2029-30
Forecasted
FY 2030-31
Proposed Revenue Adjustment 0.0% 0.0% 3.0% 3.0% 3.0%
Present Average Monthly Bill [1] $146.43
After Proposed Rate Adj. [2] $146.42 $146.42 $150.83 $155.38 $159.99 Monthly Bill Difference (0.01) 0.00 4.41 4.55 4.61
Cumulative Bill Difference (0.01) (0.01) 4.40 8.95 13.56 % Change to Monthly Bill 0.0% 0.0% 3.0% 3.0% 3.0%
[1] – Present average bill assumes 10% flow adjustment factor and 8 HCF monthly consumption [2] –Proposed average bill assumes 0% flow adjustment factor and 8 HCF monthly consumption The following sections of the report provide a more detailed discussion of the sewer rate study revenue requirement, cost of service, and rate design analyses undertaken for the City.
City Council Review
Proposition 218 outlines the process to adopt and implement the proposed sewer rates. This includes the establishment of the cost basis and proportionality of the sewer rates, which is the purpose of the Study and is summarized in this report. At the time of this report’s writing, the Study results were anticipated to be presented to the City Council on April 14, 2026. If approved and moved by the City Council, a public hearing will be set and a customer notification sent to the City’s sewer customers.
Summary
The adequacy and proportionality of the City’s sewer rates were reviewed by HDR through the development of a comprehensive sewer rate study. Based on the analyses developed herein, HDR has proposed a comprehensive set of rate recommendations for the sewer utility. The following sections of the report will provide a more detailed discussion of the technical analyses undertaken, along with the findings, conclusions, and recommendations of the Study.
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Introduction and Overview of the Rate Setting Process 10 City of Belmont – Comprehensive Sewer Rate Study
1.1 Introduction
HDR Engineering, Inc. (HDR) was retained by the City of Belmont (City) to conduct a comprehensive sewer rate study. The objective in conducting a comprehensive sewer rate study is to develop cost-based and proportional rates which adequately fund the City’s operation and maintenance (O&M) needs, along with the necessary capital improvements (i.e., capital infrastructure) to provide service. This Study determines the adequacy of the existing sewer rates and provides the analytical framework for any needed future adjustments.
1.2 Generally Accepted Rate Setting Principles
As a practical matter, utilities should consider setting their rates around generally accepted or global principles and guidelines. Utility rates should be:
9 Cost-based, proportional, and set at a level that meets the utility’s full revenue requirement
9 Easy for the customer to understand and easy for the utility to administer 9 Designed to conform with generally accepted rate setting techniques 9 Stable in the ability to provide adequate revenues to meet the utility’s financial, operating, capital infrastructure and regulatory requirements 9 Established at a level that is, from the customer’s perspective, stable from year-to-year These general principles and guidelines have historically been used by the City to establish the current sewer rates. For this Study, they were again applied in the rate analyses developed for the City.
1.3 Prudent Financial Planning
Financial rate-setting policies and guidelines are integral to the process of developing a utility rate study. Financial policies are intended to provide guidance in the financial planning and ratesetting process as well as in the day-to-day financial management of the City’s sewer utility. Adoption of
financial policies provides a strong foundation for the longterm financial sustainability of the utility and provides the outside financial community with a better understanding as to the City’s commitment to managing the utility in a financially prudent manner. As part of the City’s previous rate studies, key financial and rate-setting policies/targets were developed and established. These key financial
policies address issues such as maintaining minimum
reserves for cash flow and capital improvement purposes, minimum debt service coverage (DSC) ratios, and consistent and adequate rate funding of capital
1.0 Overview of the Rate Setting Process
“Financial policies are
intended to provide guidance
in the financial planning and
rate-setting
process…Adoption of
financial policies provides a
strong foundation for the
long-term financial
sustainability of the utility...”
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projects for the City. Each of the key financial planning and rate setting objectives were carried forward from the City’s prior sewer rate studies.
1.4 Overview of the Rate Study Process
A comprehensive rate study generally consists of three interrelated analyses. Figure 1 – 1 provides an overview of these analyses.
Figure 1 – 1
Overview of the Comprehensive Rate Analyses
In a comprehensive rate study, the revenue requirement analysis is concerned with the overall funding sources (revenues) and expenses (both operating and capital) of the utility. From this analysis, a determination can be made as to the overall level of adjustment to rate revenues.
Next, a cost of service analysis is performed to proportionally distribute the revenue requirement to the various types of customers served (e.g., low strength, high strength). Finally, given the overall level of revenues to be collected, along with the proportional distribution of those costs, the last step of the rate study process is the designing of rates to collect the appropriate level of revenues while considering the other rate design goals and objectives of the utility (e.g., revenue stability, conservation, ease of administration, customer understanding). However, a key component of the Study is supporting the requirements of Proposition 218 for the proposed rates while considering the rate design goals and objectives.
In the case of the City’s Study, all three analyses (revenue requirement, cost of service, rate design) were conducted for the sewer utility. The results from each task of the rate study were used as the basis for establishing cost-based and proportional rates for the City’s customers.
In developing this Study, HDR utilized generally accepted cost of service and rate setting techniques as well as industry best practices in the development of the City’s sewer rate study.
Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses to
determine the overall
revenue adjustment required
Proportionally distributes the revenue
requirement to the sewer utility customer
classes of service
Reflects the revenue requirement and
cost of service results to collect the
target level of revenues
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1.5 Determining the Revenue Requirement
Most public utilities use the “cash basis” methodology for establishing their revenue requirement and setting rates. This revenue requirement methodology conforms to most public utility budgetary requirements and the calculation is easy to understand. Under the cash basis revenue requirement methodology, a public utility:
9 Adds operation and maintenance (O&M) expenses to applicable taxes or transfer payments to determine total operating expenses. Operation and maintenance expenses include the materials, electricity, labor, supplies, etc., needed to keep the utility functioning.
9 Calculates capital costs by adding debt service payments (principal and interest) to capital improvements financed with rate revenues. In lieu of including capital improvements financed with rate revenues, a utility sometimes includes (i.e., substitutes) annual depreciation expense to stabilize the annual revenue requirement from year-to-year.
Note that the two portions of the capital expense component (debt service and capital improvements financed from rates) are necessary under the cash basis methodology because utilities generally cannot finance all of their capital facilities with strictly rates or long-term debt.
Under the cash basis revenue requirement methodology, the sum of the operating expenses and capital costs equals the utility’s total revenue requirement during any period of time (see Table 1 – 1).
Table 1 – 1
Overview of the Sewer Utility Cash Basis Revenue Requirement + Sewer Operation and Maintenance Expenses
3 Planning and Project Management
3 Sanitary Sewer Operations
+ Repair and Replacement Funded from Rates
+ Debt Service (P + I) – Existing and Future
± Change in Working Capital
= Total Sewer Revenue Requirement
о Miscellaneous Revenues
= Net Revenue Requirement (Balance Required from Rates) The analyses developed within this report utilized the cash basis methodology. This is consistent with past practices of the City’s utility rate-setting.
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1.6 Analyzing the Sewer Cost of Service
After the total revenue requirement is determined, it is then distributed to the users (i.e., customers) receiving sewer service. The proportional distribution, as analyzed through a cost of service analysis, reflects the cost relationships for collecting and conveying wastewater along with the costs from SVCW to treat the wastewater. The approach for establishing the cost of service analysis is based on the Water Environment Federation Manual of Practice No. 27 (WEF MOP #27). As discussed in the manual, a cost of service analysis requires three analytical steps, which are:
1. Costs are functionalized or grouped into the various cost categories related to providing service (e.g., pumping; treatment, collection). This step is largely accomplished by the utility’s accounting system
2. The functionalized costs are then allocated to the appropriate cost component(s).
Allocation refers to the arrangement of the functionalized data into cost components. For example, sewer utility costs are typically allocated as volume, strength (BOD/SS), customer-related, or a combination of the cost components
3. Once the costs are allocated to the cost components, they are proportionally distributed to the customer classes of service (e.g., low-strength, high-strength). The distribution is based on each customer class’s relative contribution to the cost component (i.e., benefits received from and burdens placed on the system and its resources). For example, customer-related costs are distributed to each class of service based on the total number of customers in that class of service. Once the costs are distributed, the revenues from each customer class of service required to achieve cost-based rates can be determined At the conclusion of the cost of service analysis, two key pieces of information are provided. First, the cost of service provides an understanding of the total revenues to be collected from each class of service. In other words, the revenue requirement is, for example, $10.0 million and the cost of service provides a proportional method to distribute that total cost of $10.0 million between the sewer customer classes of service (e.g., low-strength, high-strength). The other important piece of information provided by the cost of service analysis is the average unit costs.
Average unit costs are the distributed costs divided by the appropriate consumption (billing) units. This provides an understanding of the cost on a $/customer/month and $/hundred cubic feet (HCF) basis.
1.7 Designing Sewer Rates
The design of the proposed sewer rates for adoption by the City concludes the analytical or technical analysis portion of the rate study process. In designing proposed sewer rates, the results from both the revenue requirement and cost of service analyses are used to develop rates that achieve the overall goals and objectives of the City. These goals and objectives may include the consideration of cost-based rates, but may also consider items such as ability to pay, continuity of past rate philosophy, conservation (efficient use), encouragement of economic development, ease of customer understanding and billing administration, legal requirements, etc. It is important to understand that cost of service is only one goal or objective in designing final sewer rates. However, it is an important one, and necessary to meet the proportionality requirements of Proposition 218.
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2.1 Introduction
This section of the City’s rate study report discusses the development of the sewer revenue requirement analysis and proposed sewer rate revenue transition plan. The main objective of the revenue requirement is to develop cost-based sewer rates while attempting to minimize the impact to the utility’s customers. Provided below is a detailed discussion of the revenue requirement, along with our findings, conclusions and recommendations.
2.2 Determining the Sewer Utility Revenue Requirement
The starting point of the sewer revenue requirement analysis was the FY 2025-26 adopted sewer budget. HDR and the City developed a projection of revenues and expenses for future years based on assumed escalation (inflationary) factors. The Study developed future rate needs based on operating and capital expenses over a five-year period, through FY 2030-31. However, the focus for purposes of rate setting was on the next three-year period (FY 2026-27 – FY 2028-29). A rate transition plan was developed to provide a smooth transition to prudently fund the sewer utility over the long-term.
The sewer capital funding plan was developed based on the sewer utility capital improvement plan (CIP) as developed by the City. This plan does not assume additional issuances of long-term debt at this time and continues to increase the level of renewal and replacement capital funding over the five-year planning period.
2.2.1 Determining the Time Period and Methodology
The first step in calculating the revenue requirement for the sewer utility was to establish a time frame for the analysis. For this Study, the revenue requirement was developed for FY 2025-26 through FY 2030-31, with the focus for rate setting purposes on the three-year period of FY 2026- 27 – FY 2028-29. Reviewing a multi-year time period is recommended to allow for the identification of significant expenses that may be on the horizon. By anticipating future financial requirements, the City can begin planning for these changes sooner, thereby minimizing shortterm rate impacts and overall long-term rates.
The second step in determining the revenue requirement for the City was to determine the basis of accumulating costs. For the City’s revenue requirement, the “cash basis” approach was utilized. The cash basis approach is the most typical methodology used by municipal utilities to set their revenue requirement and is the method used in previous rate studies developed for the City by HDR. The actual revenue requirement developed for the City was customized to follow the City’s system of accounts (budget documents). However, even with these modifications, the City’s sewer revenue requirement still contains the basic cost components of the cash basis methodology. Table 2 – 1 provides a summary of the cash basis approach used to develop the City’s sewer revenue requirement.
2.0 Development of the Sewer Revenue Requirement
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Table 2 – 1
Overview of the Cash Basis Revenue Requirement
+ Collection O&M Expenses
+ Treatment O&M Expenses
+ Repair & Replacement Funded from Rates
+ I/I Capital Funding
+ Debt Service (P + I) – Existing and Future
± Change in Working Capital
= Total Sewer Revenue Requirement
о Miscellaneous Revenues
= Net Revenue Requirement (Balance Required from Rates) Given a time period around which to develop the revenue requirement and a method to accumulate the costs, the focus shifts to the development and projection of the revenues and expenses of the sewer utility.
The primary financial inputs in the development of the revenue requirement were the City’s 2025-26 adopted sewer budget, historical winter customer characteristics data (e.g., number of customers and winter water average consumption), and the current adopted sewer rates.
Presented below is a detailed discussion of the steps and key assumptions used in the development of the projections of the City’s sewer revenues and expenses.
2.2.2 Flow Impacts on Calculating Revenues
The City has a sewer rate structure that includes a fixed component as well as a volumetric component based on each customer’s winter water average consumption. Each year, the City requests the water consumption data from Mid-Peninsula Water District to develop the proposed sewer rates and resulting revenue forecast for the next fiscal year. The City adopted a drought regulation factor during the 2016 rate study, which is now called the flow adjustment factor. This adjustment factor has been in place since that time. During the comprehensive rate study process, the factor is reviewed and updated as necessary to reflect current and projected consumption levels.
This Study has reset the present flow adjustment factor of 10.0% to 0.0%. Based on the winter water consumption data provided by Mid-Peninsula Water District, consumption has increased since the last rate study to pre-drought levels. Due to this, the flow adjustment factor was reset, and proposed rates were set at adequate levels assuming no flow adjustment factor. The need for a flow adjustment factor will be reviewed again during the next rate study and adjusted as necessary depending on the conditions at that time.
It should also be noted that the majority of the City’s costs are fixed and do not vary depending on the level of sewer flows. The one cost that can vary is the cost of treatment from Silicon Valley Clean Water (SVCW). The cost of treatment is flow-based and would change as a result of increased or decreased sewer flows. Given the above, a change in annual winter water DRAFT
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consumption, which is the basis for establishing sewer billing units and subsequent sewer rate revenues, will have an impact on the rate adjustments necessary to prudently fund the City’s operating and capital expenses.
2.2.3 Projection of Sewer Revenues
Once the billing units were developed based on the winter water data, the next step in developing the revenue requirement was to develop a projection of rate revenues at present rate levels. In general, this process involved developing projected billing units for each customer class of service. The billing units for each customer group were then multiplied by the applicable current sewer rates. This method of independently calculating revenues assures the projected revenues used within the analysis tie to the projected billing units.
The vast majority of the City’s rate
revenues are derived from low strength
customers. Currently, the City has two
major classes of service: low strength
customers and high strength customers.
High strength customers reflect the
customers with higher strength
wastewater flows given the type of
business activity which impacts the costs
of treatment. This is an important
distinction as SVCW allocates costs in part
between member agencies based on the strength of the wastewater flows from each agency. In total, and at currently adopted rate levels, the City is projected to receive approximately $17.2 million in rate revenue in FY 2026-27. This is based on the projected winter water billing data, plus the present flow adjustment factor of 10%. Future year revenues are projected at an additional 1.0% annual customer growth.
In addition to rate revenues, the City also receives a variety of miscellaneous revenues, which include interest on investments, standby fees, and other miscellaneous revenues. The sewer utility is projected to annually receive an average of approximately $925,000 in miscellaneous revenues over the projected planning horizon.
On a combined basis, taking into account the rate revenues along with the miscellaneous revenues, the City’s total projected revenues are expected to be approximately $18.4 million in FY 2026-27, increasing to approximately $18.8 million by FY 2030-31, prior to any projected rate adjustments.
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2.2.4 Projection of Sewer Operation and Maintenance Expenses Operation and maintenance (O&M) expenses are incurred by the City to operate and maintain the existing collection and conveyance system as well as treatment charges associated with wastewater treatment from SVCW. In general, O&M expenses are grouped into a number of different major functional categories (see Table 2 – 1). For each major functional category, the City maintains a number of subaccounts. To begin the process of projecting O&M expenses over the planning horizon, escalation factors were developed.
Escalation factors were developed for the basic types of expenses the City incurs: labor, benefits, materials and supplies, utilities, insurance, and miscellaneous expenses. The escalation factors used were in the range of two to seven percent per year, depending on the type of cost and recent inflationary trends. A major cost for the sewer utility is the cost of wastewater treatment from Silicon Valley Clean Water (SVCW). SVCW’s costs have been increasing due to operating costs associated with regulatory and utility cost increases. SVCW costs are allocated between the members based on their capacity rights, average annual flow rates and strength of the sewer generated by each member agency. Based on the SVCW budget for FY 2025-26, Belmont’s share of $3.2 million in treatment costs were included in the Study. The SVCW treatment costs were based on the SVCW planning document and are increasing at approximately 5.3% annually on average over the five-year period.
Provided below in Table 2 – 2 is a summary of the escalation factors used to develop the projected O&M expenses for FY 2026-27 through FY 2030-31.
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Table 2 – 2
Overview of the Sewer Utility Escalation Factors
FY
2026-27[1]
FY
2027-28
FY
2028-29
FY
2029-30
FY
2030-31
Revenues
Rate Revenues (Growth) 1.0% 1.0% 1.0% 1.0% 1.0%
Other Revenues Flat Flat Flat Flat Flat
Expense
Labor 5.0% 5.0% 4.0% 3.0% 3.0%
Professional/Contractual 2.0% 2.0% 2.0% 2.0% 2.0%
Data Processing 3.0% 3.0% 3.0% 3.0% 3.0%
Benefits – Medical 7.0% 7.0% 7.0% 7.0% 7.0%
Benefits – Other 5.3% 5.3% 5.3% 5.3% 5.3%
Materials & Supplies 3.0% 3.0% 3.0% 3.0% 3.0%
Equipment/Vehicles 3.0% 3.0% 3.0% 3.0% 3.0%
Education/Training 2.0% 2.0% 2.0% 2.0% 2.0%
Indirect Expense 3.0% 3.0% 3.0% 3.0% 3.0%
Miscellaneous 3.0% 3.0% 3.0% 3.0% 3.0%
Utilities 5.0% 5.0% 5.0% 5.0% 5.0%
SVCW Treatment 10.6% 4.0% 4.0% 4.0% 4.0%
Inflation Factor 2.7% 2.7% 2.7% 2.7% 2.7%
[1] Rate revenue for FY 2026-27 was based on the projected billing units and current adopted sewer rates. Other revenues were calculated.
The development of the revenue requirement was based on the City’s FY 2025-26 adopted sewer budget. Using the escalation factors as shown in Table 2 – 3, a forecast of future O&M expenses was developed. As noted, the SVCW treatment costs were based on the projections provided by SVCW. The revenue requirement maintained the overall functional nature of the City’s system of accounts (i.e., salaries and wages, benefits, supplies). It should be noted that no other significant changes or extraordinary increases over the FY 2025-26 budget levels for operating expenses were assumed.
Total operation and maintenance expenses
for the City are projected to be
approximately $8.3 million in FY 2026-27. Of
this amount, approximately 43% or $3.6
million is related to SVCW wastewater
treatment costs. The SVCW wastewater
treatment costs are purchased services and
thus are not a “locally controlled” sewer cost.
Over the planning horizon, the O&M
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expenses are projected to increase to approximately $9.7 million by FY 2030-31.
2.2.5 Projection of Sewer Capital Improvement Projects and Funding A key component in the development of the City’s sewer revenue requirement was properly funding capital improvement needs. The sewer capital funding plan was developed from the City’s sewer capital improvement plan and master plan identified projects.
As noted in prior rate studies, a key objective is setting proposed rates at a level that establishes prudent funding for renewal and replacement needs. This Study includes increasing levels of renewal and replacement and capital funding over the five-year planning period. Renewal and replacement funding is approximately $6.6 million in FY 2026-2027, increasing to $6.8 million by FY 2030-2031.
In addition to the sewer capital plan, additional capital improvements have been outlined to reduce inflow and infiltration (I&I) in the sewer system. I&I rate funded capital is $450,000 in FY 2026-27, which remains at this level throughout the rate setting period. Provided below in Table 2 – 3 is a summary of the sewer capital improvement plan and funding.
Table 2 – 3
Summary of the Sewer Capital Improvement Plan ($000s)
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Sewer Capital Projects $6,500 $12,132 $18,541 $10,575 $7,154 $6,775 Less: Funding Sources
Operating Fund Reserves $0 $0 $0 $0 $0 $0
Capital Fund Reserves 0 5,557 9,216 0 0 0
Connection Fee Reserves 0 0 2,700 3,900 429 0
Grants 0 0 0 0 0 0
Total Funding Sources $0 $5,557 $11,916 $3,900 $429 $0
Sewer Capital from Rates $6,500 $6,575 $6,625 $6,675 $6,725 $6,775 I&I Capital Funding $350 $450 $450 $450 $450 $450
The City, based on the rate transition plan developed as part of the revenue requirement, is projected to have adequate resources to provide funding for the capital projects as shown above.
Prior rate study capital funding analyses have included the periodic issuance of long-term debt to fund identified capital improvement needs. However, for this Study no new long-term debt is planned to be issued given the availability of existing reserves and adequate rate (renewal and replacement) funding. Provided below is an overview of the funding sources the City has used and will continue to use to fund the planned improvements over the next five-year period.
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Rate Funding – A general financial guideline states that at a minimum, a utility should annually fund from rates an amount equal to or greater than annual depreciation expense for renewal and replacement funding. In this case, annual depreciation expense reflects the City’s current investment in the sewer collection plant being depreciated or “losing” its useful life. Therefore, this portion of plant investment needs to be replaced to maintain the existing level of infrastructure. More importantly, for a sewer utility, failure to maintain the collection system infrastructure could lead to infiltration and inflow (I&I) issues. With increased flows, the City’s overall cost of wastewater treatment would in turn also increase. That being the case, it becomes very cost-effective to properly and adequately maintain the collection system to minimize I&I issues. The City has taken a proactive approach in past studies as well as in this analysis to maintain capital funding equal to or greater than annual depreciation.
Capital Reserve Funding – The capital reserve can serve different purposes, but capital reserves are primarily a means to set aside funds for larger capital projects that may require funding greater than the annual rate funding component provides. Maintaining adequate capital reserves helps to smooth out the fluctuations in capital improvement spending, but it also provides the City with greater financial flexibility during the planning and construction of projects. As part of the capital funding plan, there will be approximately $55.2 million in capital projects over the five-year period, with an annual average ending cash balance of $26.4 million in capital reserves used as a funding source over the five-year rate setting period (FY 2026-27 – FY 2030-31). Over the planning horizon, close attention should be given to the capital reserve balance as to not reduce fund balances below minimum targets. The target minimum capital reserve amount is typically set equal to two years of annual depreciation expense.
Long-Term Debt – Another funding source for capital projects is the issuance of long-term debt (e.g., low-interest loans, revenue bonds). While there are certain advantages and disadvantages with the issuance of long-term debt, it is important to weigh all of them when deciding whether to issue new debt or fund a project by other means. Long-term debt is often issued for major capital projects which have an immediate impact on rates while also being a financing mechanism to smoothly finance / fund the major capital project. For this rate setting period, the City is not anticipating issuing any additional long-term debt.
2.2.6 Projection of Debt Service
The final component of the City’s revenue requirement is annual debt service payments. The City currently has three outstanding debt obligations: the 2016 refunding and the 2016 and 2019 revenue bonds, which amount to a total annual debt service payment of approximately $2.5 million for FY 2026-27. As mentioned previously, the City is not anticipating issuing additional long-term debt at this time. As a result, the three outstanding debt issuances will comprise the debt service payments for the planning period.
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2.2.7 Reserve Funding
Reserve funds can be drawn down to mitigate the need for rate adjustments or increased to replenish reserves if they have been drawn down in prior years. In this Study, change in working capital is primarily used to balance funds between the operating and capital reserves and to fund the capital improvement plan during the rate setting period.
2.2.8 Summary of the Sewer Revenue Requirement
Given the above projections of revenues and expenses, a summary of the revenue requirement for the sewer utility can be developed. In developing the final revenue requirement, consideration was given to the financial planning objectives of the City. In particular, emphasis was placed on attempting to minimize rates yet still have adequate funds to support the operational and capital expenses while maintaining the City’s target financial metrics throughout the projected time period. Presented below in Table 2 – 4 is a summary of the sewer revenue requirement. A detailed analysis of the sewer revenue requirement can be found in the Technical Appendix.
Table 2 – 4
Summary of Sewer Revenue Requirement ($000s)
Budget Projected
FY
2025-26[1]
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2030-31
Revenues
Retail Rate Revenues $16,983 $17,153 $17,325 $17,498 $17,673 $17,850 Other Revenues 309 1,231 1,130 951 958 973
Total Revenues $17,293 $18,384 $18,455 $18,449 $18,631 $18,823 Expenses
Collection O&M Expenses $4,556 $4,744 $4,936 $5,123 $5,302 $5,489 Treatment O&M Expenses 3,220 3,562 3,704 3,852 4,006 4,167 Repair & Replace. Funding 6,500 6,575 6,625 6,675 6,725 6,775 I/I Capital Funding 350 450 450 450 450 450
Total Debt Service 2,498 2,501 2,501 2,497 2,496 2,499
Change in Working Capital +/- 169 552 239 377 728 1,098 Total Expenses $17,293 $18,384 $18,455 $18,974 $19,708 $20,478 Balance/(Deficiency) of Funds $0 $0 $0 ($525) ($1,076) ($1,655) Cumulative as a % of Rates 0.0% 0.0% 0.0% 3.0% 6.1% 9.3% Proposed Rate Adjustments 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% Debt Service Coverage Ratio
Before Rate Adjustment 3.69 3.91 3.80 3.67 3.61 3.55
After Rate Adjustment 3.69 3.91 3.80 3.88 4.04 4.21
[1] Note: FY 2025-26 includes the revenues at the adopted rate levels from the prior rate study. Therefore, no rate adjustment is included in FY 2025-26.
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It is important to note that the “Balance/(Deficiency) of Funds” row in Table 2 – 4 is cumulative.
That is, any adjustments in the initial years will reduce the deficiency in later years. Rates need to be adjusted approximately 9.3% over the five-year period to adequately fund annual O&M expenses, annual repair and replacement funding, and the system’s capital needs over the fiveyear period. The size and timing of the adjustments is
critical as it is proposed that
the City set rates for a threeyear period. This is important as the rate transition plan, or
proposed rate adjustments,
have been developed for a 5-
year period. Adjustments to
the proposed rate
adjustments shown in the
initial years will result in the
need to adjust rates, more or
less, in later years. The graph
on the right illustrates the
projected revenues, expenses, and reserve funds. As can be seen, the level of revenues meet the level of expenses in FY 2026-27 and FY 2027-28, but rate adjustments are necessary in FY 2028- 29 through FY 2030-31.
Table 2 – 4 shows the total deficiency of revenues before sewer rate adjustments ranges from $0 in FY 2026-27 to $1.7 million in FY 2030-31. No rate adjustments are proposed for FY 2026-27 or FY 2027-28. Rate adjustments of 3.0% annually are proposed for FY 2028-29 – FY 2030-31. As noted previously, the projected rate adjustments proposed to start in FY 2028-29 allow the City to meet three key prudent financial criteria, which are as follows:
x Debt Service Coverage Ratios – DSC target of 2.0
x Adequate Renewal and Replacement Funding – Annual renewal and replacement funding exceeds depreciation over the five-year plan
x Maintain Prudent Reserve Fund Levels – Operating reserve target equal to or greater than annual minimum of 180 days of O&M and capital reserve target equal to or greater than two years of annual depreciation expense
Meeting these three key criteria are critical to the City being able to fund/finance capital projects with long-term debt in the future by demonstrating to the outside financial community its willingness and commitment to maintain a strong financial position. The revenue requirement developed in this Study will allow the City to develop cost-based rates that meet the City’s goals and objectives for maintaining the existing system and funding capital projects.
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2.2.9 Debt Service Coverage Ratios
Generally, revenue bonds contain covenants requiring rates to be set at an adequate level to ensure repayment of the annual principal and interest debt obligations. The financial measure of rate adequacy is typically determined using a debt service coverage ratio (DSC). The DSC ratio is a financial measure of the utility’s ability to repay the debt. Based on the City’s approach, the DSC ratio is set at a level such that revenues less operating expenses will be 2.0 times greater than the maximum annual debt service payment on the outstanding debt. That is, rates will be sufficient to pay projected O&M and have an additional annual debt service payment.
As noted above, the City
has established a target of
maintaining a 2.0 DSC ratio.
At present rate levels, the
sewer utility is meeting the
policy minimum.
While the City is not
planning on issuing
additional long-term debt
for this rate setting period,
the DSC ratio decreases
before the proposed rate
adjustments due to O&M
costs increasing while rate revenues remain relatively flat. Due to this, the proposed rate adjustments are necessary to maintain strong coverage ratios and continue to remain above the target of a 2.0 DSC ratio.1 This is an important financial target as planning around the absolute minimum level (e.g., 1.25 bond requirement) can result in a technical default on the bonds if unplanned expenditures occur or revenues are lower than anticipated in a given year. Planning a minimum DSC target of 2.0 was recommended by the City’s financial advisors during the most recent bond issuance process. A higher DSC ratio can result in a higher bond rating and lower interest rates and overall borrowing costs. As noted, for purposes of the Study, HDR is not acting as a municipal advisor to the City or calculating DSC ratios for reporting or verification purposes.
2.2.10 Review of the Sewer Reserve Levels
There can be many different purposes for reserves, and they can also be a good indicator of the long-term financial health of the utility. The City’s sewer utility currently has one reserve fund, however, for rate setting purposes, it was split into three reserve funds: an operating reserve fund, capital reserve fund, and connection fee reserve fund. The operating fund reserve has a minimum ending fund balance target of 180 days of O&M expenses plus an emergency reserve 1 A debt service coverage (DSC) ratio is an indicator of the amount of funds available to pay debt service after O&M expenses and other pre-debt obligations have been met. A DSC ratio of 1.25 means the utility has 25% more funds available to pay debt service than the amount of the debt service payment(s). For example, assuming a utility has a $1.0 million debt service payment, a DSC of 1.25 means that the utility has $1.25 million available to pay debt service (i.e. $1.25 million y $1.0 million = 1.25 DSC).
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of $2.0 million, which is approximately $7.5 million for FY 2026-27. The capital fund reserve has a target minimum of approximately two years of annual depreciation expense, or approximately $3.7 million for FY 2026-27. The connection fee reserve does not have a specific target minimum as connection fees may only be used for system expansion, or debt service issued for the expansion of the system.
Combined, the City’s target
minimum reserve is
approximately $11.2 million
for FY 2026-27, increasing to
$12.4 million by FY 2030-31.
Over the planning period,
the City is projected to
maintain adequate operating
and capital reserves and not
fall below the recommended
minimum reserve levels. The
annual cash flow and ending
reserve balances should be
reviewed each year to make
sure that the uses of funds do not place the reserve balance below the minimum level.
