Daly City City Council
September 8, 2025

AVAILABILITY OF PUBLIC RECORDS:

All public record to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at the City Clerk’s Office, City Hall located at 333 90 th Street, Daly City, CA during normal business
hours, at the same time that the public records are distributed or made available to the legislative body.

CITY OF DALY CITY

Regular Meeting - CITY COUNCIL

AGENDA

Monday, September 8, 2025 - 7:00 PM

City Hall Council Chambers – 2nd Floor
City Hall 333 – 90th Street
Daly City, CA 94015

To watch the live telecast:
https://www.youtube.com/@DalyCityGov/streams, https://www.dalycity.org/agendas, or Comcast Ch. 27

PUBLIC PARTICIPATION
There are three ways to submit public comments: (1) submit written comments by meeting day, (2) submit written comments during the meeting, and (3) attend the meeting in person.

1. To submit written comments by meeting day, please email [email protected] and include “Public Comment” in the subject line. All written comments received by 4:00 pm on meeting day will be provided to the City Council prior to the meeting.

Please note: Any emailed comments received after 4:00 p.m. on the meeting date are not guaranteed to be received by the City Council prior to the meeting. Comments are not read aloud into the record.

2. During the meeting, you may visit www.dalycity.org/agendas to submit comments using the
Public Comment form to address the City Council on a specific item, or during the public comment period, and such comments are delivered to the City Council and City Staff during the meeting, and may be read into the record at the time they are received.

3. To speak at the meeting in person, please complete a Speaker Card located at the entrance to the Council Chamber and submit it to a Staff Member as early in the meeting as possible.

Persons with disabilities who require auxiliary aids or services in attending or participating in this meeting should call the office of the City Clerk at (650) 991-8078 as soon as possible.

CALL TO ORDER
The City of Daly City acknowledges that we are on the ancestral lands of the Ramaytush (rah- my-toosh) Ohlone (O-lon-ee) peoples. We recognize their enduring connection to this region and honor their history, culture, and contributions. As the Indigenous protectors of this land, we affirm their sovereign rights as the original inhabitants of this land and pay respects to the Ancestors, Elders, and Relatives of the Ramaytush Ohlone peoples.

PLEDGE TO THE FLAG:

Agenda – City Council
Monday, September 8, 2025

ROLL CALL:

PRESENTATIONS:

1. Proclamation: Suicide Prevention Month - Violet Schueller, San Mateo County Behavioral Health Commission Youth Action Board Member

2. Proclamation: National Preparedness Month, North County Fire Authority

3. Proclamation: Prostate Cancer Awareness Month

APPROVAL OF MINUTES:

4. Regular Meeting of July 28, 2025

APPROVAL OF AGENDA:

5. Regular Meeting of September 8, 2025

ORAL COMMENT:

NOTE: Speakers are limited to two minutes, unless modified by the Mayor.

The Council cannot take action on any matter raised under this item.

CONSENT AGENDA
All items listed on the Consent Agenda are considered to be routine and may be approved by one roll call vote of the City Council. There shall be no separate discussion of the matters on the Consent Agenda unless requested by a member of the City Council. If discussion is required, that item will be removed from the Consent Agenda and will be considered separately at the end of the Agenda.

Communications:

6. Accept 2025 QTR 2 Investment Report

Resolutions:

7. Amend Traffic Regulation to Install Stop Signs on Eastmoor Avenue at Alta Loma Avenue and Zita Manor (TSR 25/26)

8. Approve Consolidated Annual Performance Evaluation Report (CAPER) for the Fiscal Year (FY) 2024-25 One-Year Action Plan

9. Authorize the City Manager to Execute a License Agreement with the Pilipino Bayanihan Resource Center (PBRC) for the Use of Certain Portions of the Doelger Arts Center (200 Northgate Avenue)

Agenda – City Council
Monday, September 8, 2025

10. Authorize the City Manager to Accept and Appropriate Additional Expanded Learning Opportunities Program (ELOP) grant funds with the Jefferson Elementary School District

11. Approve Partnership with the Daly City Police Athletic League for their Fundraiser Dinner at the Pacelli Event Center

12. Assign Cybersecurity Analyst I/II Classification to Ranges U070/U087 of the Miscellaneous/Unrepresented Salary Schedule

13. Authorize the City Manager to Execute a Professional Service Agreement with GAI Consultants, Inc. for the AC Transmission Line Peer Review for the Cormorant Underground 115kV Gen-Tie Project

14. Approve Amendment to the Amended and Restated Water Supply Agreement (WSA) and Adopt Updated Tier 2 Drought Response Implementation Plan

Check Registers:

15. Check Registers for the Month of July 2025

END OF CONSENT AGENDA

PUBLIC HEARINGS:

16. Zone Change ZC 04-24-16507 - Rezoning Parcels to CC Commercial Cannabis Combining District (Continued Public Hearing)

STAFF: Michael Van Lonkhuysen

RECOMMENDATION: Open/Close Hearing
Motion for City Attorney to Read by Title Only
Councilmember Introduce Ordinance

APPOINTMENTS: Board/Commission Membership Committee Appointments

REPORTS:

17. Council Committee

18. City Council

19. Staff

ADJOURNMENT:

Proclamation
Suicide Prevention Month
September 2025

WHEREAS, the City of Daly City will join the country and state in honoring Suicide Prevention Month (September), National Suicide Prevention Week (September 7-13) and World Suicide Prevention Day (September 10) to spread the message that suicide can be prevented; and

WHEREAS, in 2024, 69 people died by suicide in San Mateo County and 13,239 calls were received by the San Mateo County Crisis Line (650-579-0350), including 5,613 routed from 988 (42%) and 1,028 texts and 499 chats from 988;

WHEREAS, the City of Daly City residents are urged to play a role in supporting each other and preventing suicide by knowing the signs of suicide, finding the words of support and reaching out to local resources, including calling or texting the 988 Crisis Lifeline, mobile crisis teams by calling 650-579-0350, Alternatives to Suicide Peer Support Group (by Heart and Soul, Inc), Suicide Loss Support Group (by Mission Hospice & Homecare) and Be Sensitive Be Brave and Mental Health First Aid Trainings (by Kingdom Love); and

WHEREAS, the San Mateo County Behavioral Health and Recovery Services Office of Diversity and Equity, Suicide Prevention Committee and partners are collectively organizing activities that our community can participate throughout September Suicide Prevention Month, including free in-person and virtual events, advocacy days and communication campaign.

The 2025 theme is “Support, Your Way.” Find updates at SMCHealth.org/SPM.

WHEREAS, beyond September, you can join the San Mateo County Suicide Prevention Committee which provides oversight and direction to suicide prevention efforts in the County and advances this mission by focusing on strategies and activities in the Suicide Prevention Roadmap 2021-2026. The Roadmap recommends activities that span across the continuum of care, including stable housing, education and trainings and risk-appropriate treatment.

NOW, THEREFORE, I, Dr. Roderick Daus-Magbual, Mayor, and members of the City Council of Daly City do hereby designate September 2025 as Suicide Prevention Month and calls upon everyone in San Mateo County community to find their role in suicide prevention.

Signed and sealed by the Mayor and City
Council of the City of Daly City this 8 th day of
September 2025.

Dr. Roderick Daus-Magbual, Mayor

Glenn R. Sylvester, Vice Mayor

Juslyn C. Manalo, Councilmember

Pamela DiGiovanni, Councilmember

Teresa G. Proaño, Councilmember

Proclamation
National Preparedness Month

WHEREAS, during September, the U.S. Department of Homeland Security and the National Preparedness Month Coalition urge all Americans to take some simple steps to make their families better prepared for emergencies; and

WHEREAS, personal responsibility is essential, and individuals and families are encouraged to take an active role in their own preparedness by creating emergency plans and assembling emergency supply kits; and

WHEREAS, community-wide preparedness efforts are vital, and the importance of collaborating with first responders and participating in local initiatives is emphasized; and

WHEREAS, addressing prevalent threats such as climate change, extreme weather, wildfires, and other potential hazards is critical to protecting communities across the nation; and

WHEREAS, leveraging technology and promoting the use of resources like SMC Alert, emergency alert systems, and websites like www.northcountyfire.gov, www.ready.gov; and

WHEREAS, it is highly recommended that our citizens become involved by participating in Earthquake Preparedness classes and the Community Emergency Response Team (CERT) Program; and

WHEREAS, this important safety information should be studied and observed throughout the year in order to reduce injuries, loss of life, and property damage in the event of a disaster.

NOW, THEREFORE, I, Dr. Roderick Daus-Magbual, Mayor, and members of the City Council of Daly City do hereby proclaim September 2025 as “NATIONAL PREPAREDNESS MONTH” and encourage all Daly City residents to increase their knowledge and awareness of proper safety measures to follow before, during, and after a disaster.

Signed and sealed by the Mayor and City
Council of the City of Daly City this 8th day of
September 2025.

Dr. Roderick Daus-Magbual, Mayor

Glenn R. Sylvester, Vice Mayor

Juslyn C. Manalo, Councilmember

Pamela DiGiovanni, Councilmember

Teresa G. Proaño, Councilmember

Proclamation
Prostate Cancer Awareness Month
WHEREAS, prostate cancer is the most frequently diagnosed cancer in men and the second leading cause of cancer deaths in men; and
WHEREAS, 1 in 8 men have a lifetime probability of developing prostate cancer, and 1 in 8 women also have a lifetime probability of developing breast cancer; and
WHEREAS, this year approximately 313,780 men will be diagnosed with prostate cancer in the United States and roughly 35,770 will die this year from the disease—which is one man every 15 minutes; and
WHEREAS, African American men are at the highest risk for prostate cancer, with a rate of 1 in 6, an incidence nearly 70% higher compared to men of other racial and ethnic backgrounds; and
WHEREAS, it is estimated 29,600 men in California will be diagnosed with prostate cancer this year and it is estimated 4,140 California men will die from this disease this year; and
WHEREAS, the 5-year survival rate approaches 100% when prostate cancer is diagnosed and treated early; early-stage prostate cancer usually causes no symptoms; and
WHEREAS, the American Cancer Society recommends that men have a conversation with their health care provider to make an informed decision about testing for prostate cancer since all men are at risk; and
WHEREAS, the City of Daly City joins communities across our nation to increase the awareness of the importance of early detection of prostate cancer.

