Agenda packet — Daly City City Council, February 24, 2025 (part 2 of 5)

Information Self- PERS Pension
Services Insurance Contributions UAL Total
$6,286,066 $23,011,573 $10,031,718 $3,084,535 $54,041,672 66,048 313,356 465,463
228,028
481 1,832,422
6,286,066 23,078,102 10,345,074 3,084,535 56,567,585
378,343 378,343
35,817
1,972,653 25,762,246
46,614 63,104
2,328,793 2,328,793
179,992 179,992
4,528,052 378,343 28,748,295
(2,897,355) (16,573,322)
1,630,697 378,343 12,174,973
7,916,763 23,456,445 10,345,074 3,084,535 68,742,558
68,093 439,458
186,669 61,339 251,067 762,318
22,452 5,902 81,160
40,636
2,928,869 2,928,869
456,190
482,845 482,845
691,966 2,996,110 251,067 4,752,018
284,061 236,358 1,656,972
7,855,131 7,855,131
360,464 2,326,633
2,039,353
1,072,681 1,072,681
1,717,206 8,091,489 14,950,770
2,409,172 11,087,599 251,067 19,702,788
78,122 504,243
75,171 378,343 8,123,904
5,422,391 11,990,503 10,094,007 3,084,535 40,851,081
$5,497,562 $12,368,846 $10,094,007 $3,084,535 $48,974,985 107

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CITY OF DALY CITY

INTERNAL SERVICE FUNDS

COMBINING STATEMENT OF REVENUES, EXPENSES AND

CHANGES IN FUND NET POSITION
FOR THE YEAR ENDED JUNE 30, 2024
Motor Central Building
Vehicles Services PBX Maintenance

OPERATING REVENUES
Charges to City departments $7,142,863 $241,151 $313,641 $6,175,930 Lease revenue 6,750
Other revenues 387,647 17,574
Total Operating Revenues 7,530,510 241,151 313,641 6,200,254

OPERATING EXPENSES
Salaries and benefits 1,701,350 90,762 3,391,333
Services and supplies 1,984,523 160,783 156,408 1,413,017 Utilities 26,604 374 163,020 329,037
Insurance 901,417 341 10,840
Claims and settlements
Depreciation 1,341,406 31,146 7,073
Other charges 77,977 3,870 1,020
Total Operating Expenses 6,033,277 256,130 350,574 5,152,320 Operating Income (Loss) 1,497,233 (14,979) (36,933) 1,047,934

NONOPERATING REVENUES (EXPENSES)
Interest income 588,093 29,187 31,008 305,033
Gain on sale of capital assets 237,041
Loss on sale of capital assets (30,599)
Interest expense (103,279)
Total Nonoperating Revenues (Expenses) 691,256 29,187 31,008 305,033 Income (Loss) Before Transfers 2,188,489 14,208 (5,925) 1,352,967 Transfers in 27,634 3,000
Transfers out (486,625) (15,023) (6,979) (376,069)
Net Transfers (486,625) 12,611 (3,979) (376,069)
Change in Net Position 1,701,864 26,819 (9,904) 976,898 BEGINNING NET POSITION (DEFICITS) 13,159,859 154,873 489,943 1,429,683 ENDING NET POSITION (DEFICITS) $14,861,723 $181,692 $480,039 $2,406,581 108

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Information Self- PERS Pension
Services Insurance Contributions UAL Total
$3,461,796 $9,554,569 $5,166,688 $32,056,638
6,750
289,307 405,798 1,100,326
3,751,103 9,960,367 5,166,688 33,163,714
1,757,347 440,570 7,381,362
329,229 401,551 2,500 4,448,011
88,402 1,030 608,467
430 3,908,447 4,821,475
3,906,938 3,906,938
563,249 1,942,874
217,440 51,636 351,943
2,956,097 8,710,172 2,500 23,461,070
795,006 1,250,195 5,164,188 9,702,644
442,491 1,492,919 195,270 $84,535 3,168,536
237,041
(407,617) (438,216)
(6,816) (233,752) (343,847)
28,058 1,492,919 (38,482) 84,535 2,623,514
823,064 2,743,114 5,125,706 84,535 12,326,158
64,061 1,000,000 1,094,695
(203,499) (109,486) (1,197,681)
(139,438) (109,486) 1,000,000 (102,986)
683,626 2,633,628 5,125,706 1,084,535 12,223,172
4,813,936 9,735,218 4,968,301 2,000,000 36,751,813
$5,497,562 $12,368,846 $10,094,007 $3,084,535 $48,974,985 109

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CITY OF DALY CITY

INTERNAL SERVICE FUNDS

COMBINING STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED JUNE 30, 2024
Motor Central Building
Vehicles Services PBX Maintenance

CASH FLOWS FROM OPERATING ACTIVITIES
Receipts from customers $7,476,208 $241,151 $313,641 $6,200,154 Payments to suppliers (3,063,736) (140,071) (324,106) (1,712,447) Payments to employees (1,528,524) (111,807) (3,649,566) Claims paid
Cash Flows from (used for) Operating Activities 2,883,948 (10,727) (10,465) 838,141

CASH FLOWS FROM NONCAPITAL

FINANCING ACTIVITIES
Principal paid on noncapital debt
Interest paid on noncapital debt
Interfund receipts 27,634 3,000
Interfund payments (486,625) (15,023) (6,979) (376,069) Cash Flows from (used for) Noncapital
Financing Activities (486,625) 12,611 (3,979) (376,069)

CASH FLOWS FROM CAPITAL AND RELATED

FINANCING ACTIVITIES
Acquisition of capital assets (3,152,892)
Proceeds from sale of capital assets 237,041
Principal paid on subscription liabilities
Interest paid on subscription liabilities
Principal paid on capital debt (421,769)
Interest paid on capital debt (119,435)
Cash Flows from (used for) Capital and Related
Financing Activities (3,457,055)

CASH FLOWS FROM INVESTING ACTIVITIES
Interest income (expense) 588,093 29,187 31,008 305,033 Net Cash Flows (471,639) 31,071 16,564 767,105
Cash and investments at beginning of period 7,027,446 350,801 435,458 3,470,974 Cash and investments at end of period $6,555,807 $381,872 $452,022 $4,238,079 Reconciliation of operating income (loss) to net cash flows from operating activities:

Operating income (loss) $1,497,233 ($14,979) ($36,933) $1,047,934 Adjustments to reconcile operating income (loss) to net cash flows from operating activities:

Depreciation 1,341,406 31,146 7,073
Change in assets and liabilities:

Receivables, net (54,302) (100)
Inventories (53,554) 20,311
Prepaids (1,484)
Accounts payable (19,661) 25,297 (4,678) 22,640
Accrued claims payable
Accrued payroll 1,944 (1,551) (3,155)
Compensated absences 270,846 (140,601)
OPEB related items (99,964) (19,494) (114,477)
Cash Flows from (used for) Operating Activities $2,883,948 ($10,727) ($10,465) $838,141

NONCASH TRANSACTIONS
Retirement/Adjustment of capital assets ($30,599)
Remeasurement of subscription asset
Remeasurement of subscription liability
110

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Information Self- PERS Pension
Services Insurance Contributions UAL Total
$3,751,253 $9,970,007 $4,853,332 $32,805,746
(1,000,732) (4,414,444) (6,158) (10,661,694)
(1,760,535) (499,761) (7,550,193)
(3,195,938) (3,195,938)
989,986 1,859,864 4,847,174 11,397,921
(4,325,000) (4,325,000)
(255,002) (255,002)
64,061 $1,000,000 1,094,695
(203,499) (109,486) (1,197,681)
(139,438) (109,486) (4,580,002) 1,000,000 (4,682,988)
(3,152,892)
237,041
(294,163) (294,163)
(6,816) (6,816)
(421,769)
(119,435)
(300,979) (3,758,034)
442,491 1,492,919 195,270 84,535 3,168,536
992,060 3,243,297 462,442 1,084,535 6,125,435
5,294,006 19,768,276 9,569,276 2,000,000 47,916,237
$6,286,066 $23,011,573 $10,031,718 $3,084,535 $54,041,672 $795,006 $1,250,195 $5,164,188 $9,702,644
563,249 1,942,874
150 9,640 (313,356) (357,968)
(33,243)
(481) (1,965)
(365,231) (51,299) (3,658) (396,590)
711,000 711,000
2,295 238 (229)
37,405 (21,849) 145,801
(42,888) (37,580) (314,403)
$989,986 $1,859,864 $4,847,174 $11,397,921
$5,143 ($25,456)
(91,019) (91,019)
$91,019 $91,019
111

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CUSTODIAL FUNDS
Custodial Funds account for assets held by the City as agent for individuals, governmental entities, and nonpublic organizations. Custodial funds are required to be presented separately from the Government-wide and Fund financial statements.

These funds include the following:
• Billing Services – a custodial fund to account for the cash temporarily held by the City in its role as billing agent for garbage collection services provided by Republic Services Group.
• Supporters of Senior Center – a custodial fund to reflect cash held by the City in its role as fiscal agent for the Supporters of Doelger Senior Center, a private nonprofit organization benefiting seniors in Daly City. The Supporters stablish how the sources can be expended and approve disbursements from the account. 113

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CITY OF DALY CITY

CUSTODIAL FUNDS

COMBINING STATEMENT OF NET POSITION
JUNE 30, 2024
Billing Supporters of
Services Senior Center Total
ASSETS
Current Assets:

Cash and investments $1,528,821 $662,179 $2,191,000
Accounts receivable, net 2,054,881 2,054,881
Total Assets 3,583,702 662,179 4,245,881

LIABILITIES
Current Liabilities:

Accounts payable 3,583,702 2,279 3,585,981
Total Liabilities 3,583,702 2,279 3,585,981

NET POSITION
Restricted for other organizations 659,900 659,900
Total Net Position $659,900 $659,900
114

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CITY OF DALY CITY

CUSTODIAL FUNDS

COMBINING STATEMENT OF CHANGES IN NET POSITION
FOR THE YEAR ENDED JUNE 30, 2024
Billing Supporters of
Services Senior Center Total

ADDITIONS
Receipts from other agencies $50,000 $50,000
Total Additions 50,000 50,000

DEDUCTIONS
Culture and recreation 1,832 1,832
Total Deductions 1,832 1,832
Change in Net Position 48,168 48,168
BEGINNING NET POSITION 611,732 611,732
ENDING NET POSITION $659,900 $659,900
115

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STATISTICAL SECTION
This part of the City’s Annual Comprehensive Financial Report presents detailed information as a context for understanding what the information in the financial statements, note disclosures, and required supplementary information says about the City’s overall financial health. In contrast to the financial section, the statistical section information is not subject to independent audit.

Financial Trends
These schedules contain trend information to help the reader understand how the City’s financial performance and well-being have changed over time:

1. Net Position by Component

2. Changes in Net Position

3. Fund Balances of Governmental Funds

4. Changes in Fund Balance of Governmental Funds
Revenue Capacity
These schedules contain information to help the reader assess the City’s most significant local revenue source, the property tax:

1. Assessed Value of Taxable Real Property

2. Direct and Overlapping Property Tax Rates

3. Principal Property Tax Payers

4. Property Tax Levies and Collections
Debt Capacity
These schedules present information to help the reader assess the affordability of the City’s current levels of outstanding debt and the City’s ability to issue additional debt in the future:

1. Ratio of Outstanding Debt by Type

2. Ratio of General Bonded Debt Outstanding

3. Computation of Direct and Overlapping Debt

4. Computation of Legal Bonded Debt Margin

5. Water Utility District
Demographic and Economic Information
These schedules offer demographic and economic indicators to help the reader understand the environment within which the City’s financial activities take place:

1. Demographic and Economic Statistics

2. Principal Employers
117

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STATISTICAL SECTION - (Continued)
Operating Information
These schedules contain service and infrastructure data to help the reader understand how the information in the City’s financial report relates to the services the City provides and the activities it performs:

1. Full-Time City Government Employees by Function

2. Operating Indicators by Function/Program

3. Capital Asset Statistics by Function/Program
Sources
Unless otherwise noted, the information in these schedules is derived from the Annual Comprehensive Financial Reports for the relevant year.
118

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CITY OF DALY CITY
Net Position by Component
Last Ten Fiscal Years
(Accrual Basis of Accounting)
2015 2016 2017 2018 2019
Governmental activities
Net investment in capital assets $82,583,587 $94,823,140 $97,821,524 $97,958,640 $97,757,236 Restricted 17,933,727 19,744,996 20,315,097 19,491,867 21,237,769 Unrestricted (88,028,802) (64,966,915) (62,902,410) (92,551,797) (76,426,827) Total governmental activities net position $12,488,512 $49,601,221 $55,234,211 $24,898,710 $42,568,178 Business-type activities
Net investment in capital asset $66,278,166 $65,118,626 $64,499,223 $65,137,866 $66,160,150 Restricted 11,231 11,250 11,250 11,281 11,387
Unrestricted 20,914,381 28,846,650 32,508,857 27,207,951 24,735,488 Total business-type activities net position $87,203,778 $93,976,526 $97,019,330 $92,357,098 $90,907,025 Primary government
Net investment in capital assets $148,861,753 $159,941,766 $162,320,747 $163,096,506 $163,917,386 Restricted 17,944,958 19,756,246 20,326,347 19,503,148 21,249,156 Unrestricted (67,114,421) (36,120,265) (30,393,553) (65,343,846) (51,691,339) Total primary government net position $99,692,290 $143,577,747 $152,253,541 $117,255,808 $133,475,203 2020 2021 2022 2023 2024
Governmental activities
Net investment in capital assets $100,413,948 $96,788,966 $96,249,039 $96,664,081 $100,342,452 Restricted 27,367,081 36,133,323 41,351,763 45,536,946 46,598,217 Unrestricted (76,136,850) (87,745,203) (74,481,450) (64,018,657) (58,588,885) Total governmental activities net position $51,644,179 $45,177,086 $63,119,352 $78,182,370 $88,351,784 Business-type activities
Net investment in capital assets $67,108,189 $66,028,084 $65,244,523 $65,069,161 $67,522,545 Restricted 11,325 11,324 1,886,963 2,442,739 605,397
Unrestricted 27,617,595 31,433,874 45,343,377 54,584,785 61,596,455 Total business-type activities net position $94,737,109 $97,473,282 $112,474,863 $122,096,685 $129,724,397 Primary government
Net investment in capital assets $167,522,137 $162,817,050 $161,493,562 $161,733,242 $167,864,997 Restricted 27,378,406 36,144,647 43,238,726 47,979,685 47,203,614 Unrestricted (48,519,255) (56,311,329) (29,138,073) (9,433,872) 3,007,570 Total primary government net position $146,381,288 $142,650,368 $175,594,215 $200,279,055 $218,076,181 ($100,000)
($50,000)
$0
$50,000
$100,000
$150,000
$200,000
$250,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Thousands
Net investment in capital assets Restricted Unrestricted 119

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For the Fiscal Year Ended June 30,
2015 2016 2017 2018
Expenses
Governmental activities:

General government $9,669,627 $10,685,635 $7,972,197 $11,936,041 Public safety 43,774,625 45,867,228 63,616,023 55,603,978 Public works 7,579,522 8,196,165 7,573,579 10,963,753
Streets and infrastructure 3,466,347 4,014,914 3,335,132 2,198,287 Culture and recreation 11,621,738 12,263,494 10,221,420 12,412,166 Economic and community development 4,718,470 4,099,948 3,083,160 5,194,603 Nondepartmental
Interest on long term debt 172,642 40,000 1,373,040
Total governmental activities expenses 81,002,971 85,167,384 95,801,511 99,681,868 Business-type activities:

Water 14,451,497 16,082,814 14,954,595 17,406,932
Civic center 853,913 892,003 800,786 961,868
Transfer station 178,290 37,579 206,918 266,241
Sanitation district 18,629,686 14,325,333 16,357,133 22,460,549 Total business-type activities expenses 34,113,386 31,337,729 32,319,432 41,095,590 Total primary government expenses $115,116,357 $116,505,113 $128,120,943 $140,777,458 Program Revenues
Governmental activities:

Charges for services:

General government $5,054,225 $4,074,661 $3,850,838 $4,459,835 Public safety 5,403,840 6,490,600 6,833,086 7,140,073
Public works 1,528,698 2,524,779 994,308 1,304,594
Streets and infrastructure 1,283,105 1,528,812 1,432,015 1,705,245 Culture and recreation 2,989,174 3,162,473 2,906,739 3,115,467 Economic and community development 4,961,729 6,162,433 4,645,536 4,582,767 Operating grants and contributions 8,467,395 6,311,937 6,293,562 6,774,088 Capital grants and contributions 3,355,718 2,492,055 1,824,697 1,233,529 Total governmental activities program revenues 33,043,884 32,747,750 28,780,781 30,315,598 Business-type activities:

Charges for services:

Water 18,731,931 16,645,244 17,186,882 18,879,659
Civic center 976,374 695,906 676,391 589,569
Transfer station 375,000 281,250
Sanitation district 18,416,575 19,695,887 19,284,396 21,507,323 Operating grants and contributions
Total business-type activities program revenues 38,499,880 37,318,287 37,147,669 40,976,551 Total primary government program revenues $71,543,764 $70,066,037 $65,928,450 $71,292,149 Net (Expense)/Revenue
Governmental activities ($47,959,087) ($52,419,634) ($67,020,730) ($69,366,270) Business-type activities 4,386,494 5,980,558 4,828,237 (119,039) Total primary government net expense ($43,572,593) ($46,439,076) ($62,192,493) ($69,485,309) (a) Beginning in fiscal year 2020, Streets and Infrastructures is reported with Public Works.

CITY OF DALY CITY
Changes in Net Position
Last Ten Fiscal Years
(Accrual Basis of Accounting)
120

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For the Fiscal Year Ended June 30,
2019 2020 2021 2022 2023 2024
$12,476,872 $12,998,948 $13,339,758 $14,340,037 $14,303,115 $16,919,779 56,118,396 65,368,018 67,486,476 58,797,739 70,765,037 85,788,744 12,218,279 14,216,669 17,734,741 16,152,556 15,855,694 13,602,903 1,955,081 (a) (a)
12,446,541 12,597,628 10,761,931 14,579,848 16,742,550 18,268,662 4,107,836 4,649,920 5,193,416 7,500,998 6,884,119 7,114,150 1,230,480 1,160,227 820,486 729,892 578,865 355,805
100,553,485 110,991,410 115,336,808 112,101,070 125,129,380 142,050,043 15,811,469 17,107,407 16,761,016 15,284,885 18,874,866 20,994,878 792,490 832,870 863,506 935,680 997,790 1,045,147
234,590 28,709 (213)
23,578,769 26,304,502 28,264,570 20,832,712 30,021,570 34,036,049 40,417,318 44,273,488 45,888,879 37,053,277 49,894,226 56,076,074 $140,970,803 $155,264,898 $161,225,687 $149,154,347 $175,023,606 $198,126,117 $664,292 $743,003 $422,110 $724,161 $625,126 $596,937
5,780,948 6,619,952 5,371,364 5,430,260 5,273,795 5,940,432 1,355,782 4,062,420 4,113,341 4,118,081 3,559,037 3,547,885 1,244,532 (a) (a)
2,859,075 2,105,126 502,031 1,495,986 2,127,987 2,806,681 3,900,404 4,704,318 4,054,903 4,171,831 3,287,643 3,438,024 11,518,920 17,017,844 18,280,149 18,038,910 16,099,060 17,476,166 5,520,111 4,597,424 2,472,075 7,696,982 6,952,706 6,277,480 32,844,064 39,850,087 35,215,973 41,676,211 37,925,354 40,083,605 20,671,704 23,385,773 23,672,903 25,984,982 27,892,142 29,346,716 801,304 844,360 881,616 1,341,880 1,318,174 1,293,382
22,712,582 22,679,620 23,364,666 23,623,875 25,132,013 25,667,679 2,119,416 2,062,587 917,597
44,185,590 46,909,753 47,919,185 53,070,153 56,404,916 57,225,374 $77,029,654 $86,759,840 $83,135,158 $94,746,364 $94,330,270 $97,308,979 ($67,709,421) ($71,141,323) ($80,120,835) ($70,424,859) ($87,204,026) ($101,966,438) 3,768,272 2,636,265 2,030,306 16,016,876 6,510,690 1,149,300 ($63,941,149) ($68,505,058) ($78,090,529) ($54,407,983) ($80,693,336) ($100,817,138) (Continued)
121

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CITY OF DALY CITY
Changes in Net Position
(continued)
Last Ten Fiscal Years
(Accrual Basis of Accounting)
For the Fiscal Year Ended June 30,
2015 2016 2017 2018
General Revenues and Other Changes in Net Position
Governmental activities:

Taxes:

Property taxes $29,327,703 $29,591,108 $31,417,252 $33,069,899 Sales taxes 12,379,135 13,688,644 13,805,186 15,232,989 Utility users tax 6,399,410 6,099,207 6,299,448 5,977,178 Franchise fees 3,675,411 3,828,424 3,878,461 4,022,440
Other taxes 5,322,471 5,761,695 6,017,318 6,408,495
Motor vehicle in-lieu 44,416
Investment earnings 467,009 828,112 700,994 1,058,264
Other revenues 1,061,054 1,110,702 1,379,422 1,614,584
Transfers 2,983,597 2,060,161 4,616,272 2,188,873
Gain/(Loss) on sale of property (3,003,763) 41,913 217,111 Extraordinary or Special item 26,522,377
Total government activities 58,656,443 89,532,343 68,114,353 69,789,833 Business-type activities:

Property taxes 1,713,895 1,754,195 1,859,194 1,957,737
Investment earnings 265,045 385,674 196,380 268,803
Other revenues 2,350,952 712,482 775,265 914,539
Gain/(Loss) on sale of property
Transfers (2,983,597) (2,060,161) (4,616,272) (2,188,873) Extraordinary item or special item 4,579,613
Total business-type activities 1,346,295 792,190 2,794,180 952,206 Total primary government $60,002,738 $90,324,533 $70,908,533 $70,742,039 Change in Net Position
Governmental activities $10,697,356 $37,112,709 $1,093,623 $423,563 Business-type activities 5,732,789 6,772,748 7,622,417 833,167 Total primary government $16,430,145 $43,885,457 $8,716,040 $1,256,730 122

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For the Fiscal Year Ended June 30,
2019 2020 2021 2022 2023 2024
$36,699,766 $37,261,483 $33,949,879 $45,611,135 $48,895,101 $52,139,564 17,699,000 16,371,691 18,566,645 24,157,170 25,774,755 26,455,971 5,906,694 5,769,697 5,912,945 6,008,575 6,934,379 7,095,237 4,178,006 4,536,241 4,255,982 4,909,174 5,016,118 5,166,543 6,854,372 7,278,295 7,300,774 7,587,013 8,268,611 8,721,612 3,113,786 4,581,480 (109,320) (4,574,540) 3,529,876 9,467,690 1,685,805 1,360,090 1,150,745 2,059,402 2,454,244 1,048,185 1,524,773 3,058,347 2,282,058 2,574,893 1,393,960 2,041,050 11,639 344,034 34,303
77,673,841 80,217,324 73,653,742 88,367,125 102,267,044 112,135,852 2,172,460 2,254,033 2,335,681 2,415,701 2,620,296 2,725,057 1,096,328 1,518,068 7,164 (1,374,982) 1,067,422 4,997,084 742,688 478,919 643,228 517,376 815,175 795,073
1,146 1,852 1,503 2,199 2,248
(1,524,773) (3,058,347) (2,282,058) (2,574,893) (1,393,960) (2,041,050) 2,486,703 1,193,819 705,867 (1,015,295) 3,111,132 6,478,412 $80,160,544 $81,411,143 $74,359,609 $87,351,830 $105,378,176 $118,614,264 $9,964,420 $9,076,001 ($6,467,093) $17,942,266 $15,063,018 $10,169,414 6,254,975 3,830,084 2,736,173 15,001,581 9,621,822 7,627,712 $16,219,395 $12,906,085 ($3,730,920) $32,943,847 $24,684,840 $17,797,126 123

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CITY OF DALY CITY
Fund Balances of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
For the Fiscal Year Ended June 30,
2015 2016 2017 2018 2019
General Fund
Nonspendable $194,403 $13,453,512 $17,721,519 $17,684,920 $15,927,953 Restricted 3,016,958 3,198,748
Assigned 12,220,256 12,098,569 12,111,209 12,047,395 12,291,473 Unassigned 15,059,052 18,329,649 22,681,817 22,589,341 34,684,815 Total General Fund $27,473,711 $43,881,730 $52,514,545 $55,338,614 $66,102,989 All Other Governmental Funds
Nonspendable $2,211 $6,998 $29,668 $29,738
Restricted $17,933,698 19,742,741 20,304,044 17,897,042 19,592,976 Assigned 15,906,433 17,525,314 15,076,221 15,972,732 15,753,688 Unassigned 2,072 (86,950)
Total all other governmental funds $33,840,131 $37,270,266 $35,389,335 $33,899,442 $35,289,452 All Governmental Funds
Total Nonspendable $194,403 $13,455,723 $17,728,517 $17,714,588 $15,957,691 Total Restricted 17,933,698 19,742,741 20,304,044 20,914,000 22,791,724 Total Assigned 28,126,689 29,623,883 27,187,430 28,020,127 28,045,161 Total Unassigned 15,059,052 18,329,649 22,683,889 22,589,341 34,597,865 Total All Governmental Funds $61,313,842 $81,151,996 $87,903,880 $89,238,056 $101,392,441 (a) The change in total fund balance for the General Fund and other governmental funds is explained in Management's Discussion and Analysis.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Thousands
Total Nonspendable Total Restricted
Total Assigned Total Unassigned
124

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For the Fiscal Year Ended June 30,
2020 2021 2022 2023 2024
$14,955,064 $13,875,487 $12,728,449 $11,451,441 $10,038,350 3,382,363 3,746,447 5,332,892 5,477,007 5,767,252
12,663,807 375,051 1,055,425 754,432 611,754
42,666,860 44,913,148 50,928,350 60,551,062 60,508,117
$73,668,094 $62,910,133 $70,045,116 $78,233,942 $76,925,473 (a) $34,625 $25,184 $24,801 $28,151 $102,262
25,695,472 34,689,298 39,903,527 43,891,822 45,155,465
16,870,159 16,491,889 16,069,890 15,664,989 23,865,564
(114)
$42,600,256 $51,206,257 $55,998,218 $59,584,962 $69,123,291 (a) $14,989,689 $13,900,671 $12,753,250 $11,479,592 $10,140,612 29,077,835 38,435,745 45,236,419 49,368,829 50,922,717
29,533,966 16,866,940 17,125,315 16,419,421 24,477,318
42,666,860 44,913,034 50,928,350 60,551,062 60,508,117
$116,268,350 $114,116,390 $126,043,334 $137,818,904 $146,048,764 125

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2015 2016 2017 2018
Revenues
Taxes $60,767,789 $61,030,589 $63,536,267 $66,939,056
Licenses, permits and fees 2,679,745 2,889,367 3,023,889 2,727,875 Fines and forfeitures 2,740,510 3,442,372 3,850,382 3,678,828 Use of money and property 1,499,885 1,841,802 1,636,285 2,040,295 Intergovernmental revenues 6,092,246 4,218,152 5,526,235 5,378,283 Charges for services 12,763,912 14,632,874 9,771,337 9,992,458 Other 5,307,064 5,527,147 4,989,727 6,785,029
Total Revenues 91,851,151 93,582,303 92,334,122 97,541,824 Expenditures
Current:

General government 9,495,891 10,777,041 10,067,504 10,259,919 Public safety 44,972,711 49,047,952 50,681,833 51,147,772 Public works 7,053,586 7,589,698 8,480,954 8,895,892
Culture and recreation 10,085,356 10,569,151 10,802,067 10,637,826 Community development 4,917,443 4,306,935 4,340,191 5,115,492 Capital projects 4,359,239 5,726,698 10,019,069 6,927,154 Debt service:

Principal repayment 244,000 260,000 279,000 298,000
Interest and fiscal charges 235,066 28,730 41,216 38,672 Total Expenditures 81,363,292 88,306,205 94,711,834 93,320,727 Excess (deficiency) of revenues over
(under) expenditures 10,487,859 5,276,098 (2,377,712) 4,221,097 Other Financing Sources (Uses)
Sale of property (3,003,763) 1,600 262,490 179,922
Amount paid to State (3,750,000)
Issuance of long-term debt
Transfers in 6,306,265 5,561,713 6,633,748 4,030,049
Transfers out (4,750,215) (4,776,760) (2,346,255) (7,096,892) Total other financing sources (uses) (5,197,713) 786,553 4,549,983 (2,886,921) Extraordinary items
Assets transferred to/liabilities assumed by
Successor Agency 4,579,613
Net Change in fund balances $5,290,146 $6,062,651 $6,751,884 $1,334,176 Debt service as a percentage of
noncapital expenditures 0.6% 0.3% 0.3% 0.4%

CITY OF DALY CITY
Changes in Fund Balance of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
For the Fiscal Year Ended June 30,
126

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For the Fiscal Year Ended June 30,
2019 2020 2021 2022 2023 2024
$75,573,768 $75,484,516 $74,390,755 $96,655,679 $103,763,854 $108,866,690 2,970,667 3,013,080 2,981,237 3,015,932 2,672,412 2,587,982 3,379,319 3,700,904 3,040,526 2,329,138 2,628,742 2,408,106 3,831,438 5,007,732 564,446 (2,672,633) 4,100,403 7,769,651 8,922,550 14,405,495 13,652,973 14,248,317 11,555,716 13,782,382 11,417,260 12,764,998 9,035,012 9,958,944 9,446,298 10,538,227 2,293,810 1,936,781 2,824,687 4,853,670 3,426,969 2,073,255 108,388,812 116,313,506 106,489,636 128,389,047 137,594,394 148,026,293 9,076,400 10,354,151 12,823,394 13,442,306 14,274,854 14,143,058 54,547,977 56,894,801 63,791,207 68,828,825 70,593,526 77,419,273 9,173,452 9,588,658 9,426,845 9,984,304 10,962,873 11,992,894 11,624,964 11,946,087 10,196,627 13,350,626 15,300,173 16,324,099 4,531,036 4,841,980 5,476,383 7,476,122 6,777,669 6,937,839 7,201,911 10,683,817 9,639,122 6,155,124 8,573,451 15,737,970 319,000 341,000 365,000 458,851 751,164 839,998
35,165 29,838 23,020 18,134 31,991 11,958
96,509,905 104,680,332 111,741,598 119,714,292 127,265,701 143,407,089 11,878,907 11,633,174 (5,251,962) 8,674,755 10,328,693 4,619,204 11,639 379,095
1,466,620
6,278,010 8,486,521 13,712,986 17,645,383 7,740,180 18,834,361 (6,014,171) (5,243,786) (10,992,079) (14,393,194) (6,293,303) (16,690,325) 275,478 3,242,735 3,100,002 3,252,189 1,446,877 3,610,656 $12,154,385 $14,875,909 ($2,151,960) $11,926,944 $11,775,570 $8,229,860

0.4% 0.4% 0.4% 0.4% 0.6% 0.6%
127

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Fiscal Total
Year Total Total Direct
Ended Assessed Assessed Tax
June 30 Secured Unsecured Exemptions Value (1) Secured Unsecured Exemptions Value (1) Rate (2) 2015 $9,426,340 $239,970 $99,548 $9,765,858 $980,736 $53,445 $6,373 $1,040,554 1.00% 2016 9,962,576 257,377 98,669 10,318,622 1,011,512 57,075 6,370 1,074,957 1.00% 2017 10,556,650 238,395 97,391 10,892,436 1,050,088 56,063 6,304 1,112,455 1.00% 2018 11,167,466 240,562 96,204 11,504,232 1,102,164 59,029 6,066 1,167,259 1.00% 2019 12,442,279 258,770 95,428 12,796,477 1,175,698 6,187 6,038 1,247,923 1.00% 2020 259,710 12,878,232 94,427 13,232,369 1,294,087 65,154 6,016 1,365,257 1.00% 2021 252,523 13,483,669 93,566 13,829,758 1,299,577 64,182 5,985 1,369,744 1.00% 2022 243,862 14,077,399 93,499 14,414,760 1,304,636 45,533 5,974 1,356,143 1.00% 2023 234,239 15,108,819 92,707 15,435,765 1,517,826 57,274 6,079 1,581,179 1.00% 2024 253,738 15,879,373 91,917 16,225,028 1,657,347 60,206 6,139 1,723,692 1.00% (1)
(2)
Source: San Mateo County Controller's Office Annual Publication: Tax Rates and Valuation of Taxable Property City Redevelopment Agency
California cities do not set their own direct tax rate. The State Constitution establishes the rate at 1% and allocates a portion of that amount by an annual calculation to all the taxing entities within a tax rate area.