Additionally, as the sewer reserves approach the minimums, the need for rate adjustments should be evaluated to avoid future large rate adjustments for customers.
2.2.11 Consultant’s Conclusions
Based on the City’s revenue requirement analysis, no rate revenue adjustments are projected in FY 2026-27 or FY 2027-28. Starting in FY 2028-29, annual rate revenue adjustments of 3.0% are necessary through FY 2030-31 to prudently fund annual O&M and capital expenses. HDR has reached this conclusion for the following reasons:
x Rate adjustments are necessary to fund the City’s annual renewal and replacement needs x Rate adjustments are necessary to maintain prudent financial metrics for debt service coverage ratios and reserve levels
x The proposed rate adjustments maintain the City’s sewer system strong financial health, which is important as the City continues to maintain the existing system The rate transition plan presented in this Study provides the City with the ability to meet the goals and objectives for the City’s sewer system.
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3.1 Introduction
The purpose of a cost of service analysis is to proportionally distribute the total revenue requirement to the sewer customer classes of service. For the City’s Study, the customer classes of service are low strength and high strength customers. The previously developed revenue requirement for FY 2026-27 was utilized in the development of the cost of service analysis.
In order to determine the proportional distribution of costs to each customer class of service on the sewer system, a cost of service analysis is conducted. As outlined in the WEF MOP #27, and to meet the requirements of Proposition 218, the cost of service functionalizes, allocates, and distributes the sewer revenue requirement to each class of service in a proportional manner. In recent years, increasing emphasis has been placed on cost of service studies by government agencies, customers, utility regulatory commissions, and other parties. This interest has been generated in part by continued inflationary trends, increased operating and capital expenditures, as well as concerns of proportionality in rates among customers. Following the generally accepted guidelines and principles of a cost of service analysis will inherently lead to rates which are proportional, cost-based, and not viewed as arbitrary or capricious in nature. Provided below is a detailed discussion of the cost of service analysis for the sewer utility.
3.2 Objectives of a Cost of Service Study
There are two primary objectives in conducting a cost of service study:
x Proportionally distribute the allocated revenue requirement to the customer classes of service
x Derive average unit costs for subsequent rate designs The objectives of a cost of service analysis are different from determining the revenue requirement. As noted previously, a revenue requirement analysis determines the utility’s overall financial (revenue) needs, while the cost of service study determines the proportional manner in which to collect the revenue requirement.
The second rationale for conducting a cost of service analysis is to design the rates such that they properly reflect the costs incurred by the City to provide sewer service. For example, the City may incur costs related to flow or total volume, the strength of wastewater flow, and customer cost components. Each of these types of costs may be collected in a slightly different manner to allow for the development of a rate that collects costs in the same manner as they are incurred.
To determine the cost to serve each customer class on a system, three basic analytical tasks are completed: functionalization, allocation, and distribution of the FY 2026-27 revenue requirement. Each of these steps in the cost of service analysis is discussed in detail below.
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3.3 Determining the Customer Classes of
Service
One of the first tasks of a cost of service analysis is to determine the classes of service for the analysis. In
determining classes of service, the objective is to group customers together into similar or homogeneous groups
based on wastewater flow and strength characteristics
and/or sewer facility requirements. Based on the current rate schedules, the classes of service used within the sewer study are:
Low Strength
High Strength
The City is billed by SVCW based on the strength of the wastewater. In developing these customer classes of service, the costs of treatment can be distributed proportionately to reflect the impacts placed on the system.
3.4 General Cost of Service Procedures
A cost of service study utilizes a three-step approach to review costs, which take the form of functionalization, allocation, and distribution. Provided below is a detailed discussion of the sewer cost of service study conducted for the City, and the specific steps taken within the analysis.
3.4.1 Functionalization of Costs
The first analytical step of the sewer cost of service study is called functionalization. Functionalization is the
arrangement of sewer expenses and assets (infrastructure) data by major operating functions. This is generally
accomplished through the utility’s system of accounts. In this study, the City’s system of accounts was used to functionalize sewer plant assets and operating expenses.
3.4.2 Allocation of Costs
The second analytical task performed is the allocation of the functionalized expenses to cost components. This task
reviews each cost and attempts to determine why the sewer cost was incurred and what type of need was met (e.g.
volume, strength, customer). The cost allocators used for the sewer utility cost of service study are as follows:
x Volume Related Costs: Volume-related costs are
those that tend to vary according to the quantity of
wastewater collected and treated. An example of a volume related cost is electricity used Terminology of a Cost of
Service Analysis
Functionalization – The
arrangement of the cost data by
functional category (e.g.
treatment, collection).
Allocation – The assignment of
functionalized costs to cost
components (e.g. volume,
strength, and customer related).
Distribution – Distributing the
allocated costs to each customer
class based on the proportional
contribution to that specific cost
component.
Volume Costs – Costs that are
classified as volume related vary
with the total flow of sewer (e.g.
chemical use at the treatment
facility).
Strength Costs – Costs classified
as strength related refer to the
wastewater treatment function.
Typically, strength-related costs
are further defined as
biochemical oxygen demand
(BOD) and suspended solids (SS).
Customers with higher
wastewater strength
characteristics cost more to
treat. Facilities are often
designed and sized around
meeting these costs.
Direct Assignment – Costs that
can be clearly identified as
belonging to a specific customer
class.
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for pumping wastewater.
x Strength Related Costs: Strength related costs are those costs associated with the additional handling and treatment of high “strength” wastewater. Wastewater strength is typically measured in biochemical oxygen demand (BOD) and total suspended solids (SS). Increased levels of BOD or SS generally equate to increased treatment costs. Pretreatment is generally required if the discharge is known to regularly exceed the typical (i.e., domestic level) waste strength. For the City’s Study, portions of the SVCW treatment related costs are allocated to the strength component.
x Customer Related Costs: Customer-related costs vary with the addition or deletion of a customer. Customer related costs typically include the costs of billing, collecting, and accounting. Customer-related costs may also be further categorized as actual or weighted.
x Revenue Related: Some costs associated with the sewer utility may vary with the amount of revenue received by the utility. An example of a revenue related cost would be a utility tax, which is based on gross utility revenue.
x Direct Assignment: Certain costs associated with operating the utility may be directly traced to a specific sewer customer or class of service. These costs are then directly assigned to that specific class of service. It should be noted that there were no costs that were directly assigned during the development of the City’s cost of service analysis.
Once the costs have been allocated, the next step is to distribute the costs proportionally between the customer classes of service. Provided in the next section is a summary of the development of the distribution factors.
3.4.3 Development of Distribution Factors
Once the allocation process is complete, and the customer groups have been defined, the allocated costs are distributed to the customer classes of service. The City’s allocated costs were distributed using the following distribution factors:
Volume Distribution Factor: Volume-related costs are distributed on the basis of contribution to wastewater flows. In order to develop this distribution factor, some knowledge of the contribution to flows must be determined. The assumed wastewater contribution by customer class for FY 2026-27 was the basis for the development of the volume distribution factor. Sewer flows were projected based on historical winter water billing for low strength and high strength customers.
Strength Distribution Factor: Strength-related costs are allocated between biochemical oxygen demand (BOD) and suspended solids (SS). Both of these types of costs are distributed to the various classes of service based on the relative estimated strengths that each class of service contributed to the overall flow at the plant. Strength factors for the low strength and high strength customers were based on industry standard data. Customer Distribution Factor: Customer costs within the cost of service study are distributed to the customer classes of service based on their respective customer counts.
Two types of customer distribution factors were developed, actual and weighted. The DRAFT
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actual customer distribution factor was based on the actual number of accounts for each customer class. The weighted customer factor reflects the disproportionate costs associated with serving different types of customers. For purposes of the City’s Study, no cost differences were determined for the weighted customer factor. Revenue Related Distribution Factor: The revenue related distribution factor was developed from the projected rate revenues for FY 2026-27 for each customer group. As a point of reference, no costs were allocated to the revenue component and therefore, the revenue distribution factor was not used.
The development of the distribution factors is based on generally accepted principles as developed in the WEF MOP #27 to meet the proportionality requirements of Proposition 218.
Given the development of the distribution factors, the final step in the cost of service analysis is to distribute the allocated costs to the various customer classes of service.
3.4.4 Functionalization and Allocation of Sewer Plant in Service The next step of the cost of service is the functionalization and allocation of sewer plant in service. In performing the functionalization of plant in service, HDR utilized the City’s historical plant records. The allocation process included reviewing each group of assets and determining which cost classifiers the assets were related to. For example, the City’s assets were allocated as:
volume-related, strength-related, customer-related, or revenue-related. Provided below is a brief discussion of the allocation process used.
The City’s system assets are mostly collection related in nature. In this Study, the collection plant was classified as 75% volume and 25% actual customer to reflect a portion of the assets being in place to simply move wastewater from the customer to the treatment system as well as a portion being related to providing service based on the number of customers on the system. Table 3 – 1 shows the detail of the allocation for the City’s sewer plant in service. A more detailed exhibit of the City’s functionalization and allocation of plant investment can be found in the Technical Appendix.
Table 3 – 1
Summary of the Allocation of Sewer Plant in Service
Category
Volume
Related
BOD
Related
SS
Related
Actual
Customer
Direct
Assign
Sewer Operations 100.0% 0.0% 0.0% 0.0% 0.0%
Sewer Capital
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75.0% 0.0% 0.0% 25.0% 0.0%
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3.4.5 Functionalization and Allocation of Operating Expenses Operating expenses are generally functionalized and allocated in a manner similar to the corresponding plant account. For example, maintenance of collection lines is typically allocated in the same manner (allocation percentages) as the plant account for collection lines. This approach to the allocation of operating expenses was used for this analysis.
Table 3 – 2
Summary of the Allocation of Sewer Expenses
Category
Volume
Related
BOD
Related
SS
Related
Actual
Customer
Weighted
Customer
SVCW Treatment 45.0% 25.6% 29.5% 0% 0%
Planning and Project
Management, Sewer
Operations (Overall) 74.4% 0.5% 0.5% 23.8% 0.8%
Administrative Charge 0% 0% 0% 0% 100%
For the City’s Study, the revenue requirement for FY 2026-27 was functionalized, allocated, and distributed. As noted earlier, the City utilized a cash basis revenue requirement, which was comprised of operation and maintenance expenses, debt service, and capital additions funded from rates. The SVCW treatment costs were allocated based on the SVCW wholesale billing contract. A more detailed review of the allocation of the revenue requirement can be found in the Technical Appendix.
3.4.6 Major Assumptions of the Cost of Service Analysis A number of key assumptions were used within the City’s cost of service analysis. Below is a brief discussion of the major assumptions used.
The methodology used within the sewer cost of service analysis was based on generally accepted industry standard approaches and is consistent with the methodology used in the City’s prior sewer rate studies
The test period used for the sewer cost of service analysis was FY 2026-27. The revenue and expense data were previously developed within the revenue requirement analysis The cash basis approach was utilized, which conforms to generally accepted sewer cost of service approaches and methodologies
The allocation of plant in service was developed based on generally accepted cost allocation techniques and the City’s specific asset data
Customer volumes used within the Study were provided for each class of service by the City through Mid Peninsula’s average winter billing data
Strength distribution factors were based on overall strength levels at the treatment plant within the City’s records
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3.5 Summary of the Cost of Service Analysis
Given the allocation and distribution of the FY 2026-27 revenue requirement, a summary of the distributed costs as compared to the current revenues can be developed. Provided in Table 3 – 3 is a summary of the City’s sewer cost of service analysis.
Table 3 – 3
Summary of the FY 2026-27 Sewer Cost of Service Analysis ($000’s) Classes of Service
Present Rate
Revenues
Distributed
Costs
$
Difference
%
Difference
Low Strength $16,674 $16,691 ($16) 0.0%
High Strength 479 463 16 0.0%
Total $17,153 $17,153 $0 0.0%
The results of the cost of service analysis indicate very minimal cost differences between the customer classes of service. It should be noted that the cost of service analysis developed by HDR is not a simple fixed/variable analysis. Rather, the cost of service analysis distributes costs between the customer classes of service based on each customer class’s proportional share of volume, strength, and customer-related costs. As the City continues to monitor rates and cost of service results through future studies, cost of service adjustments may be made as the results are driven by customer consumption. Given that, no adjustments in the cost relationships between the customer classes of service are recommended at this time.
3.6 Consultant’s Conclusions and Recommendations
The overall distribution of costs between low strength and high strength customers reflects the overall system average increase, which is 0.0% for FY 2026-27. In addition, it was noted that customers have been adjusting their water consumption habits and consumptive use has changed over the last several years, which has a direct impact on the rates charged in future years. As the City continues to monitor rates and cost of service results through future studies, cost of service adjustments may be made as the results are driven by customer consumption.
Given these results, no adjustments in the cost relationships between the customer classes of service are recommended for the proposed three-year rate setting period. As a result, the overall proposed revenue/rate adjustments will be applied equally across all customers and rate components.
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4.1 Introduction
The final step of the City’s comprehensive sewer rate study is the design of sewer rates to collect the desired levels of revenues, based on the results of the revenue requirement and cost of service analyses. In reviewing sewer rate designs, consideration is given to the level of the rates and the structure of the rates.
4.2 Rate Design Goals and Objectives
Prudent rate administration dictates that several criteria must be considered when setting utility rates. Some of these rate design criteria are listed below:
9 Rates which are easy to understand from the customer’s perspective 9 Rates which are easy for the utility to administer
9 Consideration of the customer’s ability to pay
9 Continuity, over time, of the rate making philosophy
9 Policy considerations (encourage efficient use, economic development, etc.) 9 Provide revenue stability from month to month and year to year 9 Promote efficient allocation of the resource
9 Proportional and non-discriminatory (cost-based)
Many industry experts and regulatory agencies recognize that the last consideration, proportional and cost-based rates, should be of paramount importance and provide the primary guidance to utilities on rate structure and policy. It is important that the City provide its customers with a proper price signal as to what their consumption or usage is costing. This goal may be approached through rate level and structure. When developing the proposed rate designs, all of the above listed criteria can be taken into consideration. However, it should be noted that it is difficult, if not impossible, to design a rate that meets all the goals and objectives listed above. For example, it may be difficult to design a rate that takes into consideration the customer’s ability to pay and one which is cost-based. In designing rates, there are always tradeoffs between these various goals and objectives.
4.3 Development of Cost Based Sewer Rates
As mentioned, developing cost-based and proportional rates is of paramount importance in developing proposed sewer rates. While it is always a key consideration in developing rates, meeting the legal requirements and documenting the steps taken to meet the requirements has been in the forefront with the recent legal challenges in the State of California on utility rates.
Given this, the City’s proposed sewer rates have been developed to meet the requirements of California Constitution Article XIII D, Section 6 (Article XIII D). A key component of Article XIII D is the development of rates which reflect the cost of providing service and are proportionally distributed between the various customer classes of service. HDR would point out that there is no single methodology for proportionally assigning costs to the customer classes of service. The Water Environment Federation Manual of Practice No. 27 provides various methodologies which
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may be used to establish cost-based rates. Unfortunately, Article XIII D is not prescriptive and does not provide a specific methodology for establishing rates. Given that, HDR developed the City’s proposed sewer rates based on generally accepted rate setting methodologies to meet the requirements of Article XIII D.
HDR is of the opinion that the proposed rates meet the legal requirements of Article XIII D. HDR reached this conclusion based on the following:
x The revenue derived from sewer rates does not exceed the funds required to provide the property related service (i.e., sewer service). The proposed rates are designed to collect the overall revenue requirement of the City’s sewer system as identified in this Study. x The revenues derived from sewer rates shall not be used for any purpose other than that for which the fee or charge is imposed. The revenues derived from the City’s sewer rates are used exclusively to operate and maintain the City’s sewer system. x The amount of a fee or charge imposed upon a parcel or person as an incident of property ownership shall not exceed the proportional costs of the service attributable to the parcel.
The cost of service analysis focused exclusively on the issue of proportional assignment of costs to customer classes of service. The proposed rates have appropriately grouped customers into customer classes of service (low strength and high strength) that reflect the varying wastewater volumes and system requirements (i.e., the benefits they receive from and burdens they place on the system) of each customer class of service. The grouping of customers and rates into these classes of service creates the proportionality expected under Proposition 218 by having differing rates by customer class of service, which reflects both the level of revenue to be collected by the utility, and the manner in which these costs are incurred. As a result, these costs are assigned to customer classes of service based on their proportional impacts.
4.4 Present and Proposed Sewer Rates
The City’s sewer rate is comprised of two components, a collection system component and a treatment system component. Each parcel’s sewer charge is the sum of the base charges and flow charges for both collection and treatment. The proposed sewer rates maintain the current rate structure.
As part of the rate design analysis, the flow adjustment factor for FY 2026-27 was reset to 0.0% from 10.0% as maintained in the last rate study. After reviewing the Mid-Peninsula Water District consumption billing data, it was determined in discussion with City staff that the flow adjustment factor should be reset due to consumption increasing since the last rate study to pre-drought levels. As a result of this analysis and the cost of service analysis results, the proposed flow charges for FY 2026-27 are increased to account for the elimination of the flow adjustment charge, but customer bills will not be impacted as the flow charges were only increased by the flow adjustment factor percentage in order to reset it.
Table 4 – 1 provides the present and proposed rates for the low strength and high strength customers for the next five fiscal years.
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Table 4 – 1
Present and Proposed Sewer Rates (Annual)
Present
Rates
Proposed
Rates
FY 2026-27
Proposed
Rates
FY 2027-28
Proposed
Rates
FY 2028-29
Forecasted
Rates
FY 2029-30
Forecasted
Rates
FY 2030-31
COLLECTION
Low Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 6.63 7.29 7.29 7.51 7.74 7.97
High Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 12.88 14.17 14.17 14.60 15.04 15.49
TREATMENT
Low Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 3.28 3.61 3.61 3.72 3.83 3.94
High Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 6.38 7.02 7.02 7.23 7.45 7.67
COMBINED
Low Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 9.91 10.90 10.90 11.23 11.57 11.91
High Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 19.26 21.19 21.19 21.83 22.49 23.16 The above rates are based on the rate transition plan developed in the revenue requirement analysis and the proportional distribution of costs in the cost of service analysis. As noted above, the rate is split between collection and treatment to allow the City to pass through any increases in the wholesale treatment costs. In FY 2026-27 and FY 2027-28, no rate increases are proposed, however, the flow charges are increased to reflect the resetting of the flow adjustment factor to 0.0%. Starting in FY 2028-29, each component of the rate structure – fixed and variable – are proposed to be increased to meet the target revenue levels based on the rate transition plan.
At present rates, a typical low-strength customer with 8 hundred cubic feet of winter water average consumption would have a monthly bill of $146.43 (8 HCF X 1.10 = 8.80 HCF). Under the proposed rates and the flow adjustment factor being reset to 0.0%, the same customer would have a monthly bill of $146.42 in FY 2026-27. Table 4 – 2 shows the average low strength bill for the three-year rate setting period of FY 2026-27 through FY 2030-31.
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Table 4 – 2
Present and Proposed Sewer Rates (Monthly)
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Forecasted
FY 2029-30
Forecasted
FY 2030-31
Proposed Revenue Adjustment 0.0% 0.0% 3.0% 3.0% 3.0%
Present Average Monthly Bill [1] $146.43
After Proposed Rate Adj. [2] $146.42 $146.42 $150.83 $155.38 $159.99 Monthly Bill Difference (0.01) 0.00 4.41 4.55 4.61
Cumulative Bill Difference (0.01) (0.01) 4.40 8.95 13.56 % Change to Monthly Bill 0.0% 0.0% 3.0% 3.0% 3.0%
[1] – Current average bill assumes 10.0% flow adjustment factor and 8 HCF monthly consumption [2] –Proposed average bill assumes 0.0% flow adjustment factor and 8 HCF monthly consumption As a point of reference, the proposed rates for the three-year rate setting period of FY 2026-27, FY 2027-28, and FY 2028-29 are the focus of this Study and are the only rates proposed. The forecasted rates are for information only to provide the City with the expected future rates for planning purposes based on the assumptions of this Study. Proposed rates for future periods will be developed as part of future comprehensive sewer rate studies and may be revised based on the study assumptions at that time.
4.5 Average Residential Local Bill Comparison
A comparison of the City’s current average residential rate to other local surrounding sewer utilities has been developed. Provided in the chart below is a comparison of the City’s present and proposed rates compared to other SVCW member agencies and other local utilities.
As can be seen in the above graph, with the potential adjustments, the City’s sewer rates remain very competitive while funding the identified O&M and capital needs of the sewer utility for this Study.
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City of Belmont – Comprehensive Sewer Rate Study
4.6 City Council Review
Proposition 218 outlines the process to adopt and implement the proposed sewer rates. This includes the establishment of the cost basis and proportionality of the sewer rates, which is the purpose of the Study and is summarized in this report. At the time of this report’s writing, the Study results were anticipated to be presented to the City Council on April 14, 2026. If approved and moved by the City Council, a public hearing will be set and a customer notification sent to the City’s sewer customers.
4.7 Summary of the Sewer Rate Study
This completes the analysis for the City’s sewer rate study. The proposed sewer rates were developed using generally accepted rate making methods and principles as well as the City’s specific system customer data and information. The proposed sewer rate adjustments for the three-year rate setting period of FY 2026-27, FY 2027-28, and FY 2028-29 are needed to adequately support the operating and capital needs of the City’s sewer system. Adoption of the proposed sewer rates for this three-year period (FY 2026-27 through FY 2028-29) are projected to provide adequate funding for the sewer utility over this time period, while financially positioning the utility for anticipated future capital and operation needs. Even with these proposed annual adjustments, it is prudent for the City to annually revisit the sewer rates to confirm their ability to cover expenses and maintain the identified financial metrics (e.g., reserve targets, debt service coverage ratios, etc.).