NOW THEREFORE, I, Dr. Roderick Daus-Magbual, Mayor, and members of the City Council of the City of Daly City, do hereby proclaim September 2025 as Prostate Cancer Awareness Month in the City of Daly City and encourage all men to talk to their health care providers about prostate cancer screening and early detection.

Signed and sealed by the Mayor and City Council
of the City of Daly City this 8th day of September
2025.

Dr. Roderick Daus-Magbual, Mayor

Glenn R. Sylvester, Vice Mayor

Juslyn C. Manalo, Councilmember

Pamela DiGiovanni, Councilmember

Teresa Proaño, Councilmember

CITY OF DALY CITY
MINUTES – REGULAR MEETING – CITY COUNCIL
JULY 28, 2025
--------------------------------
Note on Public Comments:

To provide public comments, members of the public have the option to- 1) attend in person, 2) email the City Clerk, or 3) submit comments through the public comment portal on the City’s website. Persons with disabilities who require auxiliary aids or services in attending or participating in this meeting are instructed to call the office of the City Clerk at 991-8078 prior to the meeting.

Visit https://www.youtube.com/@DalyCityGov/streams to view the City Council meeting

CALL TO ORDER:

Mayor Daus-Magbual called the regular meeting to order at 7:04 P.M. and read the City’s Land Acknowledgement:

The City of Daly City acknowledges that we are on the ancestral lands of the Ramaytush (rah -my-toosh) Ohlone (O-lon-ee) peoples. We recognize their enduring connection to this region and honor their history, culture, and contributions. As the Indigenous protectors of this land, we affirm their sovereign rights as the original inhabitants of this land and pay respects to the Ancestors, Elders, and Relatives of the Ramaytush Ohlone peoples.

ROLL CALL: Councilmembers Present
Glenn R. Sylvester, Vice Mayor
Pamela DiGiovanni
Juslyn C. Manalo

Councilmembers Absent
Dr. Roderick Daus-Magbual, Mayor
Teresa G. Proaño

Staff Present
Thomas J. Piccolotti, City Manager
Rose L. Zimmerman, City Attorney
K. Annette Hipona, City Clerk

PRESENTATIONS:

Parks & Recreation Month Proclamation
Recreation Commission (Chair Fernando Montanes and Commissioner Nate Ortiz)

Pediatric Brain Tumor Research Awareness Month Proclamation Brain Explorations, South San Francisco (Ysabella Tolentino, Tanya, Amber, and Annabelle)

APPROVAL OF MINUTES:

Regular Meeting of July 14, 2025

It was moved by Councilmember Manalo, seconded by Councilmember DiGiovanni and carried to approve the minutes of July 14, 2025.

APPROVAL OF AGENDA:

It was moved by Councilmember DiGiovanni, seconded by Vice Mayor Sylvester and carried to approve the agenda.

CITY OF DALY CITY
MINUTES – REGULAR MEETING – CITY COUNCIL
JULY 28, 2025
2 ORAL COMMENT:

Emma Mapa, a senior resident of the Westlake district, requested that the City install speed bumps along John Daly Boulevard, add streetlights, repair a broken stop sign and sidewalk, and require neighbors to maintain their front yards through citations. Emma referred to numerous seniors living in the area and expressed concern regarding speeding drivers, commercial vehicles occupying residential parking spaces, and her own experience of falling while walking due to the lack of street lights.

Jason Delrosario requested a status update on a property located at 553 King Drive in Daly City.

CONSENT AGENDA:

It was moved by Councilmember Manalo, seconded by Councilmember DiGiovanni and carried to approve the consent agenda, except for items 5 and 8, which were pulled for discussion.

Resolutions:

Authorize the City Manager to Execute a License Agreement with the Daly City Dolphins Aquatics Club for the Use of Giammona Pool

Director of Recreation Services Denise Brown provided the staff report detailing the license agreement terms for the Dolphins Aquatics Club ’s use of Giammona Pool . The club’s Board President, Jonathan Lee, along with Head Coach Jacob, acknowledged their organization’s partnership with Daly City and discussed the benefits of their swimming programs for the community.

It was moved by Councilmember DiGiovanni, seconded by Councilmember Manalo and carried by voice vote to adopt the resolution.

Resolution 25- 112, Authorizing a Use Agreement with the Daly City Dolphins Aquatic Club (Giammona Pool at Westmoor High School)

Authorize Workers’ Compensation Coverage for Public Safety Volunteers under Labor Code § 3363.5

Resolution 25-113, Authorizing Workers’ Compensation Coverage for Public Safety Volunteers Pursuant to Labor Code § 3363.5

Authorize the City Manager to Execute the Project Supplement for the Daly City Micromobility Pilot Project

Resolution 25-114, Authorizing the City Manager to Execute the Project Supplement No. 2 for the Daly City Micromobility Pilot Project

Accept and Appropriate Local Shuttle Program Funds for the Daly City Bayshore Shuttle

Director of Public Works Richard Chiu requested the acceptance and appropriation of local grant funding and unallocated funds to continue the operation of the Bayshore Shuttle service.

It was moved by Councilmember Manalo, seconded by Councilmember DiGiovanni and carried by voice vote to adopt the resolution.

CITY OF DALY CITY
MINUTES – REGULAR MEETING – CITY COUNCIL
JULY 28, 2025
3 Resolution 25-115, Accepting and Appropriating Local Shuttle Program Funds and Authorizing Execution of the Funding Agreement for the Daly City Bayshore Shuttle

Authorize the City Manager to Execute an Amendment to the Service Agreement for Roadway Medians and Rights-of-Way Landscape Maintenance Service with Loral Landscaping

Resolution 25-116, Authorizing Amendment to the Service Agreement for Roadway Medians and Right-of-Way Landscape Maintenance Service – Loral Landscaping

Approve Notice of Completion for the City Hall Elevator Modernization and ADA Barrier Removal Project

Resolution 25-117, Accepting Completion of Certain Project in the Department of Public Works (City Hall Elevator Modernization and ADA Barrier Removal Project)

Authorize Increase of Tow Service Fees for Daly City Police Department Contracted Tow Service Providers

Resolution 25-118, Authorizing Increase of Tow Service Fees for Daly City Police Department Contracted Tow Service Providers

RESOLUTIONS:

Designate Voting Delegate and Alternate for League of California Cities General Assembly

Assistant to the City Manager Leilani Ramos provided the staff report and addressed questions regarding the timeline for submitting the designation, as well as which Councilmembers plan to attend the League of California Cities Conference . The Council discussed the selection of the voting delegate and alternates.

It was moved by Vice Mayor Sylvester , seconded by Councilmember Manalo and carried by unanimous roll call vote to designate Mayor Daus- Magbual as Voting Delegate and appoint Councilmember Manalo and Councilmember DiGiovanni as Voting Alternates.

Resolution 25-119, Authorizing Selection And Designation Of A Voting Delegate And Alternate(s) To Cast Ballots On Behalf Of The City Of Daly City At The League Of California Cities Annual Conference And Expo

REPORTS:

Council Committee

Bay Area Water Supply & Conservation Agency (BAWSCA) (Manalo) Bayshore Revitalization (Sylvester/Manalo)

Council

Councilmember Manalo updated the community about the pop- up business at City Hall, Tallio’s Coffee & Tea, and acknowledged the efforts of Economic Development Specialist Manio. Manalo reported attending recent events: the holiday showcase at Dave & Buster’s, held at the Serramonte Center in partnership with the Daly City Colma Chamber of Commerce; a film screening at the Children’s Creativity

CITY OF DALY CITY
MINUTES – REGULAR MEETING – CITY COUNCIL
JULY 28, 2025
4 Museum, featuring work by filmmaker and professional soccer player Reina Bonta, with hopes of having the film show in theaters in Daly City; an educational forum on wildfire safety organized by PG&E and the Filipino American Press Club, also acknowledging the North County Fire Authority for their contributions; a memorial service for community leader John Iesha Ena, during which Vice Mayor Sylvester presented a proclamation honoring Ena's life; the Samoa and American Samoa flag- raising event at City Hall; the Family Resource Day event, commending the Daly City Partnership for providing valuable support services to the community; and an event hosted by the Burmese community at Gellert Park, thanking Vice Mayor Sylvester for informing her about the occasion. Manalo shared information about upcoming events in the city: National Night Out on August 5th at Serramonte, acknowledging Acting Chief Christensen; the grand opening of Seafood City grocery store on July 31st at St. Francis Square; an event showcasing the artwork of Doelger Seniors on August 12th at City Hall; the 2nd annual Hip Hop Day on August 16th at the War Memorial Community Center; Daly City Library Day with the San Francisco Giants, with proceeds benefiting local libraries; and free legal clinics hosted by API Legal Outreach and the City on the second and fourth Fridays of the month, encouraging community members to register online through the City’s social media channels. Manalo congratulated the Kapwa Kultural Center (KKC) on their grand opening and on winning a beautiful community space, Kapwa Gardens, through their efforts ; she acknowledged Supervisor Canepa for his support of KKC.