CITY OF DALY CITY

ASSESSED VALUE OF TAXABLE REAL PROPERTY

LAST TEN FISCAL YEARS
(in thousand dollars)
plus an increment of no more than two percent annually. These values are considered to be full market values.

The State Constitution requires properties to be assessed at one hundred percent of the most recent purchase price, $0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Total City Assessed Value
Total Redevelopment Agency Assessed Value
128

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Basic Jefferson Jefferson South San Francisco
County Elementary High San Mateo Unified Pacifica
Fiscal Wide School School Junior School Elementary
Year Levy District District College District School Total 2015 1.0000 0.0662 0.0530 0.0190 1.1382
2016 1.0000 0.0674 0.0583 0.0250 0.0457 0.0250 1.2214
2017 1.0000 0.0680 0.0800 0.0247 0.0467 0.0311 1.2505
2018 1.0000 0.0663 0.0816 0.0235 0.0366 0.0281 1.2361
2019 1.0000 0.0563 0.0739 0.0175 0.0422 0.0517 1.2416
2020 1.0000 0.0667 0.0811 0.0267 0.0381 0.0505 1.2631
2021 1.0000 0.0667 0.0942 0.0213 0.0350 0.0415 1.2587
2022 1.0000 0.0603 0.0650 0.0227 0.0352 0.0288 1.2120
2023 1.0000 0.0647 0.0589 0.0193 0.0306 0.0250 1.1985
2024 1.0000 0.0627 0.0802 0.0190 0.0756 0.0570 1.2945
Notes:

Source:

MuniServices, LLC
San Mateo County Controller's Office Annual Publication: Tax Rates and Valuation of Taxable Property

CITY OF DALY CITY
In 1979, State Proposition 13 amended the constitution to provide that the general tax rate be limited to one percent of market value, distributed among all tax agencies. Assessed valuation is set at 100 percent of market value at transfer of title and the tax rate is $1 per $100 of assessed value.

The City of Daly City has 67 tax code areas, many with different rates because of differing school district boundaries. The highest tax rate is shown here.
(Rate per $100 of Assessed Value)

LAST TEN FISCAL YEARS

DIRECT AND OVERLAPPING PROPERTY TAX RATES

0.0 0.2

0.4 0.6

0.8 1.0

1.2 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Rate Per Hundred $
San Mateo Junior College Pacifica Elementary School
South San Francisco Unified School District Jefferson High School District Jefferson Elementary School District Basic County Wide Levy 129

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2023-24 2014-15
Percentage Percentage
of Total City of Total City
Taxable Taxable Taxable Taxable
Assessed Assessed Assessed Assessed
Taxpayer Value Rank Value Value Rank Value
Daly City Serramonte Center LLC $510,542,613 1 3.15% $183,596,349 1 1.90% Westlake Assoc Lessee 288,391,891 2 1.78% 124,351,219 3 1.29% BP3-SF7 2001 JS Owner LLC 204,452,712 3 1.26%
Kimco Westlake Lp 181,533,402 4 1.12% 153,372,592 2 1.59% SMC Coastside Properties LLC 171,145,800 5 1.05%
Skyline Heights Llc 98,999,762 6 0.61%
SP Peninsula Del Rey LLC 72,412,532 7 0.45%
Public Property Fin Corp CA Lessee 61,650,763 8 0.38%
EQR Hillside LP 48,182,958 9 0.30% 40,547,473 8 0.42%
Westlake Skyline Plaza LLC 46,517,131 10 0.29%
DB Real Estate Pacific Plaza P - 86,443,667 4 0.89%
Century Theaters Inc Lessee 60,156,485 - 5 0.62%
Wasl Daly City Investors V - 55,000,000 6 0.57%
Seton Medical Center - 42,327,067 7 0.44%
Serramonte Corp Center LLC - 40,007,330 9 0.41%
Daly Skyline Assoc LLC 39,641,478 10 0.41%
Subtotal $1,683,829,564 10.38% $825,443,660 8.54%

Total Assessed Valuation:

Fiscal Year 2023-2024 $16,225,028,321
Fiscal Year 2014-15 $9,666,310,302
Source: San Mateo County Assessor Fiscal Year Combined Tax Rolls MuniServices, LLC

CITY OF DALY CITY
Principal Property Tax Payers
Ten Year History
130

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CITY OF DALY CITY

PROPERTY TAX LEVIES AND COLLECTIONS

LAST TEN FISCAL YEARS
(in thousand dollars)
#
#
#
Current Percent Delinquent Total Percent of Total
Fiscal Total Tax of Levy Tax Tax Tax Collections
Year Tax Levy (a) Collections Collected Collections Collections to Tax Levy 2015 $17,543 $17,543 100.00% $17,543 100.00%
2016 18,675 18,675 100.00% 18,675 100.00%
2017 19,707 19,707 100.00% 19,707 100.00%
2018 20,800 20,800 100.00% 20,800 100.00%
2019 23,057 23,057 100.00% 23,057 100.00%
2020 23,820 23,820 100.00% 23,820 100.00%
2021 24,536 24,536 100.00% 24,536 100.00%
2022 25,959 25,959 100.00% 25,959 100.00%
2023 26,011 26,011 100.00% 26,011 100.00%
2024 28,940 28,940 100.00% 28,940 100.00%
Source: City of Daly City
NOTE:Current tax collections beginning in 1993 have been reduced by a mandatory tax reallocation imposed by the State of California
(a) Beginning fiscal year 1995, the County began providing the City 100% of its tax levy under the "Teeter Plan", an agreement which allows the County to keep all interest and delinquenc charges collected.
$14,000
$15,000
$16,000
$17,000
$18,000
$19,000
$20,000
$21,000
$22,000
$23,000
$24,000
$25,000
$26,000
$27,000
$28,000
$29,000
$30,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Total Tax Levy (a) Tax Collections
131

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HUD PERS Pension
Fiscal Leases Subscription Section 108 Obligation
Year Payable (a) Liability(b) Loan Bonds Total
2015 $2,670,000 $26,755,000 $29,425,000
2016 2,410,000 24,915,000 27,325,000
2017 2,131,000 22,845,000 24,976,000
2018 1,833,000 20,520,000 22,353,000
2019 1,514,000 17,920,000 19,434,000
2020 1,173,000 15,025,000 16,198,000
2021 $1,483,056 808,000 11,810,000 14,101,056
2022 1,317,269 418,000 8,250,000 9,985,269
2023 3,030,663 $4,283,422 4,325,000 11,639,085
2024 2,530,006 4,603,750 7,133,756
State Water Total Percentage of
Fiscal Water Resources Primary Personal Per
Year Revenue Bond Board Loan Total Government Income (c) Capita (c) 2015 $5,290,000 $2,528,282 $7,818,282 $37,243,282 1.22% $351.98 2016 4,750,000 2,302,610 7,052,610 34,377,610 0.90% 316.73 2017 4,205,000 2,071,298 6,276,298 31,252,298 0.90% 290.09 2018 3,640,000 1,834,202 5,474,202 27,827,202 0.69% 257.98 2019 3,065,000 1,591,179 4,656,179 24,090,179 0.60% 220.76 2020 2,480,000 1,342,080 3,822,080 20,020,080 0.54% 183.43 2021 1,880,000 1,086,754 2,966,754 17,067,810 0.49% 157.16 2022 1,265,000 825,045 2,090,045 16,191,101 0.46% 149.09 2023 640,000 556,791 1,196,791 12,835,876 0.31% 122.40
2024 7,133,756 0.15% 70.31
Note : Debt amounts exclude any premiums, discounts, or other amortization amounts. (a) FY 2022 & FY 2023 restated to meet GASB 87 requirements. (b) FY 2023 restated to meet GASB 96 requirements
(c) See Demographic Statistics for population and personal income data.

Sources: City of Daly City
State of California, Department of Finance (population)

CITY OF DALY CITY
Last Ten Fiscal Years
Ratio of Outstanding Debt by Type
Governmental Activities
Business-Type Activities
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Total Governmental Activities Total Business-Type Activities 132

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CITY OF DALY CITY
Ratio of General Bonded Debt Outstanding
Last Ten Fiscal Years
Fiscal Pension Less: Amounts Restricted Total Percentage of Year Ended Obligation in Pers Contribution Net Personal Per June 30 Bonds Internal Service Fund Debt Income (a) Capita (a) 2015 $26,755,000 $29 $26,754,971 0.88% $252.86
2016 24,915,000 44 24,914,956 0.65% 229.55
2017 22,845,000 1,983 22,843,017 0.66% 212.03
2018 20,520,000 23,990 20,496,010 0.51% 190.02
2019 17,920,000 76,072 17,843,928 0.45% 163.52
2020 15,025,000 109,625 14,915,375 0.40% 136.66
2021 11,810,000 549 11,809,451 0.34% 108.74
2022 8,250,000 1,447 8,248,553 0.20% 78.66
2023 4,325,000 118,160 4,206,840 0.10% 40.12
2024 - - - -
Sources: City of Daly City
State of California, Department of Finance (population) (a) See Demographic Statistics for population and personal income data. 133

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CITY OF DALY CITY

COMPUTATION OF DIRECT AND OVERLAPPING DEBT
JUNE 30, 2024
2023-2024 Assessed Valuation $16,225,028,321
Total Debt City’s Share of
OVERLAPPING TAX AND ASSESSMENT DEBT 06/30/24 % Applicable (1) Debt 06/30/24 San Mateo Community College District $682,237,216 5.272% $35,967,546 South San Francisco Unified School District 303,407,351 6.573% 19,942,965 Jefferson Union High School District 338,312,020 48.653% 164,598,947 Bayshore School District 8,900,000 83.884% 7,465,676
Brisbane School District 29,056,439 12.815% 3,723,583
Jefferson School District 137,920,000 86.895% 119,845,584 TOTAL OVERLAPPING TAX AND ASSESSMENT DEBT 351,544,301

DIRECT AND OVERLAPPING GENERAL FUND DEBT
San Mateo County General Fund Obligations $565,146,645 5.272% 29,794,531 San Mateo County Board of Education Certificates of Participation 5,735,000 5.272% 302,349 San Mateo County Flood Control District Certificates of Participation 13,065,000 25.864% 3,379,132 South San Francisco Unified School District Certificates of Participation 2,560,000 6.573% 168,269 Jefferson Union H.S.D. Certificates of Participation 46,845,000 48.653% 22,791,498 Jefferson Union H.S.D. General Fund Obligations
City of Daly City Pension Obligation Bonds
San Mateo County Mosquito and Vector Control District 3,404,654 5.272% 179,493 City of Daly City Lease Payables 2,530,006 2,530,006
City of Daly City Subscription Liabilities 4,603,750 4,603,750 TOTAL DIRECT AND OVERLAPPING GENERAL FUND DEBT 63,749,028

TOTAL DIRECT DEBT
TOTAL OVERLAPPING DEBT 408,159,573
COMBINED TOTAL DEBT $408,159,573 (2)
(1)
(2)
Ratios to 2023-2024 Assessed Valuation
Total Overlapping Tax and Assessment Debt 2.17%
Total Direct Debt 0.00%
Combined Total Debt 2.52%
Source: California Municipal Statistics, Inc.

Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue bonds and non-bonded lease obligations.

The percentage of overlapping debt applicable to the city is estimated using taxable assessed property value.

Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is within the boundaries of the city divided by the district's total taxable assessed value. 134

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CITY OF DALY CITY

COMPUTATION OF LEGAL BONDED DEBT MARGIN
JUNE 30, 2024
ASSESSED VALUATION:

Total property assessed value, net of
exempt real property $16,225,028,321
BONDED DEBT LIMIT (3.75% OF ASSESSED VALUE) (a) $608,438,562 AMOUNT OF DEBT SUBJECT TO LIMIT:

Total Bonded Debt (b) 0
Less: Revenue Bonds and Certificate of
Participation not subject to limit 0
Amount of debt subject to limit 0
LEGAL BONDED DEBT MARGIN $608,438,562
Total net debt
Total Net Debt Legal applicable to the limit
Fiscal Debt Applicable to Debt as a percentage
Year Limit Limit Margin of debt limit
2015 $366,220 $0 $366,220 0.00%
2016 386,948 0 386,948 0.00%
2017 408,466 0 408,466 0.00%
2018 431,408 0 431,408 0.00%
2019 479,868 0 479,868 0.00%
2020 492,637 0 492,637 0.00%
2021 515,037 0 515,037 0.00%
2022 540,554 0 540,554 0.00%
2023 578,841 0 578,841 0.00%
2024 608,439 0 608,439 0.00%
NOTE:
(a) California Government Code Section 43605 sets the debt limit at 15%. The Code section was enacted prior to the change in basing assessed value to full market value when it was previously 25% of market value. Thus, the limit shown as 3.75% is one-fourth the limit to account for the adjustment of showing assessed valuation at full cash value.
(b) 2012 Water Revenue Refunding Bond
(in thousand dollars)
135

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NUMBER OF CONNECTIONS BY USERS
Category Number of Connections Category Number of Connections Residential 20,114 Residential 20,113
Multi-Family 1,893 Multi-Family 1,894
Commercial 831 Commercial 828
City/Government 194 City/Government 196
Traveling Meter 26 Traveling Meter 23
Total Connections 23,058 Total Connections 23,054

WATER UTILITY FUND CERTIFICATES OF PARTICIPATION

HISTORICAL REVENUES, EXPENDITURES AND BOND COVERAGE

LAST TEN FISCAL YEARS
2015 2016 2017 2018 2019
Gross Revenues (1) $20,425,104 $17,186,361 $17,616,918 $19,230,073 $21,203,909 Operating Expenses
(including depreciation) (2) 14,354,432 15,950,589 15,337,854 17,077,870 15,891,040 Depreciation (1,255,728) (1,274,779) (1,342,258) (1,330,058) (1,258,598) Operating Transfers Out 2,378,434 1,689,464 2,156,009 2,449,304 2,646,419 Total Operating Expenses 15,477,138 16,365,274 16,151,605 18,197,116 17,278,861 Net Revenue Available for Debt $4,947,966 $821,087 $1,465,313 $1,032,957 $3,925,048 Total Debt Service Requirement $647,750 $651,250 $645,450 $649,100 $647,801 Coverage 7.64 1.26 2.27 1.59 6.06
Notes: (1) Includes all Water Utility Operating Revenue, and Nonoperating Revenue including Nonoperating Interest Income and Transfers in (2) Includes all Water Utility Operating Expenses
Source: City of Daly City Annual Financial Statements
AS OF JUNE 30,2023 AS OF JUNE 30, 2024

CITY OF DALY CITY

WATER UTILITY FUND
136

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WATER UTILITY FUND CERTIFICATES OF PARTICIPATION

HISTORICAL REVENUES, EXPENDITURES AND BOND COVERAGE

LAST TEN FISCAL YEARS
2020 2021 2022 2023 2024
Gross Revenues (1) $24,118,100 $24,002,397 $26,160,774 $29,409,352 $32,725,290 Operating Expenses
(including depreciation) (2) 17,032,815 16,733,316 15,137,383 18,531,034 20,228,897 Depreciation (1,247,958) (1,184,182) (1,226,189) (1,347,688) (1,355,629) Operating Transfers Out 2,994,662 2,604,001 2,678,853 3,627,155 3,893,958 Total Operating Expenses 18,779,519 18,153,135 16,590,047 20,810,501 22,767,226 Net Revenue Available for Debt $5,338,581 $5,849,262 $9,570,727 $8,598,851 $9,958,064 Total Debt Service Requirement $645,325 $649,600 $651,575 $649,258 $651,733 Coverage 8.27 9.00 14.69 13.24 15.28
137

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CITY OF DALY CITY

DEMOGRAPHIC AND ECONOMIC STATISTICS

LAST TEN FISCAL YEARS
Daly City Occupied Persons Unemployment
Population Housing Units per Occupied Rate Annual Per Capita Total San Mateo City as of January as of January Housing Unit Average (%) Personal Personal County Population Year (1) (1) (1) (2) Income (3) Income (3) Population (1) % of County (in thousands)
2015 105,810 31,468 3.340 4.2% $28,753 $3,042,355 753,123 14.05% 2016 108,538 31,738 3.380 3.7% 35,320 3,833,562 765,895 14.17% 2017 107,733 31,957 3.400 3.9% 32,250 3,474,389 770,256 13.99% 2018 107,864 31,560 3.390 2.4% 37,376 4,031,525 774,155 13.93% 2019 109,122 32,151 3.370 2.4% 36,654 3,999,758 774,485 14.09% 2020 109,142 32,167 3.375 5.7% 34,284 3,741,824 773,244 14.11% 2021 108,599 32,407 3.330 6.9% 32,242 3,501,449 765,245 14.19% 2022 104,867 31,777 3.280 2.2% 39,124 4,102,817 737,888 14.21% 2023 101,471 34,049 3.130 4.1% 41,276 4,188,317 737,644 13.76% 2024 101,458 32,206 3.170 3.8% 46,581 4,726,015 741,565 13.68% Sources:
(1) California State Department of Finance
(2) California Employment Development Department
(3) US Census Bureau

0.0%

2.5%

5.0%

7.5%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Unemployment Rate Annual Average (%)
95,000
100,000
105,000
110,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Daly City Population
27,500
30,000
32,500
35,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Occupied Housing Units

3.000

3.100

3.200

3.300

3.400

3.500
Persons per Occupied Housing Unit
138

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Percentage Percentage
Number of of Total City Number of of Total City
Employer Employees (1) Rank Employment Employees (1) Rank Employment Seton Medical Center 1,099 1 5.7% 1,326 1 9.6%
City of Daly City 620 2 3.2% 560 3 4.1%
Jefferson Elementary School District 588 3 3.1% 706 2 5.1% Jefferson Union High School District 571 4 3.0% 500 4 3.6% Kaiser Permanente (3 Locations) 344 5 1.8%
GHC of Sunnyvale LLC 312 6 1.6%
Target Stores - Serramonte 310 7 1.6% 287 8 2.1%
In-N-Out Burger (2 locations) 250 8 1.3%
St. Francis Convalescent Pavilion 244 9 1.3% 350 7 2.5% Home Depot 192 10 1.0%
Genesys Telecommunications Laboratory 500 5 3.6%
Cow Palace 400 6 2.9%
Pacific Gas & Electric 278 9 2.0%
Macy's 265 10 1.9%
Subtotal 4,530 23.6% 5,172 37.5%
Total Daly City Employment 19,177 (2) 13,795 (3)

Note: (1) Includes both full-time and part-time employees (2) Based on ABAG projections & census data
(3) Based on 2012 Economic Census- data only updated every five years Source: City of Daly City Economic and Community Development Department U.S. Bureau of Census

CITY OF DALY CITY
Principal Employers
Ten Year History
2023-2024 2014-2015
139

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2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Function
General Government 50 48 44 41 42 44 46 46 47 44
Public Safety 217 207 184 185 185 181 182 193 187 187
Public Works 13 13 14 15 15 14 12 14 12 11
Community Development 19 19 19 20 21 21 19 21 17 20
Culture and Recreation 46 46 44 46 41 44 42 50 50 50
Water 22 24 26 24 18 21 22 22 25 23
Wastewater 45 46 49 49 49 48 47 52 45 48
Streets and Infrastructure 11 11 11 12 14 12 10 11 12 13 Internal Service 30 30 30 29 26 25 25 25 25 23
Total 453 444 421 421 411 410 405 434 420 419
Source: City of Daly City

CITY OF DALY CITY
Full-Time City Government Employees by Function
Last Ten Fiscal Years
0 50
100
150
200
250
300
350
400
450
500
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
General Government Public Safety
Public Works Community Development
Culture and Recreation Water
Wastewater Streets and Infrastructure
Internal Service
140

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CITY OF DALY CITY
Operating Indicators by Function/Program
Last Ten Fiscal Years
Fiscal Year June 30,
2015 2016 2017 2018 2019
Function/Program
Public safety (calendar year data)
Fire
Fire calls for service 7,543 8,046 8,204 7,678 8,580
Fire inspections conducted 2,183 2,238 2,310 2,373 2,552 Police
Police calls for service 84,417 86,688 82,376 71,520 73,291 Law violations
Part I crimes* 1,888 2,020 1,890 1,818 1,779
Part II crimes* 4,899 5,040 4,774 4,523 4,182
Group A Offenses* 0 0 0 0 0
Group B Offenses* 0 0 0 0 0
Physical arrests (adults) 2,931 3,212 3,054 2,531 2,427 Physical arrests (juvenile) 218 159 160 213 168
Traffic violations 7,323 7,515 6,858 4,212 4,410
Parking violations 74,178 96,244 109,025 117,604 109,526 Public works
Street repairs - asphalt patching (sq. ft.) 32,000 38,000 87,780 110,546 217,615 Street slurry seal (ft.) 46,400 78,125 71,517 52,535 73,894 Street resurfacing (ft.) 3,800 11,476 0 3,451 0
Traffic signal responses 116 127 105 131 130
Street light responses 281 202 214 292 186
Street signs replaced 430 305 950 2,175 600
Streets swept (miles) 25,224 25,305 25,260 25,460 25,260 Line striping and curb painting (linear ft.) 5,800 4,800 47,250 21,117 43,311 Sidewalks inspected (miles) 0001 1
Culture and recreation
Recreation
Recreation class participants 14,000 14,800 15,000 16,000 15,500 Youth recreation program participants 4,657 5,814 5,335 3,472 5,139 Volunteer support hours 63,597 68,085 64,359 55,693 46,480 Senior meals served 35,749 40,942 38,027 35,463 35,707
Number of health fair events 2222 4
Health fair events attendance 800 800 800 800 800
Facility rentals (non City events) 956 981 976 1,042 955 Library
Volumes in collection - all formats 220,123 224,431 226,238 228,264 227,245 Total volumes borrowed 480,349 457,642 400,368 368,428 392,978 # of uses of electronic resources 60,413 58,284 37,568 40,240 49,107 Youth services program attendance 16,025 18,967 18,967 17,429 17,503 Water
Water service connections 22,936 22,964 22,983 23,269 23,133 Water main breaks 95 64 70 50 88
Average daily consumption (thousands of gallons) 5,933 6,220 6,220 5,533 5,575 Wastewater
Storm drain inlets n/a 2,181 2,181 2,181 2,181
Sewer service connections 22,995 22,965 22,965 23,141 23,394 Sewer main blockages 3224 2
Average daily treatment (thousands of gallons) 6,382 5,510 5,500 5,500 5,500 Source: City of Daly City
Note: n/a denotes information not available.
*CA DOJ Summary Reporting changed to the FBI Standard Incident-Based Reporting 142

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2020 2021 2022 2023 2024
Function/Program
Public safety (calendar year data)
Fire
Fire calls for service 7,426 8,281 8,429 9,525 9,599
Fire inspections conducted 1,712 1,647 3,642 2,153 3,582 Police
Police calls for service 76,880 58,791 51,216 61,245 59,800 Law violations
Part I crimes* 2,110 2,338 2,325 0 0
Part II crimes* 3,306 3,641 1,987 0 0
Group A Offenses* 0 0 0 4,982 4,337
Group B Offenses* 0 0 0 916 871
Physical arrests (adults) 2,459 1,616 1,458 2,313 2,343 Physical arrests (juvenile) 141 47 43 94 91
Traffic violations 6,026 2,448 2,573 3,790 3,479
Parking violations 87,238 85,576 69,136 78,435 74,500
Public works
Street repairs - asphalt patching (sq. ft.) 320,000 36,543 42,500 103,128 84,653 Street slurry seal (linear ft.) 85,008 77,616 0 68,857 1,590 Street resurfacing (linear ft.) 5,195 8,124 0 0 18,797
Traffic signal responses 126 131 126 42 83
Street light responses 188 256 327 351 211
Street signs replaced 476 350 325 78 254
Streets swept (miles) 25,320 21,100 25,200 25,150 24,251 Line striping and curb painting (linear ft.) 51,985 52,592 290 154,636 13,195 Sidewalks inspected (miles) 11111
Culture and recreation
Recreation
Recreation class participants 9,378 2,060 12,607 16,107 15,349 Youth recreation program participants 2,948 790 1,934 4,053 4,795 Volunteer support hours 32,784 786 8,420 26,752 28,656
Senior meals served 34,356 33,810 54,440 46,336 52,233
Number of health fair events 00011
Health fair events attendance 0 0 0 300 350
Facility rentals (non City events) 674 44 326 569 600
Library
Volumes in collection - all formats 489,720 466,267 638,843 508,045 528,710 Total volumes borrowed 299,586 202,477 335,007 354,089 354,089 # of uses of electronic resources 43,887 60,345 76,446 90,098 114,770 Youth services program attendance 6,578 3,080 7,479 13,998 11,671 Water service connections 23,140 23,131 23,341 23,055 23,059 Water main breaks 75 103 93 83 90
Average daily consumption (thousands of gallons) 6,150 5,665 5,510 5,405 5,680 Wastewater
Storm drain inlets 2,181 2,181 2,181 2,181 2,181
Sewer service connections 23,350 23,368 23,476 24,315 24,294 Sewer main blockages 35432
Average daily treatment (thousands of gallons) 5,800 5,007 5,250 5,315 5,345 Fiscal Year June 30,

CITY OF DALY CITY
Operating Indicators by Function/Program
Last Ten Fiscal Years
143

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Fiscal Year June 30,
2015 2016 2017 2018 2019
Function/Program
Public safety
Fire stations 5 5 5 5 5
Police stations 1 1 1 1 1
Police patrol vehicles 31 31 32 31 31
Public works
Miles of streets 112 112 112 112 112
Street lights 3,200 3,200 3,200 3,563 3,574
Traffic signals (# of intersections) 40 40 40 41 41
Miles of storm drains 70 70 70 70 70
Culture and recreation
Parks and recreation
City parks 19 19 19 19 18
City parks acreage 200 200 200 200 200
Park trees 4,144 4,135 3,655 3,655 3,865
Playgrounds 26 26 26 26 26
Picnic areas 23 23 23 23 23
Tot lots 7 7 7 7 7
Dog off-leash areas 2 2 2 2 2
Street landscaped medians (miles) 21 21 21 21 21
Roadway landscaping acreage 500 500 500 500 500
Street trees 3,067 3,048 3,598 3,598 3,190
Community centers and clubhouses 12 12 12 12 11
Senior centers 1 1 1 1 1
Gymnasiums 3 3 3 3 3
Tennis courts 9 9 9 9 10
Artificial turf sports fields 1 1 1 1 1
Outdoor basketball courts 15 15 15 15 15
Baseball/softball diamonds 8 8 8 8 8
Soccer/football fields 1 1 1 1 1
Night sport lighted facilities 6 6 6 6 6
Library
City Libraries (# of branches) 44444
Water
Miles of water mains 187 187 199 199 199
Fire hydrants 1,497 1,497 1,505 1,505 1,505
Storage capacity (thousands of gallons) 23,512 23,512 23,512 23,512 23,512 Wastewater
Number of treatment plants 11111
Miles of sanitary sewers 177 177 177 177 180
Miles of combined sewers 14 14 14 14 17
Treatment capacity (thousands of gallons)
Dry weather 8,000 8,000 8,000 8,000 7,500
Wet weather 25,000 25,000 19,000 19,000 19,000
Source: City of Daly City
Note:

Last Ten Fiscal Years
Capital Asset Statistics by Function/Program

CITY OF DALY CITY
(1) In FY 2014-15, the City completed a digitized inventory of all City owned street trees as well as in City parks with updated numbers 144

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CITY OF DALY CITY
Capital Asset Statistics by Function/Program
Last Ten Fiscal Years
2020 2021 2022 2023 2024
Function/Program
Public safety
Fire stations 55555
Police stations 11111
Police patrol vehicles 31 32 33 32 32
Public works
Miles of streets 112 112 112 112 112
Street lights 3,402 3,678 3,678 3,681 3,678
Traffic signals (# of intersections) 41 42 42 42 42
Miles of storm drains 70 70 70 70 70
Culture and recreation
Parks and recreation
City parks 18 18 18 18 18
City parks acreage 200 200 200 200 200
Park trees 3,865 3,862 3,869 3,874 3,886
Playgrounds 26 26 26 26 26
Picnic areas 23 23 23 23 23
Tot lots 7 7 7 7 7
Dog off-leash areas 2 2 2 2 2
Street landscaped medians (miles) 21 21 21 21 21
Roadway landscaping acreage 500 500 500 500 500
Street trees 3,196 4,043 3,476 4,032 3,907
Community centers and clubhouses 11 11 11 12 12
Senior centers 11111
Gymnasiums 44444
Tennis courts 10 10 10 10 10
Artificial turf sports fields 11111
Outdoor basketball courts 15 15 15 15 15
Baseball/softball diamonds 8 8 8 8 8
Soccer/football fields 1 1 1 1 1
Night sport lighted facilities 6 6 6 6 6
Library
City Libraries (# of branches) 44444
Water
Miles of water mains 199 199 199 199 199
Fire hydrants 1,505 1,505 1,505 1,505 1,505
Storage capacity (thousands of gallons) 23,512 23,512 23,512 23,512 23,512 Wastewater
Number of treatment plants 1 1111
Miles of sanitary sewers 180 180 180 180 180
Miles of combined sewers 17 17 17 17 17
Treatment capacity (thousands of gallons)
Dry weather 7,500 7,500 7,500 7,500 8,000
Wet weather 19,000 19,000 19,000 19,000 10,300
Fiscal Year June 30,
145

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City of Daly City
City of Daly City
Sanitation District
Portfolio Management
Portfolio Summary
December 31, 2024
% of
Portfolio
Book
Investments Value
Market
Value
Par
Value
Days to
Term Maturity
YTM
San Mateo County Pool 136,608,843.93 136,511,851.65 136,608,843.93 54.78 1 1 3.874 CAMP 56,584,708.04 56,584,708.04 56,584,708.04 22.69 1 1 4.518 Local Agency Investment Funds 10,649,404.93 10,671,354.25 10,649,404.93 4.27 1 1 4.434 Federal Agency Coupon Securities 22,360,000.00 21,675,435.21 21,049,858.78 8.44 1,287 622 4.059 Federal Agency Disc. -Amortizing 2,225,000.00 1,874,064.10 1,926,687.58 0.77 1,503 1,414 3.530 CDs 22,279,000.00 22,271,785.42 22,279,000.00 8.93 1,245 544 3.957 Mortgage Back Security 289,701.86 282,540.77 289,701.86 0.12 9,888 4,814 4.147 249,388,205.12 100.00%
Investments
250,996,658.76 249,871,739.44 244 119 4.065
Cash and Accrued Interest
249,393,824.29 Total Cash and Investments
Subtotal 5,619.17
5,619.17
250,996,658.76 249,877,358.61
5,619.17
5,619.17
244 119 4.065
Accrued Interest at Purchase
Current Year
December 31
818,785.65
Fiscal Year To Date
5,248,039.61
Average Daily Balance
Effective Rate of Return
245,446,819.13

3.93%
Total Earnings Month Ending
Portfolio DALY
CP
Reporting period 12/01/2024-12/31/2024
IE (PRF_PM1) 7.3.11
Report Ver. 7.3.11
Our portfolio conforms to our Statement of Investment Policy and is in compliance with Government Code Section 53646, which requires the ability to meet its expenditure requirements for the next six months. Market Value information provided by Local Agency Investment Fund, San Mateo County Investment Pool, and Sympro. CAMP Term Market Value is an estimate. Camp Pool includes monthly interest as of Trade Date.