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City of Belmont – Comprehensive Sewer Rate Study
Technical Appendix
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Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Sources of Funds
Operating Revenues $16,983,326 $17,153,159 $17,324,690 $17,497,937 $17,672,917 $17,849,646 $18,028,142 $18,208,424 $18,390,508 Other Revenue 309,428 1,230,582 1,130,482 950,944 958,485 973,038 995,003 1,024,982 1,063,316 ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- ----------------- Total Sources of Funds $17,292,754 $18,383,741 $18,455,172 $18,448,881 $18,631,402 $18,822,684 $19,023,145 $19,233,406 $19,453,824 Applications of Funds
Collection O&M Expense $4,555,544 $4,744,382 $4,936,205 $5,122,620 $5,302,205 $5,489,445 $5,684,713 $5,888,398 $6,100,914 Treatment O&M Expenses 3,219,973 3,561,658 3,704,124 3,852,289 4,006,381 4,166,636 4,333,302 4,506,634 4,686,899 Repair and Replacement Funding 6,500,000 6,575,000 6,625,000 6,675,000 6,725,000 6,775,000 6,825,000 6,875,000 6,925,000 I/I Capital Funding 350,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Total Debt Service 2,498,196 2,501,071 2,501,071 2,496,846 2,496,446 2,498,531 2,493,831 2,496,806 2,501,081 Change in Working Capital +/- 169,040 551,629 238,772 377,064 727,651 1,098,215 1,498,990 1,916,697 2,358,650 Total Revenue Requirements $17,292,753 $18,383,740 $18,455,172 $18,973,820 $19,707,683 $20,477,828 $21,285,836 $22,133,535 $23,022,544 Total Balance/(Deficiency) $0 $0 $0 ($524,938) ($1,076,281) ($1,655,144) ($2,262,690) ($2,900,129) ($3,568,720) Cumulative Balance as a % of Rate Revenues 0.0% 0.0% 0.0% 3.0% 6.1% 9.3% 12.6% 15.9% 19.4% Proposed Rate Adjustment 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Additional Revenue from Adjustment $0 $0 $0 $524,938 $1,076,281 $1,655,144 $2,262,691 $2,900,130 $3,568,720 Total Balance/(Deficiency) $0 $0 $0 ($0) ($0) $0 $0 $0 $0 Additional Rate Adjustment Required 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Residential Bill Comparison (8 HCF X Adjustment Factor) Monthly
After Proposed Rate Adjustment $146.43 $146.42 $146.42 $150.83 $155.38 $159.99 $164.79 $169.73 $174.83 Monthly Bill Difference (0.01) 0.00 4.41 4.55 4.61 4.80 4.94 5.09 Cumulative Bill Difference (0.01) (0.01) 4.40 8.95 13.56 18.36 23.31 28.40 Debt Service Coverage Ratio (Revenue Bonds Only)
Before Proposed Rate Adjustment 3.69 3.91 3.80 3.67 3.61 3.55 3.49 3.42 3.34 After Proposed Rate Adjustment 3.69 3.91 3.80 3.88 4.04 4.21 4.40 4.58 4.77 Ending Reserve Balances $46,057,697 $41,052,694 $32,075,797 $32,452,861 $33,180,512 $34,278,727 $35,777,717 $37,694,415 $40,053,065 Target Minimum (Operating + Capital) $10,852,000 $11,235,000 $11,530,000 $11,826,000 $12,114,000 $12,413,000 $12,724,000 $13,057,000 $13,391,000 City of Belmont
Sewer Cost of Service Study - Rate Transition Plan
Summary of Revenue Requirement
Exhibit 1
Projected
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Sewer Cost of Service Study
Exhibit 2
Data Assumptions
Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Escalation Factors
Revenues
Rate Revenue Estimated 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% Other Revenues Budget 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% Interest 0.4% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
Flat 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Expenses
Labor Budget 5.0% 5.0% 4.0% 3.0% 3.0% 3.0% 3.0% 3.0%
Profess/Contractual Budget 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Data Processing Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Benefits - Medical Budget 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% Benefits - Other Budget 5.3% 5.3% 5.3% 5.3% 5.3% 5.3% 5.3% 5.3% Materials & Supplies Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Equipment/Vehicles Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Education/Training Budget 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% Indirect Expense Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Miscellaneous Budget 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Utilities Budget 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% SVCW Treatment Budget 10.6% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% As Inflation Inflation 2.7% 2.7% 2.7% 2.7% 2.7% 2.7% 2.7% 2.7% 2.7% Revenue Bond Issue
Term in Years 30 30 30 30 30 30 30 30 30
Rate 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%
Projected
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Sewer Cost of Service Study Page 1 of 4
Exhibit 3
Sources and Applications of Funds
Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes
REVENUES
Operating Revenues
6805 Sewer Use Fees - Rate Revenues $16,983,326 $17,153,159 $17,324,690 $17,497,937 $17,672,917 $17,849,646 $18,028,142 $18,208,424 $18,390,508 As Rate Revenue ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Rate Revenues $16,983,326 $17,153,159 $17,324,690 $17,497,937 $17,672,917 $17,849,646 $18,028,142 $18,208,424 $18,390,508 Miscellaneous Revenues
6705 Public Works Service Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 As Flat 6706 City CIP Chargeback 176,566 176,566 176,566 176,566 176,566 176,566 176,566 176,566 176,566 As Flat 6850 Sewer Lateral Certificate Fee 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 As Flat 7111 Interest Earnings - Investments 0 921,154 821,054 641,516 649,057 663,610 685,575 715,554 753,888 As Interest 7112 Other Interest Earnings 0 0 0 0 0 0 0 0 0 As Flat
7113 Interest Revenue - Change 0 0 0 0 0 0 0 0 0 As Flat 7252 Reimbursements 0 0 0 0 0 0 0 0 0 As Flat
Standby Charges 130,062 130,062 130,062 130,062 130,062 130,062 130,062 130,062 130,062 As Flat ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Miscellaneous Revenues $309,428 $1,230,582 $1,130,482 $950,944 $958,485 $973,038 $995,003 $1,024,982 $1,063,316 TOTAL REVENUES $17,292,754 $18,383,741 $18,455,172 $18,448,881 $18,631,402 $18,822,684 $19,023,145 $19,233,406 $19,453,824
EXPENSES
Planning and Project Management (701)
Personnel
8101 Regular Salaries $437,297 $459,162 $482,120 $501,405 $516,447 $531,940 $547,898 $564,335 $581,266 As Labor 8102 Permanent Part-Time 0 0 0 0 0 0 0 0 0 As Labor
8103 Temporary Part-Time 13,000 $13,650 14,333 14,906 15,353 15,814 16,288 16,777 17,280 As Labor 8111 Overtime 0 0 0 0 0 0 0 0 0 As Labor
8112 Standby/Unscheduled 0 0 0 0 0 0 0 0 0 As Labor
8114 Acting Pay 0 0 0 0 0 0 0 0 0 As Labor
8119 Termination Pay 0 0 0 0 0 0 0 0 0 As Labor
8211 P.E.R.S. Retirement 118,447 124,725 131,335 138,296 145,626 153,344 161,471 170,029 179,040 As Benefits - Other 8221 F.I.C.A Social Security 806 849 894 941 991 1,043 1,099 1,157 1,218 As Benefits - Other 8231 Health Insurance 0 0 0 0 0 0 0 0 0 As Benefits - Medical 8232 Medicare 6,801 7,277 7,786 8,332 8,915 9,539 10,206 10,921 11,685 As Benefits - Medical 8233 Life & Disability Insurance 1,897 2,030 2,172 2,324 2,487 2,661 2,847 3,046 3,259 As Benefits - Medical 8235 State Unemployment Insurance 0 0 0 0 0 0 0 0 0 As Benefits - Other 8241 Dental Plan 2,751 2,944 3,150 3,370 3,606 3,858 4,129 4,418 4,727 As Benefits - Medical 8242 Vision Plan 707 756 809 866 927 992 1,061 1,135 1,215 As Benefits - Medical 8253 Allowances 1,200 1,264 1,331 1,401 1,475 1,554 1,636 1,723 1,814 As Benefits - Other 8259 Deferred Compensation 12,175 12,820 13,500 14,215 14,969 15,762 16,597 17,477 18,403 As Benefits - Other 8271 SEC 125 Benefits 81,507 87,212 93,317 99,850 106,839 114,318 122,320 130,882 140,044 As Benefits - Medical 8281 Benefit Prefunding 34,344 36,164 38,081 40,099 42,224 44,462 46,819 49,300 51,913 As Benefits - Other 8283 GASB 68 Pension Expense 0 0 0 0 0 0 0 0 0 As Benefits - Other 8284 GASB 75 OPEB Expense 0 0 0 0 0 0 0 0 0 As Benefits - Other 8285 Workers' Compensation 11,910 12,541 13,206 13,906 14,643 15,419 16,236 17,097 18,003 As Benefits - Other ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Personnel $722,842 $761,394 $802,033 $839,910 $874,501 $910,705 $948,607 $988,297 $1,029,868 Supplies & Services
8351 Other Professional/Technical $86,000 $87,686 $89,406 $91,159 $92,946 $94,769 $96,627 $98,521 $100,453 As Profess/Contractual 8356 EOC - Disaster Preparedness 0 0 0 0 0 0 0 0 0 As Education/Training 8359 Computer Software License 0 0 0 0 0 0 0 0 0 As Materials & Supplies 8442 Equipment/Vehicle Rental 0 0 0 0 0 0 0 0 0 As Equipment/Vehicles 8522 Liability Insurance Charge 13,472 13,876 14,292 14,721 15,163 15,618 16,086 16,569 17,066 As Miscellaneous 8531 Postage/Delivery Service 0 0 0 0 0 0 0 0 0 As Materials & Supplies 8532 Telephone 0 0 0 0 0 0 0 0 0 As Utilities
8550 Printing & Binding 0 0 0 0 0 0 0 0 0 As Materials & Supplies 8580 Travel & Training 1,500 1,530 1,561 1,592 1,624 1,656 1,689 1,723 1,757 As Education/Training 8591 Membership & Dues 4,000 4,080 4,162 4,245 4,330 4,416 4,505 4,595 4,687 As Education/Training 8599 Miscellaneous 3,000 3,090 3,183 3,278 3,377 3,478 3,582 3,690 3,800 As Miscellaneous 8610 General Supplies 1,000 1,030 1,061 1,093 1,126 1,159 1,194 1,230 1,267 As Materials & Supplies 8612 Small Tools 0 0 0 0 0 0 0 0 0 As Miscellaneous
8680 Books/Manuals/Subscriptions 0 0 0 0 0 0 0 0 0 As Miscellaneous ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $108,972 $111,292 $113,664 $116,087 $118,564 $121,096 $123,683 $126,328 $129,030 Projected
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City of Belmont
Sewer Cost of Service Study Page 2 of 4
Exhibit 3
Sources and Applications of Funds
Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes Projected
Administrative & Other
8307 Vehicle Usage Charge $11,268 $11,606 $11,954 $12,313 $12,682 $13,063 $13,455 $13,858 $14,274 As Equipment/Vehicles 8308 Computer Usage Charge 57,281 58,999 60,769 62,592 64,470 66,404 68,397 70,448 72,562 As Data Processing 8309 Building Maintenance Charge 45,518 46,884 48,290 49,739 51,231 52,768 54,351 55,981 57,661 As Miscellaneous 8310 Administrative Support 142,536 146,812 151,216 155,753 160,426 165,238 170,195 175,301 180,560 As Miscellaneous 8314 Equipment Allocation - IT Charge 3,618 3,727 3,838 3,953 4,072 4,194 4,320 4,450 4,583 As Equipment/Vehicles 8315 Equipment Allocation Charge 525 541 557 574 591 609 627 646 665 As Equipment/Vehicles ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $260,746 $268,568 $276,625 $284,924 $293,472 $302,276 $311,344 $320,685 $330,305 Total Planning and Project Management (701) $1,092,560 $1,141,255 $1,192,322 $1,240,922 $1,286,537 $1,334,077 $1,383,635 $1,435,309 $1,489,203 Sanitary Sewer Operations (710)
Personnel
8101 Regular Salaries $833,589 $875,268 $919,032 $955,793 $984,467 $1,014,001 $1,044,421 $1,075,754 $1,108,026 As Labor 8103 Temporary Part-Time 0 0 0 0 0 0 0 0 0 As Labor
8111 Overtime 12,000 12,600 13,230 13,759 14,172 14,597 15,035 15,486 15,951 As Labor 8112 Standby/Unscheduled 24,649 25,881 27,176 28,263 29,110 29,984 30,883 31,810 32,764 As Labor 8114 Acting Pay 0 0 0 0 0 0 0 0 0 As Labor
8119 Termination Pay 0 0 0 0 0 0 0 0 0 As Labor
8211 P.E.R.S. Retirement 219,689 231,333 243,593 256,504 270,098 284,413 299,487 315,360 332,074 As Benefits - Other 8221 F.I.C.A. Social Security 0 0 0 0 0 0 0 0 0 As Benefits - Other 8231 Health Insurance 0 0 0 0 0 0 0 0 0 As Benefits - Medical 8232 Medicare 13,101 14,018 14,999 16,049 17,173 18,375 19,661 21,037 22,510 As Benefits - Medical 8233 Life & Disability Insurance 3,572 3,822 4,090 4,376 4,682 5,010 5,361 5,736 6,137 As Benefits - Medical 8235 State Unemployment Insurance 0 0 0 0 0 0 0 0 0 As Benefits - Other 8241 Dental Plan 8,115 8,683 9,291 9,941 10,637 11,382 12,178 13,031 13,943 As Benefits - Medical 8242 Vision Plan 2,021 2,162 2,314 2,476 2,649 2,835 3,033 3,245 3,472 As Benefits - Medical 8251 Uniform Allowance 0 0 0 0 0 0 0 0 0 As Benefits - Other 8253 Allowances 480 505 532 560 590 621 654 689 726 As Benefits - Other 8259 Deferred Compensation 26,744 28,161 29,654 31,226 32,881 34,623 36,458 38,391 40,425 As Benefits - Other 8271 SEC 125 Benefits 225,344 241,118 257,996 276,056 295,380 316,057 338,181 361,853 387,183 As Benefits - Medical 8281 Benefit Prefunding 71,775 75,579 79,585 83,803 88,244 92,921 97,846 103,032 108,493 As Benefits - Other 8282 Compensated Absences 0 0 0 0 0 0 0 0 0 As Labor
8285 Workers' Compensation 107,977 113,700 113,700 113,700 113,700 113,700 113,700 113,700 113,700 As Benefits - Other ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Personnel $1,549,056 $1,632,832 $1,715,191 $1,792,505 $1,863,784 $1,938,519 $2,016,899 $2,099,124 $2,185,404 Supplies & Services
8305 After Hours Dispatch Service $10,000 $10,196 $10,396 $10,600 $10,808 $11,020 $11,236 $11,456 $11,681 As Profess/Contractual 8311 Property Tax Admin Fee 46,857 47,326 47,799 48,277 48,760 49,247 49,740 50,237 50,739 As Rate Revenue 8351 Other Professional/Tech 115,000 117,255 119,554 121,898 124,288 126,725 129,210 131,744 134,327 As Profess/Contractual 8359 Computer Software License 0 0 0 0 0 0 0 0 0 As Materials & Supplies 8411 Water 11,500 12,075 12,679 13,313 13,978 14,677 15,411 16,182 16,991 As Utilities 8417 Other Waste Water Treatment 250,000 262,500 275,625 289,406 303,877 319,070 335,024 351,775 369,364 As Utilities 8418 S.V.C.W. Sewer Treatment 3,219,973 3,561,658 3,704,124 3,852,289 4,006,381 4,166,636 4,333,302 4,506,634 4,686,899 As SVCW Treatment 8430 Repair & Maintenance Service 10,000 10,300 10,609 10,927 11,255 11,593 11,941 12,299 12,668 As Miscellaneous 8441 Land/Building Rentals 56,000 57,680 59,410 61,193 63,028 64,919 66,867 68,873 70,939 As Miscellaneous 8442 Equipment/Vehicle Rental 0 0 0 0 0 0 0 0 0 As Equipment/Vehicles 8522 Liability Insurance Charge 69,648 71,737 73,890 76,106 78,389 80,741 83,163 85,658 88,228 As Equipment/Vehicles 8530 Communications 8,000 8,240 8,487 8,742 9,004 9,274 9,552 9,839 10,134 As Materials & Supplies 8532 Telephone 0 0 0 0 0 0 0 0 0 As Materials & Supplies 8580 Travel And Training 11,500 11,730 11,965 12,204 12,448 12,697 12,951 13,210 13,474 As Education/Training 8590 Street Access Fee 204,204 204,204 204,204 204,204 204,204 204,204 204,204 204,204 204,204 As Flat 8591 Memberships & Dues 8,500 8,670 8,843 9,020 9,201 9,385 9,572 9,764 9,959 As Education/Training 8599 Miscellaneous 1,000 1,030 1,061 1,093 1,126 1,159 1,194 1,230 1,267 As Miscellaneous 8610 General Supplies 8,000 8,240 8,487 8,742 9,004 9,274 9,552 9,839 10,134 As Materials & Supplies 8612 Small Tools 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 As Materials & Supplies 8613 Safety Equipment 25,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 As Miscellaneous 8632 Natural Gas & Electricity 89,100 93,555 98,233 103,144 108,302 113,717 119,403 125,373 131,641 As Utilities 8639 Gasoline 25,000 26,250 27,563 28,941 30,388 31,907 33,502 35,178 36,936 As Utilities 8641 Repair & Maintenance Supplies 45,000 46,350 47,741 49,173 50,648 52,167 53,732 55,344 57,005 As Miscellaneous 8680 Books/Manuals/Subscriptions 500 515 530 546 563 580 597 615 633 As Materials & Supplies ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $4,229,782 $4,600,711 $4,773,635 $4,953,527 $5,140,671 $5,335,364 $5,537,915 $5,748,647 $5,967,894 DRAFT 04/02/26 4 of 22
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City of Belmont
Sewer Cost of Service Study Page 3 of 4
Exhibit 3
Sources and Applications of Funds
Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes Projected
Administrative & Other
8307 Vehicle Usage Charge $284,617 $293,156 $301,950 $311,009 $320,339 $329,949 $339,848 $350,043 $360,544 As Equipment/Vehicles 8308 Computer Usage Charge 152,457 157,031 161,742 166,594 171,592 176,739 182,042 187,503 193,128 As Data Processing 8309 Building Maintenance Charge 121,147 124,781 128,525 132,381 136,352 140,443 144,656 148,996 153,465 As Miscellaneous 8310 Administrative Support 194,380 200,211 206,218 212,404 218,776 225,340 232,100 239,063 246,235 As Miscellaneous 8314 Equipment Allocation - IT Charge 9,628 9,917 10,214 10,521 10,836 11,161 11,496 11,841 12,196 As Equipment/Vehicles 8315 Equipment Allocation Charge 1,890 1,947 2,005 2,065 2,127 2,191 2,257 2,324 2,394 As Equipment/Vehicles ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $764,119 $787,043 $810,654 $834,973 $860,023 $885,823 $912,398 $939,770 $967,963 Total Sanitary Sewer Operations (710) $6,542,957 $7,020,585 $7,299,480 $7,581,006 $7,864,477 $8,159,706 $8,467,212 $8,787,541 $9,121,262 Sanitary Sewer Capital Operations (730)
Supplies & Services
8331 Engineering/Architecture $0 $0 $0 $0 $0 $0 $0 $0 $0 As Miscellaneous 8351 Other Professional/Tech 10,000 10,300 10,609 10,927 11,255 11,593 11,941 12,299 12,668 As Miscellaneous 8354 Bond Issuance Costs 0 0 0 0 0 0 0 0 0 As Miscellaneous 8361 Bond Amortization Expense 0 0 0 0 0 0 0 0 0 As Miscellaneous 8368 City Project Management & Services 0 0 0 0 0 0 0 0 0 As Miscellaneous 8531 Postage/Delivery Service 0 0 0 0 0 0 0 0 0 As Miscellaneous 8550 Printing and Binding 0 0 0 0 0 0 0 0 0 As Miscellaneous 8599 Miscellaneous 0 0 0 0 0 0 0 0 0 As Miscellaneous
8610 General Supplies 0 0 0 0 0 0 0 0 0 As Miscellaneous ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $10,000 $10,300 $10,609 $10,927 $11,255 $11,593 $11,941 $12,299 $12,668 Administrative & Other
8310 Administrative Support $130,000 $133,900 $137,917 $142,055 $146,316 $150,706 $155,227 $159,884 $164,680 As Miscellaneous ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $130,000 $133,900 $137,917 $142,055 $146,316 $150,706 $155,227 $159,884 $164,680 Capital Outlay
9030 Improvement Other Than Building $0 $0 $0 $0 $0 $0 $0 $0 $0 As Miscellaneous ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Capital Outlay $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Sanitary Sewer Capital Operations (730) $140,000 $144,200 $148,526 $152,982 $157,571 $162,298 $167,167 $172,182 $177,348 Total Operating & Maintenance Expense $7,775,517 $8,306,040 $8,640,329 $8,974,909 $9,308,585 $9,656,081 $10,018,014 $10,395,032 $10,787,813
6.8% 4.0% 3.9% 3.7% 3.7% 3.7% 3.8% 3.8%
Repair and Replacement Funding $6,500,000 $6,575,000 $6,625,000 $6,675,000 $6,725,000 $6,775,000 $6,825,000 $6,875,000 $6,925,000 FY 2024-25 Approx. Depr. $1,874,151 I/I Capital Funding Transfer $350,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 Deferred Capital Funding (Debt Service) $0 $0 $0 $0 $0 $0 $0 $0 $0 Debt Service
2016 Sewer Revenue Refunding $768,505 $764,505 $769,255 $771,455 $773,355 $773,950 $771,550 $298,150 $295,200 Debt Schedule 2016 Sewer Revenue 620,191 628,941 621,941 619,141 616,341 618,331 617,531 1,091,531 1,097,631 Debt Schedule 2019 Sewer Revenue 1,109,500 1,107,625 1,109,875 1,106,250 1,106,750 1,106,250 1,104,750 1,107,125 1,108,250 Debt Schedule New Low Interest Loan 0 0 0 0 0 0 0 0 0
New Revenue Bond 2024/2025 0 0 0 0 0 0 0 0 0
New Revenue Bond 2027/2028 0 0 0 0 0 0 0 0 0
---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Debt Service $2,498,196 $2,501,071 $2,501,071 $2,496,846 $2,496,446 $2,498,531 $2,493,831 $2,496,806 $2,501,081 DRAFT 04/02/26 5 of 22
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City of Belmont
Sewer Cost of Service Study Page 4 of 4
Exhibit 3
Sources and Applications of Funds
Budget
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Notes Projected
Change in Working Capital +/-
Operating (Cash) Reserve Transfer $0 $0 $0 $0 $227,651 $348,215 $98,990 $316,697 $158,650 Capital Reserve Transfer 169,040 551,629 238,772 377,064 500,000 750,000 1,400,000 1,600,000 2,200,000 Connection Fee Transfer 0 0 0 0 0 0 0 0 0
---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Change in Working Capital +/- $169,040 $551,629 $238,772 $377,064 $727,651 $1,098,215 $1,498,990 $1,916,697 $2,358,650 TOTAL REVENUE REQUIREMENT $17,292,753 $18,383,740 $18,455,172 $18,973,820 $19,707,683 $20,477,828 $21,285,836 $22,133,535 $23,022,544 Total Balance/(Deficiency) of Funds $0 $0 $0 ($524,938) ($1,076,281) ($1,655,144) ($2,262,690) ($2,900,129) ($3,568,720) Total Incr. as a % of Current Rates 0.0% 0.0% 0.0% 3.0% 6.1% 9.3% 12.6% 15.9% 19.4% Proposed Rate Adjustment 0.0% 0.0% 0.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Additional Revenue from Rate Increase $0 $0 $0 $524,938 $1,076,281 $1,655,144 $2,262,691 $2,900,130 $3,568,720 Balance/(Deficiency) of Funds $0 $0 $0 ($0) ($0) $0 $0 $0 $0 Deficiency as a % of Retail Rate Revenues 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Residential Bill Comparison (8 HCF X Adjustment Factor) After Proposed Rate Adjustment $146.43 $146.42 $146.42 $150.83 $155.38 $159.99 $164.79 $169.73 $174.83 Monthly Bill Difference (0.01) 0.00 4.41 4.55 4.61 4.80 4.94 5.09 Cumulative Bill Difference (0.01) (0.01) 4.40 8.95 13.56 18.36 23.31 28.40 Percentage Overall Change 0.0% 0.0% 3.0% 5.9% 8.7% 11.5% 14.1% 16.7%
0.0% 0.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%
Debt Service Coverage Ratio (Revenue Bonds Only)
Before Proposed Rate Adjustment 3.69 3.91 3.80 3.67 3.61 3.55 3.49 3.42 3.34 Minimum 1.0/Min Target 1.25 After Proposed Rate Adjustment 3.69 3.91 3.80 3.88 4.04 4.21 4.40 4.58 4.77 Minimum 1.0/Min Target 1.25 Reserve Balances $47,822,277
Operating (Cash) Reserve
Beginning Reserve Balance $8,000,000 $8,000,000 $8,000,001 $8,000,001 $8,000,001 $8,227,652 $8,575,867 $8,674,857 $8,991,555 Plus: To Reserves 0 0 0 0 227,651 348,215 98,990 316,697 158,650 Less: Transfers to Capital Reserve 0 0 0 0 0 0 0 0 0 Needs to be (-) Less: Other Uses of Funds 0 0 0 (0) (0) 0 0 0 0
Ending Reserve Balance $8,000,000 $8,000,001 $8,000,001 $8,000,001 $8,227,652 $8,575,867 $8,674,857 $8,991,555 $9,150,205 Target Minimum = 180 Days of O&M $5,180,000 $5,490,000 $5,710,000 $5,930,000 $6,140,000 $6,360,000 $6,590,000 $6,840,000 $7,090,000 Emergency/Litigation Reserve 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Target Minimum $7,180,000 $7,490,000 $7,710,000 $7,930,000 $8,140,000 $8,360,000 $8,590,000 $8,840,000 $9,090,000 Capital Project Reserve
Beginning Reserve Balance $37,888,657 $38,057,697 $33,052,693 $24,075,796 $24,452,860 $24,952,860 $25,702,860 $27,102,860 $28,702,860 Plus: To Reserves 169,040 551,629 238,772 377,064 500,000 750,000 1,400,000 1,600,000 2,200,000 Plus: Bond Funds Year 1 0 0 0 0 0 0 0 0 0 Input from City Projections Plus: Bond Funds Year 2 0 0 0 0 0 0 0 0 0
Plus: Transfers from Operating Reserve 0 0 0 0 0 0 0 0 0 Plus: From CIP 0 0 0 0 0 0 0 0 0
Less: CIP 0 (5,556,633) (9,215,669) 0 0 0 0 0 0
Less: Other Uses of Funds 0 0 0 0 0 0 0 0 0
Ending Reserve Balance $38,057,697 $33,052,693 $24,075,796 $24,452,860 $24,952,860 $25,702,860 $27,102,860 $28,702,860 $30,902,860 Target Minimum = 2 Yr's of Ann Depr Exp $3,672,000 $3,745,000 $3,820,000 $3,896,000 $3,974,000 $4,053,000 $4,134,000 $4,217,000 $4,301,000 FY 2024-25 Approx. Depr. $1,874,151 X 2 Connection Fee Reserve (Restricted)
Beginning Reserve Balance $1,933,620 $1,933,620 $1,933,620 $13,620 $13,620 $424,620 $424,620 $424,620 $424,620 Plus: To Reserves 0 0 780,000 3,900,000 840,000 0 0 0 0 Less: Use of Funds 0 0 (2,700,000) (3,900,000) (429,000) 0 0 0 0 Ending Reserve Balance $1,933,620 $1,933,620 $13,620 $13,620 $424,620 $424,620 $424,620 $424,620 $424,620 Ending Reserve Balances $46,057,697 $41,052,694 $32,075,797 $32,452,861 $33,180,512 $34,278,727 $35,777,717 $37,694,415 $40,053,065 Target Minimum (Operating + Capital) $10,852,000 $11,235,000 $11,530,000 $11,826,000 $12,114,000 $12,413,000 $12,724,000 $13,057,000 $13,391,000 ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- $35,205,697 $29,817,694 $20,545,797 $20,626,861 $21,066,512 $21,865,727 $23,053,717 $24,637,415 $26,662,065 Monthly
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City of Belmont
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Exhibit 4
Capital Improvement Projects
Capital Improvement Projects FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 Total Notes Fund 503 Condition Related Capital Improvement Projects Sewer Rehabilitation - Annual $110,000 $100,000 $100,000 $100,000 $100,000 $0 $0 $0 $0 $510,000 Pump Station Rehabilitation 48,870 10,000 0 10,000 0 0 0 0 0 68,870 Hiller Pump St. Rehabilitation 645,000 15,000 0 0 0 0 0 0 0 660,000 Basin Rehabilitation Projects 283,000 15,000 0 0 0 0 0 0 0 298,000 Residential Gravity Replacement 2,380,400 4,135,000 2,887,600 3,170,542 4,019,491 0 0 0 0 16,593,033 Sanitary and Storm Sewer Infrastructure Repair Project 0 800,000 0 0 0 0 0 0 0 800,000 Island Parkway Pump Station Rehabilitation 0 700,000 5,000,000 0 0 0 0 0 0 5,700,000 San Juan Pump Station Rehabilitation 200,000 5,683,853 0 0 0 0 0 0 0 5,883,853 Sewer System Capacity Study Update 3,000 0 0 0 0 0 0 0 0 3,000 HIA Cost of Sewer Service Annexation 0 30,000 677,500 0 0 0 0 0 0 707,500 Sports Complex FM 0 44,160 51,520 0 0 0 0 0 0 95,680
Hiller FM 0 0 0 0 200,000 0 0 0 0 200,000
Total Fund 503 Condition Related Capital Improvement Projects $3,670,270 $11,533,013 $8,716,620 $3,280,542 $4,319,491 $0 $0 $0 $0 $31,519,936 Fund 505 Capital Improvement Projects (Capacity Related) San Juan Pump Station Rehabilitation $0 $0 $4,000,000 $0 $0 $0 $0 $0 $0 $4,000,000 HIA Cost of Sewer Service Annexation 0 0 4,182,500 4,182,500 249,000 0 0 0 0 8,614,000 Lyall Way Sewer Capacity Improvement Project (CCIP 3) 0 199,740 0 0 0 0 0 0 0 199,740 Elmer Street and Ralston Avenue Sewer Capacity Improvement Project (CCIP 6) 0 321,120 749,280 0 0 0 0 0 0 1,070,400 Waltermire Street Sewer Capacity Improvement Project (CCIP 7) 0 77,760 181,440 0 0 0 0 0 0 259,200 Harbor Blvd and Karen Rd Sewer Capacity Improvement Project (CCIP 8) 0 0 710,829 2,153,051 0 0 0 0 0 2,863,880 Tahoe Dr. and Bryce Ct Sewer Capacity Improvement Project (CCIP 4) 0 0 0 0 80,000 0 0 0 0 80,000 Kedith St and Ralston Ave Sewer Capacity Improvement Project (CCIP 5) 0 0 0 0 100,000 0 0 0 0 100,000 Total Fund 505 Capital Improvement Projects $0 $598,620 $9,824,049 $6,335,551 $429,000 $0 $0 $0 $0 $17,187,220 Total Capital Improvement Projects $3,670,270 $12,131,633 $18,540,669 $9,616,093 $4,748,491 $0 $0 $0 $0 $48,707,156 Future Unidentified Capital Needs $2,829,730 $0 $0 $958,907 $2,405,509 $6,775,000 $6,825,000 $6,875,000 $6,925,000 $33,594,146 To Capital Reserve Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Sewer Capital $6,500,000 $12,131,633 $18,540,669 $10,575,000 $7,154,000 $6,775,000 $6,825,000 $6,875,000 $6,925,000 $82,301,302 Less: Funding Sources
Grants $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Capital Reserve 0 5,556,633 9,215,669 0 0 0 0 0 0 14,772,302 Connection Fee Reserve 0 0 2,700,000 3,900,000 429,000 0 0 0 0 7,029,000 Additional Long-Term Debt 0 0 0 0 0 0 0 0 0 0
Total Funding Sources $0 $5,556,633 $11,915,669 $3,900,000 $429,000 $0 $0 $0 $0 $21,801,302 Total Capital Improvement Funded Through Rates $6,500,000 $6,575,000 $6,625,000 $6,675,000 $6,725,000 $6,775,000 $6,825,000 $6,875,000 $6,925,000 $60,500,000 FY 2024-25 Approx. Depr. $1,874,151 I/I Capital Funding $350,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $3,950,000 DRAFT 04/02/26 7 of 22
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Exhibit 5F
Revenue At Present Rates for 2024-2025
Use Description
Billing
Units 0.10
Rate Per
Billing Unit Total
Standby Charge 522 $245.40 $128,098.80
Low Strength
Collection
Base Charge $/Unit 10,821 $447.89 $4,846,617.69
Flow Charge $/HCF 768,061 6.38 4,900,232.31
Total $9,746,850.00
Treatment
Base Charge $/Unit 10,821 $235.39 $2,547,155.19
Flow Charge $/HCF 768,061 3.15 2,419,393.69
Total $4,966,548.88
Total Low Strength Revenue $14,713,398.88
High Strength
Collection
Base Charge $/Unit 28 $447.89 $12,540.92
Flow Charge $/HCF 24,404 12.39 302,360.48
Total 792,465 0 $314,901.40
Treatment
Base Charge $/Unit 28 $235.39 $6,590.92
Flow Charge $/HCF 24,404 0 6.14 149,838.04
Total $156,428.96
Total High Strength Revenue $471,330.36
Summary of Revenues at Present Rates
Total Number of Billing Units
Standby 522
Low Strength 10,821
High Strength 28
Total 11,371
Total Annual Flow
Residential 768,061
High Strength 24,404
Total 792,465
Total Revenue
Standby Charge Revenue $128,099
Low Strength Revenue $14,713,399
High Strength Revenue 471,330
Total $15,184,729
Total Revenue $15,312,828
2021-22 2022-23 2023-24 Average 2024-25
Billed HCF 807,524 722,463 689,108 739,698 792,465
% Adjustment Factor 0.09 0.10 0.10 0.10
Total HCF 880,202 794,710 765,675 813,529 792,465
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City of Belmont
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Exhibit 5G
Projected Revenue At Present Rates for 2025-2026
Use Description
Billing
Units 0.00
Rate Per
Billing Unit Total
Standby Charge 530 $245.40 $130,062.00
Low Strength
Collection
Base Charge $/Unit 11,264 $465.80 $5,246,771.20
Flow Charge $/HCF 858,218 6.63 5,689,986.33
Total $10,936,757.53
Treatment
Base Charge $/Unit 11,264 $244.81 $2,757,539.84
Flow Charge $/HCF 858,218 3.28 2,814,955.53
Total $5,572,495.37
Total Low Strength Revenue $16,509,252.91
High Strength
Collection
Base Charge $/Unit 28 $465.80 $13,042.40
Flow Charge $/HCF 23,581 12.88 303,727.02
Total 881,799 0 $316,769.42
Treatment
Base Charge $/Unit 28 $244.81 $6,854.68
Flow Charge $/HCF 23,581 0 6.38 150,448.63
Total $157,303.31
Total High Strength Revenue $474,072.73
Summary of Revenues at Present Rates
Total Number of Billing Units
Standby 530
Low Strength 11,264
High Strength 28
Total 11,822
Total Annual Flow
Residential 858,218
High Strength 23,581
Total 881,799
Total Revenue
Standby Charge Revenue $130,062
Low Strength Revenue $16,509,253
High Strength Revenue 474,073
Total $16,983,326
Total Revenue $17,113,388
2022-23 2023-24 2024-25 Average 2025-26
Billed HCF 722,463 689,108 792,465 734,679 881,799
% Adjustment Factor 0.10 0.10 0.10 0.00
Total HCF 794,710 765,675 792,465 784,283 881,799
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City of Belmont
Sewer Cost of Service Study
Exhibit 6
Development of the Volume Distribution Factor
FY 2026-27 12.0% Total Annual Avg. Daily
Annual Wastewater Inflow and Flow at Plant Flow At % of Flow (CCF) [1] Infiltration [2] [3] (CCF) Plant (MGD) [4] Total Low Strength 772,396 92,688 865,084 1.77 97.3%
High Strength 21,223 2,547 23,770 0.05 2.7%
------------- ------------- ------------- ------------- ------------- Total Consumption 793,619 95,234 888,854 1.82 100.0%
Estimated Plant Flow [4] 1.82
Distribution Factor (VOL)
Note:
[1] Based on 2025/26 customer’s winter period consumption [2] Calculated based on billing report versus total plant flow. - Inflow represents external groundwater that can enter the sewer at service connections where the pipe is broken, at defective joints, at connections to manholes, etc. - Infiltration is water discharged to sewer from sources such as roof leaders, cellar, yard and drains from springs and other wet areas, storm sewers, catch basins, surface water runoff, etc [3] Total I&I allocated to each class of service based on flow. [4] City provided total flow for FY 2024/25.
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Exhibit 7
Development of the Customer Distribution Factor
Number of % of Number of Weighting Weighted % of
Units Total Bills [1] Factor Customer Total
Low Strength 11,264 99.8% 11,264 1.0 11,264 99.8%
High Strength 28 0.2% 28 1.0 28 0.2%
------------- ------------- ------------- ------------- ------------- Total Customers 11,292 100.0% 11,292 11,292 100.0%
Distribution Factor (AC) (WCA)
Note:
[1] Number of Residential bills from billing records.