Councilmember DiGiovanni reported attending recent events: the Brain Exploration event for children, which focused on neuroscience and STEM at the South San Francisco Library; the Thank You Fair at the Bayshore Community Center, acknowledging Peninsula Family Services for their contributions, along with the Bayshore Library; and the memorial service for Queen Iesha Ena, attended along with the Council and City Manager Piccolotti. DiGiovanni discussed a partnership with Peninsula Family Services to build a new childcare center near City Hall and acknowledged Supervisor Speier for her support in securing funding for this project. DiGiovanni requested that the City explore funding options, possibly through grants, to help keep the Library open on Saturdays to provide a safe space for the community.

DiGiovanni mentioned the potential for a free health clinic at the Top of the Hill area, supported by the SF Host Lions and Daly City Crocker Lodge.

Vice Mayor Sylvester reported attending recent events: the memorial service for John Iesha Ena, where Sylvester presented a proclamation in honor of Ena and acknowledged those present, including City Manager Piccolotti, City staff, and members of the Police Department; and a celebration with KQ ED to honor the Pasifika community, as a guest of Reina Meafua, and which featured performances of Tongan, Samoan, Hawaiian, and Tahitian dances. Sylvester highlighted several upcoming events, including the openings of Seafood City and Chow King in Daly City, National Night Out on August 5 th, which will feature a new vendor, and a fundraiser event by Daly City PAL on September 5th, to be catered by Original Joe’s Restaurant.

ADJOURNMENT:

Vice Mayor Sylvester adjourned the meeting at 9:07 P.M. in memory of Benito Jaime Del Rosario, Jr., John Iesha Ena, William James Simms, Anton Thomas Jensen, Bryan Eric Lujan, Pia Lopezbanos - Carrion, and Arsenio Celedio.

Approved as submitted, this 8th
City Clerk
day of September, 2025.

Glenn Sylvester
Vice Mayor

City of Daly City
City of Daly City
Sanitation District
Portfolio Management
Portfolio Summary
June 30, 2025
% of
Portfolio
Book
ValueInvestments
Market
Value
Par
Value
Days to
MaturityTerm
YTM
San Mateo County Pool 113,558,932.58 141.01 4.0901114,811,487.61113,558,932.58 CAMP 70,719,434.32 125.54 4.315170,719,434.3270,719,434.32 Local Agency Investment Funds 47,781,253.34 117.26 4.272147,821,828.7547,781,253.34 Federal Agency Coupon Securities 23,799,720.00 1,4428.60 4.10477124,730,920.7825,115,000.00 Federal Agency Disc. -Amortizing 1,926,687.58 1,5030.70 3.5301,2331,952,797.952,225,000.00 CDs 18,821,000.00 1,3156.80 3.92548818,829,037.5718,821,000.00 Mortgage Back Security 270,121.89 9,9540.10 4.1784,653268,555.04270,121.89 276,877,149.71 100.00%Investments 279,134,062.02278,490,742.13 235 113 4.165 Cash and Accrued Interest
276,878,774.71Total Cash and Investments
1,625.00Subtotal
1,625.00
279,135,687.02278,490,742.13
1,625.00
1,625.00
235 113 4.165
Accrued Interest at Purchase
Current Year
June 30
936,626.28
Fiscal Year To Date
10,508,381.95 10,508,381.95
Fiscal Year Ending
Average Daily Balance
Effective Rate of Return
278,988,975.78

4.08%
Total Earnings Month Ending
Portfolio DALY
CP
Reporting period 06/01/2025-06/30/2025
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.

Term

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
Average
BalanceIssuer
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
June 30, 2025
YTMDays to
MaturityCUSIP Investment #
Purchase
Date
San Mateo County Pool
1SAN MATEO COUNTY POOL10105 113,558,932.58 113,558,932.58 4.090114,811,487.61 1SMCP 4.090 113,558,932.58 1114,811,487.61113,558,932.58125,171,420.49Subtotal and Average 1 4.090 CAMP
1CAMP POOL10135 8,719,434.32 8,719,434.32 4.4008,719,434.32 1CAMP 4.400 1CAMP POOL10136 0.00 0.00 5.38007/01/2024 0.00 1CAMP TERM 5.380 1CAMP POOL10138 10,000,000.00 10,000,000.00 4.21010/15/2024 10,000,000.00 1CAMP TERM 4.210 1CAMP POOL10146 20,000,000.00 20,000,000.00 4.39012/11/2024 20,000,000.00 1CAMP TERM 4.390 1CAMP POOL10150 20,000,000.00 20,000,000.00 4.21005/15/2025 20,000,000.00 1CAMP TERM 4.210 1CAMP POOL10151 12,000,000.00 12,000,000.00 4.39005/22/2025 12,000,000.00 1CAMP TERM 4.390 70,719,434.32 170,719,434.3270,719,434.3270,689,035.27Subtotal and Average 1 4.315 Local Agency Investment Funds
1LAIF10103 47,340,485.12 47,340,485.12 4.27247,380,686.23 1LAIFCITY 4.272 1LAIF10104 440,768.22 440,768.22 4.272441,142.52 1LAIFSANI 4.272 47,781,253.34 147,821,828.7547,781,253.3437,031,253.34Subtotal and Average 1 4.272 Federal Agency Coupon Securities
1,079Federal Agricultural Mtg Corp10077 1,015,000.00 1,012,485.85 08/07/20264.65008/24/2023 1,021,789.34 40231422X5S7 4.740 1,475Federal Agricultural Mtg Corp10081 1,000,000.00 880,726.00 10/26/20260.94010/12/2022 961,170.00 48231422XGQ9 4.180 1,274Federal Agricultural Mtg Corp10120 2,000,000.00 2,003,480.00 04/01/20274.87510/05/2023 2,032,204.00 63931424WAF9 4.820 1,499Federal Agricultural Mtg Corp10133 2,000,000.00 1,927,320.01 4.03010/25/2023 2,008,690.00 88431422XR95 4.580 12/01/2027 1,021Federal Farm Credit Bank10124 2,000,000.00 1,978,900.00 07/06/20264.37509/19/2023 2,010,902.00 3703133EPPE9 4.780 1,121Federal Home Loan Bank10064 2,000,000.00 1,800,000.00 02/12/20260.55001/18/2023 1,956,018.00 2263130AKVR4 4.050 1,820Federal Home Loan Bank10068 1,020,000.00 1,020,000.00 05/26/20260.95006/01/2021 991,538.94 3293130AMLL4 0.950 1,628Federal Home Loan Bank10087 1,380,000.00 1,329,578.94 03/12/20273.00009/26/2022 1,359,010.20 6193130A3DU5 3.900 1,468Federal Home Loan Bank10091 1,400,000.00 1,273,959.40 05/24/20271.25005/17/2023 1,334,977.00 6923130AMGY2 3.680 1,617Federal Home Loan Bank10100 1,000,000.00 859,150.00 01/27/20280.65008/24/2023 931,116.00 9403130AKT48 4.550 887Federal Home Loan Mtg Corp10042 2,000,000.00 1,821,752.00 07/21/20250.37502/15/2023 1,995,634.00 203137EAEU9 4.270 1,357Federal Home Loan Mtg Corp10049 1,000,000.00 978,059.00 09/24/20250.57001/06/2022 991,024.00 853134GWUG9 1.175 1,826Federal Home Loan Mtg Corp10152 5,000,000.00 4,961,250.00 05/29/20304.15005/29/2025 4,982,550.00 1,7933134HBQY0 4.324 1,626Federal National Mtg Assn10095 2,300,000.00 1,953,058.80 08/25/20270.74003/13/2023 2,154,297.30 7853136G4X99 4.520 23,799,720.00 77124,730,920.7825,115,000.0024,709,726.93Subtotal and Average 1,442 4.104 Federal Agency Disc. -Amortizing
1,503Federal Home Loan Mtg Corp10147 2,225,000.00 1,926,687.58 11/15/20283.60010/04/2024 1,952,797.95 1,2333134A2G77 3.530 1,926,687.58 1,2331,952,797.952,225,000.001,926,687.58Subtotal and Average 1,503 3.530 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11
Report Ver. 7.3.11