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Term

Page 1 ends

Par Value Book Value
Maturity
Date
Stated
Market Value Rate
Average
Issuer Balance
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
December 31, 2024
Days to YTM
CUSIP Investment # Maturity
Purchase
Date
San Mateo County Pool
SMCP 10105 SAN MATEO COUNTY POOL 136,608,843.93 136,511,851.65 136,608,843.93 3.874 1 1 3.874 Subtotal and Average 129,272,489.76 136,608,843.93 136,511,851.65 136,608,843.93 1 1 3.874 CAMP
CAMP 10135 CAMP POOL 26,584,708.04 26,584,708.04 26,584,708.04 4.730 1 1 4.730 CAMP TERM 10136 CAMP POOL 07/01/2024 0.00 0.00 0.00 5.380 1 1 5.380 CAMP TERM 10138 CAMP POOL 10/15/2024 10,000,000.00 10,000,000.00 10,000,000.00 4.210 1 1 4.210 CAMP TERM 10146 CAMP POOL 12/11/2024 20,000,000.00 20,000,000.00 20,000,000.00 4.390 1 1 4.390 Subtotal and Average 56,356,304.94 56,584,708.04 56,584,708.04 56,584,708.04 1 1 4.518 Local Agency Investment Funds
LAIFCITY 10103 LAIF 10,218,453.07 10,239,514.16 10,218,453.07 4.434 1 1 4.434 LAIFSANI 10104 LAIF 430,951.86 431,840.09 430,951.86 4.434 1 1 4.434 Subtotal and Average 12,584,888.80 10,649,404.93 10,671,354.25 10,649,404.93 1 1 4.434 Federal Agency Coupon Securities
31422X5S7 10077 Federal Agricultural Mtg Corp 08/24/2023 1,015,000.00 1,021,314.32 1,012,485.85 4.650 583 1,079 4.740 08/07/2026 31422XGQ9 10081 Federal Agricultural Mtg Corp 10/12/2022 1,000,000.00 940,493.00 880,726.00 0.940 663 1,475 4.180 10/26/2026 31424WAF9 10120 Federal Agricultural Mtg Corp 10/05/2023 2,000,000.00 2,024,774.00 2,003,480.00 4.875 820 1,274 4.820 04/01/2027 31422XR95 10133 Federal Agricultural Mtg Corp 10/25/2023 2,000,000.00 1,982,810.00 1,927,320.01 4.030 1,065 1,499 4.580 12/01/2027 3133EPPE9 10124 Federal Farm Credit Bank 09/19/2023 2,000,000.00 2,002,480.00 1,978,900.00 4.375 551 1,021 4.780 07/06/2026 3130ATBC0 10024 Federal Home Loan Bank 10/12/2022 1,180,000.00 1,178,680.76 1,161,380.78 3.584 44 856 4.300 02/14/2025 3130ASF87 10041 Federal Home Loan Bank 05/05/2023 1,065,000.00 1,060,204.31 1,050,008.00 3.330 177 784 4.020 06/27/2025 3130AKVR4 10064 Federal Home Loan Bank 01/18/2023 2,000,000.00 1,916,510.00 1,800,000.00 0.550 407 1,121 4.050 02/12/2026 3130AMLL4 10068 Federal Home Loan Bank 06/01/2021 1,020,000.00 973,544.10 1,020,000.00 0.950 510 1,820 0.950 05/26/2026 3130A3DU5 10087 Federal Home Loan Bank 09/26/2022 1,380,000.00 1,346,023.02 1,329,578.94 3.000 800 1,628 3.900 03/12/2027 3130AMGY2 10091 Federal Home Loan Bank 05/17/2023 1,400,000.00 1,302,929.60 1,273,959.40 1.250 873 1,468 3.680 05/24/2027 3130AKT48 10100 Federal Home Loan Bank 08/24/2023 1,000,000.00 904,399.00 859,150.00 0.650 1,121 1,617 4.550 01/27/2028 3137EAEU9 10042 Federal Home Loan Mtg Corp 02/15/2023 2,000,000.00 1,956,808.00 1,821,752.00 0.375 201 887 4.270 07/21/2025 3134GWUG9 10049 Federal Home Loan Mtg Corp 01/06/2022 1,000,000.00 973,473.00 978,059.00 0.570 266 1,357 1.175 09/24/2025 3136G4X99 10095 Federal National Mtg Assn 03/13/2023 2,300,000.00 2,090,992.10 1,953,058.80 0.740 966 1,626 4.520 08/25/2027 Subtotal and Average 21,823,323.04 22,360,000.00 21,675,435.21 21,049,858.78 622 1,287 4.059 Federal Agency Disc. -Amortizing
3134A2G77 10147 Federal Home Loan Mtg Corp 10/04/2024 2,225,000.00 1,874,064.10 1,926,687.58 3.211 1,414 1,503 3.530 11/15/2028 Subtotal and Average 1,926,687.58 2,225,000.00 1,874,064.10 1,926,687.58 1,414 1,503 3.530 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11
Report Ver. 7.3.11 Page 202 of 818
Term

Page 2 ends

Par Value Book Value
Maturity
Date
Stated
Market Value Rate
Average
Issuer Balance
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
December 31, 2024
Days to YTM
CUSIP Investment # Maturity
Purchase
Date
CDs
05220JAE1 10070 AUSTIN CAPITAL BANK 05/31/2023 248,000.00 249,810.40 248,000.00 4.600 513 1,094 4.605 05/29/2026 01882MAA0 10099 ALLIANT CU 12/30/2022 248,000.00 253,916.29 248,000.00 4.850 1,093 1,826 4.853 12/30/2027 01882MAJ1 10132 ALLIANT CU 11/20/2023 248,000.00 255,055.10 248,000.00 5.600 688 1,096 5.600 11/20/2026 02007GQH9 10066 ALLY BANK 04/28/2022 246,000.00 242,067.94 246,000.00 2.850 482 1,461 2.852 04/28/2026 03065YAB7 10088 AMERICA FIRST NCU 08/31/2023 248,000.00 253,537.59 248,000.00 5.050 819 1,308 5.050 03/31/2027 03065AAY9 10145 AMERICA'S CREDIT UNION 10/24/2024 249,000.00 248,196.98 249,000.00 3.850 660 729 3.848 10/23/2026 052392CC9 10083 AUSTIN TELCO FCU 11/28/2022 248,000.00 252,637.35 248,000.00 5.050 695 1,460 5.054 11/27/2026 06740KPB7 10026 BARCLAYS BANK 03/09/2022 247,000.00 245,781.55 247,000.00 1.700 68 1,097 1.465 03/10/2025 07181JAY0 10084 BAXTER CU 01/24/2023 249,000.00 251,408.08 249,000.00 4.500 754 1,462 4.504 01/25/2027 072727BG4 10033 BAYCOAST BANK 03/31/2020 247,000.00 244,918.53 247,000.00 0.900 89 1,826 0.900 03/31/2025 062119BU5 10089 BANK FIVE NINE 05/15/2023 248,000.00 250,159.09 248,000.00 4.400 861 1,458 4.403 05/12/2027 06251A2Q2 10057 BANK HAPAOLIM 12/14/2020 249,000.00 240,593.51 249,000.00 0.500 348 1,827 0.456 12/15/2025 05600XBQ2 10059 BMO HARRIS BANK 12/18/2020 249,000.00 240,525.29 249,000.00 0.500 351 1,826 0.500 12/18/2025 05580AY57 10034 BMW Bank 04/14/2023 244,000.00 244,178.85 244,000.00 4.650 103 731 4.657 04/14/2025 06051XBK7 10131 BANK OF AMERICA 03/21/2024 244,000.00 246,025.44 244,000.00 4.800 446 732 4.801 03/23/2026 130162BC3 10127 CALIFORNIA CREDIT UNION 10/25/2023 248,000.00 254,133.29 248,000.00 5.450 663 1,097 4.733 10/26/2026 14042RQB0 10082 CAPITAL ONE NA 11/17/2021 248,000.00 234,974.79 248,000.00 1.100 685 1,826 1.101 11/17/2026 14622LAP7 10123 CARTER FEDERAL CREDIT UNION 10/18/2023 248,000.00 256,634.86 248,000.00 5.100 1,020 1,461 5.104 10/18/2027 20367GBC2 10043 COMMUNITY COMMERCE BK 07/28/2022 249,000.00 247,337.93 249,000.00 3.000 208 1,096 3.000 07/28/2025 20416TAX0 10061 COMMUNITYWIDE CU 01/06/2023 248,000.00 249,406.41 248,000.00 4.700 370 1,096 4.704 01/06/2026 16141BAD3 10058 CHARTWAY FCU 06/16/2023 248,000.00 250,134.78 248,000.00 5.050 349 914 5.058 12/16/2025 12547CBG2 10039 CBIC BANK 05/16/2023 244,000.00 244,468.72 244,000.00 4.800 135 731 4.807 05/16/2025 18508CAA0 10048 CLEARVIEW CU 09/08/2023 248,000.00 250,251.10 248,000.00 5.500 250 731 5.508 09/08/2025 12574EAC4 10118 CME FEDERAL CREDIT UNION 09/12/2023 248,000.00 250,291.27 248,000.00 5.500 254 731 5.507 09/12/2025 20825WBR0 10107 CONNEXUS CU 06/21/2023 248,000.00 249,142.78 248,000.00 5.150 173 733 5.157 06/23/2025 227563CH4 10067 CROSS RIVER BANK 05/19/2023 244,000.00 245,820.97 244,000.00 4.650 503 1,096 4.655 05/19/2026 23204HQJ0 10144 CUSTOMERS BANK 10/15/2024 245,000.00 241,157.67 245,000.00 3.550 1,384 1,462 3.184 10/16/2028 254673B70 10036 DISCOVER BANK 04/27/2022 246,000.00 244,834.45 246,000.00 2.800 117 1,097 2.419 04/28/2025 25844MAW8 10101 DORT FCU 05/24/2023 247,000.00 249,692.30 247,000.00 4.350 1,239 1,827 4.591 05/24/2028 27002YFV3 10065 EAGLEBANK 04/21/2023 248,000.00 249,746.42 248,000.00 4.650 475 1,096 4.655 04/21/2026 32116QBK1 10090 FNB OF MIDDLE TENNESSEE 05/19/2023 248,000.00 250,430.40 248,000.00 4.450 868 1,461 4.454 05/19/2027 319477AN5 10050 FIRST CITIZENS BK 10/28/2022 244,000.00 245,051.40 244,000.00 4.700 300 1,096 4.704 10/28/2025 32022RSG3 10094 1ST FINANCIAL BK 08/01/2022 249,000.00 244,686.08 249,000.00 3.300 943 1,827 3.254 08/02/2027 316077EV4 10060 FIDELITY CO-OP BANK 12/21/2022 248,000.00 248,034.22 248,000.00 4.850 355 1,097 4.736 12/22/2025 32065RAV7 10142 FIRST KEYSTONE 10/08/2024 249,000.00 247,540.61 249,000.00 3.700 645 730 3.700 10/08/2026 32110YYH2 10093 1ST NATL BANK 07/29/2022 249,000.00 245,590.19 249,000.00 3.450 939 1,826 3.452 07/29/2027 34520LAY9 10098 FORBRIGHT BANK 12/15/2022 248,000.00 247,968.26 248,000.00 4.000 1,078 1,826 4.002 12/15/2027 30191KAE1 10030 FORDYCE BANK&TRUS 03/20/2023 244,000.00 244,396.74 244,000.00 5.150 78 731 5.158 03/20/2025 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

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Term

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Par Value Book Value
Maturity
Date
Stated
Market Value Rate
Average
Issuer Balance
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
December 31, 2024
Days to YTM
CUSIP Investment # Maturity
Purchase
Date
CDs
356436AQ8 10119 FREEDOM NORTHWEST CREDIT 09/19/2023 248,000.00 253,363.50 248,000.00 5.350 625 1,095 5.355 09/18/2026 33715LEQ9 10025 FIRST TECHNOLOGY FCU 03/07/2023 248,000.00 248,286.44 248,000.00 5.000 65 731 5.008 03/07/2025 37892MAN4 10137 GLOBAL FCU 05/30/2024 249,000.00 254,927.94 249,000.00 4.750 1,245 1,461 4.754 05/30/2028 38149MXJ7 10075 GOLDMAN SACHS BANK 07/28/2021 249,000.00 237,259.65 249,000.00 0.950 573 1,826 0.951 07/28/2026 39573LDW5 10052 GREENSTATE CU 04/28/2023 248,000.00 249,248.43 248,000.00 4.750 300 914 4.763 10/28/2025 396916AA6 10139 GREENWAY BANK 10/09/2024 249,000.00 247,539.62 249,000.00 3.700 646 730 3.700 10/09/2026 41138NAB4 10085 HAPO COMMUNITY CU 08/31/2023 248,000.00 252,977.36 248,000.00 5.000 786 1,275 4.999 02/26/2027 41939HDJ8 10141 HAVEN SAVINGS 04/19/2024 244,000.00 245,867.82 244,000.00 4.700 474 731 4.700 04/20/2026 419700AG4 10130 HAWAII CENTRAL FCU 10/27/2023 248,000.00 254,358.47 248,000.00 5.500 664 1,096 5.505 10/27/2026 43942MAA0 10116 HOPE FEDERAL CREDUT UNION 09/25/2023 248,000.00 250,419.49 248,000.00 5.500 267 731 5.507 09/25/2025 444425AB8 10047 HUGHES FCU 08/29/2023 248,000.00 249,920.02 248,000.00 5.350 240 731 5.358 08/29/2025 457731AQ0 10073 INSPIRE FCU 06/30/2023 248,000.00 251,330.89 248,000.00 5.000 545 1,096 5.005 06/30/2026 47804GKS1 10038 JOHN MARSHALL BANK 05/12/2023 248,000.00 248,382.17 248,000.00 4.700 131 731 4.707 05/12/2025 48128UQJ1 10053 JP MORGAN CHASE BK 10/30/2020 249,000.00 241,669.94 249,000.00 0.500 302 1,826 0.500 10/30/2025 530520AM7 10096 LIBERTY FIRST CU 08/29/2023 248,000.00 254,224.06 248,000.00 5.000 971 1,462 5.004 08/30/2027 538036NE0 10063 LIVE OAK BANK 02/10/2021 249,000.00 239,242.44 249,000.00 0.500 405 1,826 0.500 02/10/2026 549104TK3 10056 LUANA SAVINGS BANK 11/18/2020 249,000.00 241,034.24 249,000.00 0.400 321 1,826 0.400 11/18/2025 55955TAA3 10040 MAGNIFI CU 05/30/2023 248,000.00 248,770.04 248,000.00 5.000 149 731 5.007 05/30/2025 560507AR6 10102 MAINE SAVINGS CU 08/25/2023 248,000.00 255,119.34 248,000.00 4.850 1,332 1,827 4.855 08/25/2028 564759SC3 10028 MANUF&TRADERS BANK 03/17/2023 244,000.00 244,429.68 244,000.00 5.250 75 731 5.258 03/17/2025 58404DJN2 10062 MEDALLION BANK 01/29/2021 249,000.00 239,385.61 249,000.00 0.450 393 1,826 0.443 01/29/2026 61776NEA7 10143 MORGAN STANLEY PVT BK 10/09/2024 245,000.00 240,191.88 245,000.00 3.550 1,742 1,826 3.552 10/09/2029 62847NEL6 10140 MVB BANK 03/27/2024 249,000.00 251,093.59 249,000.00 4.800 450 730 4.801 03/27/2026 66476QEC8 10045 NORTHERN BANK&TRUST 08/18/2023 248,000.00 249,238.51 248,000.00 5.050 229 731 5.058 08/18/2025 64034KBE0 10086 NELNET BANK 03/09/2022 247,000.00 236,160.41 247,000.00 1.900 797 1,826 1.901 03/09/2027 651023FQ1 10080 NEWBURYPORT BK 10/06/2022 244,000.00 243,778.20 244,000.00 4.000 643 1,461 4.003 10/06/2026 647608AK4 10129 NEW ORLEANS FIRE 10/25/2023 248,000.00 255,210.85 248,000.00 5.100 1,027 1,461 5.104 10/25/2027 682325DE2 10031 ONE COMMUNITY BANK 03/21/2023 248,000.00 248,435.24 248,000.00 5.150 79 731 5.159 03/21/2025 72345SLK5 10035 PINNACLE BANK 04/14/2023 248,000.00 248,230.64 248,000.00 4.650 103 731 4.657 04/14/2025 74348HAG3 10032 PROMISEONE BANK 03/26/2020 247,000.00 245,001.52 247,000.00 0.900 84 1,826 0.901 03/26/2025 75102EAV0 10121 RAIZ FEDERAL CREDIT UNION 10/06/2023 244,000.00 250,963.76 244,000.00 5.100 1,008 1,461 5.104 10/06/2027 7954506X8 10072 SALLIE MAE BANK 06/30/2021 249,000.00 237,607.50 249,000.00 0.900 545 1,826 0.900 06/30/2026 856285XK2 10108 STATE BANK OF INDIA, NY 09/28/2021 248,000.00 235,844.53 248,000.00 1.100 635 1,826 1.101 09/28/2026 78413RAD9 10114 SCE FEDERAL CREDIT UNION 10/04/2023 248,000.00 253,283.89 248,000.00 5.300 642 1,097 5.177 10/05/2026 84287PHR6 10069 SOUTHER FIRST BANK 05/26/2023 248,000.00 249,909.10 248,000.00 4.650 510 1,096 4.655 05/26/2026 819866BR4 10054 SHARONVIEW FCU 10/31/2022 249,000.00 249,154.63 249,000.00 4.850 303 1,096 5.004 10/31/2025 82671DAC1 10071 SIGNATURE FCU 06/07/2023 248,000.00 250,515.96 248,000.00 4.800 523 1,097 4.688 06/08/2026 84614AAJ8 10078 SPACE COAST CU 08/29/2023 248,000.00 253,202.79 248,000.00 5.350 607 1,098 5.351 08/31/2026 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

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Term

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Term

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Par Value Book Value
Stated
Market Value Rate
Average
Issuer Balance
City of Daly City
Santiation District
Portfolio Management
Portfolio Details - Cash
December 31, 2024
Days to YTM
CUSIP Investment # Maturity
Purchase
Date

0.00 245,446,819.13 250,996,658.76 119 244 4.065
0 0
5,619.17
5,619.17
5,619.17
5,619.17
Subtotal
Average Balance Accrued Interest at Purchase
Total Cash and Investments 249,877,358.61 249,393,824.29 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

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City of Daly City City of Daly City
Maturity Report
Sorted by Maturity Date
Amounts due during October 1, 2024 - December 31, 2024
Rate
Par Value at Maturity
Sec.

Fund Type
Maturity
Date
Maturity
Interest Proceeds Income
Net
CUSIP Investment # Issuer
Purchase
Date
Book Value
at Maturity
29731RAB1 10122 GENERAL MC1 ESTA 248,000.00 10/07/2024 10/13/2023 5.700 248,000.00 0.00 248,000.00 0.00 70153RLK2 10012 GENERAL MC1 PARK 244,000.00 10/07/2024 10/06/2022 4.050 244,000.00 27.07 244,027.07 27.07 62384RAQ9 10013 GENERAL MC1 MTN 249,000.00 10/15/2024 10/14/2022 4.750 249,000.00 453.66 249,453.66 453.66 46124GBB3 10014 GENERAL MC1 INTB 244,000.00 10/21/2024 04/21/2023 4.950 244,000.00 6,055.55 250,055.55 6,055.55 01025RAD1 10017 GENERAL MC1 ALCU 249,000.00 11/22/2024 11/22/2022 4.900 249,000.00 1,036.25 250,036.25 1,036.25 67886WAC1 10016 GENERAL MC1 OKCU 249,000.00 11/22/2024 11/22/2022 4.850 249,000.00 1,025.68 250,025.68 1,025.68 9497633X2 10019 GENERAL MC1 WELLS 248,000.00 11/29/2024 11/28/2022 4.850 248,000.00 1,054.51 249,054.51 1,054.51 3130AV5N8 10018 GENERAL FAC FHLB 2,000,000.00 12/13/2024 03/03/2023 5.000 1,998,116.00 50,000.00 2,050,000.00 51,884.00 32026UZR0 10020 GENERAL MC1 FFB 244,000.00 12/16/2024 12/15/2022 4.500 244,000.00 30.08 244,030.08 30.08 87164DUU2 10021 GENERAL MC1 SYNO 244,000.00 12/16/2024 12/16/2022 4.500 244,000.00 5,505.04 249,505.04 5,505.04 61690UQU7 10022 GENERAL MC1 MS 247,000.00 12/26/2024 12/26/2019 1.900 247,000.00 2,352.93 249,352.93 2,352.93 75472RAU5 10023 GENERAL MC1 RJB 247,000.00 12/30/2024 12/30/2019 1.850 247,000.00 2,291.01 249,291.01 2,291.01 Total Maturities 4,713,000.00 4,711,116.00 69,831.78 4,782,831.78 71,715.78 Portfolio DALY
CP
MA (PRF_MA) 7.3.11
Report Ver. 7.3.11

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City of Daly City
City of Daly City
Sanitation District
Purchases Report
Sorted by Fund - Fund
October 1, 2024 - December 31, 2025
Original
Par Value
Ending
Book Value
Sec.

Fund Type
Maturity
YTM
Accrued
CUSIP Investment # Issuer Payment at Purchase Date
Purchase
Date
Principal
Purchase
Rate at
Purchas
General Fund
3134A2G77 10147 GENERAL AFD FHLMC 2,225,000.00 10/04/2024 11/15 - At Maturity 1,926,687.58 3.211 11/15/2028 3.530 1,926,687.58 32065RAV7 10142 GENERAL MC1 FIRSTK 249,000.00 10/08/2024 11/08 - Monthly 249,000.00 3.700 10/08/2026 3.700 249,000.00 396916AA6 10139 GENERAL MC1 GREEN 249,000.00 10/09/2024 11/09 - Monthly 249,000.00 3.700 10/09/2026 3.700 249,000.00 61776NEA7 10143 GENERAL MC1 MS 245,000.00 10/09/2024 04/09 - 10/09 245,000.00 3.550 10/09/2029 3.552 245,000.00 CAMP TERM 10138 GENERAL LA2 CAMP 10,000,000.00 10/15/2024 10/15 - Monthly 10,000,000.00 4.210 4.210 10,000,000.00 23204HQJ0 10144 GENERAL MC1 CUSTOM 245,000.00 10/15/2024 04/15 - 10/15 245,000.00 3.550 10/16/2028 3.184 245,000.00 03065AAY9 10145 GENERAL MC1 AMERIC 249,000.00 10/24/2024 12/01 - Monthly 249,000.00 3.850 10/23/2026 3.848 249,000.00 CAMP TERM 10146 GENERAL LA2 CAMP 20,000,000.00 12/11/2024 09/10 - Monthly 20,000,000.00 4.390 4.390 20,000,000.00 Subtotal 33,462,000.00 33,163,687.58 0.00 33,163,687.58 Total Purchases 33,462,000.00 33,163,687.58 0.00 33,163,687.58 Portfolio DALY
CP
PU (PRF_PU) 7.3.11
Report Ver. 7.3.11

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City Council Meeting Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: A Resolution approving the Information Technology (IT) Master Plan Recommended Action
Staff recommends that the City Council adopt a Resolution approving the Information Technology Master Plan.

Background
In March of 2024 City Council authorized a contract with Plante Moran to develop a 5-year IT Master Plan. This action would approve the final version of the IT Master Plan that Plante Moran and Staff have worked during the past year.

Discussion
In March 2024, the City Council approved an agreement with Plante Moran to assist Staff with the preparation of an Information Technology Master Plan. Plante Moran facilitated the development of the Master Plan with the active participation of staff throughout the organization, including the Information Services division, City Manager, Department Directors and key employee stakeholders. In first phase, Plante Moran collected and reviewed documentation pertaining to the technical environment, policies, procedures, staffing, budget, and applications used by Daly City.

During the second phase Plante Moran surveyed departmental end users as it relates to the adequacy of current technologies and their satisfaction with IT services and support. Using that information, Plante Moran delivered the draft IT assessment report on July 23, 2024, and subsequently presented it to the City’s ISD Manager and the City's Finance and Administrative Services Director to solicit feedback. The report highlighted areas of recognition as well as gaps and risks, alongside recommended initiatives to address the gaps. On August 6, 2024, Plante Moran facilitated an on-site visioning workshop with the City’s leadership and representatives from multiple departments of the City to present the results of the IT assessment and discuss the City’s information technology mission, strategic goals and project prioritization criteria. For the final phase, Plante Moran addressed the comments and feedback pertaining to the IT assessment and presented the final report on August 16, 2024. In addition, Plante Moran issued an appendix to the IT assessment report on August 27, 2024, to incorporate additional information pertaining to the suggested near-term and long-term ISD organizational structure. After receiving feedback from the ISD Manager and the City's Finance and Administrative Services Director, Plante Moran compiled all the information from all phases and created the IT Master Plan document that is included with this Staff report.

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City Council Agenda Report
Subject: A Resolution approving the Information Technology (IT) Master Plan

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Fiscal Impact
The cost of the development of the Master Plan was included in the FY 2024 Information Services Fund Operating Budget.

The cost of projects in the IT Master Plan for Year 1 is approximately $4.6 million. The majority of the costs ($3.5 million) are for the new Enterprise Resource Planning (ERP) system which was already approved in March of 2024.

Summary/Conclusion
Staff recommends that the City Council adopt a Resolution approving the Information Technology Master Plan.

Respectfully submitted,
Matthew A. Juhl Timothy J. Nevin
Senior Application Analyst Director of Finance and
Information Services Division Administrative Services

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Information Technology Master Plan

CITY OF DALY CITY, CA
February 2025

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INFORMATION TECHNOLOGY MASTER PLAN

CITY OF DALY CITY, CA
Table of contents

1. Plan development........................................................................................................1

1.1 About the City........................................................................................................................... 1

1.2 IT strategic planning approach .............................................................................................. 2

2. IT Master Plan ..............................................................................................................4

2.1 Mission ....................................................................................................................................... 4

2.2 Strategic goals........................................................................................................................... 5

2.3 Supporting themes................................................................................................................... 7

2.4 IT alignment............................................................................................................................... 8

3. Project prioritization...................................................................................................9

3.1 Project prioritization criteria .................................................................................................. 9

3.2 Prioritized projects.................................................................................................................11

4. Metrics and guiding principles................................................................................16

4.1 Key performance indicators.................................................................................................16

4.2 Guiding principles...................................................................................................................17

5. Implementation roadmap ........................................................................................18

5.1 Project timeline and budget.................................................................................................18

6. Plan implementation and maintenance ................................................................23

6.1 Implementation approach.....................................................................................................23

6.2 Plan maintenance...................................................................................................................24

6.3 Critical Success Factors.........................................................................................................25

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INFORMATION TECHNOLOGY MASTER PLAN

CITY OF DALY CITY, CA
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1. Plan development

1.1 About the City
The City of Daly City, known as the "Gateway
to the Peninsula," is located at the
northernmost edge of San Mateo County,
adjacent to San Francisco, and extends from
the Pacific Ocean on the west to nearly San
Francisco Bay on the east. Daly City is central
to two of the Bay Area's major job growth zones of San Francisco and San Mateo counties, and has become a regional hub for retail, healthcare, and small business. Because of its central location, diversified economy, excellent transportation links, and a growing young and productive labor force, Daly City's future for economic growth is bright.