Actual Customer Customer Service & Accounting
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City of Belmont
Sewer Cost of Service Study
Exhibit 8
Development of the Strength Distribution Factor
Annual Flow Avg. Factor Calculated % of Avg. Factor Calculated % of (CCF) (mg/l) [1] Pounds [2] Total (mg/l) [1] Pounds [2] Total Low Strength 865,084 250 1,349,976 92.9% 220 1,187,979 92.9% High Strength 23,770 700 103,861 7.1% 616 91,398 7.1%
------------- ------------- ------------- ------------- ------------- Total Strength 888,854 1,453,838 100.0% 1,279,377 100.0% Distribution Factor (BOD) (SS)
Note:
[1] Average BOD and SS strength factors based on typical low strength customer from similar studies. High strength based on 2.8 times low strength based on WA State Dept Health, Rule Development Committee Issue Research Report, Wastewater Quality/Strength/Content, page 6 of 18. [2] Calculated pounds equals (annual flow (x) 748 (x) strength factor mg/l (x) 8.34 /1,000,000) Biochemical Oxygen Demand Suspended Solids
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Exhibit 9
Development of the Revenue Related Distribution Factor
Projected Year % of
FY 2026-27 Total
Low Strength $16,674,345 97.2%
High Strength 478,813 2.8%
--------------- -------------
Total Rate Revenues $17,153,159 100.0%
Distribution Factor (RR)
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City of Belmont
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Exhibit 10
Functionalization and Allocation of Plant in Service
Weighted for:
Total Operating Biochemical Suspended Actual Customer
Plant Volume Oxygen Demand Solids Customer Acct/Svcs Revenue Direct FY 2025 (VOL) (BOD) (SS) (AC) (WCA) (RR) (DA)
Sewer Operations (501)
Machinery and Equipment $261,761 $261,761 $0 $0 $0 $0 $0 $0 100.0% VOL --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Sewer Operations (501) $261,761 $261,761 $0 $0 $0 $0 $0 $0 Sewer Capital (503)
Improvements $27,172,676 $20,379,507 $0 $0 $6,793,169 $0 $0 $0 75.0% VOL 25.0% AC Pump Station Rehabilitation 788,220 591,165 0 0 197,055 0 0 0 75.0% VOL 25.0% AC Sewer Rehabilitation - Annual 194,673 146,005 0 0 48,668 0 0 0 75.0% VOL 25.0% AC San Juan Sewer Main Capacity Impr 1,614,627 1,210,970 0 0 403,657 0 0 0 75.0% VOL 25.0% AC --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Sewer Capital (503) $29,770,197 $22,327,648 $0 $0 $7,442,549 $0 $0 $0 TOTAL PLANT IN SERVICE $30,031,958 $22,589,409 $0 $0 $7,442,549 $0 $0 $0 Less: Accumulated Depreciation
Sewer Operations (501)
Machinery and Equipment ($261,761) ($261,761) $0 $0 $0 $0 $0 $0 As Machinery and Equipment --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Accum Depr Sewer Operations (501) ($261,761) ($261,761) $0 $0 $0 $0 $0 $0 Sewer Capital (503)
Improvements ($12,828,769) ($9,621,577) $0 $0 ($3,207,192) $0 $0 $0 As Improvements Pump Station Rehabilitation (63,058) (47,293) 0 0 (15,764) 0 0 0 As Pump Station Rehabilitation Sewer Rehabilitation - Annual (13,290) (9,967) 0 0 (3,322) 0 0 0 As Sewer Rehabilitation - Annual San Juan Sewer Main Capacity Impr (64,585) (48,439) 0 0 (16,146) 0 0 0 As San Juan Sewer Main Capacity Impr --------------- --------------- --------------- --------------- --------------- --------------- --------------- --------------- Total Accum Depr Sewer Capital (503) ($12,969,702) ($9,727,276) $0 $0 ($3,242,425) $0 $0 $0 Total Accumulated Depreciation ($13,231,463) ($9,989,037) $0 $0 ($3,242,425) $0 $0 $0 Net Plant in Service $16,800,496 $12,600,372 $0 $0 $4,200,124 $0 $0 $0 Basis of Allocation
Customer Related
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Exhibit 11
Functionalization and Allocation of
Revenue Requirement
Biochemical Suspended Actual Customer
Total Volume Oxygen Demand Solids Customer Acct/Svcs Revenue Direct FY 2026-27 (VOL) (BOD) (SS) (AC) (WCA) (RR) (DA)
EXPENSES
Planning and Project Management (701)
Personnel
Regular Salaries $459,162 $344,371 $0 $0 $114,790 $0 $0 $0 As Net Plant In Svc Permanent Part-Time 0 0 0 0 0 0 0 0 As Net Plant In Svc Temporary Part-Time 13,650 10,238 0 0 3,413 0 0 0 As Net Plant In Svc Overtime 0 0 0 0 0 0 0 0 As Net Plant In Svc
Standby/Unscheduled 0 0 0 0 0 0 0 0 As Net Plant In Svc Acting Pay 0 0 0 0 0 0 0 0 As Net Plant In Svc
Termination Pay 0 0 0 0 0 0 0 0 As Net Plant In Svc
P.E.R.S. Retirement 124,725 93,544 0 0 31,181 0 0 0 As Net Plant In Svc F.I.C.A Social Security 849 637 0 0 212 0 0 0 As Net Plant In Svc Health Insurance 0 0 0 0 0 0 0 0 As Net Plant In Svc
Medicare 7,277 5,458 0 0 1,819 0 0 0 As Net Plant In Svc Life & Disability Insurance 2,030 1,522 0 0 507 0 0 0 As Net Plant In Svc State Unemployment Insurance 0 0 0 0 0 0 0 0 As Net Plant In Svc Dental Plan 2,944 2,208 0 0 736 0 0 0 As Net Plant In Svc Vision Plan 756 567 0 0 189 0 0 0 As Net Plant In Svc
Allowances 1,264 948 0 0 316 0 0 0 As Net Plant In Svc
Deferred Compensation 12,820 9,615 0 0 3,205 0 0 0 As Net Plant In Svc SEC 125 Benefits 87,212 65,409 0 0 21,803 0 0 0 As Net Plant In Svc Benefit Prefunding 36,164 27,123 0 0 9,041 0 0 0 As Net Plant In Svc GASB 68 Pension Expense 0 0 0 0 0 0 0 0 As Net Plant In Svc GASB 75 OPEB Expense 0 0 0 0 0 0 0 0 As Net Plant In Svc Workers' Compensation 12,541 9,406 0 0 3,135 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Personnel $761,394 $571,046 $0 $0 $190,349 $0 $0 $0 Supplies & Services
Other Professional/Technical $87,686 $65,765 $0 $0 $21,922 $0 $0 $0 As Net Plant In Svc EOC - Disaster Preparedness 0 0 0 0 0 0 0 0 As Net Plant In Svc Computer Software License 0 0 0 0 0 0 0 0 As Net Plant In Svc Equipment/Vehicle Rental 0 0 0 0 0 0 0 0 As Net Plant In Svc Liability Insurance Charge 13,876 10,407 0 0 3,469 0 0 0 As Net Plant In Svc Postage/Delivery Service 0 0 0 0 0 0 0 0 As Net Plant In Svc Telephone 0 0 0 0 0 0 0 0 As Net Plant In Svc
Printing & Binding 0 0 0 0 0 0 0 0 As Net Plant In Svc
Travel & Training 1,530 1,148 0 0 383 0 0 0 As Net Plant In Svc Membership & Dues 4,080 3,060 0 0 1,020 0 0 0 As Net Plant In Svc Miscellaneous 3,090 2,318 0 0 773 0 0 0 As Net Plant In Svc General Supplies 1,030 773 0 0 258 0 0 0 As Net Plant In Svc Small Tools 0 0 0 0 0 0 0 0 As Net Plant In Svc
Books/Manuals/Subscriptions 0 0 0 0 0 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $111,292 $83,469 $0 $0 $27,823 $0 $0 $0 Administrative & Other
Vehicle Usage Charge $11,606 $8,705 $0 $0 $2,902 $0 $0 $0 As Net Plant In Svc Computer Usage Charge 58,999 44,250 0 0 14,750 0 0 0 As Net Plant In Svc Building Maintenance Charge 46,884 35,163 0 0 11,721 0 0 0 As Net Plant In Svc Administrative Support 146,812 110,109 0 0 36,703 0 0 0 As Net Plant In Svc Equipment Allocation - IT Charge 3,727 2,795 0 0 932 0 0 0 As Net Plant In Svc Equipment Allocation Charge 541 406 0 0 135 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $268,568 $201,426 $0 $0 $67,142 $0 $0 $0 Total Planning and Project Management (701) $1,141,255 $855,941 $0 $0 $285,314 $0 $0 $0 Basis of Allocation
Strength Related Weighted for:
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Exhibit 11
Functionalization and Allocation of
Revenue Requirement
Biochemical Suspended Actual Customer
Total Volume Oxygen Demand Solids Customer Acct/Svcs Revenue Direct FY 2026-27 (VOL) (BOD) (SS) (AC) (WCA) (RR) (DA) Basis of Allocation Strength Related Weighted for:
Sanitary Sewer Operations (710)
Personnel
Regular Salaries $875,268 $656,451 $0 $0 $218,817 $0 $0 $0 As Net Plant In Svc Temporary Part-Time 0 0 0 0 0 0 0 0 As Net Plant In Svc Overtime 12,600 9,450 0 0 3,150 0 0 0 As Net Plant In Svc Standby/Unscheduled 25,881 19,411 0 0 6,470 0 0 0 As Net Plant In Svc Acting Pay 0 0 0 0 0 0 0 0 As Net Plant In Svc
Termination Pay 0 0 0 0 0 0 0 0 As Net Plant In Svc
P.E.R.S. Retirement 231,333 173,499 0 0 57,833 0 0 0 As Net Plant In Svc F.I.C.A. Social Security 0 0 0 0 0 0 0 0 As Net Plant In Svc Health Insurance 0 0 0 0 0 0 0 0 As Net Plant In Svc
Medicare 14,018 10,514 0 0 3,505 0 0 0 As Net Plant In Svc Life & Disability Insurance 3,822 2,867 0 0 956 0 0 0 As Net Plant In Svc State Unemployment Insurance 0 0 0 0 0 0 0 0 As Net Plant In Svc Dental Plan 8,683 6,512 0 0 2,171 0 0 0 As Net Plant In Svc Vision Plan 2,162 1,622 0 0 541 0 0 0 As Net Plant In Svc Uniform Allowance 0 0 0 0 0 0 0 0 As Net Plant In Svc
Allowances 505 379 0 0 126 0 0 0 As Net Plant In Svc
Deferred Compensation 28,161 21,121 0 0 7,040 0 0 0 As Net Plant In Svc SEC 125 Benefits 241,118 180,839 0 0 60,280 0 0 0 As Net Plant In Svc Benefit Prefunding 75,579 56,684 0 0 18,895 0 0 0 As Net Plant In Svc Compensated Absences 0 0 0 0 0 0 0 0 As Net Plant In Svc Workers' Compensation 113,700 85,275 0 0 28,425 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Personnel $1,632,832 $1,224,624 $0 $0 $408,208 $0 $0 $0 Supplies & Services
After Hours Dispatch Service $10,196 $7,647 $0 $0 $2,549 $0 $0 $0 As Net Plant In Svc Property Tax Admin Fee 47,326 35,494 0 0 11,831 0 0 0 As Net Plant In Svc Other Professional/Tech 117,255 0 0 0 0 117,255 0 0 100% WCA Computer Software License 0 0 0 0 0 0 0 0 As Net Plant In Svc Water 12,075 9,056 0 0 3,019 0 0 0 As Net Plant In Svc
Other Waste Water Treatment 262,500 117,998 67,060 77,442 0 0 0 0 45% VOL 26% BOD 30% SS S.V.C.W. Sewer Treatment 3,561,658 1,601,021 909,885 1,050,752 0 0 0 0 45% VOL 26% BOD 30% SS Repair & Maintenance Service 10,300 7,725 0 0 2,575 0 0 0 As Net Plant In Svc Land/Building Rentals 57,680 43,260 0 0 14,420 0 0 0 As Net Plant In Svc Equipment/Vehicle Rental 0 0 0 0 0 0 0 0 As Net Plant In Svc Liability Insurance Charge 71,737 53,803 0 0 17,934 0 0 0 As Net Plant In Svc Communications 8,240 6,180 0 0 2,060 0 0 0 As Net Plant In Svc Telephone 0 0 0 0 0 0 0 0 100% WCA
Travel And Training 11,730 8,798 0 0 2,933 0 0 0 As Net Plant In Svc Street Access Fee 204,204 204,204 0 0 0 0 0 0 100% VOL
Memberships & Dues 8,670 6,503 0 0 2,168 0 0 0 As Net Plant In Svc Miscellaneous 1,030 773 0 0 258 0 0 0 As Net Plant In Svc General Supplies 8,240 6,180 0 0 2,060 0 0 0 As Net Plant In Svc Small Tools 15,450 11,588 0 0 3,863 0 0 0 As Net Plant In Svc Safety Equipment 25,750 19,313 0 0 6,438 0 0 0 As Net Plant In Svc Natural Gas & Electricity 93,555 93,555 0 0 0 0 0 0 100.0% VOL Gasoline 26,250 19,688 0 0 6,563 0 0 0 As Net Plant In Svc Repair & Maintenance Supplies 46,350 34,763 0 0 11,588 0 0 0 As Net Plant In Svc Books/Manuals/Subscriptions 515 386 0 0 129 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $4,600,711 $2,287,932 $976,945 $1,128,195 $90,385 $117,255 $0 $0 Administrative & Other
Vehicle Usage Charge $293,156 $219,867 $0 $0 $73,289 $0 $0 $0 As Net Plant In Svc Computer Usage Charge 157,031 117,773 0 0 39,258 0 0 0 As Net Plant In Svc Building Maintenance Charge 124,781 93,586 0 0 31,195 0 0 0 As Net Plant In Svc Administrative Support 200,211 150,159 0 0 50,053 0 0 0 As Net Plant In Svc Equipment Allocation - IT Charge 9,917 7,438 0 0 2,479 0 0 0 As Net Plant In Svc Equipment Allocation Charge 1,947 1,460 0 0 487 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $787,043 $590,282 $0 $0 $196,761 $0 $0 $0 Total Sanitary Sewer Operations (710) $7,020,585 $4,102,838 $976,945 $1,128,195 $695,353 $117,255 $0 $0 DRAFT 04/02/26 16 of 22
843
City of Belmont
Sewer Cost of Service Study Page 3 of 3
Exhibit 11
Functionalization and Allocation of
Revenue Requirement
Biochemical Suspended Actual Customer
Total Volume Oxygen Demand Solids Customer Acct/Svcs Revenue Direct FY 2026-27 (VOL) (BOD) (SS) (AC) (WCA) (RR) (DA) Basis of Allocation Strength Related Weighted for:
Sanitary Sewer Capital Operations (730)
Supplies & Services
Engineering/Architecture $0 $0 $0 $0 $0 $0 $0 $0 As Net Plant In Svc Other Professional/Tech 10,300 7,725 0 0 2,575 0 0 0 As Net Plant In Svc Bond Issuance Costs 0 0 0 0 0 0 0 0 As Net Plant In Svc Bond Amortization Expense 0 0 0 0 0 0 0 0 As Net Plant In Svc City Project Management & Services 0 0 0 0 0 0 0 0 As Net Plant In Svc Postage/Delivery Service 0 0 0 0 0 0 0 0 As Net Plant In Svc Printing and Binding 0 0 0 0 0 0 0 0 As Net Plant In Svc Miscellaneous 0 0 0 0 0 0 0 0 As Net Plant In Svc
General Supplies 0 0 0 0 0 0 0 0 As Net Plant In Svc
---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Supplies & Services $10,300 $7,725 $0 $0 $2,575 $0 $0 $0 Administrative & Other
Administrative Support
Administrative Support $133,900 $0 $0 $0 $0 $133,900 $0 $0 100% WCA ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Administrative & Other $133,900 $0 $0 $0 $0 $133,900 $0 $0 Capital Outlay
Improvement Other Than Building $0 $0 $0 $0 $0 $0 $0 $0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Capital Outlay $0 $0 $0 $0 $0 $0 $0 $0
Total Sanitary Sewer Capital Operations (730) $144,200 $7,725 $0 $0 $2,575 $133,900 $0 $0 Total Operating & Maintenance Expense $8,306,040 $4,966,504 $976,945 $1,128,195 $983,242 $251,155 $0 $0 Net Capital Funded Through Rates $7,025,000 $5,268,750 $0 $0 $1,756,250 $0 $0 $0 As Net Plant In Svc Deferred Capital Funding (Debt Service) $0 $0 $0 $0 $0 $0 $0 $0 As Net Plant In Svc Debt Service
2016 Sewer Revenue Refunding $764,505 $573,379 $0 $0 $191,126 $0 $0 $0 As Net Plant In Svc 2016 Sewer Revenue 628,941 471,706 0 0 157,235 0 0 0 As Net Plant In Svc 2019 Sewer Revenue 1,107,625 830,719 0 0 276,906 0 0 0 As Net Plant In Svc New Low Interest Loan 0 0 0 0 0 0 0 0 As Net Plant In Svc New Revenue Bond 2024/2025 0 0 0 0 0 0 0 0 As Net Plant In Svc ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Debt Service $2,501,071 $1,875,803 $0 $0 $625,268 $0 $0 $0 Change in Working Capital +/- $551,629 $413,722 $0 $0 $137,907 $0 $0 $0 As Net Plant In Svc TOTAL REVENUE REQUIREMENTS $18,383,740 $12,524,779 $976,945 $1,128,195 $3,502,667 $251,155 $0 $0 Less: Miscellaneous Revenue
Public Works Service Charges $0 $0 $0 $0 $0 $0 $0 $0 As Net Plant In Svc City CIP Chargeback 176,566 132,425 0 0 44,142 0 0 0 As Net Plant In Svc Sewer Lateral Certificate Fee 2,800 2,800 0 0 0 0 0 0 100% Vol Interest Earnings - Investments 921,154 627,579 48,952 56,530 175,508 12,585 0 0 As Total Rev. Req.
Other Interest Earnings 0 0 0 0 0 0 0 0 As Total Rev. Req.
Interest Revenue - Change 0 0 0 0 0 0 0 0 As Total Rev. Req.
Reimbursements 0 0 0 0 0 0 0 0 As Total Rev. Req.
Standby Charges 130,062 88,611 6,912 7,982 24,781 1,777 0 0 As Total Rev. Req. ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- ---------------- Total Miscellaneous Revenues $1,230,582 $851,414 $55,863 $64,512 $244,430 $14,361 $0 $0 NET REVENUE REQUIREMENTS FROM RATES $17,153,158 $11,673,365 $921,081 $1,063,682 $3,258,237 $236,793 $0 $0 % Net Revenue Requirement 100.0%
DRAFT 68.1% 5.4% 6.2% 19.0% 1.4% 0.0% 0.0%
04/02/26 17 of 22
844
City of Belmont
Sewer Cost of Service Study
Exhibit 12
Allocation of Revenue Requirement
Net Revenue
Allocation Components Requirement Low Strength High Strength Distribution Factor Volume Related $11,673,365 $11,361,193 $312,172 (VOL)
Strength Related
Bio-Oxygen Demand $921,081 $855,280 $65,802 (BOD)
Suspended Solids 1,063,682 987,693 75,989 (SS)
Total Strength Related $1,984,764 $1,842,973 $141,790
Customer Related
Actual Customer $3,258,237 $3,250,157 $8,079 (AC)
Weighted Customer 236,793 236,206 587 (WCA)
Total Customer Related $3,495,030 $3,486,364 $8,666
Revenue Related $0 $0 $0 (RR)
Direct Assignment $0 $0 $0 (DA)
NET REVENUE REQUIREMENT $17,153,158 $16,690,530 $462,629 DRAFT 04/02/26 18 of 22
845
City of Belmont
Sewer Cost of Service Study
Exhibit 13
Summary of the Cost of Service Analysis
FY 2026-27
Expenses Low Strength High Strength
Revenues at Present Rates $17,153,159 $16,674,345 $478,813 Distributed Revenue Requirement $17,153,158 $16,690,530 $462,629 ----------------- ----------------- -----------------
Balance/(Deficiency) of Funds $0 ($16,184) $16,185
Required % Change in Rates 0.0% 0.1% -3.4%
Proposed Rate Adjustment 0.0%
Additional Revenue from Rate Adjustment $0 $0 $0
Proposed Adjustment Based on COSA 0.0% 0.0% 0.0%
DRAFT 04/02/26 19 of 22
846
Demand Adjustment Factor 10.0% 0.0% 0.0% 0.0% 0.0% 0.0% Revenue Adjustment July 1 each year 0.0% 0.0% 3.0% 3.0% 3.0% Present FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Collection
Low Strength
Base Charge - Annual $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge (S/HCF) 6.63 7.29 7.29 7.51 7.74 7.97
High Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge (S/HCF) 12.88 14.17 14.17 14.60 15.04 15.49 Treatment
Low Strength
Base Charge - Annual $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge (S/HCF) 3.28 3.61 3.61 3.72 3.83 3.94
High Strength
Base Charge - Annual $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge (S/HCF) 6.38 7.02 7.02 7.23 7.45 7.67
City of Belmont
Sewer Utility
Proposed Rate Adjustments - 5 Year Rate Transition Plan DRAFT 04/02/26 20 of 22
847
Present Proposed $ % Present Proposed $ % Present Proposed $ % Rates Rates Change Percent Rates Rates Change Percent Rates Rates Change Percent
1.10 1.00
Low Strength
0 0.00 0.00 $59.22 $59.22 $0.00 0.0% $59.22 $59.22 $0.00 0.00% $59.22 $60.99 $1.77 2.99% 8 8.80 8.00 146.43 146.42 (0.01) 0.0% 146.42 146.42 0.00 0.00% 146.42 150.83 4.41 3.01% 20 22.00 20.00 277.24 277.22 (0.02) 0.0% 277.22 277.22 0.00 0.00% 277.22 285.59 8.37 3.02% 40 44.00 40.00 495.26 495.22 (0.04) 0.0% 495.22 495.22 0.00 0.00% 495.22 510.19 14.97 3.02% High Strength
0 0.00 0.00 $59.22 $59.22 $0.00 0.0% $59.22 $59.22 $0.00 0.00% $59.22 $60.99 $1.77 2.99% 30 33.00 30.00 694.80 694.92 0.12 0.0% 386.22 386.22 0.00 0.00% 386.22 397.89 11.67 3.02% 60 66.00 60.00 1,330.38 1,330.62 0.24 0.0% 713.22 713.22 0.00 0.00% 713.22 734.79 21.57 3.02% 110 121.00 110.00 2,389.68 2,390.12 0.44 0.0% 1,258.22 1,258.22 0.00 0.00% 1,258.22 1,296.29 38.07 3.03% FY 2025-2026 FY 2026-2027 FY 2026-2027 FY 2027-2028 FY 2027-2028 FY 2028-2029 Base Charge Present Proposed Present Proposed Present Proposed Low Strength $59.22 $59.22 $59.22 $59.22 $59.22 $60.99
High Strength 59.22 59.22 59.22 59.22 59.22 60.99
Flow Charge (per HCF)
Low Strength $9.91 $10.90 $10.90 $10.90 $10.90 $11.23
High Strength 19.26 21.19 21.19 21.19 21.19 21.83
Adjustment Factor
FY 2028 - 2029 Comparison
Monthly Consumption (per HCF)
FY 2026-2027 Comparison FY 2027-2028 Comparison
Low Strength & High Strength Monthly Sewer Bill Comparison DRAFT 04/02/26 21 of 22
848
Proposition 218 Notice
DRAFT
849
City of Belmont
Sewer Rate Study Summary
April 14, 2026
850
Overview of the Presentation
2 Rate Study Key Issues
Establishing Cost-Based Rates
Revenue Requirement Analysis
Cost of Service Analysis
Rate Design
Concluding Comments
851
Sewer Rate Study Key Issues
3 Maintain sufficient sewer rate revenues to:
• Fund annual O&M expenses
• Fund Silicon Valley Clean Water (SVCW) treatment costs (pass-through 41.0% of O&M budget) • Fund ongoing capital needs and existing annual debt service payments Capital is funded through existing rates and reserves • No new long-term debt for this rate setting period identified Propose resetting winter water flow adjustment factor to 0.0% starting in FY 2026-27 Currently set at 10.0%
Maintain key financial metrics
• Fund renewal and replacement capital greater than annual depreciation expense • Meet 2.0 target debt service coverage ratio
• Maintain target minimum reserves for operations, emergency/litigation, and capital City has historically established rates for a two-year period • This study has proposed rates for the three-year period of FY 2026-27, FY 2027-28, and FY 2028-29 852
Establishing Cost-Based Rates
Rate Design
Design cost-based fixed and volumetric rates for each class of service based on the revenue requirement and cost of service results
Cost of Service
Establishes the total costs for each customer class of service by proportionally distributing the total revenue requirement between the customer classes
Revenue Requirement
Establishes the overall utility costs at the appropriate level of total operating and capital expenditures 4 853
Revenue Requirement
Analysis
5 854
Rate Revenue Assumptions • Consumption levels based on water consumption data from Mid-Peninsula Water District • Current 10.0% winter water flow adjustment proposed to be reset to 0.0% due to increased customer consumption to pre-drought levels • Historical flow and current rates (FY 2025-26) to project FY 2025-26 rate revenue O&M Expense Assumptions • Starting point was the adopted FY 2025-26 budget Projected based on historical inflationary factors (4.4% on average) • Major O&M expense – Treatment (SVCW) - $3.6M in FY 2026-27 Treatment costs (rates) not controlled by the City SVCW treatment rate inflation factor at average of 5.3% annually Treatment costs based on projected SVCW projections Capital Projects and Funding • Starting point is the sewer capital improvement plan and identified projects from sewer master plan • Maintaining past practice of rate funding at a level greater than annual depreciation • Balance of capital funding needs provided through existing available reserves Revenue Requirement Key Assumptions
6 855
Summary of the Sewer Capital Improvement Plan
Funding of projects from rates and reserves
• Minimum of CIP from rates > annual depreciation expense (increasing annually) • Use of capital and connection fee reserves to fund remaining capital needs • Additional rate funded I&I improvements
7 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Capital Projects $6,500 $12,132 $18,541 $10,575 $7,154 $6,775 Total Capital Projects $6,500 $12,132 $18,541 $10,575 $7,154 $6,775 Less: Funding Sources
Grants $0 $0 $0 $0 $0 $0
Capital Reserve 0 5,557 9,216 0 0 0
Connection Fee Reserve 0 0 2,700 3,900 429 0
Additional Long-Term Debt 0 0 0 0 0 0
Total Funding Sources $0 $5,557 $11,916 $3,900 $429 $0
Total CIP Funded Through Rates $6,500 $6,575 $6,625 $6,675 $6,725 $6,775 Annual I&I Funded Capital $350 $450 $450 $450 $450 $450 Summary of Sewer Capital Improvement Plan ($000s)
856
Summary of the Sewer Revenue Requirement
Focus of projections is
over the next five
fiscal years
(cumulative
adjustment needed is
9.3%)
Rate setting period for
the next three years
(FY 2026-27, FY
2027-28, and FY
2028-29)
8 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues
Retail Rate Revenues $16,983 $17,153 $17,325 $17,498 $17,673 $17,850 Other Revenues 309 1,231 1,130 951 958 973
Total Revenues $17,293 $18,384 $18,455 $18,449 $18,631 $18,823 Expenses
Collection O&M Expenses $4,556 $4,744 $4,936 $5,123 $5,302 $5,489 Treatment O&M Expenses 3,220 3,562 3,704 3,852 4,006 4,167 Repair and Replacement
Funding 6,500 6,575 6,625 6,675 6,725 6,775
I/I Capital Funding 350 450 450 450 450 450
Total Debt Service 2,498 2,501 2,501 2,497 2,496 2,499
Change in Working Capital +/- 169 552 239 377 728 1,098 Total Expenses $17,293 $18,384 $18,455 $18,974 $19,708 $20,478 Balance/(Deficiency) $0 $0 $0 ($525) ($1,076) ($1,655)
Cumulative as % of Rates 0.0% 0.0% 0.0% 3.0% 6.1% 9.3%
Proposed Rate Adjustment 0.0% 0.0% 0.0% 3.0% 3.0% 3.0%
Summary of Sewer Utility Revenue Requirements ($000s)
857
Debt service coverage ratio calculates the ability to repay debt • 𝐷𝐷𝐷𝐷𝐷𝐷 =
𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 −𝐴𝐴 𝑂𝑂&𝑀𝑀 𝐸𝐸𝐸𝐸𝐸𝐸
𝐴𝐴 𝐷𝐷 𝐷𝐷 𝑆𝑆 𝑆𝑆 𝑆𝑆𝑆𝑆 𝑃𝑃 𝑃𝑃𝑃𝑃
City is legally required to meet minimum debt service coverage ratio of 1.25 Revenue requirement recommendations addresses key financial planning metrics • Prudently funding system renewal and replacement
• Debt service coverage ratio target of 2.0
• Maintain target minimum reserve levels
Revenue Requirement Conclusions and Recommendations
9 Recommend adopting the proposed revenue adjustments over the three-year period as developed in the revenue requirement 858 Cost of Service
Analysis
10 859
Need for Cost of Service
11 Reflects the proportionality requirements of Proposition 218 • Need to develop the cost basis (justification) for the proposed rates
Proportionally distributes the costs to the
customer classes of service (e.g., low strength
and high strength customers)
Developed using generally accepted methodologies
based on the City’s specific system and
customer characteristics
• Water Environment Federation Manual of Practice No. 27 860
Summary of the FY 2026-27 Cost of Service
12 Cost of service results are within a reasonable range of the total system rate adjustment No interclass adjustments (“cost of service”) are recommended at this time Class of Service
Present Rate
Revenues
Distributed
Costs $ Difference % Difference
Low Strength $16,674 $16,691 ($16) 0.0%
High Strength 479 463 $16 0.0%
Total $17,153 $17,153 $0 0.0%
Summary of the FY 2026-27 Cost of Service Analysis ($000s) 861
Rate Design
Analysis
13 862
Review of Present Sewer Rates
14 Two rate schedules: • Low Strength • High Strength Components of the current rate structure :
• Base charge: flat annual charge • Flow (volume) charge per HCF (based on winter water average)
Winter water flow adjustment factor • Flow adjustment factor reset from
10.0% to 0.0% as recent billing data
showing consumption has been
increasing to pre-drought levels
863
Overview of the Proposed Sewer Rates
15 Maintained current customer classes of service
• Customer classes reflect usage and system characteristics Maintained base charge structure
• Base charge adjusted by the proposed rate transition plan 0.0% annually in FY 2026-27 and FY 2027-28 and 3.0% in FY 2028-29
Flow adjustment factor reset to 0.0% for future rate
projections
• Increased volume (flow) charge by present flow adjustment factor (10%) to account for change
Sewer bills will continue to be collected through property tax bills 864
Present
Rates FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31
COLLECTION
Low Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 6.63 7.29 7.29 7.51 7.74 7.97
High Strength
Base Charge $465.80 $465.80 $465.80 $479.77 $494.16 $508.98 Flow Charge ($/HCF) 12.88 14.17 14.17 14.60 15.04 15.49
TREATMENT
Low Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 3.28 3.61 3.61 3.72 3.83 3.94
High Strength
Base Charge $244.81 $244.81 $244.81 $252.15 $259.71 $267.50 Flow Charge ($/HCF) 6.38 7.02 7.02 7.23 7.45 7.67
COMBINED
Low Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 9.91 10.90 10.90 11.23 11.57 11.91
High Strength
Base Charge $710.61 $710.61 $710.61 $731.92 $753.87 $776.48 Flow Charge ($/HCF) 19.26 21.19 21.19 21.83 22.49 23.16 Present and Proposed Sewer Rates
Proposed Rates Forecasted Rates
Proposed Annual Sewer Rates – 5 Years
16 865
Proposed Monthly Bill Comparisons
17 Present Proposed $ % Present Proposed $ % Present Proposed $ % Rates Rates Change Percent Rates Rates Change Percent Rates Rates Change Percent
1.10 1.00
Low Strength
0 0.00 0.00 $59.22 $59.22 $0.00 0.0% $59.22 $59.22 $0.00 0.00% $59.22 $60.99 $1.77 2.99% 8 8.80 8.00 146.43 146.42 (0.01) 0.0% 146.42 146.42 0.00 0.00% 146.42 150.83 4.41 3.01% 20 22.00 20.00 277.24 277.22 (0.02) 0.0% 277.22 277.22 0.00 0.00% 277.22 285.59 8.37 3.02% 40 44.00 40.00 495.26 495.22 (0.04) 0.0% 495.22 495.22 0.00 0.00% 495.22 510.19 14.97 3.02% High Strength
0 0.00 0.00 $59.22 $59.22 $0.00 0.0% $59.22 $59.22 $0.00 0.00% $59.22 $60.99 $1.77 2.99% 30 33.00 30.00 694.80 694.92 0.12 0.0% 386.22 386.22 0.00 0.00% 386.22 397.89 11.67 3.02% 60 66.00 60.00 1,330.38 1,330.62 0.24 0.0% 713.22 713.22 0.00 0.00% 713.22 734.79 21.57 3.02% 110 121.00 110.00 2,389.68 2,390.12 0.44 0.0% 1,258.22 1,258.22 0.00 0.00% 1,258.22 1,296.29 38.07 3.03% FY 2025-2026 FY 2026-2027 FY 2026-2027 FY 2027-2028 FY 2027-2028 FY 2028-2029 Base Charge Present Proposed Present Proposed Present Proposed Low Strength $59.22 $59.22 $59.22 $59.22 $59.22 $60.99
High Strength 59.22 59.22 59.22 59.22 59.22 60.99
Flow Charge (per HCF)
Low Strength $9.91 $10.90 $10.90 $10.90 $10.90 $11.23
High Strength 19.26 21.19 21.19 21.19 21.19 21.83
Adjustment Factor
FY 2028 - 2029 Comparison
Monthly Consumption (per HCF)
FY 2026-2027 Comparison FY 2027-2028 Comparison
Low Strength & High Strength Monthly Sewer Bill Comparison 866
Rate Comparisons - Low Strength ($/Month)
18 Belmont - Present $1,757.14
Belmont - Proposed Jul 26 $1,757.04
Belmont - Proposed Jul 27 $1,757.04
Belmont - Proposed Jul 28 $1,809.96
Sewer Annual Bill at 8 HCF
867
Concluding Comments
19 Proposed rates are cost-based, proportional, and based on cost of service principles and the City’s unique sewer system and customer characteristics Proposed rates have balanced the financial requirements of the sewer utility with the impacts to customer bills
• Maintains financial stability
• Continues plan to increase funding of repair and replacement through rates • Improved debt service coverage ratios
• Continues to maintain target reserve balances
Recommend approval of the proposed sewer rates
• 0.0% in FY 2026-27 and FY 2027-28 and 3.0% in FY 2028-29 • Winter water flow adjustment factor reset to 0.0%
868
© 2014 HDR Architecture, Inc., all rights reserved. © 2016 HDR, Inc., all rights reserved. © 2014 HDR, Inc., all rights reserved. 869
Age-Friendly City Action Plan Update - Staff Report – Age-Friendly Action Plan Update
STAFF REPORT
Meeting Date: April 14, 2026
Agency: City of Belmont
Staff Contact: Cody George, Recreation Manager, 650-595-7424, [email protected] Agenda Title: Age-Friendly City Action Plan Update
Agenda Action: For Information Only
Recommendation
Receive a presentation providing progress and updates on the City’s Age-Friendly Action Plan.