Term

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
Average
BalanceIssuer
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
June 30, 2025
YTMDays to
MaturityCUSIP Investment #
Purchase
Date
CDs
1,094AUSTIN CAPITAL BANK10070 248,000.00 248,000.00 05/29/20264.60005/31/2023 249,239.01 33205220JAE1 4.605 1,826ALLIANT CU10099 248,000.00 248,000.00 12/30/20274.85012/30/2022 253,096.15 91201882MAA0 4.853 1,096ALLIANT CU10132 248,000.00 248,000.00 11/20/20265.60011/20/2023 253,329.77 50701882MAJ1 5.600 1,461ALLY BANK10066 246,000.00 246,000.00 04/28/20262.85004/28/2022 243,486.13 30102007GQH9 2.852 1,308AMERICA FIRST NCU10088 248,000.00 248,000.00 03/31/20275.05008/31/2023 252,489.30 63803065YAB7 5.050 1,096AMERANT BANK10149 244,000.00 244,000.00 03/28/20284.05003/28/2025 244,240.83 1,00102357QCL9 4.054 729AMERICA'S CREDIT UNION10145 249,000.00 249,000.00 10/23/20263.85010/24/2024 248,506.23 47903065AAY9 3.848 1,826AMERICAN EXPRESS NATIONAL10148 244,000.00 244,000.00 03/26/20304.15003/26/2025 244,918.42 1,72902589AGX4 4.153 1,460AUSTIN TELCO FCU10083 248,000.00 248,000.00 11/27/20265.05011/28/2022 251,541.94 514052392CC9 5.054 1,462BAXTER CU10084 249,000.00 249,000.00 01/25/20274.50001/24/2023 250,938.71 57307181JAY0 4.504 1,458BANK FIVE NINE10089 248,000.00 248,000.00 05/12/20274.40005/15/2023 249,879.34 680062119BU5 4.403 1,827BANK HAPAOLIM10057 249,000.00 249,000.00 12/15/20250.50012/14/2020 244,678.11 16706251A2Q2 0.456 1,826BMO HARRIS BANK10059 249,000.00 249,000.00 12/18/20250.50012/18/2020 244,602.41 17005600XBQ2 0.500 732BANK OF AMERICA10131 244,000.00 244,000.00 03/23/20264.80003/21/2024 245,099.22 26506051XBK7 4.801 1,097CALIFORNIA CREDIT UNION10127 248,000.00 248,000.00 10/26/20265.45010/25/2023 252,550.30 482130162BC3 4.733 1,826CAPITAL ONE NA10082 248,000.00 248,000.00 11/17/20261.10011/17/2021 238,321.55 50414042RQB0 1.101 1,461CARTER FEDERAL CREDIT UNION10123 248,000.00 248,000.00 10/18/20275.10010/18/2023 255,318.98 83914622LAP7 5.104 1,096COMMUNITY COMMERCE BK10043 249,000.00 249,000.00 07/28/20253.00007/28/2022 248,733.57 2720367GBC2 3.000 1,096COMMUNITYWIDE CU10061 248,000.00 248,000.00 01/06/20264.70001/06/2023 248,556.26 18920416TAX0 4.704 914CHARTWAY FCU10058 248,000.00 248,000.00 12/16/20255.05006/16/2023 248,853.37 16816141BAD3 5.058 731CLEARVIEW CU10048 248,000.00 248,000.00 09/08/20255.50009/08/2023 248,518.07 6918508CAA0 5.508 731CME FEDERAL CREDIT UNION10118 248,000.00 248,000.00 09/12/20255.50009/12/2023 248,547.83 7312574EAC4 5.507 1,096CROSS RIVER BANK10067 244,000.00 244,000.00 05/19/20264.65005/19/2023 245,114.59 322227563CH4 4.655 1,462CUSTOMERS BANK10144 245,000.00 245,000.00 10/16/20283.55010/15/2024 241,492.83 1,20323204HQJ0 3.184 1,827DORT FCU10101 247,000.00 247,000.00 05/24/20284.35005/24/2023 249,363.30 1,05825844MAW8 4.591 1,096EAGLEBANK10065 248,000.00 248,000.00 04/21/20264.65004/21/2023 249,118.73 29427002YFV3 4.655 1,461FNB OF MIDDLE TENNESSEE10090 248,000.00 248,000.00 05/19/20274.45005/19/2023 249,989.21 68732116QBK1 4.454 1,096FIRST CITIZENS BK10050 244,000.00 244,000.00 10/28/20254.70010/28/2022 244,162.26 119319477AN5 4.704 1,8271ST FINANCIAL BK10094 249,000.00 249,000.00 08/02/20273.30008/01/2022 245,669.38 76232022RSG3 3.254 730FIRST KEYSTONE10142 249,000.00 249,000.00 10/08/20263.70010/08/2024 248,032.88 46432065RAV7 3.700 1,8261ST NATL BANK10093 249,000.00 249,000.00 07/29/20273.45007/29/2022 246,406.67 75832110YYH2 3.452 1,826FORBRIGHT BANK10098 248,000.00 248,000.00 12/15/20274.00012/15/2022 248,093.50 89734520LAY9 4.002 1,095FREEDOM NORTHWEST CREDIT 10119 248,000.00 248,000.00 09/18/20265.35009/19/2023 251,953.37 444356436AQ8 5.355 1,461GLOBAL FCU10137 249,000.00 249,000.00 05/30/20284.75005/30/2024 254,156.54 1,06437892MAN4 4.754 729GLOBAL FCU10153 249,000.00 249,000.00 05/21/20274.10005/22/2025 249,,559.01 68937892MAV6 4.101 1,826GOLDMAN SACHS BANK10075 249,000.00 249,000.00 07/28/20260.95007/28/2021 240,993.41 39238149MXJ7 0.951 914GREENSTATE CU10052 248,000.00 248,000.00 10/28/20254.75004/28/2023 248,340.26 11939573LDW5 4.763 730GREENWAY BANK10139 249,000.00 249,000.00 10/09/20263.70010/09/2024 248,031.39 465396916AA6 3.700 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

Term

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
Average
BalanceIssuer
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
June 30, 2025
YTMDays to
MaturityCUSIP Investment #
Purchase
Date
CDs
1,275HAPO COMMUNITY CU10085 248,000.00 248,000.00 02/26/20275.00008/31/2023 251,959.07 60541138NAB4 4.999 731HAVEN SAVINGS10141 244,000.00 244,000.00 04/20/20264.70004/19/2024 245,143.14 29341939HDJ8 4.700 1,096HAWAII CENTRAL FCU10130 248,000.00 248,000.00 10/27/20265.50010/27/2023 252,759.12 483419700AG4 5.505 731HOPE FEDERAL CREDUT UNION10116 248,000.00 248,000.00 09/25/20255.50009/25/2023 248,640.58 8643942MAA0 5.507 731HUGHES FCU10047 248,000.00 248,000.00 08/29/20255.35008/29/2023 248,392.09 59444425AB8 5.358 1,096INSPIRE FCU10073 248,000.00 248,000.00 06/30/20265.00006/30/2023 250,354.02 364457731AQ0 5.005 1,826JP MORGAN CHASE BK10053 249,000.00 249,000.00 10/30/20250.50010/30/2020 245,791.64 12148128UQJ1 0.500 1,462LIBERTY FIRST CU10096 248,000.00 248,000.00 08/30/20275.00008/29/2023 253,292.32 790530520AM7 5.004 1,826LIVE OAK BANK10063 249,000.00 249,000.00 02/10/20260.50002/10/2021 243,447.80 224538036NE0 0.500 1,826LUANA SAVINGS BANK10056 249,000.00 249,000.00 11/18/20250.40011/18/2020 245,225.91 140549104TK3 0.400 1,827MAINE SAVINGS CU10102 248,000.00 248,000.00 08/25/20284.85008/25/2023 254,175.94 1,151560507AR6 4.855 1,826MEDALLION BANK10062 249,000.00 249,000.00 01/29/20260.45001/29/2021 243,638.03 21258404DJN2 0.443 1,826MORGAN STANLEY PVT BK10143 245,000.00 245,000.00 10/09/20293.55010/09/2024 240,146.55 1,56161776NEA7 3.552 730MVB BANK10140 249,000.00 249,000.00 03/27/20264.80003/27/2024 250,270.90 26962847NEL6 4.801 731NORTHERN BANK&TRUST10045 248,000.00 248,000.00 08/18/20255.05008/18/2023 248,174.84 4866476QEC8 5.058 1,826NELNET BANK10086 247,000.00 247,000.00 03/09/20271.90003/09/2022 238,557.05 61664034KBE0 1.901 1,461NEWBURYPORT BK10080 244,000.00 244,000.00 10/06/20264.00010/06/2022 243,865.07 462651023FQ1 4.003 1,461NEW ORLEANS FIRE10129 248,000.00 248,000.00 10/25/20275.10010/25/2023 254,146.18 846647608AK4 5.104 1,461RAIZ FEDERAL CREDIT UNION10121 244,000.00 244,000.00 10/06/20275.10010/06/2023 249,924.08 82775102EAV0 5.104 1,826SALLIE MAE BANK10072 249,000.00 249,000.00 06/30/20260.90006/30/2021 241,435.63 3647954506X8 0.900 1,826STATE BANK OF INDIA, NY10108 248,000.00 248,000.00 09/28/20261.10009/28/2021 239,237.42 454856285XK2 1.101 1,097SCE FEDERAL CREDIT UNION10114 248,000.00 248,000.00 10/05/20265.30010/04/2023 251,924.35 46178413RAD9 5.177 1,096SOUTHER FIRST BANK10069 248,000.00 248,000.00 05/26/20264.65005/26/2023 249,307.95 32984287PHR6 4.655 1,096SHARONVIEW FCU10054 249,000.00 249,000.00 10/31/20254.85010/31/2022 249,128.98 122819866BR4 5.004 1,097SIGNATURE FCU10071 248,000.00 248,000.00 06/08/20264.80006/07/2023 249,750.88 34282671DAC1 4.688 1,098SPACE COAST CU10078 248,000.00 248,000.00 08/31/20265.35008/29/2023 251,799.11 42684614AAJ8 5.351 1,826SYNCHRONY BANK10079 248,000.00 248,000.00 09/03/20260.90009/03/2021 239,163.51 42987165ET98 0.899 1,826TOYOTA FINL BANK10076 249,000.00 249,000.00 07/29/20260.95007/29/2021 240,973.73 39389235MLE9 0.951 1,826UBS BANK10074 249,000.00 249,000.00 07/08/20260.90007/08/2021 241,211.03 37290348JP61 0.901 912UFIRST FCU10046 248,000.00 248,000.00 08/22/20254.70002/22/2023 248,113.83 52902684AA7 4.697 1,096UNITED HERITAGE CU10055 249,000.00 249,000.00 11/04/20254.70011/04/2022 249,371.51 12691334AAE3 4.620 1,097UNIVEST10128 248,000.00 248,000.00 03/22/20274.60003/20/2024 250,478.51 62991527PCK1 4.600 1,826USALLIANCE FCU10097 249,000.00 249,000.00 09/30/20274.00009/30/2022 249,120.02 82190352RCU7 4.002 1,461UTAH COMMUNITY FCU10092 248,000.00 248,000.00 06/07/20274.60006/07/2023 250,889.20 706917352AG1 4.604 1,461UTD TEL FIN CREDIT UNION10126 248,000.00 248,000.00 10/20/20275.10010/20/2023 254,113.20 841913065AC2 5.104 1,095VALLEY NAT'L BANK10134 244,000.00 244,000.00 03/19/20274.60003/19/2024 246,331.66 626919853KY6 4.600 731VERIDIAN CU10044 248,000.00 248,000.00 08/18/20255.30008/18/2023 248,319.67 4892348DAD1 5.308 731WESTERN ALLIANCE10125 244,000.00 244,000.00 10/16/20255.30010/16/2023 244,540.22 10795763PQF1 5.307 Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