Included in the City’s comprehensive annual operating and capital budget for fiscal year 2024 are the following guiding principles and priorities for the City:

Daly City’s guiding principles
 Foster economic vitality and financial
sustainability
 Enhance quality of life for residents
 Promote an aesthetic community
environment
 Facilitate community building and civic
engagement
 Create “healthy citizen/healthy
community” opportunities
Daly City’s priorities
 Economic development and revenue
enhancement to ensure long-term fiscal
sustainability
 Effective and efficient government
operations
 Transportation and traffic
improvements
 Affordable housing
 Public safety
 Infrastructure
 Land use
 Community and civic support
 Leisure services

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INFORMATION TECHNOLOGY MASTER PLAN

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1.2 IT strategic planning approach
The IT Master Plan was developed to support the City’s strategy, as outlined in the guiding principles and priorities described in the preceding section.

The IT strategic planning approach included the following activities:
 Between May and July 2024, Plante Moran conducted an assessment of the City’s information technology environment. The assessment considered the following inputs:
o Collected and reviewed documentation
pertaining to the technical
environment, policies, procedures,
staffing, budget, and applications.
o Surveyed departmental end users as it
relates to the adequacy of current
technologies and their satisfaction with
IT services and support, receiving 19
responses out of the 50 surveys sent to
selected staff.
o Solicited feedback from the City’s
executive leadership team relative to
current use of technology, future
needs, and related topics.
o Met with 33 stakeholders representing
all 12 departments to solicit feedback
relative to current use of technology,
future needs, support requirements,
training, and related topics.
o Met with all nine Information Services
Division (ISD) staff to review
responsibilities, challenges, operations
management and support procedures,
and the technical environment.
o Conducted a site survey of the two
data centers located in the City Hall
building.
 Plante Moran delivered the draft IT assessment report on July 23, 2024, and subsequently presented it to the City’s ISD Manager and the City's Finance and Administrative Services Director to solicit feedback. The report highlighted areas of recognition as well as gaps and risks, alongside recommended initiatives to address the gaps.  On August 6, 2024, Plante Moran facilitated an on-site visioning workshop with the City’s leadership and representatives from multiple departments of the City to present the results of the IT assessment and discuss the City’s information technology mission, strategic goals and project prioritization criteria.
 Plante Moran addressed the comments and feedback pertaining to the IT assessment and presented the final report on August 16, 2024. In addition, Plante Moran issued an appendix to the IT assessment report on August 27, 2024, to incorporate additional information pertaining to the suggested near-term and long-term ISD organizational structure.
 Plante Moran delivered this draft IT Master Plan.

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The diagram below depicts the methodology followed to develop the IT Master Plan:

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INFORMATION TECHNOLOGY MASTER PLAN

CITY OF DALY CITY, CA
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2. IT Master Plan

2.1 Mission
The mission statement summarizes ISD’s aspirations, outlining its purpose and goals, and how it plans to achieve them.

ISD Mission statement:

To empower Daly City through stable and secure high
performance technology solutions that support the City’s operations, enhance the services provided by the
different City departments to the community, and
promote continuous growth.

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2.2 Strategic goals
The following strategic goals, adopted through the planning process, provide direction and measurable goals for ISD.

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The strategic goals are further articulated below.

Strategic goals
Enhance cybersecurity and data protection
Implement a risk-based cybersecurity program, and additional cybersecurity controls and best practices, to safeguard the City’s data and infrastructure.

Operate a high-performance technology environment
Maintain a highly available, high-performance technology infrastructure environment by following IT best practices to provide reliable and consistent services to the community.

Make financially sustainable and environmentally conscious technology investments
Make viable, sustainable, and environmentally conscious technology investments and efficient use of financial and human capital resources to support the City’s goals.

Empower City departments and workforce through technology Enable City departments to leverage technology effectively to accomplish their business objectives and better serve the community through close collaboration under a shared responsibility model for technology.

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2.3 Supporting themes
While strategic goals state what ISD wants to accomplish, the supporting themes initiatives describe how it is to be accomplished.

The supporting themes in the following table are based on the key initiatives that resulted from the IT assessment conducted by Plante Moran.

Strategic goals Supporting themes
Enhance cybersecurity and
data protection
 Develop a risk-based cybersecurity program, including:
o Establish a dedicated cybersecurity position
o Enhance user awareness training and phishing
tests feedback loops
o Implement data center safeguards
o Migrate unsupported server operating systems
o Other security controls and best practices
Operate a high-performance
technology environment
 Develop a comprehensive policy framework
 Implement IT asset lifecycle management best practices  Establish IT operations and project management best
practices
 Enhance the resiliency of the IT technology
environment, including Internet failover, data backup,
business continuity, and disaster recovery capabilities Make financially sustainable
and environmentally conscious
technology investments
 Develop and maintain the IT Master Plan
 Develop a comprehensive technology budget
 Establish and enforce a technology refresh cycle
 Develop a strategic sourcing approach
 Formalize vendor management practices
 Plan to revisit ISD staffing levels
Empower City departments and
workforce through technology
 Adopt an IT governance model
 Enhance applications and data architecture, including:
o ERP replacement and workflows
o EnerGov improvement
o Policy record management system
 Improve end-user communications and training
 Implement an IT service catalog and self-help
capabilities

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2.4 IT alignment
The following image depicts the alignment between ISD’s strategic goals and the City’s strategic aspirations, as described in the City’s guiding principles and priorities.

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3. Project prioritization

3.1 Project prioritization criteria
Leveraging the IT Master Plan as a technology governance body, the following criteria will be used to prioritize existing/new projects to support project planning and determine timing and resource allocation.

Project prioritization criteria Weight
Legal/audit requirement
Considers legal and regulatory
requirements from pertinent bodies, or
repeat audit findings.

Mandatory
Return on investment
Return on investment, cost reduction,
and risk mitigation, considering total
cost of ownership.
40%
Community impact
Community impact via improved
services, availability, and external
stakeholder satisfaction.
20%
Optimization
Optimization of internal IT and
departmental process efficiency
and employee satisfaction.
40%

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The following guidelines will be used to score projects, using the weights provided in the previous table.

Project prioritization criteria
Scoring guidelines
1 2 3 4 5
Legal/audit
requirement Required
Return on
investment
Very
low Low Medium High Very high
Community
Impact
Optimization
A score of “very low” will be assigned to project initiatives that provide no or negligible return on investment, minimal community impact, or don’t optimize internal operations.

A score of “very high” will be assigned to project initiatives that provide a significant return on investment (including risk reduction), meaningfully impact the community via improved services and stakeholder satisfaction, or substantially optimize internal IT and departmental operations.

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3.2 Prioritized projects
The following table includes all the recommended initiatives from the IT assessment, which are further explained in that document.

All the initiatives in the project portfolio have been associated to a strategic goal and prioritized based on the criteria previously described. The table below lists all the projects grouped by strategic goal and organized based on priority. # Project Strategic goal
Project prioritization criteria
Legal
req
(Y/N)
ROI
(1~5)
Impact
(1~5)
Optim.
(1~5)
Total
Score

2.3.1 Implement a comprehensive
risk-based cybersecurity
program
Cybersecurity Yes 5 2 3 Required

1.1.2 Staff a dedicated cybersecurity
position Cybersecurity No 5 5 5 5

2.3.3 Develop comprehensive
business continuity, disaster
recovery, and incident response
plans
Cybersecurity No 5 5 4 4.6

2.3.4 Enhance the effectiveness of
phishing tests with remedial
training and feedback loops
Cybersecurity No 5 1 5 4.2

2.2.3 Implement patch management
best practices Cybersecurity No 4 2 4 3.6

3.1.7 Migrate or replace unsupported
server operating systems Cybersecurity No 5 2 3 3.6

2.3.2 Implement identity and access
management (IAM) best
practices program
Cybersecurity No 3 1 5 3.4

1.2.3 Implement vendor risk
management processes Cybersecurity No 5 2 2 3.2

2.3.5 Perform periodic third-party
penetration testing exercises Cybersecurity No 4 1 2 2.6

2.3.6 Implement a security
information and event
management (SIEM) solution
Cybersecurity No 3 1 2 2.2

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# Project Strategic goal
Project prioritization criteria
Legal
req
(Y/N)
ROI
(1~5)
Impact
(1~5)
Optim.
(1~5)
Total
Score

3.1.2 Expand and test internet
failover capabilities
Highperformance No 2 5 5 3.8

3.1.8 Enhance and periodically test
backup strategy and restoration
operations
Highperformance No 4 4 3 3.6

2.1.5 Develop and update critical IT
and cybersecurity policies
Highperformance No 4 3 3 3.4

3.1.1 Improve environmental
conditions and safeguards in
the data centers
Highperformance No 4 2 3 3.2

2.2.1 Implement IT asset life cycle
management and configuration
management best practices
Highperformance No 2 3 4 3.0

2.2.4 Enhance remote support
solution
Highperformance No 2 3 4 3.0

2.1.4 Follow an enterprise
architecture approach to
applications and data
Highperformance No 2 3 4 3.0

2.2.7 Enhance help desk practices Highperformance No 1 3 5 3.0

3.1.6 Standardize to a single
virtualization platform
Highperformance No 2 2 4 2.8

3.2.1 Implement an alternative
remote access solution
Highperformance No 2 2 4 2.8

1.1.4 Update roles and
responsibilities within ISD
Highperformance No 1 1 5 2.6

1.3.1 Improve knowledge sharing and
cross-training among ISD staff
Highperformance No 2 1 4 2.6

2.2.5 Implement change management
best practices
Highperformance No 1 1 5 2.6

2.2.6 Develop and communicate IT
service level agreements (SLAs)
Highperformance No 1 5 3 2.6

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# Project Strategic goal
Project prioritization criteria
Legal
req
(Y/N)
ROI
(1~5)
Impact
(1~5)
Optim.
(1~5)
Total
Score

2.2.8 Implement project management
best practices
Highperformance No 1 3 3 2.2

3.1.4 Enhance performance and
capacity management practices
Highperformance No 1 3 3 2.2

2.1.1 Develop an IT strategic plan
using assessment as an input Investment No 2 4 5 3.6

1.1.6 Plan to revisit long-term
staffing levels Investment No 4 2 4 3.6

1.1.1 Ensure information technology
and cybersecurity have
adequate representation at the
City’s executive leadership level
Investment No 5 3 2 3.4

1.2.1 Develop a strategic sourcing
approach to leveraging external
resources
Investment No 2 3 5 3.4

2.2.2 Establish a refresh cycle for
various technologies Investment No 3 3 4 3.4

3.1.10 Continue to replace outdated
network switches Investment No 4 2 3 3.2

3.1.9 Update deprecated cabling
infrastructure Investment No 2 4 4 3.2

2.1.3 Develop a comprehensive
technology budget Investment No 3 3 3 3.0

3.1.5 Develop a formal cloud
migration strategy Investment No 3 3 3 3.0

3.1.11 Consider modernizing the
telephony platform Investment No 3 3 3 3.0

1.2.2 Formalize vendor management
practices Investment No 2 2 3 2.4

3.3.1 Prioritize the ERP system
replacement and streamline
workflows
Empowerment No 4 3 5 4.2

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# Project Strategic goal
Project prioritization criteria
Legal
req
(Y/N)
ROI
(1~5)
Impact
(1~5)
Optim.
(1~5)
Total
Score

3.3.8 Reevaluate the current EAM
software Empowerment No 4 3 4 3.8

3.3.9 Consider EnerGov
improvement opportunities Empowerment No 3 5 4 3.8

1.1.5 Define roles and responsibilities
between ISD and functional
departments
Empowerment No 2 5 5 3.8

1.3.3 Enhance end-user training to
leverage available technology
capabilities
Empowerment No 4 2 4 3.6

2.1.2 Implement an IT governance
framework Empowerment No 2 4 5 3.6

3.3.10 Explore options for electronic
plan review (EPR) software Empowerment No 3 4 4 3.6

3.3.13 Troubleshoot record
management system issues for
Police
Empowerment No 3 3 4 3.4

3.3.14 Integrate FirstDue with the new
ERP for Fire Empowerment No 3 1 5 3.4

3.2.3 Replace outdated end-user
devices Empowerment No 3 2 4 3.2

3.3.6 Evaluate the utility billing
software Empowerment No 2 4 4 3.2

3.3.12 Establish a process for
contacting staff during
emergencies
Empowerment No 3 2 4 3.2

3.3.15 Leverage data analytics to
become more effective and
efficient
Empowerment No 3 3 3 3.0

1.3.5 Establish strong public Wi-Fi
and provide hot spots to field
workers
Empowerment No 2 5 3 3.0

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# Project Strategic goal
Project prioritization criteria
Legal
req
(Y/N)
ROI
(1~5)
Impact
(1~5)
Optim.
(1~5)
Total
Score

3.2.2 Implement a centralized cloudbased document collaboration solution
Empowerment No 2 3 4 3.0

3.3.2 Streamline public service
requests in the CRM Empowerment No 2 5 3 3.0

3.3.16 Centralize management of
licenses Empowerment No 4 1 3 3.0

3.3.3 Explore options for public
records requests Empowerment No 1 4 4 2.8

3.3.7 Define standards for managing
the GIS environment Empowerment No 2 2 4 2.8

1.3.4 Establish a centralized
application catalog Empowerment No 3 1 3 2.6

1.1.3 Establish business relationship
manager (BRM) roles in ISD Empowerment No 1 5 3 2.6

1.3.2 Enhance communication with
end users Empowerment No 1 5 3 2.6

3.1.3 Develop a data integration
strategy for the SCADA
network
Empowerment No 2 2 3 2.4

3.3.4 Update the City’s website Empowerment No 1 4 3 2.4

3.3.5 Explore options for collecting
public comments at City
Council meetings
Empowerment No 1 4 3 2.4

3.3.11 Explore acquiring a
construction management
solution
Empowerment No 2 2 3 2.4

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4. Metrics and guiding principles

4.1 Key Performance Indicators
The following metrics will be used to periodically assess progress in the execution of the IT Master Plan. Note that metrics provided are a starting point and will change over time.

Domain Metric Target
Execution Completion of projects in the IT Master
Plan assigned to each year > 90%
Availability Network uptime > 99%
Responsiveness Percentage of tickets resolved within
Service Level Agreements (SLA) > 90%
Control Percentage of IT assets tracked and current > 99% Security Failure rate for phishing tests < 2%

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4.2 Guiding principles
The following concepts are intended to provide additional guidance to ISD in all circumstances.
 Provide City stakeholders with timely,
convenient access to information and
services through the appropriate use of
technology.
 Business needs drive information
technology solutions. Technology is a
means to an end, not an end in itself.
 Approach technology projects as a
partnership between ISD and operating
departments.
 Information technology deployed in
departmental operations is a shared
responsibility between the department and
ISD. Both will assume accountability for
delivering productivity gains derived from
technology investments.
 Support the departmental business
processes redesign opportunities through
the appropriate deployment of supporting
technology. The ultimate goal is to achieve
productivity improvements and other
benefits that tie to departmental and City
goals and objectives.
 Strive to identify and exploit common
business functions and processes across
organizational boundaries when
implementing new technologies and
business applications.
 Leverage the deployment of existing
technologies versus procuring new
technologies that perform similar
functions.
 Consider the purchase, integration, and
support of commercial-off-the-shelf
(COTS) software requiring minimal
customization as the first choice when
implementing new business software
applications.
 Consider the use of cloud-based offerings
and managed services when appropriate to
outsource routine operations and risk, and
to supplement skills or resource gaps.
 Implement proven, value-oriented
technologies.
 Hardware and software shall adhere to
vendor-independent standards and
minimize proprietary solutions.
 Manage information technology as an
investment.
 When possible, capture data once in order
to avoid cost, duplication of effort, and
potential for error and share the data via
application integrations and APIs when
appropriate.
 The portfolio of technology projects,
individual projects, and resource allocation
will be managed using standard tools and
methodologies.
 Security will be considered in all aspects of
technology operations.

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5. Implementation roadmap

5.1 Project timeline and budget
The table below illustrates a high-level timeline for implementing the project initiatives previously prioritized. Each successive year of the implementation timeline builds on the accomplishments of the previous year to establish increasing capabilities and functionality for the City. The table also includes a high-level budgetary estimate associated with each project initiative.
# Project Strategic goal Budget Total score Timeline

2.3.1 Implement a comprehensive risk-based
cybersecurity program Cybersecurity $ Required Y1

1.1.2 Staff a dedicated cybersecurity position Cybersecurity $$ 5 Y1

2.3.3 Develop comprehensive business
continuity, disaster recovery, and
incident response plans
Cybersecurity $ 4.6 Y1

2.3.4 Enhance the effectiveness of phishing
tests with remedial training and feedback
loops
Cybersecurity - 4.2 Y1

3.3.1 Prioritize the ERP system replacement
and streamline workflows Empowerment $$$$ 4.2 Y1

3.3.8 Reevaluate the current EAM software Empowerment $ 3.8 Y1

3.3.9 Consider EnerGov improvement
opportunities Empowerment $ 3.8 Y1

1.1.5 Define roles and responsibilities between
ISD and functional departments Empowerment $ 3.8 Y1

3.1.2 Expand and test internet failover
capabilities High-performance $ 3.8 Y1

3.1.8 Enhance and periodically test backup
strategy and restoration operations High-performance $ 3.6 Y1

1.1.6 Plan to revisit long-term staffing levels Investment - 3.6 Y1

1.3.3 Enhance end-user training to leverage
available technology capabilities Empowerment $ 3.6 Y1

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# Project Strategic goal Budget Total score Timeline

2.1.1 Develop an IT strategic plan using
assessment as an input Investment $ 3.6 Y1

2.1.2 Implement an IT governance framework Empowerment $ 3.6 Y1

2.2.3 Implement patch management best
practices Cybersecurity $ 3.6 Y1

3.1.7 Migrate or replace unsupported server
operating systems Cybersecurity $ 3.6 Y1

3.3.10 Explore options for electronic plan
review (EPR) software Empowerment $ 3.6 Y1

1.1.1 Ensure information technology and
cybersecurity have adequate
representation at the City’s executive
leadership level
Investment - 3.4 Y1

1.2.1 Develop a strategic sourcing approach to
leveraging external resources Investment $ 3.4 Y1

2.1.5 Develop and update critical IT and
cybersecurity policies High-performance $$ 3.4 Y1

2.2.2 Establish a refresh cycle for various
technologies Investment $ 3.4 Y1

2.3.2 Implement identity and access
management (IAM) best practices
program
Cybersecurity $$ 3.4 Y1

3.3.13 Troubleshoot record management
system issues for Police Empowerment $ 3.4 Y1

3.3.14 Integrate FirstDue with the new ERP for
fire Empowerment $ 3.4 Y1

1.2.3 Implement vendor risk management
processes Cybersecurity $ 3.2 Y2

3.1.1 Improve environmental conditions and
safeguards in the data centers High-performance $$ 3.2 Y2

3.1.9 Update deprecated cabling infrastructure Investment TBD 3.2 Y2

3.1.10 Continue to replace outdated network
switches Investment TBD 3.2 Y2

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# Project Strategic goal Budget Total score Timeline

3.2.3 Replace outdated end-user devices Empowerment TBD 3.2 Y2

3.3.6 Evaluate the utility billing software Empowerment $$$ 3.2 Y2

3.3.12 Establish a process for contacting staff
during emergencies Empowerment $ 3.2 Y2

2.1.3 Develop a comprehensive technology
budget Investment $ 3.0 Y2

3.1.5 Develop a formal cloud migration
strategy Investment $ 3.0 Y2

3.1.11 Consider modernizing the telephony
platform Investment TBD 3.0 Y2

3.3.15 Leverage data analytics to become more
effective and efficient Empowerment $ 3.0 Y2

1.3.5 Establish strong public Wi-Fi and provide
hot spots to field workers Empowerment TBD 3.0 Y2

2.1.4 Follow an enterprise architecture
approach to applications and data High-performance $ 3.0 Y2

2.2.1 Implement IT asset life cycle
management and configuration
management best practices
High-performance $ 3.0 Y2

2.2.4 Enhance remote support solution High-performance $ 3.0 Y2

2.2.7 Enhance help desk practices High-performance $ 3.0 Y2

3.2.2 Implement a centralized cloud-based
document collaboration solution Empowerment $$ 3.0 Y2

3.3.2 Streamline public service requests in the
CRM Empowerment $ 3.0 Y2

3.3.16 Centralize management of licenses Empowerment $$ 3.0 Y2

3.1.6 Standardize to a single virtualization
platform High-performance $ 2.8 Y3

3.2.1 Implement an alternative remote access
solution High-performance $ 2.8 Y3

3.3.3 Explore options for public records
requests Empowerment $ 2.8 Y3

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# Project Strategic goal Budget Total score Timeline

3.3.7 Define standards for managing the GIS
environment Empowerment $ 2.8 Y3

1.3.4 Establish a centralized application catalog Empowerment $ 2.6 Y3

1.1.3 Establish business relationship manager
(BRM) roles in ISD Empowerment - 2.6 Y3

1.1.4 Update roles and responsibilities within
ISD High-performance $ 2.6 Y3

1.3.1 Improve knowledge sharing and crosstraining among ISD staff High-performance $ 2.6 Y3

1.3.2 Enhance communication with end users Empowerment - 2.6 Y3

2.2.5 Implement change management best
practices High-performance - 2.6 Y3

2.2.6 Develop and communicate IT service
level agreements (SLAs) High-performance - 2.6 Y3

2.3.5 Perform periodic third-party penetration
testing exercises Cybersecurity $ 2.6 Y3

1.2.2 Formalize vendor management practices Investment $ 2.4 Y3

3.1.3 Develop a data integration strategy for
the SCADA network Empowerment $ 2.4 Y3

3.3.4 Update the City’s website Empowerment $ 2.4 Y3

3.3.5 Explore options for collecting public
comments at City Council meetings Empowerment $$ 2.4 Y3

3.3.11 Explore acquiring a construction
management solution Empowerment $$ 2.4 Y3

2.2.8 Implement project management best
practices High-performance $ 2.2 Y3

2.3.6 Implement a security information and
event management (SIEM) solution Cybersecurity $$ 2.2 Y3

3.1.4 Enhance performance and capacity
management practices High-performance $ 2.2 Y3

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The relative timeline and budget associated to each project is based on the following:

Legend Timeline Legend Budget
Y1 Year 1 $ $0 - 50,000 USD
Y2 Year 2 $$ $50,000 - $150,000 USD
Y3 Year 3 $$$ $150,000 - $500,000 USD
Ongoing Continuous activity $$$$ Greater than $500,000 USD Note: At the completion of this report, the City already initiated or had ongoing initiatives associated with multiple projects, including 1.1.1 (IT representation at the City’s executive level),

2.1.1 (development of the IT Master Plan itself), 3.1.10 (network switches replacement), 3.2.3 (end user device replacement), 3.3.1 (ERP replacement and process optimization), 3.3.9 (EnerGov improvement), and 2.3.1 (development of a IT Risk Management policy).

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6. Plan implementation and maintenance

6.1 Implementation approach
To implement the contents of this IT Master Plan, the following approach is recommended:
 Understand the plan. The plan should be
reviewed in its entirety to gain an
understanding of what is being presented
and to elicit discussion and feedback on
elements of the plan.
 Gain support and approval for the plan.

Within the plan, there are numerous
recommendations that will change the
City’s technology and application portfolio
and how technology is managed and
administered. Support from the City’s
leadership team and Board is essential.
 Leverage the IT Steering Committee
(ITSC) to oversee and guide the plan
implementation. The ITSC must be
chartered to provide strategic leadership
for ISD and review and prioritize
technology investments. The ITSC should
also be provided regular updates on the
implementation progress of this plan.
 Establish and maintain dialog with City
departments. Dovetailing with the prior
items, the ITSC will be important to
maintain open lines of communication
with stakeholder departments to facilitate
adoption and adjustment to changes that
will come as part of the implementation of
the plan. Communication as part of change
management best practices will be a key
component of socializing the plan and its
impacts to the City.
 Prioritize projects within the plan.

Decisions on prioritizing projects and
initiatives to be implemented should be
based on the agreed-upon project criteria.
 Obtain funding. As part of the initial
deployment of the plan and on an ongoing
basis, funding will need to be obtained to
implement the plan. It is recommended
that the City obtain funding approval for
the plan as a whole and then seek the
release of funds as projects are initiated.
 Execute the plan. Once funding and
approval for projects have been obtained,
begin implementation of the plan.
 Maintain the plan. Continually review and
update the plan through the ITSC and
governance process.

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6.2 Plan maintenance
The following activities are recommended to stabilize and maintain the strategic planning process:
 Submit new initiatives following a
predefined project intake process. Involve
the ITSC in the approval and resource
allocation process for key initiatives. Add
approved projects to the plan.
 Prioritize existing City projects following
the criteria detailed in this plan, and
include them in the project portfolio as
budget and capacity allows.
 Continue to identify new projects based
on strategic goals and prioritize them
based on the defined project prioritization
criteria.
 Assess and report on progress on current
projects to the ITSC, including
advancement on each of the strategic
goals, on an annual basis.
 Identify factors, both internal and external,
that may impact the need to revise
elements of the plan.
 Review the plan annually and update the
City’s vision, mission, strategic goals,
project prioritization criteria, and
performance metrics as needed.
 Identify emerging technology trends and
changes in stakeholder requirements and
expectations that are relevant to the plan.

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6.3 Critical Success Factors
There are several factors to consider that will help to ensure successful application of the IT Master Plan. These will include:
 Governance structure. The ITSC will be
the main governance body responsible for
periodically reviewing and adjusting the
plan. The ITSC will make
recommendations related to strategy,
projects, budget allocations, and policies
for approval by the board; evaluate
performance metrics and track the
progress of the IT Master Plan;
communicate with stakeholders to
provide information, status updates, and
gather requirements and feedback. The
ITSC membership can be established
based on that of the existing department
heads meetings, and include other
stakeholders as deemed necessary.
 Executive sponsorship. Continued and
demonstrated support and involvement
from the City’s leadership in the ITSC and
the implementation of key technology
initiatives.
 Departmental buy-in. Representation and
active participation from departmental
leadership in technology decision-making,
including all facets of the lifecycle of
critical projects—from inception to
implementation, to testing, training, and
ultimate adoption.
 Open and ongoing communication with
key departments. To understand
expectations and determine the most
appropriate approach to technology
support, in particular as it relates to the
onboarding, integration, and support of
specialized technologies, as well as the
delivery of critical, life-safety and public
services.
 Close cooperation with key departments.

Leverage IT liaison roles within operating
departments to enable departmental staff
to act as first point of contact for enduser technology issues associated with business process and day-to-day use of
technology, in order to facilitate faster
and more effective end user support.
 Resources allocation and nurturing. This
includes proper project funding as well as
determining the optimal mix of internal
versus external resources to achieve the
objectives of the plan. It also includes
continuing to develop internal staff
skillsets for project, vendor and contract
management, as well as for evaluating and
implementing emerging technologies.
 Organizational change management.

Managing the people aspect of change is
as crucial as managing the technology
aspect. This includes timely
communication and training for
stakeholders as it relates to technology
changes that impact their daily
operations.
    

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February 13, 2025
Count on us.

CITY OF DALY CITY
February 10, 2025

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Matthew Juhl
Information Services Manager
City of Daly City
333 90th Street
Daly City, CA 94015
Dear Matthew:

We appreciate the opportunity to continue supporting the City of Daly City in its technology planning and policy development efforts. In our previous engagement, we assisted in the development of an IT Master Plan to define the City’s technology strategy. Through this work, we identified a need for additional support in developing comprehensive Disaster Recovery and Incident Response Plans to strengthen the City’s ability to prevent, respond to, and recover from cybersecurity and operational disruptions.

Our proposed scope of work will build upon our prior assessment and focus on the following key areas:
 Disaster Recovery Planning: We will evaluate existing recovery capabilities, identify risks, and develop a structured IT Disaster Recovery Plan that outlines strategies for continuity, system recovery, and resilience in alignment with best practices such as those from NIST and FEMA.  Incident Response Planning: We will assess current response procedures, identify gaps, and develop a formalized Incident Response Plan to ensure a well-coordinated approach to detecting, mitigating, and recovering from security incidents. This effort includes the option to perform a tabletop exercise to validate response strategies.

The following pages detail the scope adjustments, associated costs, and timeline considerations necessary for the successful implementation of these plans. Please review the attached document at your convenience.

If you have any questions or require further clarification, feel free to reach out to myself or Brian Pesis. We look forward to your confirmation and to continuing our collaboration.

Thank you for the opportunity to serve you.

Sincerely,
Mike Riffel, Partner

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Table of contents
Disaster recovery planning services................................................................................................................ 4 Plante Moran’s methodology ................................................................................................................... 4 Incident response planning services ............................................................................................................... 8 Our approach ............................................................................................................................................ 8 Project workplan ....................................................................................................................................... 8 Incident response plan overview...................................................................................................................... 9 Scope Assumptions ...........................................................................................................................................12 Proposed work schedule..................................................................................................................................13 Summary of fees ................................................................................................................................................14 Fee Assumptions................................................................................................................................................14

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Disaster recovery planning services
Plante Moran’s methodology
IT disaster recovery planning involves developing and documenting arrangements and procedures that enable an organization to maintain operations and respond to an unexpected event within a timeframe acceptable to its leadership.