Strategic Focus Area
Quality of Life
Background
The concept of the Global Network of Age-Friendly Cities was developed in 2005 by the World Health Organization (WHO) to help cities consider and implement policies and services to support older adults to live healthy and vibrant lives.
WHO has identified the following eight (8) key domains requiring a conscious effort to create an AgeFriendly Community.
1. Outdoor Spaces and Buildings
2. Transportation
3. Housing
4. Social Participation
5. Respect and Social Inclusion
6. Communication and Information
7. Civic Participation and Employment
8. Community Support and Health Services
The Network of Age-Friendly Communities offers opportunities to address the aging population in a positive and inclusive way. The program provides resources to help communities actively assist people in living easily and comfortably in their homes and communities, while encouraging older residents to take an active role and have their voices heard.
To become designated as an "Age-Friendly City" through the WHO, a City must demonstrate that it is committed to providing places for older adults to be engaged, as well as providing social opportunities and services that ensure older adults can thrive and be part of the community.
City staff worked closely with the Center for Age-Friendly Excellence (CAFE), who provided technical assistance, consultation, applied research access, community organizing synergy, coordination of the 870
Age-Friendly City Action Plan Update - Staff Report – Age-Friendly Action Plan Update assessment process, and helped write the official application that was submitted to WHO for Belmont to receive its Global Age-Friendly Cities Designation.
The process began with establishing an Age-Friendly Communities Task Force with various stakeholders to oversee the process. The Task Force consisted of two City Council members, one representative from the Belmont Library, and one community member at large. City staff from the Parks & Recreation Department, Police Department, and San Mateo Consolidated Fire also supported the Task Force.
The task force and CAFÉ conducted a series of focus groups to assess the baseline “age-friendliness” of the City of Belmont in the key domains. Qualitative data reports from the focus group discussions were reviewed; identifying indicators so progress can be monitored against an action plan. The Task Force and CAFÉ recommend potential projects and services to be implemented over the next one to two years to address any unmet needs and opportunities for growth or improvement.
Timeline for the City of Belmont’s Age-Friendly Designation • September 2022: The City of Belmont officially joined the AARP/WHO Age-Friendly Network and were designated as an Age-Friendly City
• December 2024: The Center for Age-Friendly Excellence and Parks and Recreation staff convened to initiate development of the Age-Friendly Action Plan • July 2025: Parks and Recreation staff completed an internal review of the draft Action Plan. • August 2025: The draft Action Plan was reviewed collaboratively by staff across multiple City departments and members of the community task force
• September 2025: The Action Plan was presented to the City Council • October 2025: The Action Plan was submitted to AARP for review • November 2025: The Action Plan received formal approval from AARP Analysis
Belmont’s Age-Friendly Action Plan is a living document, more of a roadmap, not a list of requirements, outlining initiatives and goals to help make the City of Belmont a better place to age gracefully, thrive, and be independent.
Each domain outlined in the Action Plan is listed below with a few corresponding updates for each.
Domain 1: Outdoor Spaces & Buildings
• The Parks department will be working on an exciting placemaking project in Twin Pines Park adjacent to the Senior and Community Center. A space will be created that includes several benches and a game table. One feature of the placemaking project will be a chatty bench. A chatty bench is a designated bench specifically designed to encourage social interaction among passersby. These benches also help combat loneliness and isolation • The Parks department will be conducting seasonal brush cutting along open space trails. The seasonal brush cutting helps with visibility and fire prevention along trails and paths throughout Belmont
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• New Senior Mobility Guides have been made available at the Senior Center (prepared by SMC Transit District)
• SMC Transit District has set up a concierge phone line to walk people through navigating from one place to another
• Information has been disseminated in the City’s eNews about California’s updated bike and ebike lighting requirements
Domain 3: Housing
• There has been continued financial support for HIP Housing’s home sharing program with outreach to Accessory Dwelling Units ADU owners about the program • In 2025, the City issued building permits for (ADUs). Building permits were also issued for a 37- unit 100% affordable housing project, named the Corners at Belmont located at Hill Street and El Camino Real
• The City has approved entitlements in 2025 for a 100% affordable 63-unit development at 951 Old County Road (The Ridge at Masonic) and 140 units located at 580 Masonic Way, 25 of which are affordable
Domain 4: Social Participation
• The Belmont Library offers dozens of 55+ Friendly programs every month, some recurring and others as one-off experiences, some programs focus on making and crafting, while others invite participants to learn and consider topics they may never have explored deeply. • The Senior Center offers over 30 free drop-in programs (most weekly) in the areas of arts and crafts, table games, movies, language conversation groups, sports, and fitness. Additionally, there are monthly social events and informational seminars. o The Spring schedule includes a Bird Show, Brain Games, Mix and Mingle, a Tea Party, a presentation on the San Francisco Worlds Fairs, day trips, and a Matter of Balance class
Domain 5: Communication & Information
• The City continues to offer communications in both digital and printed formats such as flyers, Recology mailers, and on channel 27
• Digital literacy classes are ongoing at the Belmont Library with new offerings and partnerships bringing unique and reoccurring experiences every month • The City continues to provide tabling at all City events Domain 6: Respect & Social Inclusion
• The City offers cultural events such as Lunar New Year and Diwali o These events span generations and bring Belmont residents together in celebration and community. These events also meet our goal of offering more intergenerational programming
• The Senior Center has started holding “Town Hall” style meetings which have been named “Senior Connections” to create a space for overall feedback from the aging community. The first Senior Connection meeting was held in March, and these meetings will continue quarterly 872
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Domain 7: Civic Participation/Employment
• Volunteering at the Belmont Library and the Senior Center remains an opportunity for seniors to stay engaged with their communities
• Library programs like English Conversation Clubs and Citizenship Classes are create meaningful opportunities for adult and senior learners to explore civic participation, language development, and community
• The Belmont Library offers an author talk series which invites adults and older adults to engage directly with writers and experts whose work challenges assumptions and expands perspectives • The Senior Cetner celebrates their volunteers at an annual luncheon, as well as provides smaller gestures of appreciation throughout the year
Domain 8: Community Support & Health Services
• The San Mateo Daily Journal “Senior Showcase” resource fair was held on March 20th with over 30 senior-focused organizations tabling and several types of health screenings available • The Legal Aid Society of San Mateo County will be offering an Advanced Healthcare Directives and Power of Attorney clinic in May
• Sequoia Hospital will be providing a free educational seminar on Fall Prevention • The Belmont Library provides tech literacy through practical, lecture style presentations, and collaborative gamification through providers like California Brain Games allowing individuals to stay engaged in lifelong learning
• The Senior Center has added a “Documentaries and Discussions” program to their schedule to encourage learning and thoughtfulness on a variety of topics
Emergency Services – Additional Domain added by Center for Age-Friendly Excellence • Belmont Police Department assists residents in signing up for SMC Alert and social media. o Belmont Police Department provides this information at their public event booths and has held special presentations at Senior Center lunch program • Belmont Police Department holds an annual education event at Senior Center regarding elder scams and how to avoid them
• Pizza with the Police events at the Senior Center and a Coffee with a Cop events offer opportunities for seniors to share ideas and concerns, receive information, and connect with local law enforcement in a positive environment
Staff remain committed to advancing the initiatives and goals outlined in the Age-Friendly Action Plan.
This work will continue to be guided by ongoing community engagement, data-driven evaluation, and collaboration across departments and partner organizations. As community needs evolve, staff will adapt strategies to ensure programs, services, and facilities continue to support older adults in living healthy, connected, and independent lives. Regular updates will be provided to ensure transparency and to track progress toward creating a more inclusive and age-friendly Belmont. 873
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1. Take no action.
Attachments
A. Approved Age-Friendly Action Plan 2026-2029
B. Staff Presentation
Fiscal Impact
☒ No Fiscal Impact
☐ Funding Source Confirmed:
Source: Purpose: Public Outreach:
Staff Discretionary Action Posting of Agenda
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1 | Belmont Age-Friendly Action Plan - 2026-2029
“Age is an issue of mind over matter. If you don’t mind, it doesn’t matter.”- Mark Twain City of Belmont
Age-Friendly
Action Plan
2026–2029
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Executive Summary
In September 2022, the American Association of Retired Persons (AARP) and the World Health Organization (WHO) formally designated the City of Belmont as an AgeFriendly City. This designation marks a significant milestone in our journey toward fostering a community that is inclusive, accessible, and supportive of residents of all ages. Our commitment reflects the guiding principle of livability, ensuring that Belmont remains a place where all people can thrive at every stage of life.
Demographic shifts worldwide highlight the need for cities to adapt to an aging population. By 2034, the U.S. Census Bureau projects that there will be more people over 65 than under 18 for the first time in history. We have reached a crossroads where older adults outnumber children in many countries.*
Belmont is committed to being an Age-Friendly community and providing quality public services and programs. We respect community values and apply necessary resources to meet our community members’ prospective challenges and expectations.
We want to ensure that our City incorporates programs and policies that enhance the quality of life and promote wellness for all residents, especially those over 55. A variety of classes are offered to cater to all fitness levels, including seated boot camps, Tai Chi, Yoga Therapy for Brain Health, balance classes, and more.
A sense of community and belonging is critical to a city’s offerings. The goals and strategies outlined in the action plan will represent a positive step forward in identifying how we intend to engage the community, broaden services, create opportunities for residents to thrive, and provide feedback on our progress. *Aging in the United States: Strategic Framework for a National Plan on Aging, May 2024. 876
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Belmont strives to lead the global Age-Friendly movement through continued commitment, innovation, and collaboration. By sharing best practices, learning from our experiences, and adapting to emerging challenges, we will ensure that our City remains a vibrant, inclusive, and livable place for all.
As longevity increases, the need for an Age-Friendly environment becomes increasingly essential. The Belmont Parks and Recreation Department along with the City Council and staff, played a critical role in supporting this vision.
This plan is a culmination of a detailed consultation process that brought service providers, City staff, commissioners, elected officials, and community members together in Belmont to identify how the City can continue to make Belmont a phenomenal place to live, work, and play.
With this plan and vision, the City can strive to work with its residents and counterparts to establish a worldwide community. It is a testament to the community’s unwavering commitment and dedication to creating an Age-Friendly environment.
EXECUTIVE SUMMARY
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Table of Contents
Overview Age-Friendly Cities
8 Domains of Livability and Examples
Action Plan Introduction
Domain 1: Outdoor Spaces and Buildings
Domain 2: Transportation
Domain 3: Housing
Domain 4: Social Participation
Domain 5: Communication and Information
Domain 6: Respect and Social Inclusion
Domain 7: Civic Participation and Employment
Domain 8: Community Support and Health Services
Domain 9: Emergency Services
Appendices:
A. Age-Friendly Projects to Consider
B. Current Age-Friendly Practices
C. The City of Belmont
D. City Government
E. Demographic Profile of Belmont Residents
F. Livability Index
Acknowledgment
Resources
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18 23
26 32
36 41
46 50
54 58
61 62
74 76
79 81
83 84
TABLE OF CONTENTS
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OVERVIEW: AGE-FRIENDLY CITIES
Overview:
AGE-FRIENDLY CITIES
The concept of Age-Friendly cities emerged in response to the rapid aging of populations and increasing urbanization. The World Health Organization’s Global Age-Friendly Network was launched in 2008 to foster an exchange of experiences and provide a forum for mutual learning worldwide. In the United States, the AgeFriendly effort is a partnership with the World Health Organization (WHO) and the American Association of Retired Persons (AARP). There are currently 1,705 cities in 60 countries, covering a population of 330 million worldwide. In 2007, the World Health Organization published the WHO Global Age-Friendly Cities guide, which outlines the domains of life that impact adults aged 55 and above. From this guide, the WHO identified and implemented eight domains to incorporate into establishing AgeFriendly cities. In 2010, the Global Network of Age-Friendly Cities and Communities was established to facilitate the exchange of ideas and information among cities, enabling them to work more effectively in accommodating older residents. The WHO has recognized that the number of people aged 60 and over is projected to double from 11% in 2006 to 22% by 2050. According to the Master Plan on Aging’s dashboard, 21% of the population in California was age 60 or older in 2022. In San Mateo County, approximately 23% of the population was 60 or older in 2020, with a projected increase to 34% by 2040.
The WHO and AARP serve as platforms for cities to share information, learn from each other’s experiences, and collaborate on innovative solutions to the challenges of an aging population. The WHO identified eight domains: outdoor spaces and buildings, transportation, housing, social participation, respect and social inclusion, 5 | Belmont Age-Friendly Action Plan - 2026-2029 879
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OVERVIEW: AGE-FRIENDLY CITIES
civic participation and employment, communication and information, and community support and health services. In this plan, an additional domain related to emergency preparedness and services is introduced, which doesn’t fall within the original eight domains of the WHO. The findings from the World Health Organization were compiled into the Global Age-Friendly Cities Guide and the Checklist of Essential Features of Age-Friendly Cities, which was released in 2007.
In 2019, Governor Gavin Newsom signed an executive order calling for the development of the California Master Plan on Aging, which was launched in 2021. It is a comprehensive blueprint to address the needs of the aging population and people with disabilities. Stakeholders from the state provided input on issues and concerns affecting older adults. The plan outlines five goals, accompanied by 23 strategies to promote health, aging, equity, and inclusion across the lifespan, supported by multiple initiatives and a data dashboard to track progress. This plan emphasizes preparing for increased health and care demands while fostering community growth. The plan outlines five goals to build a California for All Ages by 2030: Housing for All Ages & Stages; Health Reimagined; Inclusion & Equity, Not Isolation; Caregiving that Works; and Affordable Aging.
This action plan also addresses the emerging challenge of combating ageism. The City of Belmont’s work on this plan will align with the emerging focus at the County, State, Federal, and international levels to utilize resources effectively in meeting the growing needs of our increasingly older adult population. Age-Friendly communities benefit from a wide range of citizen engagement by including residents in identifying community needs and developing action plans to implement a course of action, along with evaluation metrics. The plan proves to be a testament to the commitment in establishing an environment where older adults can thrive and are encouraged to continue to contribute to the community. The Age-Friendly movement faces challenges, but continues to evolve, driven by a commitment to creating an inclusive and equitable suburban environment where older adults can work, live, and thrive.
Making cities more Age-Friendly is a necessary and logical response to promote the well-being and contributions of older adults, while also ensuring cities remain thriving.
The City wants to encourage enablement rather than disablement. Age-Friendly cities can only result from an integrated approach centered around how older adults live. 880
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AGE-FRIENDLY DOMAINS
AGE-FRIENDLY DOMAINS
NOTE: A ninth additional domain has been added to
highlight Belmont’s Action Plan for Emergency Services. 881
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AGE-FRIENDLY DOMAINS
DOMAIN 1: Outdoor Spaces and Buildings
Age-Friendly outdoor spaces and buildings are essential components that contribute to healthy and active aging in a community. These environments are designed with the needs of older adults in mind.
Ensuring that public areas are safe, accessible, and inclusive for people of all ages, backgrounds, and abilities is essential to providing a good quality of life. An Age-Friendly design promotes independence and social participation by minimizing physical barriers. It is necessary to foster an environment where older adults can fully participate in community life and maintain their health and well-being. Some critical features to explore in this domain for an Age-Friendly community include, but are not limited to, the following:
Accessibility: Age-Friendly environments prioritize ease of access for people of all mobility levels. This involves designing barrier-free pathways with smooth, non-slip surfaces and adequate width to accommodate everyone’s use. Clear signage with large, readable fonts enhances navigation for individuals with visual or cognitive impairments.
Accessibility also extends to parking areas, including designated spaces close to entrances, ensuring ease of access for individuals with mobility challenges. Accessible elevators, ramps, and stairs are essential for ensuring accessibility.
Safety and Security: Older adults are more vulnerable to falls and other risks, so safety is a primary consideration in developing Age-Friendly designs. Well-maintained and well-lit pathways, trails, pedestrian areas, and parking lots help reduce the risk of falls or accidents. Adequate lighting, emergency call buttons, and cameras help older adults feel more secure when using public spaces during the day and in the evening.
Public Facilities: Public facilities should be designed with accessibility as a focal point. Buildings should be easily accessible to older adults, including those with mobility issues or disabilities. Comfort in outdoor environments and buildings helps enhance usability for older adults.
Seating areas with sturdy benches and chairs that offer high backrests and armrests will be placed in high-traffic pedestrian areas and rest spots. Placement of seating under a shade structure helps protect against sun exposure and provides shelter from wind and rain.
Additionally, outdoor exercise equipment must be designed for both youth and mature adults to empower intergenerational socialization.
Green spaces should be readily available for older adults to enjoy nature and participate in physical activities to foster a sense of well-being. 882
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DOMAIN 1: Outdoor Spaces and Buildings
Walkability: Outdoor spaces should encourage walking by providing well-maintained sidewalks, trails, and pedestrian crossings with sufficient crossing times. Walking loops in parks or neighborhoods with clear signage and distance markers help seniors track their activity.
Inclusive Design: Building and suburban planning should consider the needs of older adults, incorporating features that enhance safety, comfort, and usability for people of all ages. Design should also address sensory, cognitive, and physical differences. Inclusive spaces foster social interaction between residents of different generations, which helps reduce isolation by making everyone feel welcome in their community.
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DOMAIN 2: Transportation
An Age-Friendly community provides a variety of reliable, accessible, and affordable transportation options, along with mobility education, which allows residents the ability to be connected to all areas and services within the community. Transportation is a critical necessity influencing active aging, social participation, and access to essential community services and resources. A robust transportation system ensures residents can move safely and comfortably throughout the local and regional community.
Accessible Public Transportation: Accessible public transportation ensures that older adults and individuals with disabilities can travel independently. There should be designated priority seating, ramps, and lifts. Doors need wide openings to accommodate walkers and wheelchairs. Audible announcements and transparent visual displays inside vehicles help riders stay aware of their upcoming stops.
Affordable Transportation Options: Transportation should be affordable for older adults, which could include subsidies or discounted fares. In addition to traditional transportation options, volunteer transportation options, and shuttles should be readily available to increase access to grocery stores, community centers, libraries, and medical clinics and hospitals. By reducing financial strain, these measures encourage the use of public transportation among older adults, to maintain easy access to services and increase social interaction with others.
Safe and Comfortable Transit: Safety in transportation involves welllit and secure bus stops and transit stations. Comfort is enhanced by providing shelters, seating, and protection from the elements at transit stops. Temperature controls inside vehicles are vital monitors to ensure a pleasant experience year-round for riders. Transit staff should be trained in disability awareness and customer service. Transportation modes must be clean, safe, and well-maintained. Buses, trains, and shuttles need to have grab bars, climate controls, and non-skid flooring. Transportation stations should have security cameras and easily accessible emergency call buttons.
Availability of Various Transportation Modes: Curating a “whole” approach to transportation will result in shorter waiting times. There should be a range of transport options available, such as buses, trains, on-demand options, taxi vouchers, and shuttles, which can accommodate different needs. On-demand transportation options that are made available, such as door-to-door pick-ups and drop-offs, also enhance the experiences of older adults and those with special needs. 884
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DOMAIN 2: Transportation
Walkable and Safe Streets: Safety and comfort need to play an essential role throughout the City’s transportation infrastructure. Ensuring streets are safe and walkable includes having well-maintained sidewalks, pedestrian crossings, and parking lots, and incorporating traffic-calming measures. Pedestrian crossings need countdown timers, audible and visual signals, and sufficient crossing times to accommodate slower walking speeds.
Information and Education: Clear, concise, and accessible information about transportation options, routes, and schedules with large fonts and high-contrast colors is essential. Workshops and outreach sessions at community centers and libraries are needed to teach older adults how to use online transportation tools and smart cards. Volunteer “travel buddies” and helplines will help ensure that residents can take full advantage of available transportation options.
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DOMAIN 3: Housing
An Age-Friendly City offers housing that provides accessible living spaces, is affordable, and safe. Housing options include single-family homes, accessible dwelling units, multi-unit apartments, and co-housing options. Housing options must meet the ongoing changing needs of people as they age. Older adults need as many options as possible to help them stay in their homes, and not be forced to leave due to physical limitations, financial hardship, or lack of essential support systems. Affordability: Housing should be financially accessible to older adults, ensuring they can afford to live in suitable homes without experiencing financial strain. Most older adults live on fixed incomes. Age-Friendly housing may include options like subsidized housing, rent-controlled units, or shared living models.
Accessibility and Adaptability: Homes should be designed or modified to accommodate the physical needs of older people. Design concepts such as wide doorways, step-free entrances, lever-style handles, non-slip flooring, and grab bars in bathrooms will help enhance safety as older adults age. Kitchens can include adjustable countertops and easy-grip cabinets, enabling residents to maintain independence regardless of physical limitations.
Safety and Security: Ensuring that the housing environment is safe is crucial. Innovative technologies offer numerous benefits for older adults in housing, including enhanced safety, increased independence, and improved convenience. Safety features include security cameras, smart fall detection sensors, emergency buttons, smart locks, voice assistants, and smart thermostats.
Proximity to Services: It is essential that housing is located near transportation hubs, retail stores, libraries, community centers, and healthcare facilities. Access to these services helps older adults maintain independence and reduces the risk of isolation.
Support Services: Supportive services need to be integrated into the City’s housing framework to promote aging in place. On-site coordinators connect residents to health resources, meal delivery, health care, and other personal needs. Incorporating volunteer networks and intergenerational programs pairs younger residents with older adults for day-to-day tasks such as grocery shopping, driving to medical appointments, attending City events, and assisting with home maintenance. This holistic approach helps ensure that housing is not just a physical support, but also incorporates mental health components to promote connection and independence.
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DOMAIN 4: Social Participation
An Age-Friendly community fosters affordable and accessible activities and opportunities for social interaction and engagement that cater to people of all ages, abilities, and cultures. Social interaction and participation foster a vibrant, inclusive environment where older adults are empowered to engage daily in their community.
Accessible and Affordable Activities: Social participation opportunities need to be financially inclusive and physically accessible. This includes holding events and activities at venues that are easy to reach and navigate for people with mobility challenges. Costs should be kept low or subsidized to assist residents who are on limited incomes and have limited resources.
Intergenerational Opportunities: Intergenerational programs, such as storytelling, karaoke, music, playing board games, and watching movies, foster social interaction and reduce social isolation. Promoting intergenerational activities and opportunities for social engagements helps bridge the gap between generations and provides positive interactions that promote healthy aging and foster respect. This is crucial for maintaining physical health, cognitive function, and emotional wellbeing.
Community Support: Age-Friendly Cities encourage community organizations and local governments to support social participation for older adults through funding and the use of community rooms and other community spaces designed to promote spontaneous social interactions.
Pop-up food trucks and cafes also create spaces and casual settings for residents and neighbors to gather and chat. Regular interaction with peers and other community members can improve mental and emotional wellbeing. Participating in meaningful events and activities contributes to a higher quality of life, which enables older adults to pursue their interests, hobbies, and passions, which fosters a sense of belonging and purpose. 887
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DOMAIN 5: Communication and Information
As defined by the AARP, an Age-Friendly community ensures timely information from multiple sources, is multilingual, covers various topics, and is distributed widely throughout the community. The opportunity to stay connected with events and essential information is necessary to maintain a good quality of life. This domain encompasses a variety of elements, with a key focus on user-friendly communication channels. When information is easy to access and understand, seniors can fully participate in their communities without feeling isolated, disconnected, or overwhelmed.
This approach fosters a sense of respect and value for the older adult population.
Accessible Information: Information must be accessible and available in multiple formats to accommodate different needs and preferences.
This includes having printed materials in large fonts and focusing on the Who, What, When, and Where. It is also essential to ensure that online information is easily accessible and that residents are educated on using technology.
Transparent and Timely Updates: Communication should be simple, direct, and easy to understand. Visual aids such as graphs, pictures, and diagrams should be appealing and capture the audience’s interest. There should be frequent updates, and information should be disseminated through a variety of mediums and channels.
Inclusive Communication Channels: Mixing of traditional and modern communication methods ensures information is disseminated across a broad spectrum of the community. This may include, but is not limited to, flyers, newspapers, newsletters, electronic news, television, community bulletin boards, social media, and websites.
Educational Support: Technical support helps older adults navigate the digital world. Classes and workshops focusing on using computers, tablets, smartphones, and the internet ensure that older residents can access online resources, social media, and digital communication tools.
Community centers and libraries often provide free internet access, group sessions, and one-on-one tech assistance, bridging the digital divide and empowering older adults to stay connected with family and friends.
Responsive Services: Age-Friendly communication must be responsive and interactive. Communication channels may include helplines, concierges, customer service centers, and support centers. Staff need to be respectful, kind, and patient. Websites should offer chat features that are easy to use.
Older adults should also have the opportunity to ask questions and receive feedback in a timely fashion. This empowers older adults to stay informed, connected, and engaged in all aspects of community life. 888
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DOMAIN 6: Respect and Social Inclusion
An Age-Friendly City with robust social inclusion and respect policies creates an environment where older adults feel included and empowered. Older adults need to feel they are included and respected in their communities. These cities prioritize equity, ensuring that older adults of all income levels, cultural backgrounds, or physical abilities have equal access to resources, opportunities, and services.
Intergenerational interactions can be beneficial in understanding the differences between generations. An Age-Friendly community fosters positive attitudes towards aging, promotes inclusive community activities, and engages older adults in decision-making processes.
Positive Attitudes Towards Aging: An Age-Friendly City promotes positive perceptions of aging by challenging stereotypes and reducing age-based discrimination. This can be accomplished through education campaigns and media representation to help reshape how aging is viewed. It is vital to emphasize resilience, wisdom, and continued contributions. Respect and inclusion also extend to the City’s workforce and service providers. Staff should receive training emphasizing cultural competence and awareness of age-related challenges like mobility limitations, hearing loss, and memory loss. When society values older adults, they are more likely to be treated with dignity. Businesses are incentivized to adopt Age-Friendly practices through certification programs recognizing their commitment to inclusion.
Intergenerational Opportunities: Facilitating interactions between different generations can foster mutual respect and understanding, promoting a more inclusive and harmonious society. Intergenerational programs in schools, workplaces, and community centers can help bridge the gap between young and old, fostering a more cohesive community, comfortable with socializing and collaborating.
Recognition of Contributions: Acknowledging and celebrating the knowledge, wisdom, and life experiences of older generations is key to fostering respect. This can be achieved through recognizing contributions at Council meetings, City events, and local media features.
With this increased recognition, people feel a stronger sense of belonging and purpose.
Involvement in Decision-Making: Including older adults in decisionmaking processes, especially those affecting their lives, ensures their voices are heard and respected. This will be achieved through advisory boards, commissions, and community boards and committees. 889
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DOMAIN 7: Civic Participation and Employment
An Age-Friendly City creates environments that support community participation and employment by removing barriers and providing resources and opportunities to facilitate this concept. This includes ensuring that there is transportation to work and volunteer sites, as well as developing supportive legislative policies catering to older adults’ needs. Residents’ voices shape the community.
Employment Opportunities: Age-Friendly Cities promote flexible and fair employment opportunities for older adults who want to work. This can include offering part-time and full-time employment opportunities, job training opportunities, and remote work options. Employers are encouraged to adopt age-inclusive hiring practices, value experience, and avoid age-based discrimination.
Volunteerism: Older adults can partner with schools, governments, local businesses, and nonprofits to contribute meaningfully while staying socially connected. Activities such as tutoring, storytelling, community gardening, and participating in and planning events help reinforce a sense of belonging and purpose. Encouraging volunteer activities in both public and private sectors allows older adults to contribute to their communities, stay active, and maintain social connections.