Term

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
Average
BalanceIssuer
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Investments
June 30, 2025
YTMDays to
MaturityCUSIP Investment #
Purchase
Date
18,821,000.00 48818,829,037.5718,821,000.0019,184,733.33Subtotal and Average 1,315 3.925 Mortgage Back Security
10,925GNMA10110 214,124.16 214,124.16 06/20/20394.50007/22/2009 212,462.56 5,10236202E6D6 4.478 9,645GNMA10111 27,700.76 27,700.76 03/15/20345.50010/18/2007 27,933.72 3,17936291HTQ7 5.572 10,010GNMA10113 662.60 662.60 03/15/20355.50010/18/2007 670.85 3,54436291YRM1 5.572 3,697GNMA10115 27,634.37 27,634.37 07/15/20334.50006/01/2023 27,487.91 2,93636200MQW6 0.933 270,121.57 4,653268,554.04270,121.57276,118.83Subtotal and Average 9,954 4.178 113278,988,975.78 278,490,742.13 235 4.165279,134,062.02 276,877,149.71Total and Average Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

Term

Par Value Book Value
Stated
RateMarket Value
Average
BalanceIssuer
City of Daly City
Sanitation District
Portfolio Management
Portfolio Details - Cash
June 30, 2025
YTMDays to
MaturityCUSIP Investment #
Purchase
Date

0.00 113278,988,975.78 278,490,742.13 235 4.165
0 0
1,625.00
1,625.00
1,625.00
1,625.00
Subtotal
Accrued Interest at PurchaseAverage Balance
279,135,687.02 276,878,744.71Total Cash and Investments Portfolio DALY
CP
PM (PRF_PM2) 7.3.11

City of Daly City
City of Daly CityPurchases ReportSorted by Fund - FundApril 1, 2025 - June 30, 2025OriginalPar Value EndingBook ValueSec.TypeFund MaturityYTMAccrued at PurchasePayment DateCUSIPInvestment # IssuerPurchaseDatePrincipalPurchaseRate atPurchasGeneral Fund20,000,000.004.210 20,000,000.0020,000,000.0005/15/2025 4.21002/02 - MonthlyCAMP10150 CAMP TERMLA2 GENERAL12,000,000.004.390 12,000,000.0012,000,000.0005/22/2025 4.39010/22 - MonthlyCAMP10151 CAMP TERMLA2 GENERAL249,000.00 4.100 05/21/2027 249,000.00249,000.0005/22/2025 4.10106/22 - MonthlyGLOBAL10153 37892MAV6MC1 GENERAL5,000,000.004.150 05/29/2030 4,961,250.004,961,250.0005/29/2025 4.32411/29 - 05/29FHLMC10152 3134HBQY0FAC GENERALSubtotal 37,210,250.0037,210,250.00 0.0037,249,000.0037,210,250.00Total Purchases 37,249,000.000.00 37,210,250.00 Portfolio DALYCPRun Date: 09/03/2025 - 17:52 PU (PRF_PU) 7.3.11Report Ver. 7.3.11

City of Daly City
City of Daly CityMaturity ReportSorted by Maturity DateAmounts due during April 1, 2025 - June 30, 2025Rateat MaturityPar ValueSec.TypeFund MaturityDate MaturityProceedsInterestIncomeNetCUSIP Investment # IssuerPurchaseDateBook Valueat Maturity244,000.00 4.650249,657.46 5,657.4604/14/2023BMW10034 05580AY57MC1 GENERAL04/14/2025 5,657.46244,000.00248,000.00 4.650248,979.43 979.4304/14/2023PINNA10035 72345SLK5MC1 GENERAL04/14/2025 979.43248,000.00246,000.00 2.800246,018.88 18.8804/27/2022DISC10036 254673B70MC1 GENERAL04/28/2025 18.88246,000.00248,000.00 5.000248,917.26 917.2604/26/2023TECH10037 87868YAN3MC1 GENERAL04/28/2025 917.26248,000.00248,000.00 4.700248,958.03 958.0305/12/2023JOHN10038 47804GKS1MC1 GENERAL05/12/2025 958.03248,000.00244,000.00 4.800249,807.87 5,807.8705/16/2023CIBC10039 12547CBG2MC1 GENERAL05/16/2025 5,807.87244,000.00248,000.00 5.000249,019.18 1,019.1805/30/2023MAGN10040 55955TAA3MC1 GENERAL05/30/2025 1,019.18248,000.00248,000.00 5.150248,069.98 69.9806/21/2023CONN10107 20825WBR0MC1 GENERAL06/23/2025 69.98248,000.001,065,000.00 3.3301,082,732.25 17,732.2505/05/2023FHLB10041 3130ASF87FAC GENERAL06/27/2025 32,724.251,050,008.003,072,160.34Total Maturities 3,039,000.0033,160.343,024,008.0048,152.34 Portfolio DALYCPRun Date: 09/03/2025 - 17:53 MA (PRF_MA) 7.3.11Report Ver. 7.3.11

City of Daly City
City of Daly CitySales/Call ReportSorted by Maturity Date - FundApril 1, 2025 - June 30, 2025Redem. DateRedemptionPrincipalRedemptionInterestBook Valueat Redem.TotalAmount Net IncomeFund Matur. DateRate atRedem.ParValueSec. TypeCUSIP Investment #IssuerPurchaseDate12/22/2025248,000.00 248,000.00 248,000.00 63.7810060 316077EV406/23/202 248,063.78 63.78GENERAL FIDEMC1 12/22/20212/21/2024.850 CallSubtotal248,000.00248,000.00 63.78248,000.00 248,063.78 63.78248,000.00Total Sales 248,000.0063.78248,000.00248,063.78 63.78 Portfolio DALYCPRun Date: 09/03/2025 - 17:54 SA (PRF_SA) 7.3.11Report Ver. 7.3.11

City Council Agenda Report Item # _____

Meeting Date: September 8, 2025

Subject: Amend Traffic Regulation to install stop signs on Eastmoor Avenue at Alta Loma Avenue and Zita Manor (TSR 25/26).

Recommended Action

Recommend the City Council amend the City’s traffic regulations to install stop signs on Eastmoor Avenue at Alta Loma Avenue and Zita Manor (TSR 25/26).

Background

Between December 12, 2024, and August 14, 2025, the City’s Traffic Safety Committee met and reviewed various requests for traffic improvements, signage and pavement markings, and recommended that the City Manager proceed with amending the aforementioned traffic regulation.

Discussion

The amendment to the traffic regulation is recommended for the following reason:

The City received a complaint regarding safety concerns at the intersection of Eastmoor Avenue/ Alta Loma Avenue/Zita Manor. An analysis for multiway stop-controlled intersection was conducted using vehicular and pedestrian counts collected in December 2024. Staff presented the preliminary results of the analysis to the residents on April 9, 2025. The preliminary results indicated the intersection did not appear to meet warrants for multiway stop controls. It was explained during the meeting that stop signs are used to assign right-of-way at intersections, to reduce right-angle collisions, address inadequate visibility and not used to control speeding.

In April 2025, the City contracted with a consultant to collect more data and complete a traffic calming analysis of the intersection. Additional traffic counts and speed data were collected in May 2025. A sight distance assessment identified visual obstructions for northbound and southbound motorists. Based on the California Manual on Uniform Traffic Control Devices, site distance limitations is an optional criteria to consider to install multiway stops at an intersection.

Installing stop signs on Eastmoor Avenue at Alta Loma Avenue and Zita Manor will address site distance obstructions for northbound and southbound vehicles due to on-street parking, building frontages and fencing along Eastmoor Avenue.

Fiscal Impact

Funding is available for the proposed signs and/or markings in the Street Maintenance operating budget 10133000 for the current Fiscal Year 2025-2026.

Amend Traffic Regulations
Meeting Date: September 8, 2025

Summary/Conclusion

Recommend the City Council amend the aforementioned traffic regulations.

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

Respectfully submitted,

Shirley Chan Richard Chiu
Acting City Engineer Director of Public Works

Attachment: Traffic Improvements Location Map

City Council Meeting Agenda Report Item # _____

Meeting Date: September 8, 2025

Subject: Consolidated Annual Performance Evaluation Report (CAPER) for the Fiscal Year (FY) 2024-25 One-Year Action Plan

Recommended Action

Approve the attached Consolidated Annual Performance Evaluation Report (CAPER) for the Fiscal Year (FY) 2024-25 One-Year Action Plan.

Background

As a requirement of the Community Development Block Grant (CDBG) and HOME programs, the City of Daly City must submit a report on the use of CDBG and HOME funds. This report, titled the Consolidated Annual Performance and Evaluation Report (CAPER), summarizes expenditures and accomplishments of the City's CDBG and HOME programs in the past fiscal year beginning July 1, 2024 to June 30, 2025. A draft copy of the CAPER is presented for Council review.

During Fiscal Year 2024-25, the City of Daly City expended a total of $810,286.79 in CDBG.

Appendix D of the draft CAPER shows the allocation and expenditure of CDBG funds during the FY24-25 program year.

In terms of HOME funds, the City expended about $37,936 for HOME program administration. The City has allocated about $1.2 million in HOME funds for affordable housing development and the City has conditionally committed these funds to the development of 72 units of affordable housing.

The environmental review for the project has been completed but funding remains conditional until it has secured all its funding. The project has applied to various State funding sources and is waiting to find out if it is funded. State funding for affordable housing development is oversubscribed and has gotten more competitive in recent years. As a result, projects are taking longer to move forward.

The Finance Department is still in the process of closing out the City’s General Ledger for FY24-25 so there may still be adjustments to the expenditure numbers cited above.