We follow a phased approach to the development of an IT disaster recovery plan that includes the following key activities:

Proposed work plan
1 Conduct project kick-off meeting: A project kick-off meeting will be scheduled shortly after project approval, to coordinate schedules and activities. 2 Collect and review documentation: Though we recently completed an IT Assessment for Daly City, we may request additional documentation in case of significant changes to the IT environment.
3 Perform environment discovery: We will conduct one meeting with ISD staff to review aspects of the IT environment specific to current IT disaster recovery and business continuity capabilities. There will be no delivery for this phase. 4 Threats and risk assessment (TRA): A high-level assessment of the threats that may impact availability will be conducted with key representatives of the City. The TRA will consider hazards in any of the following categories:
 Natural hazards, which result from acts of nature, such as extreme cold, extreme heat, hurricanes, earthquakes, tornadoes, animal disease outbreak, pandemics, or epidemics.
 Technological hazards, which result from accidents or the failures of systems and structures, such as electrical failures, urban floods, fires, hazardous material spills, or dam failures.

Discover Business impact
analysis (BIA)
Threats and risk
assessment (TRA)
IT disaster recovery
plan
Gap analysis and
recommendations

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 Human-caused incidents, which result from the intentional actions of an adversary, such as a threatened or actual chemical attack, acts of violence or terrorism, human-error, or cyber incidents (resulting from internal or external threats).

We will facilitate a single working session with the required participants, which are typically the staff responsible for the City’s emergency operations plan (EoP) and/or responsible for assessing risk for the City. The participants are not expected to obtain and use detailed statistical data regarding past event occurrences in order to conduct this assessment. The participants will apply readily available qualitative information, such as the nature of local hazards, hazardous materials, geographical features, and past event occurrences, to provide a generalized qualitative scaling of the estimated likelihood of event occurrence (low, medium, high) and severity of impact (low, medium, high). The results of the risk-rating completed in this work step will be reviewed and approved by the City prior to proceeding to the next work step. We anticipate that this session will be conducted via video conference.
1 Business impact analysis (BIA): To construct a viable disaster recovery plan, a business impact analysis based on feedback from the City’s key departmental stakeholders is essential.

The BIA will be used to document critical systems, services, business processes, information, and associated technology resources, and determine continuity and recovery objectives. We will conduct meetings with key representatives from the City, including leadership and department managers or power users, to identify the critical systems, services, processes, and their associated applications and data, to understand usage patterns, availability of workarounds, and tolerance for service interruption and data loss. This will take into consideration the City’s organizational structure, operational initiatives, and various departmental functions. We will document any priorities, dependencies and criticalities of these systems, services, processes, and applications. The outcome of the business impact analysis will determine the impacts of outages to critical business functions and highlight the relationships to underlying infrastructure and operating processes. The BIA will help determine the maximum interruption time and the maximum data loss period that the City’s business units can endure without the functionality of key systems before incurring material operational or financial losses. We will then conduct a meeting with the City’s project team to seek approval and consensus on the expected recovery time objectives (RTO) and recovery point objectives (RPO) that will inform the disaster recovery plan. The deliverable for this phase will be a report summarizing the critical recovery timeframes and interdependencies between processes, applications, and IT infrastructures. 2 Develop disaster recovery strategies: Based upon the needs and priorities identified in the BIA, several strategies for the continuity and recovery of IT systems and services will be identified to address disaster conditions, maintain essential functions, and restore the services provided by key applications or systems efficiently and effectively. Based on the results of the TRA, several (up to five) probable and impactful scenarios will be identified and accounted for in the disaster recovery plan. For each scenario, the description, declaration process, approach, recovery strategy, and escalation factors will be provided. We will also identify the requisite recovery team composition, including external partners, and high-level recovery procedures for each scenario. The various recovery steps and considerations will inform the sequencing of activities and the allocation of resources. As part of this work step,

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we will also evaluate the ability of the current infrastructure to support the disaster recovery strategies. We will gather information regarding the ability of the existing backup and recovery systems to support the newly identified continuity and recovery goals. The outcome of this evaluation will identify the systems that meet, exceed, or fall short of the recovery goals. Where possible, Plante Moran will look for ways to improve continuity and recoverability by modifying existing processes. We will use this analysis to make costeffective recommendations concerning existing or additional technologies needed to best achieve the outcomes of the disaster recovery plan. There will be no deliverable for this phase. The information gathered and the analysis will serve to inform subsequent work steps and the development of the disaster recovery plan.
3 Develop the disaster recovery plan: Through discussions with the City’s project team, we will use the newly identified continuity and recovery strategies to develop an initial draft IT disaster recovery plan. The plan will include a framework to address the ongoing review, update, improvement, and testing of the plan. It will also include the governance and team structure required to implement and maintain the disaster recovery program. This disaster recovery plan will adhere to recommended best practices provided by standards bodies such as NIST, ISO, DRI International, NFPA, and FEMA, as well as with pertinent EOP and DR plans and frameworks at the City, County, and State level. The plan will likely cover the following topics:
 Executive summary of the plan
 Responsibilities and decision-making authorities for designated teams and/or staff members
 Identification and ranking of systems, services, processes, and applications by their criticality and recovery priority (considering dependencies)  Recovery time objectives and recovery point objectives  Strategies for preventing, recovering from, and learning from disaster events  Sequence of IT continuity and recovery activities for likely and impactful scenarios  Contact information for key suppliers and vendors, employee calling tree, and staff emergency contact information
 Guidance for the integration the cybersecurity incident response plan and related data privacy and security policies and procedures
 Guidance for governance, maintenance, testing, and update of the plan  Linkage to other supporting documentation as applicable The deliverable for this work step will be an actionable and operationally-focused draft IT disaster recovery plan.
1 Finalize gaps analysis and recommendations: We will develop and deliver a draft gaps analysis memorandum that will incorporate our findings and recommendations for the implementation of the disaster recovery plan. The memorandum will include high-level

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recommendations to address critical gaps identified in the IT environment intended to minimize the likelihood that the plan would have to be initiated in the first place and to allow for the execution of the disaster recovery strategies considered in the plan. We will recommend optimizations to existing technologies and procedures, and, if needed, the implementation of additional technologies or development of additional procedures to support the objectives of the disaster recovery plan.
2 Delivery and presentation of the plan: We will present the draft disaster recovery plan to an audience of the City’s choosing and incorporate any revisions necessary as a result of those discussions into the finalized plan.

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Incident response planning services
Our approach
Our team has extensive experience providing consulting services on developing Incident Response Programs and recommending improvements to existing policies and procedures. In addition to developing the initial plan, we will also identify opportunities to enhance existing controls in order to support incident response efforts.

Our approach will include reviewing current informal policies and procedures and interviewing management to identify undocumented procedures which should be included in the Incident Response Plan. Throughout our onsite interviews, we will continue to provide draft procedures to management for review; to ensure management is comfortable with the content of each section before they have been finalized within the initial draft of the document.

Project workplan
Our detailed project work plan is organized into the following key tasks:

1. Planning and Kick Off

2. Incident Response Program Evaluation

3. Draft Security Incident Response Plan

4. Facilitated Functional Tabletop Exercise

1. Planning and kick off
This phase is essential to ensure the success of expected project outcomes. We will work with project sponsors to identify key incident response plan personnel and include them in a formal kick off meeting. During the meeting will provide an overview of project goals and basics of incident response. We will provide a working guideline for management to reference while a more formal plan is being drafted.

2. Incident response program evaluation
The main goal of this phase is to gather current documentation and procedures supporting Information Security Incident Response and ensure management has considered common events and threats in the current Information Security response processes. We will work with the City to evaluate their current Information Security Incident Response Program.

For the purposes of the Incident Response Program Evaluation, we are considering conducting interviews with the following departments:
 City Attorney, City Clerk, Human Resources, City Manager (combined)  Information Technology
 Finance & Administrative services
 Water & Wastewater Resources (SCADA)

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We will also assess the existing documentation and processes for the City’s Information Security Incident Response Program. We will identify strengths of the program as well as any gaps that may exist to appropriately respond to cybersecurity incidents. The deliverable for this phase will consist of a gap analysis report identifying areas of improvement for the Information Security Incident Response Program.

3. Draft security incident response plan
Plante Moran will leverage the data collected in Phase 1 to develop a Draft Security Incident Response Plan. The IRP will be based on the Incident Response Framework as designed by the National Institute of Standards and Technology (NIST) Computer Security Incident Handling Guide, Special Publication 800-61 and will include the procedures to facilitate the identification of, response to, and recovery from an information security event, incident or breach.

4. Facilitated functional tabletop exercise
Based on the Information Security Incident Response Program, Plante Moran will work with appropriate Incident Response Team (IRT) members to design, develop, conduct, and evaluate an exercise of the Incident Response Program. We will use the following exercise formats as applicable:
 Tabletop: a facilitated meeting between personnel to discuss roles during an emergency and response actions to particular emergency situations.
 Functional: designed to exercise the roles and responsibilities of specific team members, procedures, and assets involved in one or more functional aspects of the Information Security Incident Response Program.

Exercises will be designed to validate the effectiveness of the procedures and training of key employees on the Information Security Incident Response Program. Plante Moran will work with the City to evaluate the results of the exercises performed and provide recommendations to strengthen the Information Security Incident Response Program.

Incident response plan overview

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The following is a high-level overview of the steps within an incident response plan:

Planning and preparation
It is important that before an incident takes place planning has taken place to ensure that documented policies, management support, and user awareness are in place. This planning will identify necessary steps to build a response capability, which will include acquiring tools, creating checklists, developing a communication plan, and performing needed training. In addition, this phase should include testing the plan to identify potential improvements.

Detection and triage
Security events may be detected and investigated in multiple ways, such as user notification, monitoring of intrusion detections system (IDS), utilizing anti-malware, review of audit logs, or external notification. Once an event is detected it will be categorized as either a security event or an incident, which is an event where a potential breach exists. If an incident is identified it will be further prioritized by its potential severity. If a breach is suspected the Incident Coordinator will need to initiate communications with the insurance provider to activate breach response services.

See communications plans for details.

Investigation and image
A forensic analysis of the incident should be used to ascertain the best methods of containment and recovery. The analysis could include review of event logs, making an image of compromised systems, and other research.

Containment, analysis, tracking, and recovery
After an event has been classified the next step is to begin procedures to contain the incident and prevent further damage. In some cases, the business continuity plan and /or disaster recovery plan

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may be enacted to ensure the continuity of business operations. The origin of the attack should be determined if possible.

Post‐incident assessment
When the incident has been mitigated, a postmortem review should occur; the review will attempt to answer the what, when, how, and where of the incident. In addition, the postmortem will identify corrective actions and lessons learned.

Incident closure
Following the post-incident assessment, reports should be provided management and affected stakeholders (Guests and board of trustees). Feedback regarding lessons learned and incident management metrics (e.g. mean time to discovery and cost of recovery) should be included. Refer to IT Procedures for incident handling.

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Scope Assumptions
 For the purposes of the business impact analysis (BIA), we are considering conducting interviews with the following departments:
 City Attorney, City Clerk, Human Resources (combined)  City Manager
 Police and Fire
 Economic & Community Development
 Finance & Administrative services
 Library
 Recreation services
 Public Works
 Water & Wastewater Resources
 The project scope does not include testing of the disaster recovery plan, but does include recommendations for periodic testing of the plan. The performance of initial tabletop testing of plan scenarios if desired can be quoted after the completion of the plan.  The disaster recovery plan, to be developed by Plante Moran, will focus on the City’s IT systems (including on-premises and cloud-based applications) and services, and will incorporate aspects of business continuity specific to IT services. It will not address business continuity aspects that are specific to municipal business processes, such as manual work arounds.
 The incident response plan (IRP) and disaster recovery plan will be separate engagements.

However, the DRP will provide linkage to the IRP as it pertains to addressing cybersecurity disaster events.
 The consulting services we will provide are inherently advisory in nature. We assume no responsibility for any management decisions or management functions in connection with our engagement to provide these services. Furthermore, the City is responsible for all such management decisions and management functions; for evaluating the adequacy and results of the services we will provide and accepting responsibility for the results of those services; and for establishing and maintaining internal controls, including monitoring ongoing activities, in connection with our engagement.
 Our project activities will be based on information and records provided to us by the City.

We will rely on such underlying information and records and our project activities will not include audit or verification of the information and records provided to us in connection with our project activities.

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Proposed work schedule
The proposed timeline is predicated on the timely conveyance of information and availability of City staff to work with our project team.

The following are excerpts from key sections of sample deliverables that highlight the level of detail and actionability of our disaster recovery plans. We are happy to show the City some additional sample deliverables if requested.

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Summary of fees
Original Contract
Technology planning contract total   $ 97,525
Expended amount   $ 90,375
Remaining budget   $ 7,150
Disaster recovery plan (DRP) Estimated fees
Fully remote, including up to 12 hours of interviews with stakeholders for TRA and BIA   $ 35,000 Optional: Additional cost for onsite TRA and BIA interviews during 2 consecutive business days by 2 Plante Moran staff. $ 5,000
Note: Based on the previously agreed upon travel rate of $2,500 per person per trip.

Incident response plan (IRP) Estimated fees
Development of IRP, fully remote $ 20,000
Table‐top exercise, fully remote $ 5,000
Optional: Additional cost for onsite table‐top testing by 1 Plante Moran staff. $ 2,500
Note: Based on the previously agreed upon travel rate of $2,500 per person per trip.

Amendment summary
Total fees for additional services $ 67,500
Remaining contract budget $ 7,150
Total amendment amount (not including optional travel costs) $ 52,850 Total amendment amount (including optional travel costs) $ 60,350 Fee Assumptions

1. Unless otherwise noted below, all fee assumptions for the original Information Technology Assessment and Master Planning services amendment date April 9, 2024 remain applicable.

2. All of the project activities will be performed remotely, with the exception of the optional onsite activities noted above.

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City of Daly City
Mike Riffel
Relationship Partner
312.602.3539
[email protected]
We look forward to working with you.

Please contact us with any questions.

Brian Pesis
Project Director
303.846.1260
[email protected]

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City Council Meeting Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: Authorize the City Manager or Designee to Execute an Addendum Agreement with Plante Moran
Recommended Action
Staff recommends that the City Council authorize the City Manager or Designee to execute an addendum agreement with Plante & Moran, PLLC (Plante Moran), for development of Policies in relation to the City’s Information Technology (IT) Master Plan.

Background
Like all municipalities Daly City is vulnerable to many natural, technological, and human-caused hazards that lead to disasters and emergencies. To be prepared to face such disasters and emergencies Daly City needs to have an updated Disaster Recovery Plan (DRP) and a Business Continuity Plan (BCP) in place.

Discussion
Over the past year Daly City has worked with Plante Moran to develop an IT Master Plan. Within that plan it was highly recommended that the City update its existing Disaster Recovery Plan (DRP) and create an Incident Response Plan (IRP). Both documents while separate, work in tandem to allow recovery of IT related infrastructure as fast and accurate as possible. We are looking for Plante Moran to guide Daly City to create/update these plans over the next 4-6 months.

A disaster recovery plan (DRP) is a documented strategy including policies, procedures and responsibilities to help organizations recover their IT systems and data in the aftermath of a disaster. It contains detailed guidelines on how the City should respond to disruptive events, such as cyberattacks, power outages, application failure or human error. It enables Daly City to recover from unplanned incidents effectively and resume business operations as quickly as possible.

An Incident Response Plan (IRP) is a written document, once formally approved, that will guide Daly City before, during, and after a confirmed or suspected security incident. The City’s IRP will clarify roles and responsibilities and will provide guidance on key activities. It will also include a list of key people who may be needed during a crisis.

Both, DRP and IRP documents while separate, work in tandem to allow recovery of IT related infrastructure as fast and accurate as possible. We are looking for Plante Moran to guide Daly City to create/update these plans over the next 4-6 months.

Fiscal Impact
The cost of the addendum is $60,350. Adequate funding exists in the Information Services Division operating budget for this expenditure.

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City Council Agenda Report
Subject: Authorize the City Manager or Designee to Execute an Addendum Agreement with Plante Moran

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Summary/Conclusion
Staff recommends that the City Council authorize the City Manager or Designee to execute an addendum agreement with Plante Moran for development of Policies in relation to the City’s IT Master Plan. Staff is available to provide any additional information desired by the Mayor or Councilmembers.

Respectfully submitted,
Matthew A. Juhl Timothy J. Nevin
Senior Application Analyst Director of Finance and
Information Services Division Administrative Services

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City Council Agenda Report Item #
Meeting Date: February 24, 2025
Subject: Accept and Appropriate Fiscal Year 2025 Mid-Year Operating Budget Adjustments
Recommended Action
It is recommended that the City Council approve Fiscal Year 2025 operating mid-year revenue and expenditure budget adjustments with position changes.

Background
The Fiscal Year 2025 Operating budget was adopted by the City Council on June 24, 2024. The FY 2025 mid-year budget review is an opportunity for staff to recommend budget adjustments to reflect changes in revenue and expenditure estimates based on performance through the first half of FY 2025.

Discussion
After a review of financial activity from July 1, 2024, through December 31, 2024, City staff identified some needs for budget adjustments as summarized in Attachment A. Staff is recommending an increase in General Fund budgeted expenditures by a total of $246,789 which includes increases of $41,840 for Measure Q Police services and supplies for the Clinician program, and $204,949 for salary and benefits and interfund transfers. Proposed adjustments to the General Fund budgeted revenues equate to an increase of $800,000 in taxes.

Staff recommends adjustments to expenditures in other Non-General Fund budgets that equate to approximately $335,350 for other services and supplies, interfund transfers and salaries and benefits.

Proposed adjustments in revenues in Non-General Fund budgets equate to an increase of $200k from interfund transfers.

Staff also recommends the following position changes:
• Reclassify one (1) Custodian with Building Maintenance Worker I/II and maintain at range X132 of the AFSCME salary schedule.
• Add (1) Network Administrator I/II to Finance Budget and maintain at ranges U70/U87 of the Miscellaneous/Unrepresented salary schedule to comply with IT Master Plan recommendations for Cybersecurity focused staff.
• Adjust one (1) Chief of Operations from range U103 of the Miscellaneous /Unrepresented salary schedule to new range U115 of the Miscellaneous/Unrepresented salary schedule. The provision in Resolution 16-50 providing educational incentive for possession of a Bachelor’s or Master’s Degree has been eliminated for this classification.

Range Step 1 Step 2 Step 3 Step 4 Step 5
U115 6698.03 7032.93 7384.58 7753.81 8141.50
Fiscal Impact
FY 2025 General Fund budgeted expenditures will increase $246,789 and general fund budgeted revenues will increase $800,000. FY 2025 other City Funds will see an overall increase in budgeted expenditures of $335,350 and an increase in budgeted revenues of $200,000. Sufficient funds are available from current salary savings for the Network Administrator I/II and the Chief of Operations adjustments.

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City Council Agenda Report
Accept and Appropriate Fiscal year 2025 Mid-year Operating budget Adjustments Meeting Date: February 24, 2025

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Summary/Conclusion
Staff recommends the City Council adopt a resolution to approve the recommended budget adjustments for FY 2025 as outlined in Attachment A and approve the position changes. Staff is available to provide any additional information desired by the Mayor or City Council Members.

Respectfully submitted,
Amanda Halbur
Assistant Director of Finance and Administrative Services Attachment A: FY 2025 Mid-Year Operating Budget Adjustments

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Attachment A: FY 2025 Mid-Year Operating Budget Adjustments Fund Type Justification Amount
01 Taxes Decrease in Sales Tax and increase for FY 2023 VLF shortfall 800,000 Revenue Total 800,000
01 Salary and Benefits Staffing needed for ERP assistance and Housing 124,949 01 Services and Supplies Measure Q- Clinician Program 41,840 01 Interfund Transfer Streets Operating expenses subsidy 80,000 Expenditure Total 246,789
Fund Type Justification Amount
17 Interfund Transfer Streets Operating expenses subsidy 80,000 31 Interfund Transfer Record revenue for lease 60,000
45 Interfund Transfer Record revenue for lease 60,000
Total 200,000
Fund Type Justification Amount
17 Services and Supplies Concrete, asphalt, parking meter replacement 80,000 41 Services and Supplies Temp for leave coverage 23,375 45 Interfund Transfer Mussel Rock lease for equipment and vehicle storage 60,000 52 Services and Supplies Parking Meter contract services 22,000 54 Salaries and Benefits Reclassify Custodian to Building Maint Worker II 28,356 55 Salaries and Benefits ERP support 121,619
Total 335,350
General Fund Operating Mid-Year Budget Adjustments
Non-General Fund Revenue Budget Adjustments
Non-General Fund Expenditures Budget Adjustments

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City Council Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: Accept and Appropriate Fiscal Year 2025 Mid-Year Capital Improvement Program Budget Adjustments
Recommended Action
It is recommended that the City Council accept and appropriate Fiscal Year 2025 Capital Improvement Program (CIP) budget adjustments.

Background/Discussion
The Fiscal Year 2025 Capital Improvement Program (CIP) budget was adopted by the City Council on June 24, 2024. As part of the mid-year update, staff has identified several projects that should be added and/or modified. Using the criteria previously established to identify CIP projects, a number of projects have been identified and are submitted for approval. In the attachment provided, you will find the description and justification for each project that is being presented for approval and inclusion in the CIP.

The projects that are being recommended for approval are:
• City Hall Parking Lot Expansion: With the construction of the new childcare/event center on Sullivan Ave, there is a big need for addition parking for that new facility. The request is to allocate $500,000 from the unallocated General CIP funds from Fund 33 to demolish the building at 204 92nd Street, add new paving for the parking lot expansion, and relocation of a generator.
• Fire Station 95 Above Ground Diesel Fuel Storage and Dispensing Tank Replacement: The 500-gallon tank is currently being replaced along with the electrical service to the fuel dispensing unit. To complete this project, staff is asking for an additional $100,000 from unallocated General CIP funds from Fund 33. This will cover replacing the unit, San Mateo County permitting fees, and disposal of the existing ConVault tank. • John Daly Blvd/Skyline Blvd Pedestrian Connection: In order to improve pedestrian connection between the Westlake neighborhood and the intersection of John Daly Boulevard/Skyline Boulevard, there is a need to install a sidewalk on the north side of John Daly Boulevard between Eastgate Drive and Skyline Boulevard. An additional $579,000 from Measure A is needed to complete the project.

Future unanticipated CIP budget adjustments will be presented to Council on an as-needed basis.

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Subject: Accept and Appropriate Fiscal Year 2025 Mid-Year Capital Improvement Program Budget Adjustments
Meeting Date: February 24, 2025

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Fiscal Impact
Staff has carefully selected the appropriate funds for each project while trying to minimize negative impacts to the General Fund. If approved, the amounts needed would be a net total of $600,000 in unallocated General CIP funds from Fund 33, and $579,000 in Measure A.

Summary/Conclusion
Staff recommends the City Council adopt a resolution to approve and appropriate the recommended budget adjustments for Fiscal Year 2025 Capital Improvement Program budget as outlined in Attachment A. Staff is available to provide any additional information desired by the Mayor or City Council Members.

Respectfully submitted,
Amanda Halbur
Assistant Director of Finance and
Administrative Services
Richard Chiu, Jr.

Director of Public Works
Attachment A:Fiscal Year 2025 Mid-Year Capital Improvement Program Budget Adjustments

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Attachment A:

FY 2025 Mid‐Year Capital Improvement Program Budget Adjustments Project Name Description Justification
Amount
Requested Funding Source
City Hall Parking Lot Expansion
To demolish 204 92nd Street, add new
parking lot expansion, and relocate a
generator
Additional parking spaces are
needed for the new
childcare/event center
$500,000 Fund 33
Fire Station 95 Above Ground Diesel Fuel
Storage and Dispensing Tank Replacement
To replace the 500‐gallong diesel fuel
storage tank.

Tank is showing signs of
deterioration $100,000 Fund 33
John Daly Blvd/Skyline Blvd Pedestrian
Connection
To construct the sidewalk on the north
side of John Daly Boulevard between
Eastgate Drive and Skyline Boulevard
It will increase pedestrianconnectivity between the
Westlake neighborhood and the
intersection of John Daly
Blvd/Skyline Blvd
$579,000 Measure A
FY 2025 Mid‐Year Budget Adjustment Requested Appropriations

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City Council Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: Acceptance of Public Service Utility Easement and Emergency Vehicle Access Easement from KB Home South Bay, Inc. – Point Martin I.

Recommended Action
Staff recommends that the City Council authorize the City Manager to accept, on behalf of the City, the Public Service Utility Easement (PSUE) and Emergency Vehicle Access Easement (EVAE) from KB Home South Bay, Inc. – Point Martin I, hereinafter called the Current Subdivider.

Background
On June 22, 2020, the City Council approved the Point Martin I Subdivision Improvement Agreement (SIA) between the City of Daly City and Point Martin LLC, hereinafter called the Original Subdivider, and approved the Final Map SUB-6-15-11016 for Point Martin I, along with all “public service utility easements” and “emergency vehicle access easements”. The SIA requires the subdivider to complete all subdivision improvements, including but not limited to, the streets, sidewalks, lighting, landscaping, utilities, and joint trench to complete the project at the developer’s sole expense. The SIA also calls for the posting of securities (bonds), sets a schedule for completion of all work, establishes a warranty period, and requires the subdivider to indemnify and defend the City for all claims arising from the subdivision. Finally, the SIA contains remedies to be utilized in the event of a default in performance by the subdivider.

On June 11, 2021 the City executed an Assignment and Assumption of Subdivision Improvement Agreement for Point Martin I (SUB-6-15-11016) between the Original Subdivider and the Current Subdivider, where the Original Subdivider assigned, sold, and transferred to the Current Subdivider, all of the Original Subdivider’s right, title, interest, and obligations in and to the Point Martin I SIA, and the Current Subdivider accepted such transfer and assignment and assumed and agreed to be bound by all terms and conditions of the Point Martin I SIA.

As part of the Point Martin I project, the Current Subdivider is required to grant a PSUE for the construction, replacement, maintenance and repair of any and all public service facilities and appurtenances within said easement, as well as an EVAE for the rights of ingress and egress across the lands of the Current Subdivider by emergency vehicles, including but not limited to, fire trucks, ambulances, police vehicles, and other vehicles designated for emergency services.

Discussion
Acceptance of the PSUE will allow the City of Daly City to access the property for the purpose of construction, replacement, maintenance and repair of any and all public service facilities and appurtenances within said easement.

Acceptance of the EVAE will allow emergency vehicles rights of ingress and egress across the property.

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Acceptance of Public Service Utility Easement and Emergency Vehicle Access Easement from KB Home South Bay, Inc. – Point Martin I Meeting Date: February 24, 2025

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The attached legal descriptions and plat maps for the PSUE and EVAE have been reviewed and approved by staff and are now ready for City Council acceptance.

Fiscal Impact
There is no fiscal impact associated with these recommendations.

Summary/Conclusion
Staff recommends that the City Council authorize the City Manager to accept, on behalf of the City, the PSUE and EVAE from KB Home South Bay, Inc. – Point Martin I.

Staff is available to provide any additional information desired by the Mayor or Councilmembers.

Respectfully submitted,
Alexander Yuen Richard Chiu, Jr.

Civil Engineering Associate Director of Public Works
Attachments:

1. Public Service Utility Easement Deed

2. Emergency Vehicle Access Easement Deed

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City Council Meeting Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: Authorization to Submit a Grant Application to City/County Association of Governments of San Mateo County and San Mateo County Transportation Authority for the FY 2025/2026 and FY 2026/2027 San Mateo County Shuttle Program
Recommended Action
Staff recommends that the City Council authorize staff to submit a grant application for the San Mateo County Shuttle Program for FY 2025/2026 and FY 2026/2027 to continue operation of the Bayshore Shuttle.

Background
Since 2014, the City of Daly City has operated the Bayshore Shuttle in the Bayshore neighborhood using various grants to finance shuttle operations. The shuttle service connects residents within the Bayshore neighborhood to shopping, grocery, and medical destinations in Daly City, San Francisco and other areas of the Peninsula. The Bayshore Shuttle also provides access to various regional transportation facilities including Muni and SamTrans bus stops and BART stations to which Bayshore area residents have limited access. Many of these destinations are difficult to reach by using the limited public transportation options currently available.

The Shuttle has been funded by the San Mateo County Shuttle Program, a joint City/County Association of Governments of San Mateo County (C/CAG) and San Mateo County Transportation Authority (TA) program, and the Lifeline Transportation Program (LTP), a program initiated by the Metropolitan Transportation Commission (MTC) and administered through C/CAG. The cost for the Shuttle is estimated to be approximately $1,576,000 for FY 2025/2026 and FY 2026/2027 and includes shuttle operation costs, marketing, and administrative overhead.

In the past, these two grant programs combined have funded 100% of the cost of the Shuttle. Most recently, in September 2024, C/CAG through the LTP Cycle 7, awarded Daly City’s Bayshore Shuttle $314,375 for shuttle operations. In September 2023, the TA through the San Mateo County Transportation Authority Program, awarded Daly City $506,250 in Measure A grant funds for shuttle operations.

Discussion
Applications, accompanied by a Resolution of local support, for the San Mateo County Shuttle Program are due to the TA on February 28, 2025. Approximately $11 million is available for the twoyear funding cycle FY 2025/2026 and FY 2026/2027. The San Mateo County Shuttle Program is a combination of C/CAG’s Local Transportation Services Program under the Countywide Congestion Relief Plan and the TA Measure A Sales Tax Program. A minimum of 25% local match must be provided.

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Subject: Meeting Date: February 24, 2025

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The grant will be used to continue the operation of the Bayshore Shuttle service, connecting Bayshore residents with destinations and transportation networks in Daly City and San Francisco. The Bayshore Shuttle service is provided by a private contractor managed and supervised by SamTrans.

The cost to operate the shuttle is expected to significantly increase next fiscal year and include a fuel surcharge due to increased fuel costs and a new vendor. Staff will submit an application requesting $1,182,000 in funding, which will cover 75% of the expected cost to operate the shuttle for FY 2025/2026 and FY 2026/2027. The total estimated cost to operate the Bayshore Shuttle for the next two years is $1,576,000. Matching funds in the amount of $394,000 will be required.

In prior years, staff has been successful in combining both the TA and LTP grants to fully fund the Bayshore Shuttle service. Staff does not anticipate any new LTP grant funds being available for the upcoming FY 2025/2026 cycle, and the earliest the grant might be available would be in FY 2026/2027. Without additional LTP funds, the City will need to provide local funds for the required local match. If the city is successful in securing the requested funds from the upcoming TA grant, an additional $164,000 in local funds would be required to continue shuttle operations through June 30, 2027. If the City is unsuccessful in securing the full TA grant, additional local funds and/or another funding source would need to be secured.