Recognition: To sustain engagement, it is crucial that older adults’ contributions, whether paid or unpaid, are celebrated and acknowledged. This can be accomplished through certificates, appreciation events, and public thank-you messages. These types of recognition promote positive civic engagement. When appreciation is exhibited, older adults are more likely to continue participating and feel a strong sense of belonging in their community.
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DOMAIN 8: Community Support and
Health Services
An Age-Friendly community provides adequate access to various healthcare services that help promote, enhance, and restore health.
This ensures that older adults can access the necessary services to maintain their health and encourage independence for as long as possible. Health services are prioritized to enhance residents’ physical and mental well-being. As people age, their healthcare needs become more complex, which requires increased medical care and supportive healthcare services. An Age-Friendly approach incorporates affordable, accessible, and person-centered care that supports aging in place and independence.
Accessible Health Services: Age-Friendly communities ensure that health care services are financially and physically accessible. Health services such as hospitals, clinics, and health centers are located near residential areas with ample parking, wheelchair access, and AgeFriendly signage.
Community-Based Supports: Preventive health initiatives should be part of a city’s approach to promoting active and healthy aging. Community and senior centers offer affordable fitness classes, nutrition workshops, and educational sessions focusing on a wide range of health-related topics, including cardiovascular disease, diabetes, hypertension, and fall prevention. This may also include other services such as meal delivery, adult day care services, and transportation assistance.
Support for Caregivers: Family members and caregivers play a critical role in supporting older adults’ healthcare needs. In addition to providing care for the patient, caregivers also need support to maintain their physical and mental well-being. This includes access to respite care, healthcare workshops, financial assistance, resource directories, and emotional support groups. Offering support services for caregivers protects their well-being and also enhances the quality, safety, and sustainability of care for older adults in the community. 891
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Action Plan
An Age-Friendly Action Plan is a five-year framework developed by communities to create an environment that supports the quality of life of older adults as they age.
A plan serves as a roadmap for developing projects and policies that make a city a better place for individuals to age gracefully, thrive, and maintain their independence.
In developing Belmont’s Action Plan, the City engaged with residents in various ways. Belmont officially joined the AARP/WHO network in September 2022, marking its certification as an Age-Friendly City. The process began in April 2022, when the Belmont City Council approved the formation of a task force to oversee the application, with support from the Center for Age-Friendly Excellence (CAFE) and the San Mateo County Board of Supervisors. This designation demonstrates the City’s commitment to developing an action plan to implement and evaluate Age-Friendly initiatives, thereby enhancing the City’s livability for all ages. It is essential to conduct a baseline community assessment of the needs of older adults, establish a three-year action plan to address these needs, and develop tools to measure the progress of this Action Plan.
ACTION PLAN INTRODUCTION
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Before developing an Action Plan, the City has implemented many projects and policies to support its older adult population. Some examples include, but are not limited to:
Outdoor Spaces and Buildings
Provide informal places to gather to build community connections: • Providing plenty of seating, such as chatty benches and picnic tables, encourages active socialization.
• Two locations have recently resurfaced tennis courts with newly added pickleball lines.
• Public playgrounds have seating nearby for grandparents and others.
• Off-leash dog areas enable individuals with limited mobility to provide their dogs with exercise and engage in social interaction with other dog owners.
• The Parks and Recreation Master Plan calls for the addition of gathering spaces.
• The City added a Public Plaza in 2018 to provide additional gathering space in the downtown area.
Transportation, Mobility, and Pedestrian Safety • Measure I was approved to address the necessary sidewalk repairs for safety and accessibility.
• The City’s Bike and Pedestrian Plan, approved in 2016, outlines phased improvements to Ralston Ave. These include crosswalks in new locations and hawk signals at select crosswalks to allow pedestrians of all abilities enough time to cross.
• The City provides transportation to and from its Senior Center, allowing seniors to attend safely.
• Sequoia Village volunteers drive Village members to medical appointments, stores, and social events.
Housing • The City of Belmont has approved and constructed a wide variety of affordable housing projects. A few examples of developments include:
- The Corners
- Belmont Family Apartments
- Firehouse Square
- Artisan Crossing
- Hayden
ACTION PLAN INTRODUCTION
ACTION PLAN INTRODUCTION (continued)
893
20 | Belmont Age-Friendly Action Plan - 2026-2029 • Staff collaborate with Rebuilding Together Peninsula (RTP) to provide minor building repairs for older adults.
Social Participation • The Senior Center, in collaboration with other community-based organizations (CBO’s), offers monthly educational seminars on a variety of health topics and organizations that provide resources for seniors.
• Library, in collaboration with Dignity Health Sequoia Hospital and Friends of the Belmont Library, offers “Maturing Gracefully”, a speaker series on similar topics.
• Library outreach services include homebound book deliveries and book discussions at senior living facilities.
• Residents are informed that they can request the City’s e-newsletter in print form.
• Information about the Senior Newsletter and senior resources are included in the tri-annual Recreation brochure.
• Parks & Recreation staff engage with participants regularly to gain knowledge of interests and needs.
Respect and Social Inclusion • The Library offers events and classes with intergenerational opportunities, including technology assistance provided by teen volunteers, and English as a Second Language (ESL) studies. • The Parks and Recreation Department offers several free programs in partnership with local agencies to support seniors’ physical, mental, and financial well-being.
Civic Participation and Employment • The Twin Pines Senior & Community Center has an average of 30 volunteers who assist with various events, including senior lunches.
Communication and Information • The monthly Twin Pines Newsletter is specifically designed for seniors. The newsletter is available at the Twin Pines Senior and Community Center, as well as on the City website. It can be mailed upon request.
• A reference rack with take-home pamphlets and flyers with information on free resources provided by nonprofits for seniors is available at the Twin Pines Senior and Community Center, the Library and the Police Department lobby.
ACTION PLAN INTRODUCTION
ACTION PLAN INTRODUCTION (continued)
894
21 | Belmont Age-Friendly Action Plan - 2026-2029 • The City’s Parks and Recreation Activity Guide features a fullpage ad showcasing various resources available to the senior community, including transportation options and methods for securing food.
Community Support and Health Services • Sequoia Healthcare District and Dignity Health Sequoia Hospital offer educational programs that cater to older adults at the Senior Center and the Library.
• The Belmont Police Department has implemented a program, Belmont Tracking and Recovery of Adults & Children, which provides free GPS tracking units to families with loved ones who suffer from cognitive or developmental impairments.
In developing their application for certification, the City of Belmont reached out to the community through various channels. Five focus group sessions were conducted, both virtually and in person.
These also included one-on-one phone interviews with a total of 23 participants. The focus groups represented a diverse cross-section of the community. These included older residents aged 55 to 75, 76 and older, and community leaders and service providers who work with older adult residents. Reports from these focus groups provided the task force with data to inform the development of priorities. These discussions clarified that the Communication and Information and Social Participation domains required the most attention. These domains are the premise of Belmont’s inaugural Age-Friendly projects.
During Belmont’s Age-Friendly City focus group discussions, the community highlighted a need for improvements to their existing communication materials and distribution channels, and the need to expand. These efforts aim to reach the full spectrum of older adults in Belmont. Secondly, the City aims to promote increased respect and social inclusion by committing to developing and offering multicultural programs, thereby enhancing cultural awareness and diversity throughout the community. Additionally, there is an opportunity to expand staff and volunteer representation of diverse cultures within the Senior Center and Library. A long-term goal for Belmont is to continue developing a new conceptual design for the Barrett Community Center. The construction of a facility is dependent on securing funding. Finally, input from the focus groups highlighted the importance of partnering with local hospitals to offer
ACTION PLAN INTRODUCTION
ACTION PLAN INTRODUCTION (continued)
895
22 | Belmont Age-Friendly Action Plan - 2026-2029
more affordable or no-cost health and wellness programs for older adults and researching additional transportation options to support these programs.
In February 2025, the Center for Age-Friendly Excellence (CAFE) hosted a focus group session with the task force. In March 2025, a town hall meeting was held with older adult Belmont residents to reassess Belmont’s priorities. Belmont developed its own AgeFriendly survey and received responses from 229 residents.
Qualitative data from all focus groups, town hall discussions, and the results of the Belmont community survey helped establish potential projects and strategies outlined in the Action Plan. The primary goal is to enhance the City’s livability while encouraging the community to recognize older adults’ endless and valuable contributions through their wisdom and collaboration.
To address the unmet needs of older adults, a comprehensive spreadsheet was created based on staff and community
feedback, to record and track potential projects and strategies.
The spreadsheet in Appendix A of the Action Plan is a valuable resource, highlighting key focus areas for the Action Plan and guiding the City in prioritizing and monitoring short and long-term initiatives for 2026 through 2029. The Action Plan outlines specific goals, strategies, and implementation steps for achieving those goals, along with designated partners and responsible parties who implement policies and projects across the eight domains identified by the World Health Organization and AARP. In addition, a ninth domain was added for emergency services by the City of Belmont, in order to address the need for accessible and reliable resources in the community. Goals will be measurable and informed by assessment and community engagement findings. Short and long-term goals will be established, with accountability assigned to relevant stakeholders. Building partnerships, advocating for policy changes, and securing funding will be crucial for the plan’s sustainability. This dynamic and evolving document enables residents, staff, council, and stakeholders to regularly assess and update to meet the community’s continually changing needs.
ACTION PLAN INTRODUCTION
ACTION PLAN INTRODUCTION (continued)
896
23 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 1:
Outdoor Spaces and Buildings
An Age-Friendly community in the domain of outdoor spaces and buildings should offer a safe, clean, and maintained environment.
Outdoor spaces should foster social interaction and encourage connectivity within a community. The outdoor environment should have infrastructure that is safe, welcoming, enjoyable, and accessible to community members of all ages.
“Relaxation
areas are so
important
for everyone
to enjoy, and
we must have
opportunities
to learn from
others.”
SURVEY RESULTS
DOMAIN 1: OUTDOOR SPACES AND BUILDINGS
96% of respondents rated the community as fair to
excellent in providing well-maintained parks.
90% of respondents rated the community as fair to
excellent in providing safe parks.
77% of respondents rated the community’s provision
of enough benches for resting in public areas like
parks, sidewalks, and around public buildings.
72% of respondents rated the community as fair to
excellent in providing conveniently located public
parking lots and areas, including handicapped
parking.
60% of respondents rated the community as fair to
excellent in providing sidewalks that are in good
condition, safe for pedestrians, and accessible for
wheelchairs.
897
24 | Belmont Age-Friendly Action Plan - 2026-2029
Utilize and enhance open spaces, buildings, and parks to promote socialization, health, wellness, relaxation, comfort, and safety.
a. Add additional small parks to enhance and increase community collaboration with neighboring cities to leverage parks to provide more park opportunities. Refer to the Parks, Recreation and Open Space Master Plan: Belmont Parks, Recreation & Open Space Master Plan
b. Educate the public about continuing improvements that make the parks more accessible and safer.
c. Continue discussing plans for Twin Pines Park: re-evaluate a space close to downtown and integrate that space in various ways. Consider how to proceed with the Creek Restoration Project to create a walkable creek.
d. Launch an “Adopt a Bench” program with community involvement. i. Develop a senior ad hoc subcommittee to discuss and research more comfortable seating, “Age-Friendly Furniture,” for parks and other open space areas in downtown. Consider “friendship benches.”
1. The Friendship Bench | Centre for Global Mental Health
2. Petaluma’s Listening Bench lends an ear to seniors
3. Installation of benches - Age-Friendly World
4. A Guide To Choosing Age-Friendly Outdoor Furniture
e. Work with SamTrans to address the maintenance of bus stops. i. Trash is seen at bus stops along the El Camino and Ralston Route.
DOMAIN 1: OUTDOOR SPACES AND BUILDINGS
DOMAIN 1: Outdoor Spaces and Buildings
GOAL: Provide inclusive, safe, healthy outdoor and
indoor environments, empower older adults to live
independently, and promote active aging.
STRATEGIES
1 Please refer to Appendix A for extensive recommendations contained in the project’s spreadsheet. The Goals and Strategies described below in the following domains provide a brief overview of potential projects and options. * I/P: In Progress
RESPONSIBLE STAFF
Parks & Recreation
Public Works
TIME FRAME
6 Months/
2 Years
METRIC
YES/NO (I/P)
PARTNERS
SamTrans
Parks & Recreation
Commission
Community Volunteers
Public Safety Committee
898
25 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 1: OUTDOOR SPACES AND BUILDINGS
DOMAIN 1: Outdoor Spaces and Buildings
STRATEGIES (continued)
Promote pedestrian and driver safety among older adults in the community. a. Survey and develop a walking audit where older residents assess pedestrian safety components such as uneven sidewalks, park pathways, lack of handrails, potential crosswalk improvements, and lack of lighting. Refer to the AARP Walkability Audit Toolkit:
https://www.aarp.org/livable-communities/getting-around/aarp-walk-audit-tool-kit-english. html
b. Evaluate the possibility of installing a rail along Hallmark Park due to its steep incline and improve pavement near the tennis courts.
c. Continue to offer driver’s education refresher courses. AARP offers classes at Twin Pines two to three times per year.
d. Increase education related to pedestrian, bike, and auto safety. i. Create educational videos on pedestrian, bike, and auto safety. Post them on the City website and include them in the City e-newsletter. Send videos to all the schools to disseminate to parents and students.
2 GOAL: Provide inclusive, safe, healthy outdoor and
indoor environments, empower older adults to live
independently, and promote active aging.
TIME FRAME
1-2 Years
METRIC
YES/NO (I/P)
PARTNERS
Parks & Recreation
Commission
Community Volunteers
Police
Schools
Public Safety Committee
AARP
899
26 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: TRANSPORTATION
DOMAIN 2:
Transportation
An Age-Friendly City offers safe, accessible, and affordable mobility options that enable older adults to connect with essential services and social opportunities. Transportation options should be within walking distance from residential areas and crucial services. Stops and stations should offer comfortable seating and easy-to-navigate signage.
Mobility education should also be incorporated so people can easily understand the transit system and its options.
“Transportation
options are
not convenient
for our senior
center’s schedule
of programs
and events.
Transportation
currently doesn’t
provide a sense
of independence
and freedom.”
SURVEY RESULTS
73% of respondents rated the community as fair to
excellent in having streets and intersections that
are well-lit, accessible, and safe.
65% of respondents rated the community as fair to
excellent in providing accessible and convenient
public transportation.
60%
of respondents rated the community as fair to 65% excellent in enforcing the speed limit. of respondents rated the community as fair to
excellent in providing sidewalks that are in good
condition, safe for pedestrians, and accessible for
wheelchairs.
58% of respondents rated the community as fair
to excellent in providing affordable public
transportation
900
27 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: Transportation
GOAL: To provide safe, accessible, affordable mobility
options to empower older adults to navigate their
community independently and access essential services.
Educate older adults on various transportation resources and options, and make them available on an Age-Friendly page on the City website.
a. Utilize and disseminate information on transportation resources available through Belmont and San Mateo County.
i. Belmont Twin Pines Senior & Community Center Transportation:
650-595-7441: This is shuttle van service to and from the Senior Center, operating three days a week (Tuesday through Thursday) and is available for Belmont residents 60+. Pick-ups begin at 9:00 am, and riders depart from the Senior Center between 12:00 and 12:15 pm (extended services are available during a special social event). Encourage extension of hours, if possible, for the shuttle.
ii. Same-day Paratransit pilot program through Redi Wheels: SamTrans Board of Directors approves same-day paratransit service
iii. Senior Mobility Guide: Multiple languages
1. https://www.samtrans.com/media/34996/download?inline: English
2. https://www.samtrans.com/media/35125: Spanish
3. https://www.samtrans.com/media/35124: Chinese
iv. Redi-Wheels Reservations: Call 650-560-0360: Reservations | SamTrans v. Public Transit Travel Training: The San Mateo County Transit District offers free 1-on-1 orientation training for adults 18+. Email: [email protected] or call 650-508-6362 for additional information.
vi. “Got Wheels” Program: Got Wheels! is a program for residents at least 70 years of age who reside in any of the 25 cities in San Mateo County. Rides need to be within the geographical area of the 25 cities. This program is in partnership with Peninsula Family Service and Serra Yellow Cab. Six trips are allowed per month, for 5 dollars per one-way trip.
https://peninsulafamilyservice.org/got-wheels/
vii. Commute.org Shuttles
viii. FISH: Friends in Service to Humanity is a group of volunteers from local churches who provide transportation to and from medical appointments. For Belmont, call 650-593-1288.
STRATEGIES
DOMAIN 2: TRANSPORTATION
1 of respondents rated the community as fair to 36% excellent in providing safe public transportation 901
28 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: Transportation
ix. Ride PVI Peninsula Volunteers offers concierge on-demand transportation.
Volunteers call Lyft and Uber drivers, who are dispatched to the residence within minutes of the call. Registration for the program is needed. For more information, visit 1pvi.org/ridepvi or call 650-272-5006. The transportation hotline is 650-272-5040.
x. Peninsula Jewish Community Center offers seniors and caregivers a “Get Up and Go” transportation service. Monday-Friday 9:30 am-3:30 pm. Reservations are needed. Call 650-378-2750 for information or visit https://pjcc.org/ programs/senior-transportation/
xi. Serra Yellow Cab provides taxi service anywhere between Daly City and Menlo Park. The dispatcher can accommodate wheelchair users by requesting a wheelchair-accessible vehicle. To book a ride, call 650-991-2345. For wheelchair vans, call 650-340-9999.
xii. Villages of SMC: This is a group of local volunteers in various communities that have formed a membership-based village offering a range of support services, which include transportation. Volunteer drivers are trained and background checked. They use their vehicles to provide rides for members. www.villagesofsmc.org or call 650-260-4569.
xiii. SilverRide: Drivers can be scheduled for enhanced services to assist the rider door-to-door and accompany the rider to their final destination. Call 415-861- 7433 or visit www.silverride.com.
xiv. Bay Area Transportation Information: call 511 or visit www.511.org. xv. Paratransit Advisory Council (PAC): Dedicated to improving the quality and availability of transportation for people with disabilities in San Mateo County.
Call 650-299-1442 or visit www.sanmateoopcc.org.
b. Teach older adults how to use apps to utilize on-demand transportation options and encourage older adults to purchase Clipper cards: www.clippercard.com/ClipperWeb/get or call 877-878-8883.
i. SamTrans has an eligible discount fare available to seniors age 65+ and persons with disabilities with an approved ID.
c. Encourage older adults interested in teaching others to utilize public transportation to be involved in the San Mateo County Senior Mobility Ambassador Program. San Mateo County Senior Mobility Ambassador Program, or call 1-800-660-4287.
STRATEGIES (continued)
DOMAIN 2: TRANSPORTATION
GOAL: To provide safe, accessible, affordable mobility
options to empower older adults to navigate their
community independently and access essential services.
902
29 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: Transportation
DOMAIN 2: TRANSPORTATION
GOAL: To provide safe, accessible, affordable mobility
options to empower older adults to navigate their
community independently and access essential services.
2 Enhance pedestrian infrastructure and safety.
a. Increase education on pedestrian, bike, and auto safety. i. Create educational videos about pedestrian, bike, and auto safety. Post them on the City website and send them out twice a year in the e-newsletter. Additionally, videos should be sent to all the schools to disseminate to parents and students.
ii. If new signals are installed, educate the public on the new installations. iii. Increase traffic patrols to enforce speeding throughout the City. iv. Research older adult safety zones with reduced speed limits near senior communities.
v. Continue to offer AARP Smart Driver Courses two to three times a year.
Additionally, online courses are available at www.aarpdriversafety.org. vi. Consider offering Age Well Drive Smart Seminars through the California Highway Patrol. The free three-hour class is designed to help older drivers refresh their driving skills. Contact the Public Information Officer for more information: https://www.chp.ca.gov/programs-services/programs/age-well- drive-smart/.
vii. County of San Mateo Age Well Drive Smart Seminars: Call 650-363-4572 to RSVP for upcoming workshops.
STRATEGIES (continued)
RESPONSIBLE STAFF
Public Works
Parks & Recreation
TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
903
30 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: Transportation
DOMAIN 2: TRANSPORTATION
GOAL: To provide safe, accessible, affordable mobility
options to empower older adults to navigate their
community independently and access essential services.
STRATEGIES (continued)
b. Provide ample parking for seniors.
i. Designate Age-Friendly parking in downtown and, if built, at the new Barrett Community Center. Increase the amount of parking at the current Belmont Senior Center.
1. Smart Parking Spaces for Disabled People And Elderly - Age-Friendly World
2. https://agefriendlyireland.ie/wp-content/uploads/2021/06/AFI- Parking-Space-Guide.pdf
ii. Implement residential parking permits to reduce street crowding. Encourage people to park in their driveways and garages.
RESPONSIBLE STAFF
Parks & Recreation
Public Works
TIME FRAME
1-2 Years
METRIC
YES/NO (I/P)
904
31 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 2: Transportation
DOMAIN 2: TRANSPORTATION
GOAL: To provide safe, accessible, affordable mobility
options to empower older adults to navigate their
community independently and access essential services.
(Please refer to Appendix A for further information on potential projects.) STRATEGIES (continued)
In addition to providing transportation options, consider partnering with other Cities to offer residents who cannot drive feasible transportation to community centers, the library, and City events.
a. Research Microtransit systems that have been implemented in other cities. ‘Microtransit’ services replace bus systems in more North Carolina cities (Go Gastonia) b. Research faith-based organizations for opportunities to have parishioners volunteer to drive residents to essential appointments, grocery shopping, and social events. c. Continue to provide the current shuttle van to the Senior Community Center, but look into expanding the number of shuttles and increasing usage from 3 to 5 days a week.
Expand hours from 9:00 am to 12:00 pm to 9:00 am to 3:00 pm. d. Research the possibility of partnering with neighboring cities and schools to develop a pilot shuttle system. Develop Age-Friendly shuttle service hours from 9:00 am to 4:00 pm. Research the best options for a potential loop within the City that would be most beneficial for residents.
e. Research partnering with Senior Centers to see if they and the City can share van transportation around the City.
3 TIME FRAME
1-2 Years
RESPONSIBLE STAFF
Parks & Recreation
METRIC
YES/NO (I/P)
PARTNERS
Faith-Based Organizations
Villages of SMC
Schools
Senior Centers
Community Volunteers
905
32 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 3: HOUSING
DOMAIN 3:
Housing
Housing is essential for the safety and well-being of City residents— the cost of housing dictates where older residents want to live and maintain their quality of life. Diverse housing options are essential, such as multi-dwelling units, ADUs, condominium units, co-housing options, and single-family homes that incorporate universal and adaptable design features. It is important to remember that housing should be conveniently located near public transportation, and day-today access to critical services is imperative.
SURVEY RESULTS
96% of respondents rated the community as fair to
excellent for people to age in place.
91% of respondents thought living independently in their homes was very important or extremely important
as they age.
72% of respondents rated the community as fair
to excellent for providing trustworthy, quality,
and affordable home modification and repair
contractors.
42% of respondents rated the community as fair to
excellent in providing affordable housing options
for adults of varying income levels.
“It’s getting
so difficult to
afford living
here anymore.
My wages
don’t keep
up with the
cost of living.”
906
33 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 3: Housing
Raise awareness and understanding of housing issues and opportunities. Maintain and update the housing page on the City website.
a. HIP Housing: This program helps match people seeking housing with people with a room to rent. For more information, visit Home Sharing Program—HIP Housing or call 650-358-6660. HIP Housing also offers case management for older adults. https://hiphousing.org/programs/housing-readiness-program/ b. Doorway Housing Portal: https://www.housingbayarea.mtc.ca.gov. Apply and find subsidized, affordable housing in the Bay Area.
c. Housing Endowment and Regional Trust (HEART) of San Mateo County Housing Assistance programs: Provides educational workshops throughout the community and offers loans to first-time homebuyers to assist with down payments. HEART of SMC d. Promote Housing Programs offered throughout San Mateo County: Apply to Housing Programs | County of San Mateo, CA. This includes applying for affordable housing, emergency housing vouchers, and stability vouchers.
e. Housing Page City of Belmont: Housing | City of Belmont f. Legal Aide Society of San Mateo County: Legal Aid Society of San Mateo County (LASSMC) I Housing Resources, or call 650-517-8911.
g. Encourage the development of additional units of affordable housing targeted for older adults.
h. Continue to offer various housing options, such as co-housing, ADUs, and housing with community amenities and services.
i. Advocate for older adult housing with supportive services. j. Publish affordable housing opportunities in the City’s newsletter. k. Encourage older adults to the Belmont Housing Element, which provides a comprehensive strategy for delivering the production of affordable housing in the community: 2023-2031 Housing Element and Environmental Impact Report (EIR) | City of Belmont. Residents can also contact the housing department with questions at:
[email protected].
STRATEGIES
DOMAIN 3: HOUSING
1 GOAL: Provide resources and options for older
adults to age in place and incorporate policies
that encourage developers to provide affordable,
adaptable, and accessible living environments that
promote independence, safety, social connection, and
are located near public transportation and services.
907
34 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 3: Housing
l. The City of Belmont will be partnering with The Housing Endowment and Regional Trust (HEART) in 2025 for the first time, offering homebuyers workshops in Belmont. The City will also be organizing a Fair Housing Training workshop in collaboration with Project Sentinal for both landlords and tenants.
m. Provide opportunities to ensure older adults are included in discussing housing issues. n. Samaritan House: Provides housing assistance, emergency rent, and utility assistance:
4031 Pacific Blvd., San Mateo, 650-347-3648. Open Monday, Tuesday, Wednesday, and Friday 9:00 am to 5:00 pm. Thursday: 9:00 am to 12:00 pm. https:/samaritanhousesanmateo.org/service/housing-services/ o. The County (Center on Homelessness within the County’s Human Services Agency) funds a program to assist eligible seniors, defined as eligible households with at least one resident who is 60 years or older. Samaritan House, as the Core Service provider for Belmont and other jurisdictions, awards the funding to eligible applicants.
STRATEGIES (continued)
DOMAIN 3: HOUSING
GOAL: Provide resources and options for older
adults to age in place and incorporate policies
that encourage developers to provide affordable,
adaptable, and accessible living environments that
promote independence, safety, social connection, and
are located near public transportation and services.
PARTNERS
SMC Housing Department
HIP Housing
HEART
Planning Commission
RESPONSIBLE STAFF
Housing
Department
Community
Development
TIME FRAME
6 Months3 Years
METRIC
YES/NO (I/P)
908
35 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 3: Housing
STRATEGIES (continued)
DOMAIN 3: HOUSING
GOAL: Provide resources and options for older
adults to age in place and incorporate policies
that encourage developers to provide affordable,
adaptable, and accessible living environments that
promote independence, safety, social connection, and
are located near public transportation and services.
Provide resources related to housing rehabilitation services. a. Increase awareness about accessory dwelling unit construction: San Mateo County ADU Resource Center: Provides information, resources and tools to assist homeowners to build ADU’s in San Mateo County. https://smcadu.org
b. Partner with Rebuilding Together to utilize it as a resource to provide affordable repairs:
https://www.belmont.gov/i-want-to/find/housing
c. Villages of San Mateo County offer minor home repairs. Sequoia Village serves Belmont to Redwood City. www.villagesofsmc.org
2 PARTNERS
Rebuilding Together
SMC Villages
SMC Housing Department
Community Volunteers
RESPONSIBLE STAFF
Housing
Department
Community
Development
TIME FRAME
6 Months1 Year
METRIC
YES/NO (I/P)
909
36 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 4: SOCIAL PARTICIPATION
DOMAIN 4:
Social Participation
Social participation plays a vital role in an Age-Friendly community. It should foster inclusion, combat isolation, and enhance an individual’s well-being and quality of life. Opportunities should be tailored to the interests and needs of older adults. Connections need to be promoted across all age groups. Engagement of older adults is encouraged, and it is essential to focus on training service providers to understand how they can better respond to the needs of older people.
Intergenerational activities can also help guard against isolation. In his U.S. Surgeon General’s Advisory, Dr. Vivek Murthy warns about the public health crisis that loneliness and isolation pose to the American public (Our Epidemic of Loneliness and Isolation, 2023). An AgeFriendly City must create a vibrant and supportive environment where older adults are valued and connected.
“I want more
activities
offered both
during the day
and evening.
Most of our
programs are
during the
daytime hours.
There also
needs to be a
wide array of
programs for
everyone of
mature age.”
SURVEY RESULTS
72% of respondents rated the community as fair
to excellent in providing conveniently located
entertainment venues.
69% of respondents rated the community as fair to
excellent in providing access to reliable and
affordable in-home high-speed internet.
67% of respondents rated the community as fair to
excellent in providing activities explicitly geared
towards older adults.
910
37 | Belmont Age-Friendly Action Plan - 2026-2029
GOAL: Create and deliver accessible, affordable,
diverse and inclusive opportunities for older
adults to engage in social activities open to people
of all ages, cultures, and abilities.
Promote and increase intergenerational activities and engagement. a. Create a Senior Advisory Committee/Commission to work with the Youth Advisory Committee to develop social events and activities that involve multiple generations. b. Partner with elementary and high schools to have children and teens interact with older adults at their senior luncheons.
c. Schedule family nights with open seating at large tables to play board games or have movie nights.
d. Foster connections between generations by including intergenerational programs such as karaoke, trivia nights, storytelling, and creative art projects. e. Facilitate the opportunity for older adults to tell their stories and exhibit their generational wisdom. Collaborate with the library and high schools to produce engaging historical videos, which wil be featured in the newsletter, City website, and school e-News. f. Research and disseminate information related to eldera.ai: It offers a platform for intergenerational connection that is accessible to all. It is a virtual platform that pairs older adults with young people to improve the quality of life through socialization.
Establish weekly virtual conversations and activities.
g. Consider rebranding the Senior Center and renaming it to the Community Wellness Center to engage healthy and active older adults.
STRATEGIES
1 of respondents rated the community as fair to
excellent in providing affordable activities to all 54% residents.
DOMAIN 4: Social Participation
DOMAIN 4: SOCIAL PARTICIPATION
911
38 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 4: Social Participation
GOAL: Create and deliver accessible, affordable,
diverse and inclusive opportunities for older adults
to engage in social activities open to people of all
ages, cultures, and abilities.