Some of the outcomes from FY24-25 include the following:

• City/Habitat Residential Rehabilitation Program completed two residential rehabilitation loan projects with six others underway.
• Rebuilding Together Peninsula provided minor home improvement repairs to three elderly households.
• Peninsula Family Service provided subsidized childcare services to 27 children in 22 families. • LifeMoves assisted 45 households comprised of 147 persons, at Family Crossroads, a transitional shelter for homeless families located in Daly City.

City Council Agenda Report
FY24-25 Consolidated Annual Performance Evaluation Report September 8, 2025 (CAPER) Page 2 of 2

• Project Read provided 19 adults with literacy tutoring. • Project Sentinel conducted ten audits, investigated one fair housing case, offered counseling and referrals to 33 people in 13 households, and provided information on its services to hundreds of Daly City households with the support of Daly City Public Libraries. • Renaissance Entrepreneurship Center provided assistance to 24 persons interested in entrepreneurship and microenterprise.

In addition to progress in serving low income households through the various programs provided by its subrecipients, the City continued to make progress on the pre-development phase for the Early Learning Child Care Center and submitted a Section 108 loan application for the Center.

Discussion

Staff recommends that Council approve the attached draft CAPER covering the period of July 1, 2024 through June 30, 2025. The draft CAPER was made available for public review from August 24, 2025 through September 8, 2025.

Staff is available to provide additional information desired by the Mayor or Council Members.

Respectfully Submitted,

Lenelle D. Suliguin Tatum Mothershead
HCD Manager Director, Economic & Community Development

Attachment

Draft CAPER

HUD
Consolidated
Plan
(CAPER)
Fiscal Year 2024-2025
Department of Economic and Community Development
Housing and Community Development Division

D R A F T

CITY OF DALY CITY

HUD CONSOLIDATED PLAN
July 1, 2024 through June 30, 2025

Consolidated Annual Performance and Evaluation Report (CAPER)

Fiscal and Program Year 2024-2025

CITY COUNCIL

Rod Daus-Magbual, Mayor
Glenn R. Sylvester, Vice Mayor
Juslyn C. Manalo
Pamela DiGiovanni
Teresa G. Proaño

Responsible Agency: Department of Economic and Community Development Tatum Mothershead, Director

Prepared by: Housing and Community Development Division Lenelle D. Suliguin, Housing and Community Development Manager Ann Cooney, Community Development Specialist

D R A F T

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT
(CAPER)
2024-2025 ONE YEAR ACTION PLAN

TABLE OF CONTENTS

CR-05-Goals and Outcomes ................................ ................................ ................................ ...... 1 CR-10-Racial and Ethnic Composition of Families Assisted ................................ .................... 5 CR-15-Resources and Investment ................................ ................................ ............................. 7 CR-20-Affordable Housing ................................ ................................ ................................ ....... 13 CR-25-Homeless and Other Special Needs ................................ ................................ ............. 16 CR-30-Public Housing ................................ ................................ ................................ .............. 19 CR-35-Other Actions ................................ ................................ ................................ ................ 20 CR-40-Monitoring ................................ ................................ ................................ ..................... 23 CR-45-CDBG ................................ ................................ ................................ ............................ 25 CR-50-HOME ................................ ................................ ................................ ............................ 26 CR-58-Section 3 ................................ ................................ ................................ ....................... 28

APPENDICES

Appendix A: IDIS reports
Appendix B: Affidavit of Publication and Public Comments Appendix C: Geographic Distribution of Activities
Appendix D: FY24-25 CDBG Funding Table
Appendix E: Demographics of households assisted by activity

D R A F T

CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.

During PY24-25, the second year of Daly City’s Five Year Consolidated Plan period (July 2023 through June 2028), the City made progress in meeting various priority needs identified in the Plan. Progress was limited in some areas as some subrecipients faced staffing challenges, and the City continued to refine its residential rehabilitation program process and make progress on the design of the Early Learning Childcare center. One grantee, the Center for Independence for Individuals with Disabilities, chose not to execute its CDBG contract while it re-evaluated its Home Accessibility Modification Program that provided accessibility improvements.

The table below summarizes the outcomes for the PY24-25 Action Plan as well as the Five Year Strategic Plan. Please note the following regarding the table below:
• The goal to provide City Residential Rehabilitation Program appears in two rows for the same activity. The program serves both rental units and homeowner housing units. It appears in two separate rows but is one activity. • Some goals were set up with multiple indicators and appear in multiple rows, making the table below hard to read. To facilitate, the following bullets associate the Source/Amount with the projects/activities. • $15,000: Project Sentinel (Cases)
• $715,062: City/Habitat Residential Rehab program; Rebuilding Together Peninsula • $30,000: Peninsula Family Service
• $20,000: Project Read
• $18,000: LifeMoves Family Crossroads - reported in both persons and households assisted • $35,000: Renaissance Entrepreneurship Center (Microenterprise) Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual

D R A F T

CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Acquisition and
Rehab
Affordable
Housing Rental units
rehabilitated
Household
Housing
Unit
5 0

0.00%
Administration
and
Coordination
Non-Housing
Community
Development
CDBG:
$ /
HOME:
$
Other Other 1 0

0.00% 1 0

0.00%
Affirmatively
further fair
housing
Affordable
Housing
Non-Housing
Community
Development
CDBG:
$ Other Other 1 2
200.00% 1 1
100.00%
Develop new
affordable
ownership units
Affordable
Housing Homeowner Housing
Added
Household
Housing
Unit
5 0

0.00%
Develop new
affordable
rental units
Affordable
Housing
HOME:
$
Rental units
constructed
Household
Housing
Unit
71 0

0.00% 2 0

0.00%
Encourage
economic
development
Non-Housing
Community
Development
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 150 53

35.33% 40 24

60.00%

D R A F T

CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Encourage
economic
development
Non-Housing
Community
Development
CDBG:
$ Businesses assisted Businesses
Assisted 0 0 0 0
Fund residential
accessibility
improvements.

Affordable
Housing
Non-
Homeless
Special Needs
CDBG:
$
Rental units
rehabilitated
Household
Housing
Unit
1 0

0.00%
Fund residential
accessibility
improvements.

Affordable
Housing
Non-
Homeless
Special Needs
CDBG:
$
Homeowner Housing
Rehabilitated
Household
Housing
Unit
44 5

11.36% 10 0

0.00%
Maintain,
provide, and
improve public
facilities
Non-Housing
Community
Development
CDBG:
$ Other Other 1 0

0.00% 1 0

0.00%
Provide public
services
Non-Housing
Community
Development
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 300 102

34.00% 60 48

80.00%
Provide public
services for the
homeless
Homeless CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 0 259 0 147
Provide public
services for the
homeless
Homeless CDBG:
$
Public service activities
for Low/Moderate
Income Housing Benefit
Households
Assisted 60 77
128.33% 30 45
150.00%

D R A F T

CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Provide public
services for the
homeless
Homeless CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted 0 0 0 0
Provide public
services for the
homeless
Homeless CDBG:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0 0
Provide
Residential
Rehabilitation
Program
Affordable
Housing
Non-
Homeless
Special Needs
CDBG:
$
Rental units
rehabilitated
Household
Housing
Unit
5 0

0.00%
Provide
Residential
Rehabilitation
Program
Affordable
Housing
Non-
Homeless
Special Needs
CDBG:
$
Homeowner Housing
Rehabilitated
Household
Housing
Unit
60 12

20.00% 13 5

38.46%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

In much of the Bay Area and throughout the state of California, housing remains a critical issue for many communities. The City’s Action Plan reflects this to be the case for Daly City. The highest priorities in the City’s Consolidated Plan include increasing the supply of housing, maintaining the housing stock, and supporting fair housing/renter services. In PY24-25, the City allocated fifty nine percent (59%) of its CDBG funds to housing activities. These activities help low income residents maintain the health and safety of their homes and make home accessibility modifications.

D R A F T

CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)

CDBG HOME
White 49 0
Black or African American 13 0
Asian 15 0
American Indian or American Native 1 0
Native Hawaiian or Other Pacific Islander 5 0
Total 83 0
Hispanic 43 0
Not Hispanic 44 0

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative
In terms of the percentages, the racial and ethnic composition of households assisted with CDBG and HOME in PY24-25 as indicated in Table 2 is as follows:
• White – 42%
• Black/African American – 11%
• Asian – 13%
• American Indian or American Native – 1%
• Native Hawaiian or Other Pacific Islander – 4%
• Hispanic – 49%
• Not Hispanic - 51%
Relative to the demographics of Daly City as reported in the U.S. Census Bureau (2023) American Community Survey 1-year estimates, Whites, Blacks, and Hispanics appear to be overrepresented. The Census estimates that Daly City is 13.5% White, 2.7% Black/African American, 61.4% Asian, and 21.4% of Hispanic ethnicity.

Of those households that identified as White in Table 2, 84% identified as Hispanics. Historically, program brochures of public services have been more available in Spanish than in Asian languages. However, we are seeing that more information is also being provided in Chinese and

D R A F T

CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Tagalog. The demographic distribution likely reflects which community has the greatest need for services and/or is more prone to seek out services.

There were no households assisted with HOME funds during the program year. The City’s HOME funds are allocated for an affordable housing development that continues to be in pre-development while it is working on putting together its funding stack.

To complete the table above, staff collected beneficiary data from its subrecipients in terms of both persons and households. The data provided in households was used to complete the CR-10 table in order to come closest to conveying the racial composition of families assisted.

Appendix E has a detailed summary of how the numbers in Table 2 are derived.