Fiscal Impact
There is no fiscal impact associated with this recommendation. If Daly City is successful in securing grant funds, staff will return to City Council to request the appropriation of the grant funds as well as the needed local match to fund the Bayshore Shuttle program.

Summary/Conclusion
Staff recommends that the City Council authorize staff to submit a grant application for the San Mateo County Shuttle Program for FY 2025/2026 and FY 2026/2027 to continue operation of the Bayshore Shuttle.

Staff is available to provide any additional information desired by the Mayor or Councilmembers.

Respectfully submitted,
Shirley Chan Richard Chiu, Jr.

Acting City Engineer Director of Public Works
Attachments:

1. Draft Resolution

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1 21428888.1
RESOLUTION NO. xx – xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DALY CITY SUPPORTING THE BAYSHORE

SHUTTLE PROJECT AND SUBMITTING AN APPLICATION FOR SAN MATEO COUNTY SHUTTLE PROGRAM

FUNDING FOR THE BAYSHORE SHUTTLE PROJECT
RESOLVED by the City Council of the City of Daly City; that WHEREAS, residents in the Bayshore area have limited access to shopping, grocery, and medical destinations due to the limited public transportation options currently available; and WHEREAS, the Bayshore Shuttle helps provides access to shopping, grocery, medical destinations as well as access to various regional transportation facilities including Muni and SamTrans bus stops and BART stations; and
WHEREAS, the cost for the Shuttle is estimated to be approximately $1,576,000 for FY 2025/2026 and FY 2026/2027; and
WHEREAS, the City wishes to sponsor the implementation of the Project; and WHEREAS, the City seeks $1,182,000 for the Project; and WHEREAS, on June 7, 1988, the voters of San Mateo County approved a ballot measure to allow the collection and distribution by the San Mateo County Transportation Authority (TA) of a half-cent transactions and use tax in San Mateo County for 25 years, with the tax revenues to be used for highway and transit improvements pursuant to the Transportation Expenditure Plan presented to the voters (Original Measure A); and
WHEREAS, on November 2, 2004, the voters of San Mateo County approved the continuation of the collection and distribution by the TA the half-cent transactions and use tax for an additional 25 years to implement the 2004 Transportation Expenditure Plan beginning January 1, 2009 (New Measure A); and
WHEREAS, the Board of Directors of the City/County Association of Governments (C/CAG) of San Mateo County at its February 14, 2002 meeting approved its Congestion Relief Plan and subsequently reauthorized its Congestion Relief Plan in 2007, 2010, 2015 and 2019; and WHEREAS, a component of the C/CAG Congestion Relief Plan is support for Local and Employer Based Shuttle Programs; and

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2 21428888.1
WHEREAS, the TA and C/CAG issued a joint Call for Projects for the San Mateo County Shuttle Program on January 13, 2025; and
WHEREAS, a Primary Grant Agreement has been executed between the City and the TA on [DATE]; and
WHEREAS, the TA and C/CAG require the City's governing board to adopt a resolution:

1. Supporting the Project and the City's application for $1,182,000 in TA Measure A Shuttle Program funds for the Project;

2. Committing the City to the completion of the Project, including the commitment of matching funds in the amount of $394,000 needed for implementation;

3. Certifying that any funds awarded by the TA or C/CAG will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and

4. If funds are awarded, authorizing the City Manager, or designee, to sign a project supplement with the TA or a funding agreement with C/CAG for Shuttle Program funding for the Project and to take any other actions necessary to give effect to this resolution.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Daly City

1. Directs staff to submit an application to the San Mateo County Shuttle Program for $1,182,000 for the Bayshore Shuttle;

2. Authorizes the City Manager, or designee, to execute a project supplement with the San Mateo County Transportation Authority or a funding agreement with the City/County Association of Governments of San Mateo County to encumber San Mateo County Shuttle Program funds;

3. Commits to completing the Project, including contributing $394,000 of matching funds needed for Project implementation, if the requested funds are awarded;

4. Certifies that any funds awarded by the TA or C/CAG will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and

5. Authorizes the [chief executive position], or designee, to take any other actions necessary to give effect to this resolution.
* * * * *
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Daly City, California, held on the 24th day of February, 2025 by the following vote:

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3 21428888.1
AYES, Councilmembers: xx, xx, xx,
NOES, Councilmembers: xxx
ABSENT, Councilmembers: xx
ABSTAIN, Councilmembers: xx

CITY OF DALY CITY
By: _________________________________
Name, Title
ATTEST:
______________________________
Name, Title

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DALY CITY

COMMENDING LESLIE DUBRIDGE ON THE OCCASION OF HER RETIREMENT WHEREAS, Leslie DuBridge retires on February 23, 2025, concluding over 24 years of dedicated service with the City of Daly City; and
WHEREAS, her dedicated service begam with the City of Daly City on May 14, 2001 as a Temporary Employee in Class Development & Cultural Arts and transitioned to Full-Time Employment as a Class Development & Cultural Arts Coordinator on May 21, 2001; and WHEREAS, Leslie DuBridge demonstrated her commitment to the community and the City by taking on a Temporary Assignment as a Recreation Supervisor, from December 31, 2007 until October 9, 2008, before resuming her role as Class Development & Cultural Arts Coordinator; and WHEREAS, Leslie DuBridge continued her professional growth and dedication, earning a title change to Class Development & Cultural Arts Administrator on September 27, 2021, exemplifying her leadership and expertise in cultural programming and community engagement; and WHEREAS, she actively pursued professional development, completing the Daly City Supervisor Academy in Spring 2008, the Daly City Leadership Academy in Fall 2008, and the Daly City Management Talent Exchange Program (DC MTEP) in 2010, further enhancing her leadership skills and contributions to the City; and
WHEREAS, Leslie DuBridge has been a steadfast advocate for employee wellness, serving as a member of the Safety and Wellness Committee, a Wellness Coach, and an instructor for Chair Chi and Remote Wellness Sessions, while also leading warm-up and cool-down exercises during annual employee walks; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Daly City that it does hereby commend Leslie DuBridge for her many years of dedicated and outstanding service to the Daly City Community and extends its very best wishes to Leslie on the occasion of her retirement.

I hereby certify the foregoing to be a true copy of a Resolution adopted by the City Council of Daly City, California, at a regular meeting thereof held on the day of , 2025, by the following vote of the members thereof:

AYES, and in favor thereof, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

CITY CLERK OF THE CITY OF DALY CITY
APPROVED:

MAYOR OF THE CITY OF DALY CITY

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City Council Meeting Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: Approval of the Annual Agreement between the City of Daly City and the Daly City Colma Chamber of Commerce for a 12-month period
Recommendation
Staff recommends the City Council approve the proposed Daly City Colma Chamber of Commerce Contract for a 12-month period and authorize City Manager to execute the agreement.

Background
The Daly City Colma Chamber of Commerce has been in operation since 1956 and has been accredited with the Better Business Bureau since February 1, 1993. The Chamber promotes the interests of businesses in Daly City, Colma, and Broadmoor by providing advertising opportunities, networking events, business showcases, and luncheons.

More recently branded as the Daly City Colma Chamber 2.0, the Chamber believes that a strong, vital community goes hand-in-hand with a strong, vital business environment. On December 1, 2023, the City reactivated its partnership with the Chamber, and over the past year, the Economic and Community Development (ECD) Specialist has worked closely with the Chamber to best serve Daly City’s business community.

For the period of December 1, 2023 through December 1, 2024, the following deliverables were met:
a. Achieved a membership directory online with a link to the City website b. Assisted the City with joint marketing programs
c. Co-sponsored one economic development promotional event (Mastermind Workshop) d. Co-hosted one event in the City Hall Rotunda in coordination with the Small Business Commission and Economic Development Specialist (Legacy Business Celebration) e. Assisted the City in ground-breaking/ribbon-cutting ceremonies for new developments and businesses in Daly City
f. Participated in one Mayor and Chamber walk
g. Attended and presented informational update to the Small Business Commission h. Submitted quarterly progress reports and annual financial report to the City Manager The Board of Directors for the Daly City Colma Chamber of Commerce seeks to renew the contractual agreement it has with the City of Daly City for a 12-month period.

Discussion
Listed below are several of the goals, objectives, and services for the Chamber to achieve that outlined in the agreement:
a. Maintain a membership directory online with a link to the City website b. Provide a current list of Chamber members

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Daly City Colma Chamber of Commerce Contract
Meeting Date: February 24, 2025
c. Assist the City with joint marketing programs with various City departments and partners, plus businesses to encourage full utilization of local resources including the Chamber Enewsletter. d. Sponsor two economic development promotional events which are separate from social mixers and ribbon cutting events.
e. Host at least one event in the City Hall Rotunda or at any other mutually agreed upon venue, in coordination with Small Business Commission and Economic Development Specialist (i.e., Mastermind Workshop Event).
f. Assist the City in ground-breaking/ribbon-cutting ceremonies for new developments and businesses in Daly City.
g. Participate in two Mayor and Chamber walks throughout the business community to meet and talk to businesspeople (in their places of work) about current conditions, issues and concerns.
h. Attend and present informational update to the Small Business Commission (at least once per year)
i. Submit a quarterly progress report and annual financial report to the City Manager.

Daly City has a long history of supporting the Chamber of Commerce. The proposed contract continues quarterly reporting requirements detailing a summary of activities undertaken by the Chamber during the reporting period. Under the proposed contract renewal, the City retains the right to perform an audit of the Chamber’s records pertaining to expenditures.

Fiscal Impact
Daly City’s proposed contribution to the Chamber of Commerce is $70,000 for a 12-month period.

The City Council’s proposed budget for the 12-month period includes an appropriation sufficient for this purpose.

Conclusion
City staff and Chamber representatives will continue to work cooperatively to improve and maintain accountability for the proposed expenditures that are recommended for City Council approval.

Staff is available to provide any additional information sought by the Mayor and Councilmembers.

Respectfully submitted,
Maybelle Manio
Economic & Community Development Specialist
Attachment
Proposed Agreement

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1 AGREEMENT
This Agreement made and executed on the date set forth hereinbelow, in Daly City, California between the CITY OF DALY CITY, hereinafter called the “CITY”, and the DALY CITY COLMA CHAMBER OF COMMERCE, a nonprofit corporation, hereinafter called the “CHAMBER”.

WHEREAS:

1. The CITY desires to promote the resources of the CITY for the purpose of maintaining and increasing commerce and trade of the CITY;

2. The laws of the State of California authorize the expenditure of monies for the promotion and advertising of the CITY, and;

3. The CHAMBER has as its primary objective, and is organized for the purpose of maintaining and carrying out promotional activities on behalf of businesses, members and the CITY; NOW, THEREFORE, in consideration of the foregoing promises and conditions herein, the parties agree as follows:

THE CHAMBER AGREES
a. To exercise its reasonable best efforts to maintain a membership directory online with a link to the CITY website.
b. To provide a current list of CHAMBER members, which includes but is not limited to name, location, type of business, and other relevant information, such as number of employees, contact person, officers, etc. c. To promptly answer all inquiries and correspondence relative to the advantages and opportunities of the City, and to disseminate information by correspondence, E-newsletters, and other means and to accept any CITY staff member calls to the Chamber Board Representative. d. To assist the CITY with joint marketing programs with various CITY departments and partners, plus businesses to encourage full utilization of local resources including the Chamber E-newsletter. e. To Sponsor two economic development promotional events which are separate from social mixers and ribbon cutting events. Economic development events include tools, resources, and other aids for small businesses. CITY will assist CHAMBER to exercise best efforts to secure a venue through existing or prospective CHAMBER member. CITY to provide support via staff in-kind for planning and set-up. This event can include additional partners per prior City approval.

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2 f. To host at least one event in the City Hall Rotunda or at any other mutually agreed upon venue, in coordination with Small Business Commission and Economic Development Specialist (i.e., Mastermind Workshop Event).
g. To assist the City in ground-breaking/ribbon-cutting ceremonies for new developments and businesses in Daly City, promptly notifying members of the public via email and social media as requested by the CITY.

The CHAMBER shall also ensure that CITY staff and elected officials are informed at least two weeks in advance of all CHAMBER-initiated ceremonies.

The CITY will reciprocate by sharing other miscellaneous ribbon-cutting/commerce events and gatherings to disseminate information to Daly City residents for their benefit, and, where applicable, invite the CHAMBER team members as a united support system. Contacts are CITY Executive Administrative Assistants (Office of the City Manager) and Economic Development Specialist and CHAMBER Representative.
h. To have a designated CHAMBER board member, and other appropriate representative from the CHAMBER collaborate with CITY Economic Development Specialist to become familiar with CITY processes that will assist the CHAMBER in further promoting economic development with prospective businesses in Daly City. i. To participate in two Mayor and CHAMBER walks throughout the business community outside of blackout dates (late September to early November). The location, date and duration of the walk to be mutually agreed upon, with the purpose of the Mayor, or designee, to meet and talk to businesspeople (in their places of work) about current conditions, issues and concerns. j. To attend and present informational update to the Small Business Commission (at least once per year) k. To submit a quarterly progress report and annual financial report to the City Manager. l. To maintain its classification as public charity status under IRC Section 501(c)(3) for the Colma Daly City Chamber of Commerce Foundation Inc., as well continue efforts to reinstate its 501(c)(6) status for the Greater Daly City Chamber of Commerce (DBA Daly City-Colma Chamber of Commerce), during this 12- month agreement.

THE CITY AGREES
a. To support the CHAMBER with at least one representative, CITY staff and/or elected official, to CHAMBER events.
b. To produce an electronic listing of new issued Business Licenses to the CHAMBER Representative each month and provide the listing of permitted businesses new and old. CHAMBER can follow up with a “welcome to Daly City” to invite them to join the CHAMBER and will refer prospective businesses to CITY Economic Development Specialist.
c. To provide a link to allow users on the CITY website to apply for CHAMBER membership. d. To Sponsor an event annually to introduce CITY government staff and the City Manager to the public (i.e., social mixer).

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3 e. The CITY agrees to pay the CHAMBER the amount of $70,000 for a 12-month period commencing upon the execution of this Agreement between the parties in four quarterly installments of $17,500.00 with the first payment being issued following the execution of the Agreement and thereafter.

The Term of this agreement shall commence following approval of this agreement and 12 months thereafter.

CITY retains the right to perform an audit of the CHAMBER’S records pertaining to expenditures at the CITY’S expense.

Either party shall have the right to terminate this Agreement, after thirty (30) days advance written notice to the other. Upon such termination, no further installment payments will be issued.

IN WITNESS THEREOF, the parties have executed this Agreement the day and year first above written.

CITY OF DALY CITY DALY CITY COLMA CHAMBER OF COMMERCE
Thomas J. Piccolotti, City Manager Thomas A. Nuris, President Date: Date:

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City Council Meeting Agenda Report Item # _____
Meeting Date: February 24, 2025
Subject: General Plan Amendment GPA-11-22-015959, Zone Change ZC-1-22-015960, Use Permit UPR-11-22-015962 Design Review DR-11-22-015961, CEQA-MND adoption and Development Agreement - Allowing the Construction of a Battery Energy Storage System and Transmission Line Connection at 2150 Geneva Avenue Recommended Actions

1. Approve Resolution for a General Plan Amendment GPA-11-22-015959

2. Approve Resolution for Use Permit UPR-11-22-015962 and Design Review DR-11-22- 015961

3. First Reading to Approve Zone Change ZC-1-22-015960

4. First Reading to Approve the Development Agreement

5. Adopt the CEQA-MND for the project
Planning Commission Discussion
On December 3, 2024, the Planning Commission voted 4-0 (Commissioner Faapuaa absent) to recommend that the City Council approve the project. Commissioner Satorre asked about the type of battery used for energy storage and why lithium used instead of sodium-ion storage technology.

The applicant explained that they are using the most current, commercial technology battery storage with a proven track record for safety and efficiency, which is lithium battery used by Tesla storage system. Applicant noted that as technology improves, they would consider upgrading technology for the project. Planning Commissioners asked staff and applicant about fire safety of batteries. Staff noted that the Fire Department reviewed the project and requested fire study and training for firefighters as conditions of approval. The applicant explained the battery storage system and its fire safety features. The Commissioners expressed support for the project, noting the location and use of the former movie drive-in, vacant lot site, is ideal use for the site. Applicant noted the use will have no traffic impacts, air quality impacts or visual impacts to the neighborhood and will provide stored energy to the electrical grid benefiting Daly City and the SF Bay Area region, as well as community benefits, tax benefits and utilize union labor workforce in construction and throughout life of project. There were five members of the public that spoke in support of the project. Phyllis Rizzi, speaking on behalf of the Bayshore Community and representing the Bayshore Senior Club, noted that the project will provide important community financial benefits to Daly City community organizations and schools while not impacting traffic and city services. Al Perez, Community Organizer and President of the Filipino American Arts Exposition noted the extensive community outreach and support provided by the applicant to the Daly City community. Finally, Chris Bufka and Sean Burke representing International Brotherhood of Electrical Workers (IBEW) Local 617 and Ethan Lester, representing Local 3 Operating Engineers, spoke in support, highlighting the project providing employment opportunities for union jobs for electrical workers and operating engineers.

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City Council Staff Report
General Plan Amendment GPA-11-22-015959, Zone Change ZC-1-22-015960, Use Permit UPR-11-22-015962, Design Review DR-11-22-015961 and Development Agreement Page 2 of 15 2150 Geneva Ave. – Battery Energy Storage System and Transmission Line February 24, 2025 Background
The applicant, Cormorant Energy Storage LLC, has applied to develop an approximately 11-acre vacant lot (see Attachment A, Location Map) for a 250-megawatt battery energy storage system (BESS). The property is owned by Syufy Enterprises, LP. The project site is located near the southeast corner of the intersection of Carter Street and Geneva Avenue. It is approximately 1.4 miles from the nearest highway interchange (U.S. Highway 101). The project site is currently undeveloped (used for vehicle and building material storage) and surrounded by a mix of land uses. An arena and event center (Cow Palace) is located to the north and east; open space is located directly to the south with residential subdivisions located farther south across Martin Street; and residential subdivisions are located across Carter Street to the west. The PG&E Martin Substation, the project’s point of interconnection, is located approximately 0.5 miles east of the project site. Access to the project site will be from a driveway connecting to Carter Street at the northwest corner of the lot. The applicant is requesting an amendment to the General Plan from Commercial Retail and Office (C-RO) to the Industrial (I) land use designation and zoning amendment from Light Commercial (C-1) to Heavy Commercial (C-2), to allow for the battery energy storage facility use at the site. A Development Agreement was required of the applicant with the City to address obligations for construction, funding, project terms, financial provisions, tax and community benefits and workforce agreements.

After the recommendation for approval by the Planning Commission on December 3, 2024, the applicant notified Daly City staff in January 2025, after consultations with Syufy Enterprises, that they wished to request approval of a revised site plan and two design options for the underground transmission, utility and water lines, at the project site from the battery substation to Carter Street.

Option one would shift the route south of the access road and cross city Housing Agency owned property to connect with Carter Street. Option two, the transmission line would proceed from the battery substation along the east and northern frontage road and exit directly under the existing access road from Carter Street. City staff reviewed the revised site plan and route options and determined that the options would satisfy all City Department requirements. In addition, the proposed site plan changes would not have a significant CEQA environmental impact nor change the results of the environmental analysis and monitoring and mitigation reporting program requirements for the project.

Proposed Project
The battery energy storage system will be composed of lithium-ion batteries installed in racks, inverters, medium-voltage (MV) transformers, switchgear, a collector substation, transmission line and other associated equipment to interconnect into the Pacific Gas & Electric Company (PG&E) Martin Substation (point of interconnection). The system will used lithium-ion batteries to store electrical energy. They will be installed in purpose-built enclosures which will include storage racks, with relay and communications systems for automated monitoring and managing of the batteries to ensure design performance. The Fire Safety Plan describes the hazard mitigation analysis, large scale fire testing, battery fire protection features, and the applicable state, county and national codes and standards that will be followed for the design of the facilities fire protection system (see Attachment C - Project Plans and Fire Safety Plan).

The project includes an underground interconnect transmission line that will connect with the battery storage transmission substation equipment and travel 0.5 miles to the east along a transmission line

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Construction Phasing
The applicant proposes to construct the project in two phases. The first phase will include proposed offsite improvements, including the entirety of the proposed generation transmission line and telecommunications lines. Regarding onsite improvements, the initial phase will include all perimeter fencing, site grading, access road construction, and stormwater facilities. This phase will also include placement of approximately 75 percent of the proposed BESS modules and related medium voltage collection lines, medium voltage transformers, and inverters; and one of the two proposed high voltage transformers. The second phase of construction is anticipated to be completed approximately one to six years after the initial phase of construction is completed and would include installation of the remaining 25 percent of the proposed BESS modules and related medium voltage collection lines, medium voltage transformers, and inverters; and the second of the two proposed high voltage transformers. The applicant has requested the construction phasing to be allowed as part of the Use Permit for the project.

The project as proposed requires the following entitlements:

1. Certification of a Mitigated Negative Declaration for the project.

2. General Plan Amendment: Approval of General Plan Amendment from Commercial Retail and Office (C-RO) to Industrial (I) land use.

3. Zone Change: Approval of a zone change from Light Commercial (C1) to Heavy Commercial (C2).

4. Use Permit: Approval of a use permit allowing a battery energy storage system in the C2 zone.

5. Design Review: Approval of design review of a proposed battery energy storage system.

According to the applicant, the electric battery energy storage is needed to provide a more stable, sustainable, electricity supply benefiting electricity consumers in the community and region. The energy stored in the batteries at the project site will provide readily available electricity, through the PG&E transmission lines to the utility customers. Adjacent residential land uses surrounding the subject site to the west and south would not be negatively impacted by the battery energy storage facility, as indicated by the California Environmental Quality Act (CEQA) Mitigated Negative Declaration study prepared by the city consultant for the project.

General Plan Amendment and Zoning Change Consistency
The General Plan designation for the project site is Commercial Retail and Office (C-RO). This land use designation allows retail and office uses both regional and citywide in scope. Although historically residential uses have been permitted within this General Plan land use category, the inclusion of the Commercial Mixed-Use General Plan designation is not the most appropriate designation for existing and new development which contains residential land uses. The proposed

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The project site is currently zoned Light Commercial (C-1). An amendment to the zoning Heavy Commercial (C-2) is necessary to allow for the battery energy storage facility use at the site, as battery storage is not a permitted use within the C-1 Zone. The Heavy Commercial Zone permits the storage of materials and equipment in open areas, which would include battery energy storage.

The Planning Commission is recommending the City Council approve the proposed amendments to the General Plan and Zoning for 2150 Geneva Avenue (APN #005-050-020). The proposed amendments would allow a battery energy storage project on a vacant lot, surrounded by public parking lot facility uses on the north and east adjacent properties and would not negatively impact the residential uses located to the west and south of the project. The Planning Commission found that it is in the public interest to change the land use designation from C1 (Light Commercial) to Commercial Retail and Office (C-RO) to Industrial (I), to allow the construction of the battery energy storage system at the project site.

Use Permit
Pursuant to the Zoning Code, Chapter 17.44 – Use Permits, a use permit approval is required to allow a battery energy storage system and transmission interconnect line in the proposed Heavy Commercial (C2) zone. The Heavy Commercial Zone permits the storage of materials and equipment in open areas, which would include battery energy storage.

The proposed use would be located on a vacant lot, immediately surrounded by Cow Palace parking lots and open space and is screened by large, mature Eucalyptus trees. The adjacent uses are open space. Beyond the open space to the west and south are residential uses to the west of Carter Street, south of Carter Street and Martin Street. Parking lots for the Bay Club Tennis and Pickleball and Cow Palace Event Center are located to the north and east of the project site. The location of housing to the west, south and east of the site are quite a distance away from the project site and would not be impacted by the proposed project. The location of the battery storage area will be approximately 599 feet away from residential uses to the west, adjacent to Carter Street and 668-830 feet away from residents located to the south, adjacent to Martin Street and 1,302 feet from the residences on Rio Verde Street, to the east of the project site.

The use permit provides the City Council with an opportunity to evaluate the proposal in the context of the existing on-site and adjacent uses and evaluate if the proposed project merits approval. In so determining, the City Council should evaluate if the battery energy storage system would be compatible with existing uses and if infrastructure exists to serve the site.

Compatibility with Existing Uses. The subject site is presently occupied by a vacant lot owned by the Syufy Enterprises LP. The applicant will enter into a lease agreement with the property owners (Cow Palace) for the lease of the lot for the battery energy storage system. The proposed battery energy storage system on the 11-acre site would not be incompatible with the existing adjacent parking lot

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Design Review
The battery energy storage system will be composed of lithium-ion batteries installed in racks, inverters, medium-voltage (MV) transformers, switchgear, a collector substation, and other associated equipment to interconnect into the Pacific Gas & Electric Company (PG&E) Martin Substation (point of interconnection). The batteries will be installed in purpose-built enclosures which will include storage racks, with relay and communications systems for automated monitoring and managing of the batteries to ensure design performance. The purpose-built enclosures will be 9’- 2” height, built on a 6” concrete foundation pad and the entire storage facility will be enclosed by an 8’-6” tall precast concrete wall with 1’-6” climbing deterrent.

Based on staff review of the plans for the battery energy storage system, the project conforms to the required Findings in Chapter 17.45.080 Design Review of the Daly City Municipal Code. The project meets the provisions of the chapter and applicable guidelines and is in the best interested of the public health, safety and general welfare of the community. The general site layout, open space and orientation of the battery storage units have been designed to consider public safety and visual aesthetics and provide a desirable environment for outdoor storage use away from residential areas.

Finally, the general landscape will provide visual relief, with trees along the perimeter of the lot and berms that will visually screen the battery storage structures, facilities and transmission line interconnect from the public. Access to the site will be controlled for the public’s safety. Staff recommends the City Council approve the design review permit for the proposed project.

Fiscal Impacts
As required for all General Plan Amendments, the applicant contracted an independent consultant (Development Planning and Financing Group), to prepare a fiscal revenue analysis to estimate the major annual fiscal tax revenues that the Project may generate, under multiple scenarios, when at full build-out, and under stabilized operating conditions for the City (see Attachment F - Fiscal Review Analysis). The development scenarios analyzed were, an energy storage facility, an office development, a multi-family residential development, and a retail garden center.

The assessed values for the other land uses were determine by using recent market data and recent sales within the area. The major annual fiscal tax revenues analyzed included property taxes, property taxes in-lieu of vehicle license fees and on-site sales tax. The major annual fiscal tax revenues for each scenario result in an annual fiscal revenue, for the City, of $1,071,747 for Cormorant Energy Storage, $179,685 for the Office, $759,234 for the Multi-Family Residential, and $80,831 for the Garden Center. The analysis determined that a retail uses for the site face significant access difficulties which makes these uses not feasible for the site. The second highest revenue for the site

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In addition to the estimated annual fiscal tax revenues of the project, the consultant, estimated the that the proposed battery energy storage system would generate approximately $2,925,000 for Phase 1 in 2026 and $1,050,000 for Phase 2 in 2030 in one-time sales tax revenues to the City from the purchase of materials and equipment related to the proposed Project for a total one-time sales tax of $3,975,000 to the City (see attachment D - Fiscal Review Analysis).

The results of the Fiscal Impact Analysis indicate that the Battery Energy Storage Facility would have a positive fiscal impact for the City and would provide the most financial benefit for the Daly City community by providing a stable source of funding for city, county and state services as well as supporting the local school district.

Development Agreement
The Development Agreement (DA) between the City of Daly City and Cormorant Energy Storage, LLC involves the construction of a 250 MW Battery Energy Storage System (BESS) at 2150 Geneva Avenue, which will be developed in two phases. The project includes battery storage containers, fire protection equipment, transformers, inverters, a small substation, and a Gen-Tie transmission line connecting to the underground Martin Substation. (See Attachment F, Draft Development Agreement).

The Planning Commission has approved the Development Agreement consistent with the General Plan. The Development Agreement outlines the project description, the terms of the agreement, community benefits required from the developer for the City and the public, and regulatory considerations for Cormorant.

A summary of the deal points is provided below.

Project Scope and Approvals
The project will include battery storage units, a transmission line (Gen-Tie) connecting to the Martin Substation, and related infrastructure. It requires several approvals: a General Plan Amendment, Zone Change, Use Permit, Design Review, and Right-of-Way (ROW) Encroachment Authorization.

Vested Rights and Development Terms
The DA specifies that Cormorant has vested rights to develop the project according to city regulations. It includes a 30-year development security clause. Future city regulations will not apply unless mandated by state or federal law.

Public Benefits and Community Contributions.

Cormorant will contribute $500,000 to local programs, including STEM scholarships, recreational programs and local community initiatives. It guarantees $3 million in tax revenue from Phase 1 and

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Encroachment and Infrastructure Commitments
The City will support the approval of encroachments in the Right-of-Way (ROW) for the transmission line along designated streets and the application to the Housing Development Finance Agency for the easement concerning the Gen-Tie Line. If required by the City, Cormorant must relocate the transmission line at its own expense and will be responsible for compensating any impacts to public infrastructure.

Development Fees and Cost Allocation
Cormorant will pay development impact fees based on current rates, subject to inflationary adjustments. The company will also cover state-mandated pass-through fees.

T This agreement secures the Developer’s vested rights while delivering financial, infrastructure, and community benefits to Daly City. It ensures regulatory certainty for the project while supporting economic and environmental goals.

The DA supports renewable energy development while ensuring economic and community benefits for Daly City, which include infrastructure investment, tax revenue, and public contributions.

Environmental Assessment
The City of Daly City, as the lead agency, has completed an Initial Study for the project and has determined that, pursuant to the requirements of the California Environmental Quality Act (CEQA), a Mitigated Negative Declaration is the appropriate level environmental review (see Attachment G – Initial Study Mitigated Negative Declaration).

The 30-day public review period was completed from November 1, 2024, to December 2, 2024. All public comments received during the public review period will receive a response included in the final document. The Initial Study found minimal environment impacts associated with the project and includes a Mitigation Monitoring and Reporting Program that will reduce impacts to air quality, geology and soils, biological, hazards and hazardous materials, noise and vibration, and cultural resources to less-than-significant environmental impacts (see Attachment H – Mitigation Monitoring and Reporting Program).

After Planning Commission approval, the applicant requested review of a minor site plan modification and approval of options one and two for the transmission line exiting the project site.