STRATEGIES (continued)
DOMAIN 4: SOCIAL PARTICIPATION
2 Develop a broad spectrum of social programs that increase social opportunities for older residents.
a. Conduct a City-wide survey to determine what social programs are needed, what convenient times are, and whether there are gaps in services being offered and any duplications.
b. Consider adding workshops related to retirement, health, and being empty nesters. Offer various speaker series and support groups for widows/widowers and divorcees. c. Communicate events and programs electronically and with colorful flyers in large font. d. Offer a wide variety of activities tailored to the interests of older adults. e. Educate the community about the benefits of Sequoia Village which serves Belmont, San Carlos, Redwood City, and Redwood Shores. Provides access to support services that help residents engage in the community. Sequoia Village f. Communicate programs and events, concisely and frequently, and disseminate information in multiple languages, both printed and electronic. Provide printed copies of the weekly newsletter upon request.
(Please refer to Appendix A for further information on potential projects.)
TIME FRAME
6 Months2 Years
METRIC
YES/NO (I/P)
RESPONSIBLE STAFF
Parks & Recreation
912
39 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 4: Social Participation
GOAL: Create and deliver accessible, affordable,
diverse and inclusive opportunities for older adults
to engage in social activities open to people of all
ages, cultures, and abilities.
STRATEGIES (continued)
DOMAIN 4: SOCIAL PARTICIPATION
g. Older adults in the Belmont community are invited to take part in Maturing Gracefully, a wellness and education program affilitated with Dignity Health. Designed for individuals aged 50 and older, this monthly seminar series explores a variety of health topics that support vibrant, informed, and empowered living in later years. Sessions are held at the Belmont Library on the second Monday of each month from 1:00 to 2:00 pm, offering a welcoming space to learn, connect, and thrive. For more information, visit www.seqhd. org/adults-50-health-services.
h. Offer expanded programs outside of the Senior Center. Offer live performances outdoors with transportation provided. Continue Community Hikes. i. Increase the number of fieldtrips and survey older residents for suggested future outings. j. Increase the amount of multicultural programming offered in the City. k. Offer a welcoming packet to all new residents. Include how residents want to be contacted to receive pertinent City information about programming and events. (Please refer to Appendix A for further information on potential projects.)
TIME FRAME
6 Months3 Years
METRIC
YES/NO (I/P)
RESPONSIBLE STAFF
Library
913
40 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 4: Social Participation
GOAL: Create and deliver accessible, affordable,
diverse and inclusive opportunities for older adults
to engage in social activities open to people of all
ages, cultures, and abilities.
STRATEGIES (continued)
DOMAIN 4: SOCIAL PARTICIPATION
Actively engage isolated seniors.
a. Research-backed methods to improve social participation include technology, outreach via visits, and phone calls.
b. Research and create an “Adopt a Senior” program with schools or community members to reach out to seniors in nursing homes, assisted living facilities, or those alone at home. i. Scottsdale’s Adopt a Senior Program: Collaboration between Scottsdale’s Community Partners and the City of Scottsdale connects low-income seniors aged 60+ with social workers. https://www.scottsdaleaz.gov/seniors/programs/ adopt-a-senior
ii. Senior Companion Program (Maine’s Senior Companions). Seniors have weekly volunteer visits. Center on Aging Senior Companion Program iii. East Bay’s Lavender Seniors Program: includes a “Friendly Visitor” initiative for LGBTQ seniors, offering regular visits and monthly lunches. https://lavenderseniors.org/programs-services/
c. Offer programming that is available virtually if mobility or transportation is an issue. (Please refer to Appendix A for further information on potential projects.) 3 TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
PARTNERS
Schools
Parks & Recreation
Commission
Community Volunteers
Senior Center
Senior Assisted Living
Senior Homes
RESPONSIBLE STAFF
Library
914
41 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 5: COMMUNICATION AND INFORMATION
DOMAIN 5:
Communication and Information
An Age-Friendly community can disseminate information through various channels to engage citizens as much as possible. Information should be available in multiple languages, formats, and venues, and inclusive for all ages. City applications and websites should have user-friendly interfaces, adjustable fonts, and compatibility with screen readers. Information should be disseminated both electronically and in traditional hard-copy format. An Age-Friendly community also has timely, relevant, and widely distributed information.
“Not all of us
know how to
use computers;
we need easy
and simple
instructions to
help us navigate
the accessibility
of information
regarding our
community.”
SURVEY RESULTS
61% of respondents rated the community as fair
to excellent in providing access to community
information in one central source or location.
45% of respondents rated the community’s free access
to computers and the Internet in public spaces such
as libraries and senior centers as fair to excellent.
of respondents rated the community as fair to
excellent in providing displayed printed community 45%
information with large lettering.
of respondents rated the community’s ability to
provide information in several languages as fair to 33% excellent.
of respondents rated the community as fair to
excellent in providing community information
delivered in person to people who may have
difficulty or may not be able to leave their homes.
19%
915
42 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 5: Communication and Information
GOAL: Ensure older adults have access to accurate,
timely, local information that is concise, reliable,
relevant, diverse, and accessible so they can
participate in community life and access pertinent
resources.
Provide digital literacy training and support
a. Increase technology awareness to support adults’ access to transportation, order goods and services, and utilize telehealth services.
b. Offer more classes in technical support for residents to learn how to use their devices and access information online.
i. Have members of the Youth Advisory Committee offer technical support workshops once a quarter at the senior center or library to teach older adults how to use smartphones, tablets, or computers to access City/County services, telehealth, and social platforms.
ii. Have Youth Advisory Committee members offer technical support on voice-first devices such as Alexa.
iii. Develop a volunteer hotline to answer tech questions.
1. Have the youth assist older adults in signing up for SMC Alert iv. Encourage older adults to attend online classes through Senior Planet (Older Adult Technology Services, OATS from AARP). Call 888-713-3495, Monday through Friday, 9:00 am-8:00 pm EDT/ Saturday, 9:00 am-2:00 pm EDT. Classes are free, but registration is required.
1. In-person classes are offered at Senior Coastsiders: 925 Main Street, Half Moon Bay. Call 650-726-9056.
2. In-person classes are offered at Avenidas at 450 Bryant Street, Palo Alto.
Call 650-289-6400; https://seniorplanet.org/locations/palo-alto/in- person-classes-at-avenidas/
3. In-person classes are offered at the Channing House at 850 Webster Street, Palo Alto.
v. Consider resurrecting the partnership between the Library and high school volunteers to offer technology assistance on a bi-weekly drop-in basis.
STRATEGIES
DOMAIN 5: COMMUNICATION AND INFORMATION
1 916
43 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 5: Communication and Information
DOMAIN 5: COMMUNICATION AND INFORMATION
(Please refer to Appendix A for further information on potential projects.) GOAL: Ensure older adults have access to accurate,
timely, local information that is concise, reliable,
relevant, diverse, and accessible so they can
participate in community life and access pertinent
resources.
STRATEGIES (continued)
Provide a centralized location where older adults can access brochures, newsletters, activity guides, and helpful resource information; offering it in multiple languages offering across various venues and provide opportunities for older adults to contribute to shaping communication systems.
a. Develop an “Age-Friendly Corner” web page on the City website that lists essential local and regional information, resources, and links for older adults. Update it continuously with the most recent information.
b. Display services about partner agencies throughout the community. Volunteers should distribute information in high-traffic areas such as parks, coffee shops, grocery stores, and other businesses frequented by residents.
c. Make printed information more accessible and encourage residents to sign up for the City eNews. Include information in water bills and newsletters. To sign up for the eNews, visit the City of Belmont’s official website at www.belmont.gov. d. Provide free mailed copies of the bi-monthly TwinPines Newsletter to Bay Area residents over 60 years of age.
e. Continue to mail the Parks and Recreation Department’s activity guide three times a year. f. Add additional resource racks throughout the City.
2 PARTNERS
Parks & Recreation
Commission
Youth Advisory Committee
Library
Avenidas
Community Volunteers
Carlmont High School
Notre Dame High School
Youth Volunteers
RESPONSIBLE STAFF
Parks & Recreation
TIME FRAME
6 Months2 Years
METRIC
YES/NO (I/P)
917
44 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 5: Communication and Information
DOMAIN 5: COMMUNICATION AND INFORMATION
(Please refer to Appendix A for further information on potential projects.) GOAL: Ensure older adults have access to accurate,
timely, local information that is concise, reliable,
relevant, diverse, and accessible so they can
participate in community life and access pertinent
resources.
STRATEGIES (continued)
g. During City events, such as summer concerts, provide a table with literature on resources and plans the City is working on, even if projects may not happen until a future date.
Utilize these opportunities to distribute surveys asking for input. h. Disseminate information in various formats, including both print and electronic formats.
Examples include kiosks, electronic boards, and distributing flyers in multiple languages.
i. Continue participating in quarterly County-wide Senior Center Supervisor meetings to learn of successful methods other cities, the county, and community organizations have used.
j. The weekly eNews is distributed to the community every Friday and is currently shared across social media platforms. Residents can visit the Belmont Library to receive assistance signing up for the newsletter and accessing it electronically. Library staff will print a copy or a section of the newsletter for residents who do not have access electronically.
k. Increase awareness of the Twin Pines Newsletter, published by the Parks and Recreation Department for the Twin Pines Senior and Community Center. In addition to providing the latest information regarding upcoming events, resources, and lunch menus, consider having older adults contribute to the newsletter with features that share their perspectives and wisdom.
l. Increase awareness of Belmont’s Channel 27. This can be used as a resource for older residents.
m. Develop a personal concierge service or senior hotline that reaches out to community members needing services.
n. Raise awareness of existing programs and events through print and online dissemination. o. To connect with the City’s social media platforms, go to: https://www.belmont.gov/i-wantto/connect/connect-via-social-media p. Raise awareness of the availability of translations on the City website. q. Create a communications task force to work with the Communications and Community Affairs Officer to examine how to improve communication throughout the community. 918
45 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 5: Communication and Information
DOMAIN 5: COMMUNICATION AND INFORMATION
(Please refer to Appendix A for further information on potential projects.) GOAL: Ensure older adults have access to accurate,
timely, local information that is concise, reliable,
relevant, diverse, and accessible so they can
participate in community life and access pertinent
resources.
STRATEGIES (continued)
PARTNERS
Parks & Recreation
Commission
Youth Advisory Committee
Community Volunteers
Library
Local Businesses
Chamber of Commerce
Farmers Market
TIME FRAME
6 Months3 Years
METRIC
YES/NO (I/P)
919
46 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 6: RESPECT AND SOCIAL INCLUSION
DOMAIN 6:
Respect and Social Inclusion
An Age-Friendly community offers an environment that is friendly and respectful, creating a cohesive and equitable community for all to live together in harmony.
In an Age-Friendly community, policies must foster equity and active participation for older adults, ensuring they are valued members of their community. Their voices influence and shape local projects and policies to enhance their quality of life.
“My opinion
should matter,
and our ideas
should be
taken seriously;
what’s the
point of voicing
opinions if we
are not heard?”
SURVEY RESULTS
96% of respondents rated the community as fair to
excellent as a place for people to age in place.
57% of respondents rated the community as fair to
excellent in providing various cultural activities for
diverse populations.
of respondents rated the community as fair to
excellent for having local schools that involve older 27% adults in events and activities.
920
47 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 6: Respect and Social Inclusion
Promote anti-ageism and kindness campaigns by improving communication with older adults across diverse groups through a social media campaign and educational training. a. Partner with schools and community organizations to conduct intergenerational workshops that educate the younger generations about aging and the benefits that we can all provide.
b. Partner with schools to have a “senior day” presentation on how youth and young adults can help older residents.
c. Educate businesses on training staff in age-sensitive customer service. i. Communicate clearly and consisely with individuals using hearing aids and those requiring assistance with mobility aids.
ii. Demonstrate empathy, patience, and compassion toward older adults. iii. Offer Age-Friendly services and products, such as having a few large-print menus and offering senior discounts.
iv. Have businesses host senior-specific events, such as a low-impact fitness class at a park, or offer a tech workshop once a year.
v. Grocery stores and banks offer a separate “Priority Line for Seniors.”
1. Senior citizens to be given priority in food and medicine purchases | Philstar.com
vi. Encourage businesses to become Age-Friendly designated and offer an Age- Friendly Business Certification. Age Friendly Business Examples d. Develop a “Year of Kindness” Campaign for the City of Belmont. i. Kindness Campaign
ii. https://digitalcommons.chapman.edu/cgi/viewcontent
cgi?article=1217&context=localgovernmentreconsidered
iii. https://extranet.who.int/agefriendlyworld/campaign-opole-in-the-rhythm-of- kindness/
e. Disseminate information related to the California Friendship Line: 888-670-1360. The Institute on Aging’s staff and volunteers respond to more than 11,000 calls each month.
Friendship Line
f. Promote Peninsula Family Service Peer Counseling for community members 55+: Peer Counseling - Peninsula Family Service
STRATEGIES
DOMAIN 6: RESPECT AND SOCIAL INCLUSION
1 GOAL: Ensure the community fosters a culture for
older adults that exhibits dignity, inclusiveness,
respect, and serves the City’s diverse needs.
921
48 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 6: Respect and Social Inclusion
Offer opportunities that encourage cultural arts and events that celebrate diversity. a. Have the City BOLD Committee (Bridging, Opportunity, Learning and Distinction) continue to add multicultural programs and events to expand cultural awareness and diversity throughout the community.
b. Expand volunteer representation of diverse cultures within the Senior Center and the Library to attract more varied cultures.
STRATEGIES (continued)
DOMAIN 6: RESPECT AND SOCIAL INCLUSION
2 GOAL: Ensure the community fosters a culture for
older adults that exhibits dignity, inclusiveness,
respect, and serves the City’s diverse needs.
(Please refer to Appendix A for further information on potential projects.)
PARTNERS
City BOLD Committee
Library
Community Volunteers
Schools
Faith-Based Organizations
Parks & Recreation
Commission
RESPONSIBLE STAFF
Parks & Recreation
TIME FRAME
1-2 Years
METRIC
YES/NO (I/P)
RESPONSIBLE STAFF
Parks & Recreation
BOLD Committee
(Bridging,
Opportunity,
Learning and
Distinction)
TIME FRAME
6 Months3 Years
METRIC
YES/NO (I/P)
PARTNERS
Schools
Businesses
Chamber of Commerce
Institute on Aging
Peninsula Family Service
Faith-Based Organizations
Youth Advisory Committee
Community Volunteers
922
49 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 6: Respect and Social Inclusion
Facilitate Inclusive Community Engagement.
a. Create a Senior Advisory Group or Commission.
i. Encourage collaboration with the Youth Advisory Committee. b. Provide older adults with the opportunity to give feedback, especially on policy decisions that affect them.
i. Conduct a survey and send it to residents 60 and over every two to three years to gain feedback so the City can stay current with older adult needs. ii. Recognize that the needs of active older adults may differ from those typically served by the Senior Center.
STRATEGIES (continued)
DOMAIN 6: RESPECT AND SOCIAL INCLUSION
3 GOAL: Ensure the community fosters a culture for
older adults that exhibits dignity, inclusiveness,
respect, and serves the City’s diverse needs.
(Please refer to Appendix A for further information on potential projects.)
RESPONSIBLE STAFF
Parks & Recreation
TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
923
50 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 7: CIVIC PARTICIPATION AND EMPLOYMENT
DOMAIN 7:
Civic Participation and Employment
“I want to feel
important in my
community, and
volunteering
gives me
a sense of
belonging and
ambition.”
An Age-Friendly community values the experience and knowledge of older adults and their contributions to public decision-making for the betterment of the community. Employment opportunities are tailored to meet the needs and skills of older adults, offering flexible work options. Training for employers will emphasize age-inclusive practices and bring the institutional knowledge that experienced people have to the table. Older people would also like more opportunities to volunteer in areas tailored to their needs and interests.
SURVEY RESULTS
62% of respondents rated the community as fair
to excellent in providing a broad spectrum of
volunteer activities.
50% of respondents rated the community as fair to
excellent in providing opportunities for older adults
to participate in decision-making bodies.
of respondents rated the community as fair to
excellent in providing accessible information on 49%
available volunteer opportunities.
of respondents thought they were likely to continue
working as long as possible, rather than choose to 37%
retire.
924
51 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 7: Civic Participation and Employment
GOAL: Provide opportunities for older adults to
actively contribute to the community decision-making
process and remain engaged through meaningful work
and volunteerism.
Expand opportunities for older adults to volunteer and actively participate in their community. a. Consider setting up a centralized location on the City website and a bulletin board to post work and volunteer opportunities.
b. Partner with schools to explore volunteer opportunities for mentoring youth. i. Create a school liaison committee consisting of two Councilmembers who work with elementary and high schools to develop volunteer opportunities for older adults.
c. Offer a yearly job and volunteer fair.
i. Have tables representing nonprofit organizations, City Government, businesses, Chamber of Commerce, and City Commissions.
d. Offer a class at the Senior Center and Library that focuses on education for planning and adjusting to retirement and the life changes one can anticipate with the aging process. e. Offer a stipend to older people who want to teach a workshop that would benefit residents.
f. Offer intellectualy stimulating classes, challenge the mind, and promote growth. g. Provide transportation to those who want to volunteer in the City, but don’t drive. h. Organize annual volunteer recognition events.
i. Develop a centralized volunteer database to organize, schedule, and track volunteer activities.
j. Encourage residents to become volunteers with the Villages of San Mateo County. (Sequoia Villages sends biweekly emails about volunteer opportunities around the Bay Area.)
i. https://www.villagesofsmc.org/content.aspx?page_id=693&club_id=696361 k. Encourage residents to volunteer at the Senior Center. Currently, there are 30 volunteers.
STRATEGIES
DOMAIN 7: CIVIC PARTICIPATION AND EMPLOYMENT
1 of respondents rated the community as fair to
excellent in providing accessible information on 22%
available volunteer opportunities.
925
52 | Belmont Age-Friendly Action Plan - 2026-2029
GOAL: Provide opportunities for older adults to
actively contribute to the community decision-making
process and remain engaged through meaningful work
and volunteerism.
DOMAIN 7: Civic Participation and Employment
STRATEGIES (continued)
DOMAIN 7: CIVIC PARTICIPATION AND EMPLOYMENT
(Please refer to Appendix A for further information on potential projects.)
RESPONSIBLE STAFF
Parks & Recreation
TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
926
53 | Belmont Age-Friendly Action Plan - 2026-2029
GOAL: Provide opportunities for older adults to
actively contribute to the community decision-making
process and remain engaged through meaningful work
and volunteerism.
DOMAIN 7: Civic Participation and Employment
Provide education around civic engagement.
a. Create a Senior Advisory Committee, Senior Commission, or Age-Friendly committee. b. Create a Civics academy that offers residents an in-depth understanding of local government, or encourage participation at the Civics 101 Academy that the County of San Mateo provides.
i. https://www.smcgov.org/ceo/civics-101-academy
ii. https://www.cityofsancarlos.org/community/civics_academy.php iii. https://www.ci.millbrae.ca.us/391/Citizens-Academy c. Develop and create a culture where older adults are recognized as vital contributors and train employees to promote Age-Friendly and inclusive practices, ensuring equitable treatment.
d. Continue offering virtual meetings, making civic participation accessible for those with mobility and disability issues. Closed captioning capability also promotes inclusivity. e. Encourage older residents to write articles that can be featured on an Age-Friendly page on the City website, activity guide, or the e-newsletter.
STRATEGIES (continued)
DOMAIN 7: CIVIC PARTICIPATION AND EMPLOYMENT
2 (Please refer to Appendix A for further information on potential projects.)
RESPONSIBLE STAFF
Parks & Recreation
TIME FRAME
6 Months1 Year
METRIC
YES/NO (I/P)
927
54 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 8: COMMUNITY SUPPORT AND HEALTH SERVICES
DOMAIN 8:
Community Support and
Health Services
“There are
great clinics
and hospitals
here, we
need more
educational
programs
to help our
seniors.”
excellent in providing respectful and helpful
An Age-Friendly community offers and provides affordable and accessible healthcare for its residents. Clinics and hospitals are located near residential areas and transit hubs. Community support services include coordinating care such as transportation, meal delivery, and utilizing volunteer networks to assist with tasks. Fostering a supportive environment helps older adults thrive.
SURVEY RESULTS
73% of respondents rated the community as fair to
hospital and clinical staff.
67% of respondents rated the community as fair
to excellent in providing a variety of health
professionals, including specialists.
of respondents rated the community as fair to
excellent in providing access to telehealth care 59%
services.
of respondents rated the community as fair to
excellent in providing easily understandable and 49%
helpful local hospital or clinic answering services.
928
55 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 8: Community Support and Health Services
GOAL: Provide programs, resources, and services in
the County and City that promote independence and
increase the quality of life for older adults through
accessible, equitable, and comprehensive healthcare
systems.
Increase awareness of resources available in San Mateo County, particularly those related to Aging and Disability Services.
a. Develop an Age-Friendly page on the Belmont City website listing significant resources for older adults.
i. San Mateo County Community Information Handbook: Community Information Handbook | County of San Mateo, CA
ii. Help at Home Handbook: https://www.smchealth.org/sites/main/files/file- attachments/hh2024_english.pdf?1709940717
iii. Senior Mobility Guide: https://www.samtrans.com/media/8381/ iv. Samaritan House: https://samaritanhousesanmateo.org/ v. Self Help for the Elderly: www.selfhelpelderly.org
vi. Peninsula Family Service: www.peninsulafamilyservice.org vii. Catholic Charities Adult Day Services: https://catholiccharitiessf.org/ wp-content/uploads/2024/05/ADS-SMC-Program-Flyer.pdf or call 650-592-9325.
viii. Belmont Senior Lunch and Transportation Program: Call 650-595-7444. ix. Friends in Service to Humanity (FISH): Volunteers from local churches who provide transportation to and from medical appointments. Call 650-593-1288. x. 2-1-1 is a free phone number that connects Bay Area residents with Health & Human Service Programs in their local community, available in multiple languages. www.211bayarea.org
xi. Promote awareness of the library partnership with the San Mateo County Health Department, with available blood pressure kits on loan for a few weeks.
This enables users to check blood pressure and track their readings. https://smcl.org/blogs/post/now-available-blood-pressure-monitor-kits-at-the- library/
xii. Ombudsman Services of San Mateo County: www.Age-Up.org or call 650-780-5707. New programs include:
1. Friendly Visitors and Phone Buddies
2. Kindness Crew: Volunteer Activities in Long-Term Care
3. Support Groups and Creative Programming
STRATEGIES
DOMAIN 8: COMMUNITY SUPPORT AND HEALTH SERVICES
1 929
56 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 8: Community Support and Health Services
DOMAIN 8: COMMUNITY SUPPORT AND HEALTH SERVICES
STRATEGIES (continued)
4. Community Education, Engagement, and Advocacy
5. Navigation Help for Care Transitions
6. Elder Justice Initiatives
xiii. Share information about the Family Caregiver Alliance, which serves as a resource for caregivers: Family Caregiver Alliance
xiv. Alzheimer 24/7 Helpline: Phone: 800-272-3900 - alz.org/norcal xv: Medical Equipment Loan Program - MELP: https://www.freemedequip.org/ xvi: Health Insurance Counseling and Advocacy Program - HICAP of San Mateo County: The Medicare Counseling Program:
https://www.hicapsanmateocounty.org/
xvii: Meals on Wheels: https://1pvi.org/mealsonwheels/
xviii: Mental Health Support 988: Suicide and Crisis Lifeline: https://988lifeline. org/?utm_source=google&utm_medium=web&utm_campaign=onebox.
Call 988 for support.
xix: Aging & Disability Resource Connection: Provides a point of entry for older adults and individuals wih disabilities acccess to needed services. https://sanmateocountyadrc.org/
xx: AnewVista - Technology Classes and Support: anvcs.org GOAL: Provide programs, resources, and services in
the County and City that promote independence and
increase the quality of life for older adults through
accessible, equitable, and comprehensive healthcare
systems.
TIME FRAME
6 Months
METRIC
YES/NO (I/P)
PARTNERS
Ombudsman Services
San Mateo County
Library
Samaritan House
Peninsula Family Service
San Mateo County Aging
and Disability Services
RESPONSIBLE STAFF
Parks & Recreation
930
57 | Belmont Age-Friendly Action Plan - 2026-2029
DOMAIN 8: Community Support and Health Services
DOMAIN 8: COMMUNITY SUPPORT AND HEALTH SERVICES
2 Promote additional education and workshops for older adults. a. Hold educational series on various health-related topics, such as diabetes, cardiac disease, good nutrition, symptoms of stroke, and fall prevention. b. Offer financial and legal education to older adults, including retirement planning, tax assistance through AARP, avoiding financial scammers, trusts and estate planning, and advance directives.
c. Have a booth at the Farmer’s market offering blood pressure checks. d. Continue offering the Belmont Senior Showcase resource fair yearly. e. Identify health services needed by older adults and refer residents to programs that would be beneficial.
f. Partner with local hospitals to increase awareness of additional health services:
https://www.seqhd.org/adults-50-health-services
i. Sequoia Hospital Fall Prevention: https://www.dignityhealth.org/bayarea/locations/ sequoia/classes-and-events/katz-cancer-resource-center
g. Offer workshops related to increasing mental sharpness. Offer talks labeled “Keep Sharp” and “Healthy Brain”.
(Please refer to Appendix A for further information on potential projects.) STRATEGIES (continued)
GOAL: Provide programs, resources, and services in
the County and City that promote independence and
increase the quality of life for older adults through
accessible, equitable, and comprehensive healthcare
systems.
TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
PARTNERS
Sequoia Hospital
AARP
Chamber of Commerce
San Mateo County Aging
and Disability Services
Library
Community Volunteers
RESPONSIBLE STAFF
Parks & Recreation
931
58 | Belmont Age-Friendly Action Plan - 2026-2029
ADDITIONAL DOMAIN: EMERGENCY SERVICES
ADDITIONAL DOMAIN:
Emergency Services
In an Age-Friendly City, emergency services are critical and can be integrated into Age-Friendly domains. Older adults must be protected, empowered, and supported during challenging times. Residents need to be prepared and know what to do, where to go, and what to have on hand during an emergency. Given the community’s concern about floods, earthquakes, and fires, this domain is added to incorporate into Age-Friendly Cities.
“Many of us
don’t know
where to go in
an emergency.
If anything
happens, I’m
scared someone
won’t help me or
my friends.”
SURVEY RESULTS
72% of respondents rated the community as fair
to excellent in providing neighborhood watch
programs.
932
59 | Belmont Age-Friendly Action Plan - 2026-2029
ADDITIONAL DOMAIN: EMERGENCY SERVICES
ADDITIONAL DOMAIN: Emergency Services
GOAL: Educate and ensure older adults are
aware and included in emergency preparedness
operations and enhance their safety and well-being
during emergencies.
Educate and ensure older adults are informed and included in emergency preparedness workshops, resources, and fairs.
a. Have the Youth Advisory Committee and volunteers assist residents sign up for SMC Alert, Genasys, and distribute emergency preparedness information in hard copy and electronic formats at the Health fair and National Night Out. Encourage picnic days and cookouts with entertainment at Belameda Park, where emergency service education is disseminated.
i. smcalert.org
ii. Genasys / Zonehaven | County of San Mateo, CA
b. Emergency Response Updates: Emergency Response Updates | City of Belmont c. Wildfire Prevention: https://www.smcfire.org/be-prepared-for-wildfires d. Belmont Watch: Crime prevention and community awareness program:
https://www.belmont.gov/departments/police/belmontwatch e. Belmont Police Department Senior Assistance and Well-Being: https://www.belmont.gov/ home/showpublisheddocument/2546/635254667217700000
f. Residents who rely on electric medical equipment should sign up for the PG&E Medical Baseline Program. Medical Baseline Program Application—Part A (To be completed by customer.)
g. Belmont Emergency Resources: Emergency Resources
h. Fire Department: [email protected] | 650-522-7900
i. Police Department: [email protected] | 650-595-7400 j. Public Works: [email protected] | 650-595-7425
k. PG&E emergency information: 877-660-6789: Report an Emergency l. City News updates: Register Now for City Updates | City of Belmont m. Earthquake Early Warning: Receive alerts before shaking starts: Earthquake Warning California
n. Belmont Police Department: Hi-Lo Evacuation: For more information, call 650-595-7400.
Belmont Police Department - Hi-Lo Evacuation Siren
STRATEGIES
1 933
60 | Belmont Age-Friendly Action Plan - 2026-2029
ADDITIONAL DOMAIN: EMERGENCY SERVICES
ADDITIONAL DOMAIN: Emergency Services
GOAL: Educate and ensure older adults are
aware and included in emergency preparedness
operations in their community.
o. San Mateo County CERT Training: https://www.smcgov.org/ceo/emergency-trainingoptions p. Encourage residents to attend the annual disaster preparedness day hosted by the San Mateo County Department of Emergency Preparedness each year. q. Disseminate information regarding City evacuation sites. r. Provide scam prevention presentations quarterly.
s. Encourage residents to participate in the Belmont Community Police Academy.
STRATEGIES
2 Research and create a centralized database of people of all ages with disabilities and homebound older adults who can be contacted in an emergency. a. Have Staff, Police, and Fire departments identify residents who may have challenges getting out in an emergency. Create an ongoing list.
RESPONSIBLE STAFF
Police
Fire
TIME FRAME
1-3 Years
METRIC
YES/NO (I/P)
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APPENDIX A: AGE-FRIENDLY PROJECTS TO CONSIDER
Appendix A:
AGE-FRIENDLY PROJECTS TO
CONSIDER
Belmont Age-Friendly Projects Spreadsheet
“Aging gracefully means being flexible, being
open, allowing change, enjoying change, and
loving yourself.” - Wendy Whelan
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Appendix B:
CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Parks and Recreation
The Parks and Recreation Department strives to create welcoming and engaging spaces for the aging population in the Belmont area. The central hub for senior activities is the Twin Pines Senior and Community Center nestled in Twin Pines Park. The center is open Monday through Friday, offering various activities daily. Free drop-in programs include language groups, exercise, arts and crafts, and table games. The Senior Program Staff makes efforts to provide both educational and social experiences. Monthly seminars cover a wide range of topics, from health to transportation. The center also offers monthly socials typically centered around upcoming holidays, birthday parties, and entertainment.
The Congregate Nutrition program is the cornerstone of the Twin Pines Senior and Community Center offerings. The Parks and Recreation Department has a grant through the Older Americans Act, which the County of San Mateo administers. A hot, nutritious meal is served three days a week, and participants can socialize while enjoying their meal.
The Parks and Recreation Department can provide transportation to the Twin Pines Senior and Community Center in their 8-passenger van Tuesday through Thursday. The van driver picks up participants at their residences, brings them to the senior center to participate in activities and the lunch program, and then returns them to their home. In addition to our transportation program, the center makes a concerted effort to provide resources for alternative transportation options. Resources are listed in the monthly Twin Pines Newsletter, and the San Mateo County Mobility Guides are available. Additionally, presentations from various programs are scheduled.