D R A F T

CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 2,377,688 810,287
HOME public - federal 401,055 37,936
Table 3 - Resources Made Available

Narrative
The CDBG amount under the Resources Made Available column in Table 3 comes from Line 8 in the PR26 (see Appendix A). This amount includes the PY24-25 Entitlement Grant ($932,468) plus actual PY24-25 program income and an unexpended balance of $1.3 million in prior year funds. The PY24-25 Action Plan had estimated $1,217,984 in CDBG funds for the program year; its estimates for program income and unexpended balances fell short. Appendix D shows the allocation of PY24-25 CDBG funds and the amounts expended for the program year. The table in Appendix D reports that the City spent 50% of the CDBG funds it had allocated in the PY24-25 Action Plan. Several activities spent more than 75% of their funds, while some activities were stalled by staffing issues and challenges implementing various funding requirements.

With regards to the HOME funds, the City received $284,032 in PY24-25. The Resources Made Available amount shown in Table 3 does not include unspent HOME funds conditionally committed to the 493 Eastmoor affordable housing project. The City did not disburse any HOME funds for this affordable housing development because the developer did not receive an award of State funding in the winter of 2024 as hoped. It applied again in the Spring of 2025 and came very close and will be submitting another application this coming September. The $37,935.85 in Table 3 was expended for HOME administration. In its PY24-25 Action Plan, the City undertook a waiver of 2024 HOME funds to go beyond the 10% Admin cap as allowed by the CA Waiver Authority issued February 9, 2023 relating to DR-4683.

Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
Citywide 100 100
Daly City jurisdictional
boundaries
Table 4 – Identify the geographic distribution and location of investments

Narrative
The City of Daly City identifies the area within its jurisdictional boundaries as its target area for its CDBG and HOME funds. Daly City is a densely populated area only covering about eight square miles. Public

D R A F T

CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
services are located in different areas of the City and are accessible and available to lower income residents. The residential rehabilitation and minor home repair programs are available to income eligible households throughout the City. Other projects are all accessible by public transportation.

D R A F T

CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

The City’s annual CDBG allocation for PY24-25 was $932,468. This allocation amount, combined with program income and unexpended prior year funds were used to leverage public and private funds in order to fund various activities. In PY24-25, the City’s CDBG subrecipients expended about $549,000 in the City’s CDBG dollars. These funds were leveraged with about $7 million in public funds and $1.8 in private and other sources of funding for a leverage ratio of about $22 for every dollar of Daly City CDBG funding. Private foundations and individuals, as well as other local, state, and federal funds combined to make available the various services provided by the subrecipients.

The City did not incur a match liability for the program year. This is reflected in Table 5 below.

Fiscal Year Summary – HOME Match

1. Excess match from prior Federal fiscal year 10,979,447

2. Match contributed during current Federal fiscal year 0

3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 10,979,447

4. Match liability for current Federal fiscal year 0

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 10,979,447 Table 5 – Fiscal Year Summary - HOME Match Report

D R A F T

CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match
0 0 0 0 0 0 0 0 0
Table 6 – Match Contribution for the Federal Fiscal Year

HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
begin-ning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
0 0 0 0 0
Table 7 – Program Income

D R A F T

CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises

Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property

D R A F T

CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition

D R A F T

CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 13 4
Number of Special-Needs households to be
provided affordable housing units 10 2
Total 23 6
Table 11 – Number of Households

One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 23 6
Number of households supported through
Acquisition of Existing Units 0 0
Total 23 6
Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The numbers under the One-Year Goals and Actual in Tables 11 and 12 above are comprised of the City’s Residential Rehab/Habitat for Humanity program, Rebuilding Together’s Safe at Home program, and the Center for Independence of Individuals with Disabilities’ (CID) Home Accessibility Modification program. As mentioned earlier, CID decided not to enter into a contract for the CDBG funds. CID indicated that it would be reevaluating its Housing Accessibility Modification Program, and its decision

D R A F T

CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
to not offer the program last year affected the City’s ability to meet its housing goals. CID accounted for 43% of the number of households projected to be served.

As was reported in last year’s CAPER, in February of 2023, the City entered into a pilot program contract for PY22-23 with Habitat for Humanity Greater San Francisco (HHGSF) to carry out its residential rehabilitation loan program from determining client eligibility and loan processing to developing scopes of work and completing construction.

In the PY24-25 Action Plan, the City had allocated an additional $396,182 to Habitat for Humanity. Rather than immediately entering into a contract with Habitat for this amount, both the City and Habitat extended the two earlier contracts (for PY22-23 and PY23-24) and focused on completing projects identified last summer. The plan was to enter into a PY24-25 contract after the two earlier contracts were closed out. However, there were construction delays related to PG&E, finalizing the scope of work, and unexpected additional repairs leading to change orders. As of June 30, 2025, HHGSF has completed three loan rehabs and is currently in the process of wrapping up or midway in the rehabilitation of four additional homes. Daly City HCD completed a residential rehabilitation program in PY2024 that HGSF could not take on. The City is looking to bring its residential rehabilitation loan program back in-house.

RTP had mixed results at meeting its goals in Daly City. RTP assisted four of its projected seven households. There has been a learning curve related to RTP doing more complex minor home repair requiring more detailed scopes of work, project budgets, lead hazard review requirements, and change orders. Opportunities for improvement were identified during multi-jurisdictional monitoring in 2024 and 2025 resulting in offerings of formal trainings on documenting and calculating household income.

Discuss how these outcomes will impact future annual action plans.

The need for affordable housing will continue to be a need addressed in future action plans. In light of RTP’s inability to meet its goals for PY2023 and PY2024, even with training and technical support, Daly City reduced its CDBG allocation from $63,000 and 7 projects to $40,000 and 5 projects for PY 2025. The City will continue to work diligently with RTP and within its own residential rehabilitation program to serve eligible residents, particularly those who are elderly or living with a disability. The City will explore what other organizations may be able to provide home accessibility modification if CID is unable to continue providing this program.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 1 0
Low-income 5 0
Moderate-income 0 0

D R A F T

CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
Total 6 0
Table 13 – Number of Households Served

Narrative Information
Table 13 above corresponds to the activities reported in Tables 11 and 12. Seventeen percent (17%) of the households reported were extremely low income. Eighty three percent (83%) were low income households.

In order to address “worst case needs,” that is, the needs of low income renter households who pay more than half their income for rent, live in seriously substandard housing or have been involuntarily displaced, Daly City has devoted significant effort to the entitlement and financing of several new affordable housing developments. These efforts will increase the supply of new units affordable to very low income households, including those with worst case needs. These include 72 units at 493 Eastmoor, 555 units at Midway Village, and potentially, 350 units at a former redevelopment site located at Carter and Martin Streets. The project at 493 Eastmoor is getting closer to obtaining its funding and the City hopes to enter into HOME agreements in the next program year. Phase 1 of the Midway Village redevelopment has been completed, resulting in the development of 111 affordable units.

All of these developments will be available and accessible to persons with disabilities. The City operates a housing rehab program which offers funding and technical assistance to low income homeowners. This program is used to address critical home repairs and to bring substandard housing up to code.

D R A F T

CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City continued to collaborate with the Community Service Center (CSC) which has caseworkers who conduct client intake and assess the individual needs of homeless persons. The CSC is operated by the Daly City Partnership and refers homeless clients to shelters in the County, and to other programs that could benefit them. The CSC is part of the County of San Mateo’s core service agencies, a network of agencies providing basic emergency and support services including food, transportation, shelter referrals, housing assistance, and client advocacy. The CSC works closely with the County’s Center on Homelessness which uses a coordinated entry system for homeless shelters in the County.

Addressing the emergency shelter and transitional housing needs of homeless persons In PY24-25, the City provided funding to LifeMoves to operate Family Crossroads, a transitional shelter for homeless families located in Daly City. During the program year Family Crossroads assisted 45 households comprised of 147 persons. This number includes all households that had stays at Family Crossroads, not just households whose prior residence was Daly City. The City does not provide funds to the two emergency shelters in San Mateo County (Safe Harbor in South San Francisco and Maple Street in Redwood City). However, both serve Daly City residents but are not required to report beneficiary data to the City since they do not receive City funding.

Through its participation in the Continuum of Care, the City continues to help address both the emergency shelter needs and transitional housing needs of homeless persons on a policy level. The City is on the Steering Committee of the Continuum of Care (CoC) and serves on the panel to evaluate and rank projects submitted for CoC funding. City staff assists in ranking the projects applying for CoC funds administered by the County. Participation in these committees gives the City opportunities to engage in various policy issues affecting services for homeless persons. City staff is also on the CoC’s Racial Equity Committee which explores how to address racial disparities that may be present in the County’s homelessness response system.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs

D R A F T

CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City helped low-income individuals and families to avoid becoming homeless through the Community Service Center, operated by Daly City Partnership, which connects them to programs and resources for which they may be eligible. These resources include dining programs, rental or security deposit assistance programs, and job training programs.

In prior years the City funded Legal Aid Society’s Homesavers program with CDBG funds to serve low income tenants who are having problems with their landlords and offer legal counseling in dealing with evictions and landlord issues so that they can stay in their housing. Legal Aid did not receive CDBG funds in PY24-25, but Legal Aid provided assistance to 95 Daly City households (215 persons) facing eviction using funding through the American Rescue Plan Act (SLFRF-ARPA). Ten percent (10%) of households assisted were elderly households and thirty percent (30%) were disabled households. Daly City is pleased to have received an application for and to be able to allocate CDBG funding to the Legal Aid Society’s Homesavers program and to HIP Housing, Inc.’s Housing Readiness program in PY25-26.