The transmission route options were analyzed and discussed by the CEQA consultant, and it was determined that the project revisions would not create new significant impacts or impacts of substantially greater severity compared to those disclosed in the Initial Study. Therefore, no

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Findings
The Planning Commission recommends that the City Council find that the proposed General Plan Amendment (GP-11-22-015959), Zone Change (ZC-11-22-015960), Use Permit (UPR-11-22- 015962) and Design Review (DR-11-22-015961) are in accordance with Chapter 17 (Zoning) of the Daly City Municipal Code. The Planning Commission has determined that approval of the proposed project will not be detrimental to the health, safety, morals, comfort, and general welfare of persons residing or working in the vicinity. The Planning Commission has furthermore determined that the proposed project would not be injurious or detrimental to property and improvements in the neighborhood or result in substantial environmental damage or disturbance, given the mitigation measures outlined in the Mitigation Monitoring and Reporting Program. The Planning Commission recommends that the City Council adopt the following findings:

1. In accordance with Title 17 of the Daly City Municipal Code, as well as applicable State zoning enabling legislation, the Planning Commission conducted a public hearing on December 3, 2024. Legal public notice of said hearing was provided by newspaper publication on November 23, 2024, posting and via first class mailing to property owners within 300 feet of the site;

2. An amendment to the General Plan from Office Commercial to Industrial use and Zoning designation from Light Commercial to Heavy Commercial is required which permits the storage of materials and equipment in open areas and is hereby found to be appropriate, and in the best interest of the public health, safety and general welfare of the community.

3. The Development Agreement is consistent and in conformance with the Daly City General Plan.

4. The subject site is situated in an area characterized by parking lots for commercial uses such as the Cow Place Event Center and the Bay Club Tennis and Pickleball parking lots to the north and east, an open space area with tall trees to the west and south and the Cow Palace parking lot to the east. Given the size and shape of the subject property, together with adjacent parking lot land uses for the Cow Palace and the Bay Club Tennis and Pickleball. The proposed general plan amendment to Industrial from Commercial and zone change to Heavy Commercial use to allow a Battery Energy Storage Facility in the existing vacant lot, is a compatible with the existing adjacent parking lot uses.

5. The City Council further finds that it is in the public interest to allow the construction of a battery energy storage system and that the construction of such battery energy storage provides a critical need in the community for storage of excess solar power generated electricity and for resupply by a transmission line to the nearby PG&E power substation and grid as needed. The proposed use is compatible with the directly adjacent land uses surrounding the subject site to the north consisting of mixed use (Cow Palace) Industrial land use (PG&E Substation) to the east, Open Space to the south and Single-Family Residential to the west. According to the applicant, the energy storage system will support grid reliability

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6. The proposed project has been reviewed by various City departments, including the Fire Department, the Building Division, the Engineering Division, and the Department of Water and Wastewater Resources. Each of these agencies, comprised of persons qualified to render professional opinions concerning the project, have confirmed that the proposed project poses no threat to the public health, safety, and welfare. There furthermore exists no evidence in the public record to demonstrate that the project would be detrimental to the public health, safety, and general welfare.

7. General architectural considerations have been incorporated in order to ensure the compatibility of this development with its design concept and the character of other adjacent buildings. These considerations include, but are not limited to, the character, scale and quality of the design, the architectural relationship with the site and other structures, building materials, and colors.

8. The Planning Commission and City Council have reviewed the proposal under the requirements of the California Environmental Quality Act (CEQA) and based on the Initial Study prepared by a qualified professional consultant, has determined that there is no substantial evidence, in light of the whole record, that the project may have a significant impact, given the mitigation measures outlined in the Mitigation Monitoring and Reporting Program prepared for the project. Therefore, a Mitigated Negative Declaration is appropriate for the project in accordance with the California Environmental Quality Act.

9. The project will minimize the risk to existing public improvements and adjacent private property by providing controlled stormwater runoff from the site to City facilities in full compliance with Order R-2 NPDES Permit No. CAS612008 and Order No. 2010-0014- DWQ, NPDES No. CAS000002, the statewide National Pollutant Discharge Elimination System (NPDES) General Construction Activity Storm Water Permit.

Conditions of Approval
The Planning Commission recommends the City Council approve the General Plan Amendment (GP11-22-015959), Zone Change (ZC-11-22-015960), Use Permit (UPR-11-22-015962) and Design Review (DR-11-22-015961) subject to the following conditions and Daly City General Conditions of Approval. Minor deviations from the conditions of approval may be approved by the Planning Division. Significant deviations will require review and approval by the Planning Commission and City Council.

A . DEPARTMENT OF ECONOMIC AND COMMUNITY DEVELOPMENT
General

1. The applicant shall adhere to the Development Agreement terms between Cormorant and Daly City including the project term, benefits to City/Public, and Regulatory Considerations for Cormorant, including vested rights, use permit approval and project specific

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2. All buildings, any applicable retaining walls, fences, and trash enclosure materials and colors must match those as approved on the plans.

Building and Site Design

3. The climbing deterrent concrete wall and substation enclosure shall match the approved plans.

Any modification shall be subject to review and approval by City staff during building permit submittal.

4. The applicant shall work with City staff at building permit plan submittal on streetscape improvements for the intersection of Carter Street with the driveway entrance to the project site.

Landscaping

5. A detailed landscape and irrigation plan shall be submitted at the time of Building Permit submittal.

Stormwater Treatment

6. The applicant shall develop and submit a stormwater management plan that illustrates full compliance with Section C.3 of Order R-2-2009-0074 NPDES Permit No. CAS612008. The project must comply with Order No. 2010-0014-DWQ, NPDES No. CAS000002, the statewide National Pollutant Discharge Elimination System (NPDES) General Construction Activity Storm Water Permit.

7. The applicant shall receive approval of the stormwater management plan from a third-party reviewer appointed by the City prior to building permit submittal. The applicant shall pay the entire cost of the third-party reviewer.

8. All stormwater treatment facilities shall be inspected during construction to ensure eventual compliance with the stormwater management plan. The applicant shall pay the entire cost of these inspections.

9. The applicant shall enter into an Operation and Maintenance Agreement with the City to ensure long-term maintenance and servicing by the Property Owner of stormwater site design and treatment control measures according to the approved Operation and Maintenance Plan.

10. The applicant shall arrange and pay for final inspection of installed treatment measure by the City’s Special Inspector within 45 days of installation or project construction completion, whichever comes first.

B. BUILDING DIVISION

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11. Hours of operation for all construction work associated with the subject project shall be Monday through Friday between the hours of 8:00 am to 5:00 pm. If the project’s general contractor wishes to work outside the allowable hours, on weekends, or on City holidays, on a regular basis, this must be approved in advance by the City Manager. For special requests on a limited basis, the Building Official can approve alternate construction hours for the project not within or impacting the ROW. The Building Official must be notified, and approval given, in writing, in advance of said work.

12. At Building Permit Submittal, the applicant shall apply for a Building Permit for Site Improvement work to review and inspect all Building Code-related items. This includes structural, architectural, accessibility, and et. cetera. The Building Division review will not occur under the Site Improvement Permit.

C. PUBLIC WORKS - ENGINEERING DIVISION

13. Any on site access roads shall be impervious or shall be a pervious material that does not generate dust in accordance with the MRP. Areas in between batteries not accessible to vehicles shall be treated similarly and shall not generate dust.

14. A city standard driveway and frontage improvements shall be installed on Carter Street.

15. Any access roads shall be upgraded to meet private street standards, per Daly City Standard Detail S-1.

16. Grading exceeding 50 cubic yards shall require approval of plans and a grading permit. A licensed Civil Engineer shall prepare any grading plans and erosion control plans in conformance with a soil report prepared by a licensed soil engineer or geologist in compliance with NPDES requirements prior to any development on the property.

17. The applicant shall comply with the applicable requirements of the City of Daly City Standard Details and Specifications.

18. An encroachment permit shall be required to be issued by the Public Works Department for all work proposed within the public right-of-way. Hours of operation for work in the public right-of-way shall be 9am to 3pm, Monday through Fridays only. There shall be no start-up of machines or equipment before 7:30am, nor shall there be any cleaning or servicing of machines or equipment past 6pm, Mondays through Fridays. For special requests on a limited basis, the City Engineer can approve alternate work hours for the project impacting the right-of-way.

19. Following new utility installation, the applicant shall replace areas of street pavement, sidewalk, curb, and gutter damaged by construction to current City standard details and specifications.

20. Provide erosion and storm water pollution plan incorporating the best management practices, including operation and maintenance provisions per the requirements applicable

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21. Resubmit hydraulic calculations for storm water retention using the 2-hr duration, 10-year storm in accordance with City standards. The development shall provide on-site drainage detention to limit the rate of flow to the pre-development rate.

22. The project shall not install any utility pole, including the Point of Change of Ownership (POCO) pole, within the public right-of-way.

23. The applicant shall provide documentation the property owner of APN 005-050-270 approves the driveway improvements proposed in the access easement with the submittal of the encroachment permit application.

24. Prior to building permit issuance, the applicant shall file and record an easement, from the adjacent property owner, needed for installation of utilities between the project site and Carter Street. The width and location of easement shall be specified for review and approval by the City Engineer and Housing Finance Development Agency.

D. DEPARTMENT OF WATER AND WASTEWATER RESOURCES

25. Applicant shall conduct a Transmission Line Study, as approved by the Department of Water and Wastewater (DWWR), to evaluate potential impacts on DWWR utilities due to the installation of the Project’s generator tie transmission line (Transmission Line) within the City’s public Right-of-Way. Based on the results of the Transmission Line Study, Applicant shall implement any combination of the following mitigation measures prior to issuance of any Transmission Line Building Permits:
a. Applicant must implement a design that provides adequate cathodic protection of the DWWR utilities, as determined by the results of the Transmission Line Study. b. Applicant must enter into a Long-Term Maintenance Agreement with the DWWR.

This agreement shall be approved by the DWWR and will define any extraordinary maintenance that are required as a direct result of impacts by the Project to DWWR utilities.
c. Transmission Line design will meet a minimum 5-foot radial separation requirement from all DWWR utilities and infrastructure, unless otherwise determined by the Transmission Line Study.
d. Applicant will confirm separation and crossing requirements with Daly City Public Works, Bayshore Sanitary District, and any other relevant Authority Having Jurisdiction (AHJ).
e. Any alternate construction methods or substantial deviations to the initial design determined to be required as a result of the Transmission Line Study must be approved by the DWWR and any other relevant AHJ’s.

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26. All construction within the city right of way shall follow the City of Daly City Standard Details and Specifications.

27. An encroachment permit shall be required for all work proposed within the public right-ofway.

28. The stormwater retention system shall be designed to prevent any pollutants that can be generated from the failure of the battery system, from entering the groundwater, or the city storm drain system.

E. FIRE DEPARTMENT

29. The specific Fire and Building Code requirements for this project will be determined upon submittal and review of the completed and approved construction plans. Work shall not commence without approved plans. All inspections require a copy of the "APPROVED" plans and job card available at the job site.

30. The project applicant shall comply with all relevant CFC, CBC and NFPA regulations, as well as Daly City Municipal Code.

31. Fire Department access shall conform to NCFA requirements.

32. Fire flow is adequate for the fire protection requirements per CFC Appendix B.

33. Stationary Energy Storage System Permit required. Applicant shall submit plans to NCFA under separate fire permit.

34. Knox Key Switch Over Ride required. Applicant shall apply for approved hardware at NCFA Administration. Entrance gate shall comply with CFC Appendix D regarding firefighter access. Gate shall be provided with Knox Key Switch or Click-to-Enter automatic gate entry system. A method of manual entry shall be provided in the event of power loss if gate is automatic.

35. Portable fire extinguishers(s) are required. Mount fire extinguishers 3-5 feet above grade.

36. Illuminated address identification is required.

37. Utility disconnect location and identification is required.

38. An AMMR will be required for the fire access road grade in excess of 10%. Proposal includes driveway grade up to 15%. AMMR may be submitted for approval at permitting phase if so desired.

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39. Security cameras shall be required to be installed around the perimeter of the site. Access to the site will be controlled by gates on the property only, opened by a code. Emergency access will be provided by an on-site Knox Box as well as the gate code.

40. As part of the Fire Safety Plan, the applicant shall provide First Responder Training to both the Police Department and Fire Department.

STAFF RECOMMENDATION
Staff recommends that the City Council take the following actions:

1. Adopt the Findings as outlined herein;

2. Recommend that the City Council adopt the CEQA-Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program prepared for the project; and

3. Find that the Development Agreement is consistent with the General Plan; and

4. Recommend that the City Council approve the General Plan Amendment (GPA-11-22- 015959), Zone Change (ZC-11-22-015960), Use Permit (UPR-11-22-015962) and Design Review (DR-11-22-015961), subject to the Conditions of Approval identified herein.

Staff is available to provide any additional information desired by the City Council.

Respectfully submitted,
Sam Fielding Tatum Mothershead
Associate Planner Director of Economic and Community
Development
Attachments
Attachment A – Site Location
Attachment B – Project Description
Attachment C – Project Plans
Attachment D – Fiscal Review Analysis
Attachment E – Community Benefits
Attachment F – Development Agreement Draft
Attachment G – Initial Study - Mitigated Negative Declaration Attachment H – Mitigation Monitoring and Reporting Program Attachment I – CEQA Memo

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CORMORANT ENERGY STORAGE PROJECT
Project Narrative/Written Description of Request
Prepared for:

Cormorant Energy Storage, LLC
Prepared by:

OCTOBER 2024

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Table of Contents
SECTION PAGE NO.

ACRONYMS AND ABBREVIATIONS ............................................................................................................................. III 1 PROJECT DESCRIPTION ................................................................................................................................ 1

1.1 Introduction.............................................................................................................................................1

1.2 Project Location......................................................................................................................................1

1.3 Project Objectives...................................................................................................................................1

1.4 Environmental Setting............................................................................................................................2

1.5 Project Characteristics ...........................................................................................................................3

1.6 Construction............................................................................................................................................8

1.7 Operations and Maintenance Activities ............................................................................................. 11

1.8 Decommissioning................................................................................................................................ 13 2 REFERENCES CITED .................................................................................................................................... 15

APPENDIX
A Energy Storage Equipment Photos

FIGURES
1-1 Project Vicinity ................................................................................................................................................... 17 1-2 Project Site ........................................................................................................................................................ 19 2-1 Transmission Line Routes 1 and 1A ................................................................................................................ 21 2-3 Transmission Line Route 3............................................................................................................................... 23 2-4 Transmission Line POCO Option 1 ................................................................................................................... 25 2-5 Transmission Line POCO Option 2 ................................................................................................................... 27 2-6 Transmission Line POCO Option 3 ................................................................................................................... 29 TABLES
1-1 Site Grading and Preparation Equipment........................................................................................................ 10

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Acronyms and Abbreviations
Acronym Definition
AC alternating current
BESS battery energy storage system
BMP best management practice
CAISO California Independent System Operator
CMA capacity maintenance augmentation
DC direct current
FE federally endangered
FP fully protected
FT federally threatened
gen-tie line generation transmission line
kV kilovolt
MV medium-voltage
NFPA National Fire Protection Association
PG&E Pacific Gas & Electric Company
POCO Point of Change of Ownership
SCADA supervisory control and data acquisition
SE state endangered
TSP tubular steel pole
USFWS U.S. Fish and Wildlife Service

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1 Project Description

1.1 Introduction
This project narrative and written description of request has been prepared by Cormorant Energy Storage, LLC (Applicant), for the City of Daly City (City), which is the lead agency, for the proposed approximately 250-megawatt battery energy storage system (BESS). The project would be located on Assessor’s Parcel Number 005-050-020, which comprises approximately 11.5 acres of previously undeveloped land in the City of Daly City, California.

The proposed Cormorant Energy Storage Project (project) will be composed of lithium-ion batteries installed in racks, inverters, medium-voltage (MV) transformers, switchgear, a collector substation, and other associated equipment to interconnect into the Pacific Gas & Electric Company (PG&E) Martin Substation (point of interconnection). The batteries will be installed either in purpose-built enclosures. The enclosures will have battery storage racks, with relay and communications systems for automated monitoring and managing of the batteries to ensure design performance. A battery management system will be provided to control the charging/discharging of the batteries, along with temperature monitoring and control of the individual battery cell temperature with an integrated cooling system. Batteries operate with direct current (DC) electricity, which must be converted to alternating current (AC) for compatibility with the existing electric grid. Power inverters to convert between AC and DC, along with transformers to step up the voltage, will be included.

The proposed facility will provide a service to the regional electric grid by receiving energy (charging) from the PG&E electric transmission system, storing energy on site, and then later delivering energy (discharging) back to the point of interconnection. Following construction, the proposed use will not create emissions to air, will not require sanitary facilities, and will not require water.

1.2 Project Location
The subject property consists of approximately 11.5 acres in the City of Daly City, California (see Figure 1-1, Project Vicinity). The project site is located near the southeast corner of the intersection of Carter Street and Geneva Avenue (see Figure 1-2, Project Site). It is approximately 1.4 miles from the nearest highway interchange (U.S. Highway 101).

The project site is currently undeveloped (used for vehicle and building material storage) and surrounded by a mix of land uses. State-owned land with an arena and event center (Cow Palace) is located to the north and east; open space is located directly to the south with residential subdivisions located farther south across Martin Street; and residential subdivisions are located across Carter Street to the west. The PG&E Martin Substation, the project’s point of interconnection, is located approximately 0.5 miles east of the project site.

1.3 Project Objectives
The proposed project will provide the City of Daly City and the State of California with a reliable and economically attractive development to receive, store, and discharge electricity from the California Independent System Operator

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(CAISO) controlled electric grid, including renewable energy produced by existing solar and wind resources in the region. Construction of the project will accomplish the following:
• Establish a new energy storage facility to reliably capture and manage renewable energy in an economically feasible and commercially financeable manner.
• Provide economic benefit to the City, the region, and the state, through construction jobs, property and sales taxes, construction and maintenance services, and increased energy efficiency and reliability. • Use a proven and established energy storage technology that is efficient, has low maintenance requirements, and is recyclable.
• Assist California in meeting its greenhouse gas emissions reduction goals by 2020 and 2030 as required by the California Global Warming Solutions Act (Assembly Bill 32), as amended by Senate Bill 32 in 2016. • Assist California in achieving its switch away from fossil-fueled generation by allowing renewables to be stored and discharged back to the market when necessary.

1.4 Environmental Setting
Existing Zoning
The project site is designated as Light Commercial (C1) under the City’s zoning map (City of Daly City 2020). The Daly City 2030 General Plan (General Plan) Land Use chapter identifies the project site as Retail and Office (C-RO) (City of Daly City 2013a).

Biological Resources
Dudek reviewed California Department of Fish and Wildlife records (including the California Natural Diversity Database [CDFW 2020]) and federally designated critical habitat from the U.S. Fish and Wildlife Service (USFWS 2020a) within a 10-mile radius of the project site to determine the potential for special-status wildlife and plant species to occur in the vicinity of the project site. Dudek conducted a desktop-level review of the project site. A number of historical occurrences of federally and state-listed species have been recorded within the project vicinity (i.e., the San Francisco South quadrant): callipe silverspot butterfly (Speyeria callippe callippe; federally endangered [FE]), mission blue butterfly (Plebejus icarioides missionensis; FE), San Francisco gartersnake (Thamnophis sirtalis tetrataenia; FE, state endangered [SE], fully protected [FP]), California red-legged frog (Rana draytonii; federally threatened [FT], state species of special concern), California Ridgway’s rail (Rallus obsoletus obsoletus; FE, SE, FP), tidewater goby (Eucyclogobius newberryi; FE), San Bruno elfin butterfly (Callophrys mossii bayensis; FE), and bay checkerspot butterfly (Euphydryas editha bayensis; FT), as well as eight federally and/or state-listed plant species.

An occurrence of American peregrine falcon (Falco peregrinus anatum; FP) has also been recorded. Within 10 miles of the project site on the San Francisco peninsula, there are recorded historic occurrences of approximately 18 federally/state-listed wildlife species or other special-status wildlife species, and 11 federally/state-listed plant species or other special-status plant species. The project site is located just north of the San Bruno Mountain Habitat Conservation Plan limits (County of San Mateo Parks Department 2020).

No USFWS-designated critical habitat is designated within the project boundary. USFWS-designated critical habitat for Franciscan manzanita (Arctostaphylos franciscana; FE) is located approximately 0.25 miles north of the project site across Geneva Avenue near John McLaren Park. According to the USFWS Information for Planning and

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Consultation database (USFWS 2020b), a number of federally listed species are identified as having potential to occur in the vicinity of the project site: salt marsh harvest mouse (Reithrodontomys raviventris; FE), San Francisco gartersnake (FE), California red-legged frog (FT), bay checkerspot butterfly (FT), callippe silverspot butterfly (FE), mission blue butterfly (FE), Myrtle’s silverspot butterfly (Speyeria zerene myrtleae; FE), and San Bruno elfin butterfly (FE), as well as 6 plant species and 24 migratory bird species.

Cultural Resources
As discussed in the General Plan Resource Management Element, archaeological resources in the City consist primarily of the remains of the Ohlone Indian Tribe that inhabited the area. However, the project site is not located near either of the Tribe’s villages near Colma and San Bruno Creeks or the seasonal village at Mussel Rock.

There are no sites in the City listed on the National Register of Historic Places and no designated state or local historical resources, such as older structures or residential structures of significance, are located within the project site (City of Daly City 2013b). A records search conducted during preparation of the General Plan indicated that the adjacent Cow Palace is a listed resource in the California Register of Historical Resources and is eligible for the National Register of Historic Places. As detailed in the General Plan Environmental Impact Report, the Cow Palace property was constructed in 1941 as part of the federal government’s Works Progress Administration, which employed millions of Americans during the Great Depression. Today, it is best known as a music and performance venue (City of Daly City 2013b).

Geology and Soils
An Alquist-Priolo Earthquake Fault Zone traverses the southwestern-most limit of the City and includes fault traces associated with the San Andrea Fault (CDOC 2020). The General Plan Safety Element also notes that the San Andreas Fault can be observed at the Mussel Rock area of the City, where the greatest potential for surface rupture in the City exists (City of Daly City 2013a). The fault zone is approximately 4.4 miles southwest of the project site.

Noise
The project site is located on a site used for vehicle and material storage and is bounded by residential areas to the west, state-owned land used for events and entertainment to the north and east, and open space to the south, and residential areas farther south. Carter Road is located directly to the east of the site and Geneva Avenue is located north of the site. Consequently, noise sources affecting noise levels on the project site and in the vicinity include event noise, traffic noise, and trucking noise. The City’s noise standards are included in Chapter 9.22 of the Daly City Municipal Code (City of Daly City 2003).

1.5 Project Characteristics
The project will include the development of energy storage facilities and associated infrastructure. The proposed BESS will be housed in enclosures that will consist of modular battery units. Power released or captured by the proposed project will be transferred to and from the PG&E Martin Substation via a generation transmission (gentie) line (see Figures 2-1 ad -2-3, Transmission Line Routes). The project will consist of lithium-ion batteries, which will be installed in racks; inverters; MV transformers; switchgear; a collector substation; and other associated

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equipment. The project will include the following components, which are described in more detail following the bulleted list:
• Energy Storage Enclosures: Energy storage enclosures and appurtenances will be constructed that will provide energy storage capacity and dispatch for the electric grid. • Power Inverters and Transformers: Power inverters to convert between AC and DC will be included, along with transformers that will step up the voltage.
• Collector Substation: A collector substation would be installed that would include the open rack, air insulated switch gear, and the main power transformer to step up from 34.5 kilovolts (kV) to 115 kV. • Telecommunication Facilities: Telecommunication equipment, including underground and/or overhead fiber optics or supervisory control and data acquisition (SCADA), will be installed. • Site Access and Security: On-site access driveways, perimeter security fencing, and nighttime directional lighting will be provided for the project.
• Gen-Tie Line: A 115 kV gen-tie line will be constructed to transfer power between the PG&E Martin Substation and the proposed project. The gen-tie line route options being considered at this time are shown on Figures 2-1 and 2-3.

The facilities are intended to operate year-round and will be available to receive or deliver energy 24 hours a day and 365 days a year.

Pacific Gas & Electric Company Facility Upgrades
PG&E has identified a need for the project to contribute its fair-share payment toward utility grid system upgrades that are planned to be completed within PG&E’s service territory. In addition, PG&E has identified the following improvements to be completed by PG&E within the existing disturbed footprint of PG&E’s Martin Substation:
• Install line relay package, voltage transformers, dead-end, underground riser, line switch, and fiber terminations;
• Complete breaker and a half (BAAH) bay, install two circuit breakers; • Construction of a 115kV transmission line from the POCO to the termination point as follows:
o Installation of a Tubular Steel Pole (TSP) involves these steps: staking the pole location; flagging the work area; mark and locate existing underground infrastructure in the area; installing silt fencing (if required); preparing the crane pad (if required); excavating the hole; installing forms, rebar, and anchor bolts; pouring concrete; removing forms; placing gravel around and grooming the base area; installing the new pole; and spreading or removing the excess soil onsite and trucking other construction materials offsite for disposal. A TSP will have concrete pier foundations that are approximately 5 to 7 feet in diameter and from approximately 15 to 30 feet deep. o Drilling and excavation of a hole for a TSP will use a hole auger, backhoe, dump truck, and crew truck— all of which will access pole location via existing paved road. A hole auger consists of an auger mounted on a heavy truck chassis or piece of track equipment that will be used to drill holes.

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o A boom truck consisting of a small crane mounted on a flatbed truck will be used to haul foundation forms, anchor bolts, rebar, and pole structure to the TSP location. The boom truck also will be used to place foundation forms, anchor bolts, and rebar in place prior to pouring of concrete for the foundation—and to remove the forms following completion of the foundation. o A concrete truck consisting of a four-wheel drive mixer capable of delivering 8 yards of concrete will be used to deliver and pour concrete for the TSP foundation. A backhoe will be used to place gravel around the TSP foundation after formwork has been removed and to groom the area immediately surrounding all pole installations.
o A crane will be used to place TSPs on the foundations. Aerial lift trucks will be used to install conductors. Crew trucks will be used to transport the crew, their hand tools, and other minor materials to and from pole location.
o The Q1552 Cormorant Interconnection 115 kV Project will create the new Cormorant- Martin 115 kV line of approximately 0.25 mile of new aluminum overhead conductor and approximately 0.05 mile of underground insulated cable on PG&E property that will connect a new substation dead-end structure on the western side of PG&E’s existing Martin Substation to a new battery energy storage station that is to be installed and owned by the Applicant, west of the existing Martin substation. o The new PG&E owned and maintained underground segment of the new Cormorant - Martin 115 kV line will consist of approximately 0.05 mile of underground insulated cable from the west side of the existing PG&E Martin Substation and going to the fourth bay where it will be terminated to a riser pole.

The cable will either be installed in a cable bus ducted or in a trench. o The new PG&E owned and maintained overhead segment of the new Cormorant - Martin 115 kV line will be supported by up to approximately nine new TSP structures, including two underground-tooverhead riser poles with a maximum height approximately 100’ tall. All new 115 kV structures will be self-supporting and have drilled shaft concrete foundations. One of the new TSP structures will act as a Point of Change of Ownership (POCO) structure and have a manual switch, designed, and installed by PG&E. The POCO structure will be spotted west of the PG&E Martin Service Center. The POCO structure’s location has been coordinated with the customer, which will connect its conductor to the POCO pole.

Battery Energy Storage System Enclosures
The energy storage batteries will be housed in purpose-built enclosures (see Appendix A). The BESS will be designed and installed in conformance with the nationally recognized National Fire Protection Association (NFPA) 855 Standard for the Installation of Stationary Energy Storage Systems, along with all applicable state and City fire protection requirements. The BESS will be unstaffed, with remote operational control and periodic inspections and maintenance performed as necessary.

Batteries and Racks
The lithium-ion batteries will be housed in racks similar to common computer server racks (see Appendix A). The racks are typically made of aluminum, but sometimes may be composed of steel. The lithium-ion technology is

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considered one of the safest, most easily understood, and most efficient methods of energy storage on the market.

The proposed facility will use a lithium-ion technology that has a long lifespan and boasts superior safety and stability characteristics. The battery racks will be designed and installed in accordance with the local seismic design requirements.

Fire Protection System
The Applicant intends to use battery storage systems that are NFPA 855 Code compliant and UL certified and that include built-in failsafe and cooling systems designed to prevent thermal runaway and the spread of fire. A fire protection system will be installed to automatically shut down any affected battery storage components and prevent the spread of the fire to the other battery storage modules.

North County Fire Authority (the authority having jurisdiction) will have review and approval rights for the facility fire protection and suppression plans. The review/approval by the authority having jurisdiction will cover all applicable design, construction, and testing requirements of the NFPA 855 Code.

Generation Transmission Line
A 115 kV gen-tie line will be constructed that will transfer power to and from the proposed project and the PG&E POCO at Martin Substation. The gen-tie line route options being considered at this time are shown on Figures 2-1 and 2-3 and are described as follows.

Route alternative 1 would consist of a 1.2-mile-long underground line running from the proposed on-site collector substation to the Point of Change of Ownership (POCO) at the edge of the existing PG&E Martin substation. The line would exit the Project site to the west, onto Carter Street, and would follow Carter Street southerly to the intersection with Martin Street. It would then turn easterly and follow Martin Street to the intersection with Schwerin Street. It would then turn northerly and follow Schwerin Street to the POCO.

Route alternative 1A would consist of a 1.2-mile-long underground line running from the proposed onsite collector substation to the POCO at the edge of the existing PG&E Martin substation. The line would exit the Project site to the west, onto Carter Street, and would follow Carter Street southerly to the intersection with Martin Street. It would then turn easterly and follow Martin Street to the intersection with Oriente Street. It would then turn northerly and follow Oriente Street to the intersection with Otilla Street. It would then turn easterly and follow Otilla Street to the intersection with Schwerin Street. It would then turn southerly and follow Schwerin Street to the POCO.

Route alternative 3 would consist of a 0.7-mile-long underground line running from the proposed on-site collector substation to the POCO at the edge of the existing PG&E Martin substation. The line would exit the Project site to the northeast, onto the Cow Palace property, and would then traverse along the Cow Palace parking lot, around the north end of the existing Cow Palace building, running parallel to Geneva Avenue, and then turning southerly and running along the eastern edge of the Cow Palace buildin g. It would then turn easterly and follow Otilla Street to the intersection with Schwerin Street. It would then turn southerly and follow Schwerin Street to the POCO.