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Parks and Recreation (continued)
The Twin Pines Senior and Community Center has a vibrant volunteer program. Volunteers assist with the Congregate Nutrition Program, sta
ff the front desk, and lead many of the center’s drop-in programs.
More active seniors might enjoy participating in monthly day trips throughout the Bay Area. Playing tennis or pickleball in parks throughout the City and signing up for a class with daytime and evening options are popular ways to stay active. In Summers 2024 and 2025, free staff-led community hikes were introduced to explore the open space areas.
Intergenerational activities have provided opportunities to share experiences and stories. The City’s Youth Advisory Committee and Summer Camp Staff have engaged with older generations during tech help seminars, playing lawn games, and joining for lunch. The City hosts a wide array of community events open to all ages, including Summer Movies, Belmont Blooms (a gardening event), a Spring Egg Hunt, a Halloween gathering, a Craft Fair, as well as cultural events such as Lunar New Year and Diwali celebrations. The Department aims to expand intergenerational activities and is considering hosting a board game event and seniors reading to students at the Belmont Community Learning Center (preschool).
While the Parks and Recreation Department offers many programs and services, it also partners with other community organizations to provide events such as Summer concerts, Belmont Water Dog Run, and Imagine Together. The partnership with the Belmont Library continues to grow. The library has brought a book club, trivia, crafting, and collaborating on community-wide cultural events to the senior center. Some partnerships offer services, including blood pressure screenings with Sequoia Hospital, informational seminars provided by the County, legal assistance through the Legal Aid Society, balance classes led by Stanford University, and medical equipment loans through the Medical Equipment Loan Program (FreeMedEquip.org).
Since the City recently received a grant, it will collaborate with the Sequoia Healthcare District and Catholic Charities to offer a Memory Cafe for those in the early stages of living with Alzheimer’s and other dementias.
The City is working on several projects that will benefit our senior citizens/active adult community in the Parks system: • The Parks, Recreation, and Open Space (PROS) plan recommends repaving the pathway at Hallmark Park. This pathway leads through the park to the playground, tennis and pickleball courts, and the Crystal Springs Cross Country course outside the City boundary. 937
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Parks and Recreation (continued)
The tree roots have severely damaged the pathway. The FY 26 budget includes a CIP request to repave the path.
• The PROS plan includes recommendations for improvements to Twin Pines Park which offers several benefits, particularly beneficial to seniors.
a. Improvement of the Meadow picnic area. The City has
prepared plans to implement these improvements, which
include access and seating upgrades, upon completion of the adjacent detention basin project in the City Hall parking lot.
b. Improvement of the Redwood picnic area. The PROS
plan includes recommendations for improvements in this
area. Further development of these recommendations will occur upon completing the Belmont Creek Restoration
Project in the summer of 2025.
• Activation of the ‘Town Square’ area between the Senior Center and the Twin Pines parking lot. While the Twin Pines Master Plan (incorporated by reference into the PROS plan) includes recommendations to ultimately create a drop-off area to facilitate access to the Senior Center, an interim improvement is to create informal seating options along the pathway between the parking lot and the Senior Center. In response to the County’s declaration of a Loneliness epidemic, the Parks and Recreation Commission is committed to creating gathering spaces encouraging interaction with others.
• The Department has completed a grant-funded chipping program, which assisted all residents west of Alameda de las Pulgas with removing brush around their homes to increase defensible space for fire safety.
The Department continues to engage the community in discussing the need for a Community Center that serves as a multigenerational space and a centrally located emergency resource center. The PROS plan incorporates the 2019 Conceptual Design Plan for a Belmont Community Center by reference.
For more information about these
programs, please visit:
www.belmont.gov/adults
www.belmont.gov/
departments/fire/wildfirepreparedness
https://www.belmont.
gov/departments/parks-andrecreation/projects/
community-center-needsassessment-and-design
https://www.belmont.
gov/departments/parks-andrecreation/projects/thecommunity-centerconversation 938
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Police
The Belmont Police Department offers a range of services to all members of the Belmont Community. We often collaborate with our partners at the San Mateo Consolidated Fire Department (SMCFD) and the Parks and Recreation Department to provide public safety services and outreach, which also benefit our aging community. These include the TRAC Program (Tracking and Recovery of Adults and Children), the Belmont Community Police Academy, Belmont Watch, and Coffee/Pizza with a Cop.
The TRAC Program is a service that helps families locate and track loved ones experiencing memory loss or other cognitive impairments. The program provides families in need with a tracking unit and assist them in setting up the program.
Some of the other services that Belmont PD offers to the aging community include Vacation House Watch Requests, Emergency Notifications (such as evacuations and wildfire preparedness), Belmont Watch (neighborhood watch programs), the Parking and Traffic Safety Committee, and a free Medication Disposal site located at the Belmont Police Department.
Additionally, Belmont PD conducts annual outreach to the seniors in our community regarding elder financial scams and other forms of elder abuse. This usually occurs in the Belmont Senior Center and is coordinated through our Parks and Recreation Department.
In addition to the outreach programs and robust website, flyers are distributed with information on these services in the lobby of the police department and the senior center.
The police recognize that online access and social media may not be the most effective means of sharing information with everyone.
Belmont PD and SMCFD frequently participate in community events, and share information about our services with attendees. We genuinely value our citizens and are honored to be a part of the community.
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Communications
Communications & Public Information
The City of Belmont communicates with residents through various networks. This includes digital outreach via social media, email marketing (such as weekly eNews, press releases, and newsletters), Highway 101 billboards, lobby slideshows, TV Channel 27, and website content. Belmont utilizes traditional printed outreach methods, including banners displayed across Ralston, flyers distributed throughout the City and at the facilities, tabling at community events (such as National Night Out and the Public Works Open House), and mailers (including Recology inserts, postcards, and election materials).
All the branded materials, including templates for social media posts and the Council PowerPoint presentations, have been redesigned to align with Belmont’s branding and enhance ADA accessibility across all communication touchpoints.
Each department actively engages with the public and has several initiatives aimed at reaching the senior population. For example, there is the Twin Pines Newsletter and safety educational events are hosted specifically for seniors. The City is exploring new opportunities to enhance public communications, such as launching the new police Instagram page, introducing the latest 311 app, and providing new translation services that offer easy access to live translators or translated materials. 940
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Communications (continued)
Strategic Communications Plan
The City of Belmont adopted an updated Strategic Communications Plan in 2025 and can be viewed here. This plan includes key messages aligned with our strategic focus areas, recommendations for improving the City’s outreach efforts, and an action plan for executing the outlined strategies. This plan will showcase the progress and goals for the next five years. This will also include methods to enhance accessible communications for all residents, particularly seniors.
Weekly News
The weekly newsletter is distributed to the community every Friday and shared across our social media platforms. Last year, we redesigned the newsletter to enhance visibility and make it more accessible to the public. It includes highlights of events for all residents and features specifically for seniors and Belmont’s community partners. Residents can visit the City’s partners at the Belmont Public Library for assistance with signing up to receive the newsletter via email or accessing it electronically. Library staff can also assist with printing a copy or a specific newsletter section. Additionally, staff conducted training sessions at the Senior and Community Center, offered by the Parks and Recreation Department, to show residents how to sign up for and access the weekly eNews.
Website Redesign
The City recently initiated a year-long website redesign project. The new site will offer enhanced accessibility, streamlined navigation, and improved access to City services, enabling residents and businesses to stay informed more easily. To ensure the new site meets the needs of all users, staff conducted a website redesign survey to gather community feedback. This survey was promoted through our website, social media, and weekly newsletter, and a flyer was posted in the Senior and Community Center.
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Age-Friendly Housing and Economic Development
Belmont offers or promotes many housing services and programs that benefit older adults.
The City of Belmont’s website provides information on various housing resources and services available to Belmont residents, located at https://www.belmont.gov/i-want-to/ find/housing. When the City receives inquiries about affordable housing through the Housing Department’s general email or from visitors to the permit center, Housing staff respond individually, trying to match individuals with the appropriate resources, such as the ABAG/MTC Affordable Housing Portal or a suitable service provider. Belmont is collaborating with Rebuilding Together Peninsula (RTP) to provide minor home repair services to homes owned and occupied by Belmont residents with households at or below the Area Median Income (AMI). Historically, many of the homeowners served by Rebuilding Together are seniors. This program helps low-income homeowners remain in their homes and ensures their living conditions remain safe and sanitary.
The City of Belmont provides annual funding to HIP Housing for its home-sharing program, which matches individuals seeking housing with households looking to share their homes.
Many seniors take advantage of this program to safely vet potential tenants for spare rooms in their homes, providing an additional source of income and helping combat loneliness and isolation.
Belmont also invests in new affordable housing developments to increase housing opportunities for low-income households of all ages throughout the community. Recent affordable housing developments funded in part by City funds include the Belmont Family Apartments, a 125-unit, affordable development currently under construction and The 68 | Belmont Age-Friendly Action Plan - 2026-2029 942
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Housing and Economic Development (continued) Corners housing project, a 37-unit affordable housing project offering a mix of one, two, and three-bedroom homes, ensuring stable housing for individuals and families who have experienced homelessness.
This project also offers intergenerational units within close proximity to transit. Intergenerational living helps breakdown age barriers. This type of housing helps reduce age segregation and ageism, decreasing social isolation, depression and lonliness. This type of living helps build a sense of community and improves health, mental health, and selfesteem.
In addition, the City’s Inclusionary Housing Ordinance requires that 15% of new rental units be set aside at affordable rents for households with incomes at or below 80% AMI. Affordable units created with assistance from the City is monitored annually for compliance with affordability restrictions. Seniors are eligible and welcome to apply to affordable housing developments funded or required by the City.
The City of Belmont also has several senior housing developments, including Bonnie Brae Terrace, Silverado Belmont Hill Assisted Living, and a recently approved new memory care development at the Nazareth Vista Assisted Living facility. Belmont also included affordable units in 2 market rate developments, the Hayden and Artisan Crossing that are available for seniors and located advacent to a transit corridor. The Hayden project located at 815 Old County Road is a market rate apartment complex with a total of 177 units and has 27 affordable units. The Artisan Crossing project located at 1325 Old County Road contains 250 units total with 38 affordable units.
Belmont also completed the Firehouse Square that consists of 66 units with 100% affordable units. This project includes an after school program and playground with youth and adult services programming.
It is also located close to shopping, restaurants, public transportation and Twin Pines Park.
The City of Belmont has a certified housing element, including various programs promoting affordable and market-rate housing creation and preservation. Some examples of recent housing element implementation efforts include: the rezoning of key districts to allow greater densities and heights, supporting programs that promote the construction of accessory dwelling units, the establishment of byright housing designation for prior housing element sites, supporting the development of pipeline housing projects, and the ongoing management of the City’s portfolio of deed-restricted affordable units. 943
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Library
The Belmont Library is a welcoming and inclusive hub, offering something for everyone and serving as a vital resource for older adults in particular. Recognizing the needs of its aging community, the library has thoughtfully tailored its programs and resources to foster accessibility, connection, and enrichment. Whether it’s borrowing books from its robust fiction and nonfiction collection, getting help with technology, or accessing community services, the library is a trusted destination. Older residents, in particular, appreciate the library’s cozy, well-lit reading areas, where they can unwind with magazines, newspapers, or a good book, making the library a haven for comfort and connection.
For those unable to visit in person, the library ensures no one is left behind through its Homebound Delivery Service. Materials are mailed in reusable pouches upon request, keeping the joy of reading accessible. The library also shines as a multilingual space, with staff proficient in Spanish, Mandarin, Cantonese, and Hindi, ready to assist. Additionally, its collection features materials in Spanish, Tagalog, Chinese, Russian, Hindi, and Japanese materials. Older patrons, in particular, appreciate the availability of large-print books and audiobooks, while eBooks and audiobooks with flexible text sizes provide an easy-to-use, lightweight alternative.
Technology is another cornerstone of the Belmont Library’s commitment to its community.
With public computers, scanners, laptops, Chromebooks, and Wi-Fi hotspots available for checkout, patrons can access essential tools and resources. Friendly staff are available to assist with completing online forms, printing, scanning, and navigating library resources, including e-books.
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Library (continued)
The Belmont Library also invites deeper community engagement through its vibrant volunteer opportunities. Residents can contribute their time and talents as program, collection, or makerspace volunteers, supporting the library’s dynamic offerings and enriching the experience for all patrons. Additionally, the Friends of the Belmont Library, a group of passionate and dedicated volunteers, operate in an on-site store, raising funds that directly enhance library programming and improvements. These volunteer roles not ony strengthen the library’s services, but also foster a sense of ownership, pride, and connection among community members.
Community outreach is at the heart of the Belmont Library’s mission.
Library staff actively engage by attending City events and visiting the Twin Pines Senior and Community Center, where they introduce residents to the library’s incredible services and programs. The library also collaborates with Dignity Health–Sequoia Hospital to offer “Maturing Gracefully,” a monthly program for seniors featuring expertled presentations on health, diet, transportation, mindfulness, and loneliness. These sessions empower older adults to lead fulfilled lives and foster connections.
The Belmont Library celebrates creativity and fosters intergenerational community building through diverse activities and events. Older adults can enjoy a weekly crochet group, sewing sessions, and monthly arts and crafts sessions tailored to their needs.
A participant-led book club meets monthly at the Twin Pines Senior and Community Center for lively discussions on selected fiction and nonfiction titles. Our multigenerational family programs are equally meaningful; grandparents regularly join their grandchildren for weekly Family Storytimes, connecting through shared activities and socializing with other caregivers. Building on this spirit, the library proudly partners with the Belmont Poet Laureate to host the annual Belmont Poetry Contest. This inspiring event gathers participants of all ages to share their creativity, foster connections, and celebrate the transformative power of poetry and community.
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Public Works
Public Works is committed to enhancing the quality of life for all Belmont residents through thoughtful maintenance efforts and the development of new, accessible infrastructure.
Recent and Ongoing Projects:
Annual Sidewalk and Curb Ramp Improvements: Each year, the City constructs over a dozen ADA-compliant curb ramps and sidewalk improvements as a part of the yearly Pavement Rehabilitation Projects. These improvements promote greater walkability and accessibility.
Davey Glen Accessibility Improvements: This project enhanced access near key areas, including high-density housing and Davey Glen Park, making it easier and safer for residents of all ages to navigate the area.
Trip Hazard Mitigation: Public Works responds to identified tripping hazards by working with the adjacent property owners to mitigate the risk. In 2024 alone, Public Works addressed tripping dangers in front of over 120 properties, increasing safety and mobility throughout the City.
Sidewalk Installation Policy Implementation: Through Belmont’s Sidewalk Installation Policy, the City continues to expand its pedestrian network by constructing new sidewalks to enhance connectivity and support active lifestyles.
Parking and Traffic Safety Committee: The department regularly evaluates traffic safety and accessibility requests through the Parking and Traffic Safety Committee, working with Belmont residents to address public needs.
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APPENDIX B: CURRENT AGE-FRIENDLY PRACTICES
Age-Friendly Public Works (continued)
In addition to these completed and ongoing projects, Belmont Public Works is continuing to improve Belmont through upcoming projects:
Ralston Avenue Segment 4 Improvements: The project will improve the streetscape, sidewalks, and accessibility of the Ralston Avenue corridor west of Alameda de las Pulgas.
Alameda de las Pulgas Corridor Project: This transformative project will enhance pedestrian and bicycle safety, walkability, and visual appeal in the Alameda de las Pulgas Corridor near high-priority destinations, including Carlmont High School and the Belmont Public Library. It is supported by a $3.5 million grant from the State of California.
Twin Pines Park Belmont Creek Restoration Project: This project will restore and stabilize eroded creek banks, enhancing both safety and environmental quality within the park. It also improves access to the creek from surrounding pathways. The project is supported by a one million dollar grant from the California Department of Water Resources.
Hallmark Park Access Improvements: Parks and Recreation Department is upgrading the primary footpath into Hallmark Park. 947
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APPENDIX C: THE CITY OF BELMONT
Appendix C:
THE CITY OF BELMONT
Origins of Our Community
When the first Spanish explorers arrived on the San Francisco Peninsula in late 1769, the Ohlone people inhabited the area that is now Belmont. The Spanish recorded that Lamchin referred to what is now Ralston Avenue in Belmont as “la Cañada del Diable”, or Devil’s Canyon. The name remained for many years. The Old County Road and Devil’s Canyon became a vital road intersection for early travelers. Not long after their arrival, the Spanish seized the Ohlone’s land. In 1795, the Spanish Governor of California, Diego de Borica, provisionally granted Jose Dario Arguello some 35,000 acres on the mid-peninsula in the area that is now Belmont, San Mateo, San Carlos, and Redwood City. Arguello was the first officer in charge of the Presidio of San Francisco, which was established to protect the Spanish settlements from the Russians and the English. Arguello was offered any part of California he wished. He chose the land that would come to be known as Rancho de las Pulgas (“Ranch of the fleas”), which was used as a military stock ranch.
Following Jose Dario Arguello’s death in 1828 and the death of his son, Luis Antonio Arguello, in 1830, Rancho de las Pulgas passed to Luis’ widow, Maria Soledad Ortega de Arguello. In 1850, when California became a state, Mrs. Arguello hired Sidney Monserrate Mezes, an attorney from Mexico City, to clear her land titles after California came under the control of the United States. Mrs. Arguello paid Mezes in land amounting to 15% of the ranch. Mezes chose Belmont for his portion and made it his home. 948
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APPENDIX C: THE CITY OF BELMONT
The City of Belmont (continued)
Count Leonetto Cipriani bought a portion of the Rancho de las Pulgas grant was awarded in 1853 and lived here until 1863. In 1864, he decided to sell his estate, which William C. Ralston acquired. The Ralston home, an 80-room Redwood Mansion became a landmark and is now located on the Notre Dame de Namur University campus, which was formerly named the College of Notre Dame.
Belmont was incorporated as a City on October 29, 1926, and was the first county seat of San Mateo County. “Belmont” means “beautiful mountain” in Spanish -- an appropriate name for the tree-covered rolling hills. The hills reach an altitude of about 750 feet, from which one can see Mt. Diablo and the San Francisco Bay on a clear day. 949
APPENDIX D: CITY GOVERNMENT
Appendix D:
CITY GOVERNMENT
The City of Belmont is a general law City governed by a five-member City Council including a Mayor and a Council Manager form of government. In 2022, the City transitioned from having all five Councilmembers elected at-large and the Council annually appointing one of its members as the Mayor, to four Councilmembers elected by-district and a mayor elected at-large by the voters.
The voters of each council district elect a district resident to serve as a Councilmember for a four-year term. The elections take place at a general municipal election in November of even-numbered years and are staggered such that two district seats are up at each municipal election year. The Mayor is elected Citywide by the City voters and serves a two-year term. The four council districts created to facilitate the by-district elections will be adjusted by the Council every ten years after completion of the federal census in a redistricting process governed by state and federal law.
Belmont’s City Council meets regularly the second and fourth Tuesday of every month.
The City recognizes that each resident is entitled to fair, ethical, and accountable treatment by their Government; therefore, the rules of engagement are designed to achieve this goal. In line with their role as stewards of the public interest, Belmont strives to create a positive and inclusive workplace and public environment that acknowledges and values all members of the Belmont constituency. In all cases, a common goal is recognized to ensure the needs of the community at large are being met, or are progressing toward mutually beneficial goals.
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APPENDIX D: CITY GOVERNMENT
City Government (continued)
Writing Belmont’s Next Chapters, Together
The City of Belmont strives to measurably improve the lives of those who have traditionally been overlooked or diminished, while inviting residents and businesses to do the same.
The City remains steadfast in its vision to value and celebrate all individuals in Belmont. They now have a BOLD initiative, Bridging, Opportunity, Leadership, and Distinction, to lead staff and the community forward in a positive and productive direction.
Residents and City Staff continue to seek opportunities to support those who face impediments to thrive in the community. To that end, the City has learned about and celebrated the arts and traditions of the colorful tapestry of Belmont. They have created quiet spaces and support for individuals who benefit from such connections. 951
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APPENDIX D: CITY GOVERNMENT
City Government (continued)
City of Belmont Organizational Chart
https://www.belmont.gov/departments/administrative-services/city-manager 952
APPENDIX E: DEMOGRAPHIC PROFILE
Appendix E:
DEMOGRAPHIC PROFILE
The City of Belmont is situated in San Mateo County, California, and has a population of 28,335 according the United states Census Bureau. The median age is 40.4 for males,
40.6 for females, and 40.2 for both.
Race: City of Belmont’s population is 50.2% White, 29.6% Asian, 12.5% Two or more races,
5.3% Other, 1.3% Black or African American, 0.5% Hawaiian & Other Pacific Islander.
Language: 62.6 of Belmont residents speak only English, 9.1% speak Spanish, 10.6% speak other Indo-European languages, 16.6% speak Asian and Pacific Islander languages, and
1.1% speak another language.
https://data.census.gov/profile/Belmont_city,_California?g=160XX00US0605108#race-and-ethnicity 79 | Belmont Age-Friendly Action Plan - 2026-2029 953
APPENDIX E: DEMOGRAPHIC PROFILE
Demographic Profile (continued)
https://data.census.gov/profile/Belmont_city,_California?g=160XX00US0605108#populations-and-people 80 | Belmont Age-Friendly Action Plan - 2026-2029
+
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APPENDIX F: LIVABILITY INDEX
Appendix F:
LIVABILITY INDEX
AARP’s Public Policy Institute (PPI) has developed criteria to assess the characteristics that would provide a high quality of life for a diverse population within a community encompassing all generations. Their scoring includes complex livability factors that consider both metric values and policies. The AARP Livability Index is compiled from over 50 distinct data sources across the seven livability categories. By utilizing these metrics and policies, the AARP Livability Index evaluates communities based on the livability of each neighborhood. Each City is assigned an overall score. The seven categories accumulate the total score.
HOUSING: Housing costs, availability of multi-family housing, state accessory dwelling unit support
NEIGHBORHOOD: Access to parks and libraries, crime rate, state and local transit-oriented development
TRANSPORTATION: Frequency of local transit service, walkability, state and local complete street policies
ENVIRONMENT: Quality of drinking water/air, state utility disconnection policies, pollution level
HEALTH: Preventable hospitalization rate, access to exercise opportunities, state/local smoke-free laws
ENGAGEMENT: Social involvement index, voting rate, state barriers to community broadband
OPPORTUNITY: Income inequality, jobs per worker, age diversity, local government credit-worthiness
(AARP Livability Index, 2024) Source: https://livabilityindex.aarp.org/ Scores are applied to the following 7 categories of livability. Examples of indicators follow:
**The livability score does not follow all eight domains and incorporates a few different categories per AARP. 955
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Livability Index (continued)
APPENDIX F: LIVABILITY INDEX
https://livabilityindex.aarp.org/search/Belmont,%20San%20Mateo%20County,%20California,%20United%20States#scores For interpretation of scores, please refer to the following link:
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ACKNOWLEDGMENT
ACKNOWLEDGMENT
The Center for Age Friendly Excellence wishes to acknowledge and thank the community who participated in the survey and focus groups. We also would like to thank all the Belmont task force members and City of Belmont staff who provided input and guidance in developing this Age-Friendly Action Plan.
Julia Mates
Mayor
Tom McCune
Councilmember
Afshin Oskoui
City Manager
Kathy Kleinbaum
Assistant City Manager
Brigitte Shearer
Parks and Recreation Director
Cody George
Recreation Manager
Corrie Fuhrman
Recreation Supervisor
Nisha Patel
Public Works Director
Pete Lotti
Police Lieutenant
Chris Lu
Belmont Library Manager
We acknowledge and appreciate the funding from the County of San Mateo for developing this Age-Friendly Action Plan. Funding from the County has made it possible for the Center for Age-Friendly Excellence to provide leadership toward completing this Age-Friendly Action Plan using a collaborative approach.
CAFE is an incubated nonprofit project of Los Altos Mountain View Community Foundation.
David Vargas
Senior Librarian, Belmont Library
Patrick Schmitz
Recreation Program Coordinator
Elizabeth Tsachres
Communications and Community
Affairs Officer
Tobi Liebermann
Housing & Economic Development
Manager
Marie Violet
Director, Sequoia Hospital Health
and Wellness
Redwood City
Rosemary Field
Community Member
Rosemary Welde
Community Member
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RESOURCE PAGE
RESOURCE PAGE
About the Global Network for Age-Friendly Network for Age-Friendly Cities and Communities. Age-Friendly World. Retrieved May 2025, from: https://extranet.who.int/agefriendlyworld/ who-network/
World Health Organization. (2007). Global Age-Friendly Cities: A Guide. Retrieved from: https://iris.who.int/handle/10665/43755
World Health Organization. (2010). Creating Age-Friendly Cities and Communities. Retrieved from https:// www.who.int/activities/creating-age-friendly-cities-and-communities World Health Organization. (2010). Urban environments that allow older people to remain active and healthy.
Retrieved April 2025 from https://www.who.int/news/item/11-12-2010-who-launches-global-network-ofage-friendly-cities World Health Organization (2018). The Global Network for Age-Friendly Cities and Communities: Looking back over the last decade. Looking forward to the next. Retrieved March 2025 from https://iris.who.int/handle/10665/278979
World Population Review. Retrieved March 2025, from https://worldpopulationreview.com/us-cities/ california/belmont
National Library of Medicine. WHO’s Global Age-Friendly Cities Guide: Its Implications for a Discussion on Social Exclusion among Older Adults. Retrieved May 2025 from https://pmc.ncbi.nlm.nih.gov/articles/ PMC8345595/
AARP Network of Age-Friendly States & Communities: https://www.aarp.org/livable-communities Elder Index: https://elderindex.org/
California Elder Index: Retrieved April 2025, from: https://healthpolicy.ucla.edu/our-work/elder-index Department of Aging and Disability Services: https://www.smchealth.org/services-aging-and-adult County of San Mateo. Retrieved May 2025, from https://www.smcgov.org/ceo/civics-101-academy City of San Carlos Civics Academy, Retrieved June 2025, from https://www.cityofsancarlos.org/community/ civics_academy.php
City of Belmont Parks and Recreation Adults and Seniors, Retrieved April 2025, from https://www.belmont. gov/departments/parks-and-recreation/adults-seniors
City of Belmont, Retrieved June 2025 from https://www.belmont.gov/our-city/city-news City of Belmont, Emergency Preparedness/Office of Emergency Services. Retrieved June 2025 from https:// www.belmont.gov/departments/fire/emergency-preparedness-office-of-emergency-services City of Belmont, Housing. Retrieved May 2025 from https://www.belmont.gov/i-want-to/find/housing City of Belmont, Transportation. Retrieved May 2025 from https://www.belmont.gov/departments/publicworks/transportation Kindness-Focused Organizations - Spreading Kindness Campaign. Retrieved May 2025, from https://www. spreadingkindnesscampaign.org/spread-kindness/kindness-focused-organizations/ 84 | Belmont Age-Friendly Action Plan - 2026-2029 958
Age-Friendly City Update
April 14, 2026
Presented By: Corrie Fuhrman, Recreation Supervisor
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Background
• Age-Friendly Cities enable older people to:
• Age safely in a place, if that is right for them
• Continue to develop personally
• Contribute to their communities while retaining autonomy, health, and dignity
• September 2022: Belmont designated as an Age-Friendly City • September 2025: Action Plan presented to City Council & approved by AARP in November 2025
• The Action Plan is a living document, continually evolving in order to ensure relevance and effectiveness in supporting older adults 960
8 Domains of Livability
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• “Chatty Bench” project underway at Twin
Pines Park
• Encourages social interactions and
combats loneliness
• Seasonal brush cutting along open space
trails
• Helps with visibility & fire prevention
Domain 1: Outdoor Spaces & Buildings
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• New Senior Mobility Guides,
prepared by SMC Transit District,
made available at the Senior Center • Promotes independence • SMC Transit District concierge
phone line • Walks people through navigating
from one place to another
• Information disseminated about
California’s updated bike and e-bike
lighting requirements
Domain 2: Transportation
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• Continued financial support for HIP Housing’s home sharing program with outreach to ADU owners
• In 2025, the City issued building permits for 29 Accessory Dwelling Units (ADUs)
• Building permits issued for a 37-unit 100% affordable housing project (The Corners)
• Approved entitlements for a 100% affordable 63-unit development (The Ridge at Masonic) and 140 units located at 580 Masonic Way, 25 of which are affordable
• Completion of the Below Market Rate Housing Guidelines Domain 3: Housing
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• Belmont Library & Twin Pines
Senior Center offer dozens of
older adult friendly programs
each month
• Arts and crafts, table games,
movies, language groups,
sports, and fitness, special
events
• Promotes socialization and
combats loneliness
Domain 4: Social Participation
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• The spring includes a Bird Show,
Brain Games, Mix and Mingle, a Tea
Party, a presentation on the San
Francisco Worlds Fairs, day trips,
and a Matter of Balance class
• Intergenerational Programming
• YAC and Senior Center
educational and social gatherings
• Makerspace activities at the
Library
Domain 4: Social Participation
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• Continuing to offer
communications in both digital
and printed formats such as
flyers, Recology mailers, and
channel 27
• Upcoming tabling at City
Events
• Digital literacy classes available
at the Library
Domain 5: Communication & Information
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• Cultural Arts & Events
• Lunar New Year and Diwali
celebrations celebrate
diversity and inclusiveness
• New adult programming at
the Twin Pines Art Center
• New town hall style program
at Senior Center called
“Senior Connections” added
Domain 6: Respect & Social Inclusion
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• Library and Twin Pines
Senior Center
volunteering
opportunities available
• Annual Volunteer
Appreciation Luncheon
at the Senior Center
celebrates volunteers’
dedication to their
community
Domain 7: Civic Participation/Employment
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• English Conversation Clubs and Citizenship
classes at the Library
• Meaningful opportunities for adult and
senior learners to explore civic
participation, language development, and
community
• Library Author Talks
• Opportunity to engage directly with writers
and experts whose work challenges
assumptions and expands perspectives
Domain 7: Civic Participation/Employment
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• Senior Showcase Resource Fair – 30
organizations and health screenings
• Promotes healthy aging
• Upcoming Senior Center
Seminars/Clinics:
• Advanced Healthcare Directives &
Power of Attorney Clinic
• Fall Prevention Seminar
Domain 8: Community Support & Health
Services
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• Library offers educational
presentations for lifelong learning
• Library offers California Brain Games
to promote mental sharpness
• New Senior Center “Documentaries
& Discussions” program encourages
analytical thinking
Domain 8: Community Support & Health
Services
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• Police Department assists
residents in signing up for SMC
Alerts and Social Media
• Information distributed at
event booths
• Senior Center presentations,
including Scam Prevention
• Pizza with the Police and
Coffee with a Cop events
create connections
Emergency Services
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Thank you!
belmont.gov
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