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At the transition from City streets to PG&E property, the Point of Change of Ownership (POCO) will occur. This POCO will include an above ground riser pole where the underground transmission line will come above ground and then transfer to another riser pole immediately on PG&E property. Three options are being considered for the POCO location, and these options are shown in Figures 2-4, 2-5 and 2-6 Upon entering the PG&E property, the proposed gen-tie line will continue either underground or overhead toward the substation to the final point of physical interconnection.

Outdoor Electrical Equipment
MV transformers and additional electrical equipment will be installed outside the BESS enclosures. The onsite collector substation will be located on the east side of the project site on approximately 1.3 acres. Components will include a main power transformer, control enclosure, and switchgear. Underground wires and cabling will run from the battery cable collection box (inside the enclosure) to a concrete pad housing the inverter and transformer.

From the MV transformer, cabling would be run to the collector substation. All outside electrical equipment will be housed in the appropriate National Electrical Manufacturers Association (NEMA) rated enclosures and screened from view,to the extent possible, on all sides. All outside electrical collector cabling will be run underground.

Inverters
The Applicant uses only industry-standard, nationally (and internationally) recognized equipment. These inverters are unattended, stand-alone units that operate in all conditions. They operate in both a charge mode and a discharge mode. They are UL listed for bi-directional use and are monitored and controlled remotely. There will be on-site disconnects in the case of an emergency or unscheduled maintenance. They are robust in their design and are designed to last more than 30 years with proper preventive maintenance, scheduled maintenance, and occasional major overhauls.

Telecommunication Facilities
The project will also require telecommunication facilities to meet the communication requirements for interconnecting and communicating with the PG&E/CAISO facilities and to support remote project operations monitoring. To provide for communication with PG&E facilities, a fiber-optic cable will be used to connect the project site switchyard with the PG&E point of interconnection. Utility interconnection regulations require the installation of a second, separate, redundant fiber-optic cable. The primary fiber-optic cable will be installed directly adjacent to and along with the generation transmission line. The redundant fiber-optic cable will be installed in a separate trench, parallel with and approximately 10’ distant from the generation transmission line, within the public right of way.

The project will use local exchange carrier services for telecommunication to support remote monitoring requirements. The project will connect to telecommunication fiber-optic lines owned and managed by local telecommunication providers.

The SCADA system is critical to the CAISO and PG&E utility interconnection and for the proper operation and maintenance of the project. The SCADA system uses proprietary software; a fiber-optic transmission system; a telephone, radio, and/or microwave communication network; and other means of communication such as radio links and phase loop communication systems. The SCADA system functions as a remote start, stop, reset, and tag out for the facility, thus minimizing the labor and site diagnostic information generated from the panels. The SCADA

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system will also control the substation, allowing for fully centralized operation of the project to meet all CAISO and utility interconnection requirements.

Site Access and Security
The project site can be accessed from various roadways. U.S. Highway 101 is the largest highway in the area and provides regional access to the project site from the north and south. Access to the project site will be provided via the existing Carter Street. No new roads will be required to provide access to the project site.

All fence installation requirements will be evaluated, and the best-fit scenario will be incorporated into the project site based on the City’s final determination. Fences will be installed around the perimeter of the project site for safety and security purposes. The fencing will remain for the life of the project.

Permanent motion-sensitive, directional security lights will be installed to provide adequate illumination around the substation area and points of ingress/egress. All lighting will be shielded and directed downward to minimize the potential for glare or spillover onto adjacent properties. Security cameras will be placed on site and monitored 7 days a week and 24 hours per day.

1.6 Construction
Schedule and Workforce
The physical construction/site activities of the proposed project will last up to 12 months. Construction activities for the proposed project generally fall into three main categories: (1) site preparation; (2) system installation; and (3) testing, commissioning, and cleanup.

The on-site construction workforce is expected to peak at between 75 and 100 individuals; however, the average daily workforce on site during construction is expected to be 60 individuals, comprising construction, supervisory, support, and construction management personnel. It is anticipated that the construction workforce will commute to the site each day from local communities and report to the designated construction staging yards prior to the beginning of each workday. Construction staff not drawn from the local labor pool will stay in local hotels in the City or other local communities. Deliveries of equipment and materials will generate an estimated five to seven round-trips per day during peak construction periods.

The proposed project will be constructed by several specialized construction contractors. Construction will primarily occur during daylight hours, Monday through Saturday between 7:00 a.m. and 6:00 p.m., as required to meet the construction schedule. Any construction work performed outside the normal work schedule will be coordinated with the appropriate agencies and will conform to City regulations.

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Site Access
The primary Project construction access shall be via the existing 60’ wide access easement connecting the Project to Carter Street. In addition, a secondary access along the northerly Project boundary with the Cow Palace property will provide alternate access during construction.

Site Grading and Earthwork
Construction activities will be expected to include excavation and grading of the project site. Site preparation and construction will occur in accordance with all federal, state, and City zoning codes and requirements. Noisegenerating construction activities will be limited to Monday through Saturday between 7:00 a.m. and 6:00 p.m. All stationary equipment and machines with the potential to generate a significant increase in noise or vibration levels will be located away from noise receptors to the extent feasible. The contractor will conduct construction activities in such a manner that the maximum noise levels at the affected buildings will not exceed established noise levels.

All applicable federal, state, and local requirements and best management practices (BMPs) will be incorporated into the construction activities for the project site. Beginning work on the project site will involve preparing the land for installation of the BESS-related infrastructure, access driveways, and temporary construction staging areas. The construction contractor will be required to incorporate BMPs consistent with the City zoning ordinance and with guidelines provided in the California Stormwater Quality Association’s Construction BMP Handbook (CASQA 2019), as well as a soil erosion and sedimentation control plan to reduce potential impacts related to construction of the proposed project. Prior to initial construction mobilization, pre-construction surveys will be performed and sediment and erosion controls will be installed in accordance with state and City guidelines. Stabilized construction entrances and exits will be installed at driveways to reduce tracking of sediment onto adjacent public roadways.

Site preparation will be consistent with City BMPs and the Bay Area Air Quality Management District rules for dust control (BAAQMD 2018). Site preparation will involve the removal and proper disposal of existing debris that would unduly interfere with project construction or the health and safety of on-site personnel. Dust-minimizing techniques will be employed, such as placement of wind control fencing, application of water, and application of dust suppressants. Conventional grading will be performed throughout the project site but minimized to the maximum extent possible to reduce unnecessary soil movement that may result in dust. Earthworks scrapers, excavators, dozers, water trucks, paddlewheels, haul vehicles, and graders may all be used to perform grading. Land-leveling equipment, such as a smooth steel drum roller, will be used to even the surface of the ground and to compact the upper layer of soil to a value recommended by a geotechnical engineer for structural support. Soil movement from grading will be balanced on the site.

Trenching will be required for placement of underground electrical and communication lines, and may include the use of trenchers, backhoes, excavators, haul vehicles, compaction equipment, and water trucks. After preparation of the site, the pads for enclosures, equipment enclosures, and equipment vaults will be prepared per geotechnical engineer recommendations. The switchyard area will have a grounding grid installed and will be covered with aggregate surfacing for safe operation.

During this work, multiple crews will be working on the site with various equipment and vehicles, including vehicles for transporting the batteries and other equipment. As the BESS enclosures are constructed, the electrical collection and communication systems will be installed. The wiring will connect to the appropriate electrical and

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communication terminations and the circuits will be checked and commissioned prior to operation. It is estimated that site grading and preparation will require the equipment listed in Table 1-1.

Table 1-1. Site Grading and Preparation Equipment
Equipment Type Preliminary Quantity
Bulldozer (e.g., CAT D7) 1
Grader (e.g., CAT D7) 1
Scraper (15–30 cubic yard) 2
Water truck (3,000–5,000 gallon) 1
Self-propelled compactor 1
Dump truck 1
Tractor/loader/backhoe (e.g., Case 590) 1
Bobcat 1
Construction Water Use
During construction of the proposed project, water will be required for common construction-related purposes, including but not limited to dust suppression, soil compaction, and grading. Dust-control water may be used during ingress and egress of on-site construction vehicle equipment traffic and during the construction of the energy storage equipment. A sanitary water supply will not be required during construction, because restroom facilities will be provided by portable units to be serviced by licensed providers.

During the 12-month construction period, the water used is anticipated to be supplied by purchasing water from the local water purveyor.

Solid and Nonhazardous Waste
The project site will produce a small amount of solid waste from construction activities. This may include paper, wood, glass, plastics from packing material, waste lumber, insulation, scrap metal and concrete, empty nonhazardous containers, and vegetation waste. These wastes will be segregated, where practical, for recycling.

Non-recyclable wastes will be placed in covered dumpsters and removed on a regular basis by a certified wastehandling contractor for disposal at a Class III (nonhazardous waste) landfill.

Hazardous Materials
The hazardous materials used for construction will be typical of most construction projects of this type. Materials will include small quantities of gasoline, diesel fuel, oils, lubricants, solvents, detergents, degreasers, paints, ethylene glycol, dust palliatives, herbicides, and welding materials/supplies. A hazardous materials business plan will be provided to the City. The hazardous materials business plan will include a complete list of all materials used on site and information regarding how the materials will be transported and in what form they will be used. This information will be recorded to maintain safety and prevent possible environmental contamination or worker exposure. During project construction, material safety data sheets for all applicable materials present at the site will be made readily available to on-site personnel.

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Hazardous Waste
Small quantities of hazardous wastes will most likely be generated over the course of construction. These wastes may include waste paint, spent construction solvents, waste cleaners, waste oil, oily rags, waste batteries, and spent welding materials. Workers will be trained to properly identify and handle all hazardous materials. Hazardous waste will be either recycled or disposed of at a permitted and licensed treatment and/or disposal facility. All hazardous waste shipped off site for recycling or disposal will be transported by a licensed and permitted hazardous waste hauler.

Generation Transmission Line
Construction of the 115 kV gen-tie line will take approximately 3 months to complete. Depending upon the final route chosen, the gen-tie line will be placed primarily within the City right-of-way in developed areas, or along state lands near the Cow Palace. The workspace will be generally limited to within the existing road right-of-way and/or franchise position, and lands along the edges of the Cow Palace property.

At the transition from City streets to PG&E property, the Point of Change of Ownership (POCO) will occur. This POCO will include an above ground riser pole where the underground transmission line will come above ground and then transfer to another riser pole immediately on PG&E property. Upon entering the PG&E property, the proposed gentie line may go underground or overhead toward the substation to the final point of physical interconnection. The placement of this line may require excavation and trenching through the PG&E property for line placement or pole foundations. This property is known to contain contaminated soils which may be classified as hazardous material.

PG&E has significant experience working on contaminated sites and placing facilities in and on these sites. PG&E will implement their standard practices and procedures to manage the placement of this gen-tie line and the proper disposal of any contaminated excavated materials, if encountered.

Phasing
The proposed project will be constructed in two phases. The first phase will include proposed offsite improvements, including entirety of the proposed generation transmission line and telecommunications lines. Regarding onsite improvements, the initial phase will include all perimeter fencing, site grading, access road construction, and stormwater facilities. This first phase will also include placement of approximately 75% of the proposed BESS modules and related medium voltage collection lines, medium voltage transformers, and inverters; and one of the two proposed high voltage transformers.

The second phase of construction is anticipated to be completed approximately one to six years after the initial phase of construction is completed, and would include installation of the remaining 25% of the proposed BESS modules and related medium voltage collection lines, medium voltage transformers, and inverters; and the second one of the two proposed high voltage transformers.

1.7 Operations and Maintenance Activities
Typical operations and maintenance activities that will occur on the project site during operation include, but are not limited to, liaison and remote monitoring administration and reporting; semi-annual and annual services; remote operations of batteries, inverters, substation, and site security and management; additional communication

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protocols; and repair and maintenance of the BESS, electrical transmission lines, and other project facilities. The electrical equipment; heating, ventilation, and air conditioning; fire protection systems; and security will be automated and monitored remotely. Periodic in-person inspections will be included as needed, as part of a security contract. The site will be unoccupied but will be visited periodically through the year for equipment inspections, monitoring and testing, and maintenance as needed. Periodically, batteries and various components will be replaced or renewed to ensure optimal performance.

Augmentation
Intermittently throughout the lifetime of the project, there may be a requirement to provide additional energy storage augmentation, which will result in several trips to the site to deliver and install additional battery augmentation units over a period of several weeks. All grading and foundations necessary to accommodate these augmentation units will be completed with the initial construction of the project, and so the installation of the augmentation units will require no additional site preparation or disturbance.

Stormwater
Stormwater will be treated in accordance with City requirements. Outdoor equipment will be sealed or enclosed and will not affect stormwater quality.

Solid and Nonhazardous Waste
The project will produce a small amount of waste associated with maintenance activities, which could include broken and rusted metal, defective or malfunctioning electrical materials, empty containers, and other miscellaneous solid waste, including the typical refuse generated by workers. Most of these materials will be collected and delivered back to the manufacturer or to recyclers. Non-recyclable waste will be placed in covered dumpsters and removed on a regular basis by a certified waste-handling contractor for disposal at a Class III landfill.

Hazardous Materials
Limited amounts of hazardous materials will be stored or used on the site during operations, including diesel fuel, gasoline, and motor oil for vehicles; mineral oil to be sealed within the transformers; and lead-acid-based batteries for emergency backup. Appropriate spill containment and cleanup kits will be maintained during operation of the project.

A spill prevention control and countermeasures plan will be developed for site operations.

Hazardous Waste
Fuels and lubricants used in operations will be subject to the spill prevention control and countermeasures plan to be prepared for the proposed project. Solid waste, if generated during operations, will be subject to the material disposal and solid waste management plan to be prepared for the proposed project.

Security and Lighting
The proposed project will be fenced to help prevent access by the public. Gates will be installed at the roads entering the project site along Carter Street. Limiting access to the project site will be necessary both to ensure the safety of the public and to protect the equipment from potential theft and vandalism.

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The project’s lighting system will provide operations and maintenance personnel with illumination for both normal and emergency conditions. Lighting will be designed to provide the minimum illumination needed to achieve safety and security objectives. Additionally, lighting will be directed downward and shielded to focus illumination on the desired areas only and to minimize light trespass.

1.8 Decommissioning
At the end of the proposed project’s operational term, the Applicant may determine that the project site should be decommissioned and deconstructed, or it may seek an extension of its use permit. The proposed project will include measures to ensure the collection and recycling of batteries and to avoid the potential for batteries to be disposed of as municipal waste.

All decommissioning and restoration activities will adhere to the requirements of the appropriate governing authorities and be in accordance with all applicable federal, state, and City regulations. Following the expiration of the project’s useful life, the facility will be decommissioned, which will include project enclosures being removed from the ground on the project site. Aboveground equipment that will be removed includes battery containers/enclosures, inverters, transformers, substation steel bus work and enclosures, electrical wiring, etc. Equipment will be de-energized prior to removal, salvaged (where possible), placed in appropriate shipping containers, and secured in a truck transport trailer for shipment off site to be recycled or disposed of at an appropriately licensed disposal facility. Site infrastructure will be removed, including the fences and the concrete pads that may support the battery containers/enclosures, inverters, transformers, and related equipment. The demolition debris and removed equipment may be cut or dismantled into pieces that can be safely lifted or carried with the decommissioning equipment being used. The area will be thoroughly cleaned and all debris will be removed. A collection and recycling program will be implemented to promote recycling of project components and minimize disposal in landfills.

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2 References Cited
BAAQMD (Bay Area Air Quality Management District). 2018. Regulation 6: Particulate Matter – Common Definitions and Test Methods. Adopted August 1, 2018. https://www.baaqmd.gov/rules-andcompliance/rules/regulation-6-particulate-matter---common-definitions-and-test-methods.

CASQA (California Stormwater Quality Association). 2019. Construction BMP Handbook. December 2019. https://www.casqa.org/resources/bmp-handbooks.

CDFW (California Department of Fish and Wildlife). 2020. California Natural Diversity Database quadrant search:

San Francisco South. Accessed November 2020. https://wildlife.ca.gov/Data/CNDDB/Maps-and-Data.

CDOC (California Department of Conservation). 2020. EQ Zapp: California Earthquake Hazards Zone Application online map. https://maps.conservation.ca.gov/cgs/EQZApp/app.

City of Daly City. 2003. Daly City Municipal Code Title 17 Zoning, Zoning Regulations (Consolidated).

January 2003.

City of Daly City. 2013a. Daly City 2030 General Plan. Adopted March 25, 2013. Accessed November 2020. http://www.dalycity.org/City_Hall/Departments/ECD/planning/General_Plan.htm.

City of Daly City. 2013b. City of Daly City General Plan Update Final Environmental Impact Report. February.

Accessed November 2020.
http://www.dalycity.org/City_Hall/Departments/ECD/planning/Planning_Division_Library/General_Plan_ Environmental_Impact_Report.htm.

City of Daly City. 2020. Zoning Map. Updated September 25, 2020.

County of San Mateo Parks Department. 2020. San Bruno Mountain Habitat Conservation Plan webpage.

Accessed November 2020. https://parks.smcgov.org/san-bruno-mountain-habitat-conservation-plan.

USFWS (U.S. Fish and Wildlife Service). 2020a. USFWS Threatened & Endangered Species Active Critical Habitat Report. Environmental Conservation Online System (ECOS). Accessed November 2020. https://ecos.fws.gov/ecp/report/critical-habitat.

USFWS. 2020b. IPaC: Information for Planning and Consultation. Online project planning tool. Accessed November 2020. https://ecos.fws.gov/ipac/.

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Cormorant Energy Storage Project
SOURCE: USGS Topo Series San Francisco South
0 2,000 1,000 Feet
Project Site
FIGURE 1-1
Contra
Costa
County
Alameda
County
Santa Clara
County
Santa Cruz
County
101
85 13
82 24
109 262
87 130
17 185
237
1 35
236
9 84
92 1
880
380
680
80 280
980
280
680
238
580
Pacific Ocean
SAN
MATEO
COUNTY
Project Site

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Date: 11/12/2020 - Last saved by: ckubacki - Path: Z:\Projects\j1265500\j1265502_Cormorant\MAPDOC\DOCUMENT\Project Description_DalyCity\Figure1-2_ProjectSite.mxd Project Site
Cormorant Energy Storage Project
SOURCE: Bing Maps 2020; Open Street Map 2019
0 250 125 Feet
Parcel (APN 005-050-020)
City Limit
FIGURE 1-2

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CORMORANT UNDERGROUND

GENEVA AVE
SHEET: 1 OF 6
EXHIBIT: PRELIMINARY UG ROUTE ALTERNATIVES 1 & 1A
LEGEND

CORMORANT BESS

POCO LOCATION / RISER POLE

BESS UGT TERMINATION
ROUTE ALTERNATIVE #1
ROUTE ALTERNATIVE #1A
115KV OH TO MARTIN SUBSTATION

MARTIN ST ACCACIA ST ACCACIA ST ORIENTE ST ORIENTE ST SCHWERIN ST SCHWERIN ST

GENEVA AVE CARTER ST

CARTER ST

CORMORANT
BESS

APPROXIMATE UGT

TERMINATION LOCATION

AT BESS SITE

POCO / RISER POLE

PLAN VIEW
HORIZONTAL SCALE: 1 150'

PRELIMINARY

PRELIMINARY ROUTE ALTERNATIVES

LENGTH VAULTS RISER POLE
ALTERNATIVE #1 5920' 4 1
ALTERNATIVE #1A 6140' 4 1

MARTIN ST
VERSION DATE : 04/26/2024
CREATED BY: LANDON GASTELUM

OTTILIA ST
FEET
0 150 300 600 COW PALACE
COW

PALACE RIO VERDE ST RIO VERDE ST
SEE SHEETS 4, 5, & 6

EXHIBIT C,

PRELIMINARY POCO

LOCATIONS

SAN FRANCISCO

SANTA CRUZ

SANTA ROSA

SAN JOSE

FREMONT
115KV GEN-TIE
Figure 2-1

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CORMORANT UNDERGROUND

GENEVA AVE
115KV GEN-TIE
EXHIBIT: PRELIMINARY UG ROUTE ALTERNATIVE 3
LEGEND

CORMORANT BESS

POCO LOCATION / RISER POLE

BESS UGT TERMINATION

COW PALACE PROPERTY LINE
ROUTE ALTERNATIVE #3
115KV OH TO MARTIN SUBSTATION

MARTIN ST ACCACIA ST ACCACIA ST ORIENTE ST ORIENTE ST SCHWERIN ST RIO VERDE ST SCHWERIN ST

GENEVA AVE CARTER ST

CARTER ST

CORMORANT
BESS

APPROXIMATE UGT

TERMINATION LOCATION

AT BESS SITE

PLAN VIEW
HORIZONTAL SCALE: 1 150'
PRELIMINARY ROUTE ALTERNATIVE #3

LENGTH FROM BESS SUB

TO CITY ROW
2610'
LENGTH WITHIN CITY ROW 1040'
VAULTS 3
RISER POLES 1

PRELIMINARY

MARTIN ST

OTTILIA ST COW PALACE
COW
PALACE

COW PALACE

PROPERTY LINE RIO VERDE ST

POCO / RISER POLE
SHEET: 3 OF 6
VERSION DATE : 04/26/2024
CREATED BY: LANDON GASTELUM
FEET
0 150 300 600

SAN FRANCISCO

SANTA CRUZ

SANTA ROSA

SAN JOSE

FREMONT
SEE SHEETS 4, 5, & 6

EXHIBIT C,

PRELIMINARY POCO

LOCATIONS
Figure 2-3

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CORMORANT UNDERGROUND
115KV GEN-TIE
EXHIBIT C: PRELIMINARY POCO LOCATION OPTION #1
LEGEND

POCO LOCATION / RISER POLE
ROUTE ALTERNATIVE #1
ROUTE ALTERNATIVE #1A
115KV OH TO MARTIN SUBSTATION
POCO / RISER POLE OPTION #1

PLAN VIEW
HORIZONTAL SCALE: 1 15' SCHWERIN ST

PRELIMINARY

OTTILIA ST SCHWERIN ST
SHEET: 4 OF 6
VERSION DATE : 04/26/2024
CREATED BY: LANDON GASTELUM
FEET
0 15 30 60

SAN FRANCISCO

SANTA CRUZ

SANTA ROSA

SAN JOSE

FREMONT

POCO/RISER POLE
OPTION #1
Figure 2-4

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CORMORANT UNDERGROUND
115KV GEN-TIE
EXHIBIT C: PRELIMINARY POCO LOCATION OPTION #2
LEGEND

POCO LOCATION / RISER POLE
ROUTE ALTERNATIVE #1
ROUTE ALTERNATIVE #1A
115KV OH TO MARTIN SUBSTATION
POCO / RISER POLE OPTION #2

PLAN VIEW
HORIZONTAL SCALE: 1 15' SCHWERIN ST

PRELIMINARY

OTTILIA ST SCHWERIN ST
SHEET: 5 OF 6
VERSION DATE : 04/26/2024
CREATED BY: LANDON GASTELUM
FEET
0 15 30 60

SAN FRANCISCO

SANTA CRUZ

SANTA ROSA

SAN JOSE

FREMONT

POCO/RISER POLE
OPTION #2
Figure 2-5

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CORMORANT UNDERGROUND
115KV GEN-TIE
EXHIBIT C: PRELIMINARY POCO LOCATION OPTION #3
LEGEND

POCO LOCATION / RISER POLE
ROUTE ALTERNATIVE #1
ROUTE ALTERNATIVE #1A
115KV OH TO MARTIN SUBSTATION
POCO / RISER POLE OPTION #3

PLAN VIEW
HORIZONTAL SCALE: 1 15' SCHWERIN ST

PRELIMINARY

OTTILIA ST SCHWERIN ST
SHEET: 6 OF 6
VERSION DATE : 04/26/2024
CREATED BY: LANDON GASTELUM
FEET
0 15 30 60

SAN FRANCISCO

SANTA CRUZ

SANTA ROSA

SAN JOSE

FREMONT

POCO/RISER POLE
OPTION #3
Figure 2-6

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Appendix A
Energy Storage Equipment Photos

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APPENDIX A

ENERGY STORAGE EQUIPMENT PHOTOS
A-1
Photo A-1: Typical modular battery energy storage unit
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APPENDIX A

ENERGY STORAGE EQUIPMENT PHOTOS
A-2

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no. date by ckd description

CORMORANT ENERGY STORAGE PROJECT

PROJECT DESCRIPTION
02A - SK101
DWG. NO.

SITE PLAN
TITLE

CORMORANT

ENERGY STORAGE, LLC COVER SHEET

A - ISSUED FOR CONDITIONAL USE
PERMIT
02/20/24 EDV
03B - EXS102
ELEVATION LAYOUT SHEET 1
05A - LSC101 LANDSCAPE PLAN

GRADING AND DRAINAGE PLAN

PRELIMINARY - NOT

FOR CONSTRUCTION
9400 WARD PARKWAY
KANSAS CITY, MO 64114
816-333-9400
BURNS & MCDONNELL ENGINEERING COMPANY, INC.

PROJECT DIRECTORY
CONTACT: MR. JOHN MEINECKE

AREVON ENERGY
8800 N GAINEY CENTER DR, SUITE 100
SCOTTSDALE, AZ 85258

DIRECTOR OF DEVELOPMENT
PROJECT ADDRESS: 2150 GENEVA AVE
DALY CITY, CA 94014
APN: 005-050-020
ENGINEER: BURNS & McDONNELL ENGINEERING CO, INC
9400 WARD PARKWAY
KANSAS CITY, MO 64114
816 -333 -9400
LANDSCAPE ARCHITECT: BURNS & McDONNELL ENGINEERING CO, INC 9400 WARD PARKWAY
KANSAS CITY, MO 64114
816 -333 -9400
ENVIRONMENTAL CONSULTANT: DUDEK
605 THIRD STREET
ENCINITAS, CA 92024
GENERAL 250 MW

BATTERY ENERGY STORAGE SYSTEM (BESS) FACILITY
PRELIMINARY BUILDING AREA: 424,247.4 SQ. FT
ZONING: LIGHT COMMERCIAL (C1)

VICINITY MAP
SCALE = NTS NORTH
ELEVATION LAYOUT SHEET 2
04A - SKC001
PERMITTING CONTACT: MR. SAM WALCH

AREVON ENERGY
8800 N GAINEY CENTER DR, SUITE 100
SCOTTSDALE, AZ 85258

DEVELOPMENT ASSOCIATE
08 - FS PLAN
10 - C3 & C6 C.3 & C.6 DEVELOPMENT REVIEW
03A - EXS101
SITE

VICINITY MAP

NOT TO SCALE

FIRE SAFETY PLAN
03D - EXS104
ELEVATION LAYOUT SHEET 3
ELEVATION LAYOUT SHEET 4
03C - EXS103
07 - SK001 ON-SITE UTILITY PLAN
04B - SKC002 EROSION AND SEDIMENT CONTROL DETAILS
06A - LGT001 LIGHTING PLAN
09 - SW PLAN STORMWATER TREATMENT PLAN
06C - LGT CUT SHT LIGHTING CUT SHEETS
05B - LSC102 SIGNAGE DETAILS
04C - SKC003 MISCELLANEOUS CIVIL DETAILS
-
11A - PHOTOSIM1 PHOTOSIMULATION 1
11B - PHOTOSIM2 PHOTOSIMULATION 2
11C - PHOTOSIM3 PHOTOSIMULATION 3
11D - PHOTOSIM4 PHOTOSIMULATION 4
06B - LGT002 LIGHTING AND SURVEILLANCE PLAN

DEVELOPMENT PLAN SET

B - ISSUED FOR CONDITIONAL USE
PERMIT
05/10/24 EDV
04D - SKC004 DRAINAGE MANAGEMENT AREA PLAN
04E - SKC005 EROSION AND SEDIMENT CONTROL PLAN

C - ISSUED FOR CONDITIONAL USE
PERMIT
06/07/24 EDV

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Dense Trees WM EE 50634 241.40 SSMH 50701 230.56 SSMH X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X W W W W W W FO FO FO FO

FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO FO
FO
FO
FO
FO
FO
FO
FO
FO
FO
FO
FO

W W W W W W W W W W W

WWWWWWWW W W W W W W W W W W W

WWWWWWW
140
150
134
136
138
142
144
146
148
152
154
156
158
140
150
134
136
138
142
144
146
148
140
150
136
134
144
142
138
148
146
156
154
152
160
170
154
152 158 156 162 166
164
168
180
190200 S69°23'25"E 260.00'

60.00'
N20°36'35"E 765.00'
N20°36'35"E
601.00' FOUND 3" DISK W/ PUNCH LS 5816 FOUND 3" DISK W/ PUNCHELECTRIC LINE PER PLANS NOT MARKED OUT ELECTRIC LINE PER PLANS NOT MARKED OUT ELECTRIC LINE PER PLANS NOT MARKED OUT POB PTR TRACT 1 (140) (150) (134) (136) (138) (142) (144) (146) (148) (152) (154) (156) (130) (140)
(150)
(132) (134)
(136)
(138) (142)
(144)
(146)
(148) (154)
(152)
(158)
(158) (156 SITE CIVIL LEGEND R/W R/W RIGHT-OF-WAY LINE (GIS) PROPERTY LINE ADJOINER PARCEL LINE RIGHT-OF-WAY LINE CENTER LINE EASEMENT LINE X X X SECURITY FENCE [P] ( FEET ) SCALE 1 INCH = 40 FT. 40 0 20 40 80 CURB AND GUTTER [P] SECURITY FENCE [P] AC PAVEMENT [P] CONCRETE PAVEMENT [P] CONCRETE SIDEWALK [P] YARD ROCK [P] CORMORANT BESS DALY CITY, CA 2/13/2025 C-100 CIVIL SITE CONCEPT OPTION F1 SLIDE GATE [P] STORMWATER MANAGEMENT FUTURE EXPANSION UNIT (TYP) MAINTENANCE AREA SUBSTATION AREA 15' LANDSCAPE BUFFER 20' LANDSCAPE BUFFER

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Daly City City CouncilFebruary 24, 2025

Daly City City Council
February 24, 2025