As already mentioned, the City continued to support agencies that help low income persons avoid becoming homeless. LifeMoves, in collaboration with Samaritan House, administered the Supportive Services for Veteran Families, a homelessness prevention program for veterans. As a member of the CoC Steering Committee that includes members representing youth facilities, jails, and mental health systems, the City interfaces with publicly funded institutions and systems of care regarding efforts to coordinate discharge policies to reduce homelessness. The City worked to prevent homelessness and assist homeless persons with special needs through its participation in the CoC’s efforts to coordinate with homeless service providers to implement HUD policies for addressing homelessness.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
To help homeless persons and families make the transition to permanent housing and independent living, the City provided funding to LifeMoves. LifeMoves operates shelters throughout San Mateo County, including Family Crossroads in Daly City. LifeMoves employs housing specialists who assist clients in identifying and securing permanent housing. The housing specialists assist homeless clients to access affordable housing. Transitional housing clients are encouraged to save 50% to 75% of their income so they have sufficient savings within three to five months of moving into the shelter; over 90% of families secure permanent housing upon leaving.

LifeMoves also operates a Motel Voucher Program to help ensure that there are almost no unsheltered families (with minor children) on the streets of San Mateo County at any time. This program helps to shorten the period of time that families experience homelessness. Case managers assess the needs of homeless clients and help them sign up for benefits that they are eligible for which can help to prevent

D R A F T

CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
the recently homeless from becoming homeless again.

D R A F T

CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
As there is no public housing in Daly City, the City’s efforts to address the needs of public housing is limited. The City is available to work with the Housing Authority of San Mateo County (HASMC) when requested.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
As there is no public housing in Daly City, the City’s efforts to address the needs of public housing is limited. The City is available to work with the Housing Authority of San Mateo County (HASMC) when requested.

Actions taken to provide assistance to troubled PHAs
No actions were taken as the HACSM is not a troubled PHA.

D R A F T

CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) • Adopted the Housing Element in November 2024 that proposed rezoning properties for more intensive residential development that would include affordable housing; • Approved parking reductions for housing developments, including affordable housing, under California Assembly Bill 2097, which eliminates City parking requirements for transit-proximate development proposals;
• Avoided rezoning properties that are presently designated or zoned for residential uses to non- residential uses;
• Rezoned properties designated for nonresidential uses to residential uses; • Continued to provide parallel building plan checking through the Building Division, Planning Division, and Department of Public Works as an effort to streamline project approvals.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The housing and community development needs in Daly City exceed the City’s resources to meet them.

The City has attempted to address obstacles to meeting underserved needs by collaborating with other public and private agencies and pursuing funding sources as they become available for specific priority activities.

The Bay Area is one of the most expensive housing markets in the country. An underserved need continues to be housing that is affordable to households at the lower income levels, and sometimes, at the middle income levels. The lack of funding for affordable housing and lack of vacant land is an obstacle to meeting this underserved need. To address this obstacle, the City adopted an Affordable Housing Ordinance to require below market rate units for ownership and rental residential developments.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City took the following actions to reduce lead-based paint hazards:
• Reviewed HUD Visual Assessment Course and Lead Safe Housing Rule Webinar Series: Subpart J and K (Rehabilitation)
• Provided lead hazard information, notification, and required evaluation in its housing rehabilitation and minor home repair programs;
• Required safe work practices in its housing rehabilitation and minor home repair programs and interim controls or abatement work methods were needed;

D R A F T

CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
• Provided information to contractors about training and certifications needed to provide lead- based paint abatement services;
• Coordinated with the County and neighboring local jurisdictions on efforts to reduce lead-based paint hazards.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City took the following actions to reduce the number of poverty-level families:
• Supported public services that provide assistance to very low income families. This includes services that provide child care, legal assistance in cases of potential evictions, and literacy training;
• Provided information and referral at the City’s Community Service Center which is part of the County’s Core Service Network to connect families and individuals with various programs and services such as rental and utility assistance.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City took the following actions to develop institutional structure:
• Continued on-going efforts to streamline the review and approval process for new developments;
• Provided technical assistance to CDBG subrecipients in complying with HUD requirements; • Continued on-going evaluation and revision of its processes; • Participated in the Continuum of Care and coordinated with homeless service providers. City staff is a member of the Continuum’s Racial Equity Planning Committee; • Attended HUD trainings to stay informed on changes in HUD regulations and guidelines; • Participated in local and regional collaborations, such as 21 Elements. 21 Elements is a regional collaboration of the 21 jurisdictions in San Mateo County that collaborate on various planning and housing issues;
• Participated in the monthly meetings with other CDBG/HOME grantees in San Mateo County; • Participated in a working group to guide policies regarding a regional website/portal for affordable housing in the Bay Area.
• Housing Leadership Council training?
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City took the following actions to enhance coordination between public and private housing and social service agencies:
• Participated in the Continuum of Care which includes representatives from various public and

D R A F T

CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
private housing and social service agencies;
• Participated in the County’s Core Service Agency Network through the City’s Community Service Center which networks with various housing and social service agencies; • Continued to update information on agencies and or collaboratives of housing and social service agencies serving Daly City residents.
• Any value in mentioning all the public events ECD/HCD tabled at last year? Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City took the following actions identified in the Assessment of Fair Housing to overcome the effects of impediments identified in its Analysis of Impediments:
• Continued to fund Project Sentinel to conduct testing, educate landlords and property management companies about fair housing law, educate Daly City residents in fair housing rights, and conduct fair housing audits in the City;
• Continued to support efforts to educate housing providers about requirements for reasonable accommodation or modification;
• Continued to support efforts to educate buyers through credit counseling and home purchase training;
• Continued to support efforts to strengthen use of Section 8 (“Moving to Work” in San Mateo County).

D R A F T

CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements

At the beginning of the program year, the Housing and Community Development staff use a risk matrix to identify the CDBG-funded activities to monitor. Public services are monitored on site by City staff at least once every three years to ensure compliance with CDBG regulations and to discuss constraints and opportunities facing each organization. Often times, if the subrecipient is also receiving CDBG funding from other jurisdictions in the County, the monitoring will be conducted jointly with staff from the other jurisdictions. Joint monitoring visits facilitate HUD compliance for the subrecipient as well as the City and the other jurisdictions.

In PY24-25, the City monitored four of our seven CDBG subrecipients including: LifeMoves, RTP, the Renaissance Center, and Habitat for Humanity. All of these monitoring visits were conducted jointly with other grantee jurisdictions with Daly City leading the coordination on Habitat for Humanity and the Renaissance Center. The process, while challenging, identified findings and concerns that subrecipient and City staff are directly addressing. Issues include proper income verification, documentation and record keeping, and procurement.

The City has been meeting monthly with the other CDBG entitlement jurisdictions in San Mateo County to discuss best practices and share processes regarding compliance with various HUD requirements. It incorporates the requirement to make efforts to outreach to Section 3 businesses in its funding agreements.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

As specified in the City’s Citizen Participation Plan, the City provides for public input on its Consolidated Annual Performance and Evaluation Report (CAPER). The CAPER was drafted and put out for public review and comment. The public comment period for the CAPER was from August 24, 2025 through September 8, 2025. The public notice regarding availability of the CAPER for public review was noticed in the local paper The Examiner. The notice was also translated into Spanish, Chinese, and Tagalog and

D R A F T

CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
posted on the City’s website along with the draft CAPER; made available at City Hall, the libraries, and the Community Service Center; and emailed to various agencies include community organizations serving low income households, families and persons with disabilities. There were no comments submitted regarding the CAPER during the public review and comment period.

D R A F T

CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

There were no changes in the City’s program objectives. The program objectives continued to focus on helping low income households access, maintain or preserve affordable housing. The City is monitoring the use of CDBG-CV funds and is aware that 100% of must be expended by August 2026. To date, the City has used 98% of its CDBG-CV funds.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.

D R A F T

CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 24 CFR 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.

During the program year, City staff conducted desk monitoring reviews of its HOME-assisted units. Additionally, it did a physical inspection of 35 Hillcrest/Hillcrest Gardens, a 40-unit senior housing complex, and 6800 Mission Street/Sweeney Lane, a 52-unit affordable housing development. Both developments received HOME funds and were found to be in good condition. There were minor corrections that were requested, including replacing a faucet and replacing exterior outlets. City staff requested photos of the corrections when completed. The inspections also included a review of tenant files.

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
The City requires an affirmative marketing plan when HOME units are constructed. To affirmatively market HOME units, the City requests that the developer’s marketing efforts include outreach to various organizations in the City, and postings on-line and in print with publications having a County-wide reach. All marketing material includes the Equal Housing Opportunity logo. Any local live/work preferences that may be considered will involve consultation with the local HUD office.

Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics There was no City HOME program income received in PY24-25 and no HOME program income used for projects.

Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City took the following other actions to foster and maintain affordable housing:
• Explored other funding sources for affordable housing, and supported developer applications for

D R A F T

CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
funding;
• Encouraged higher density mixed-use developments;
• Collaborated with regional public and private agencies working to promote affordable housing; • Monitored status of at-risk housing projects.

D R A F T

CAPER 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 14 – Total Labor Hours

Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships).

Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for, or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

D R A F T

CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other.

Table 15 – Qualitative Efforts - Number of Activities by Program

Narrative

D R A F T

FY24-25 CAPER City of Daly City

APPENDIX A
IDIS Reports
• PR26 CDBG Financial Summary
Line Amount Note
1 $1,311,335.58 Line 16 of FY23 PR26
10 $115,977.07 PY24-25 non-admin
expenditures not yet drawn
from IDIS as of 8/12/25
14 $17,351.71 PY24-25 admin expenditures
not yet drawn from IDIS as of
8/12/25
20 $115,977.07 See line 10.
30 $32,114.59 PY24-25 public services
expenditures not yet drawn
from IDIS as of 8/12/25
40 $17,351.71 See line 14.

Estimated based on 8/12/2025 accounting and IDIS reports. Minor adjustments may occur as Finance closes its books. • PR26 CDBG-CV Financial Summary
• PR26 Activity Summary by Selected Grant

D R A F T

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
14:08
08-22-25
Program Year 2024

DALY CITY , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

DALY CITY , CA
2,024.00

1,311,335.58
932,468.00

0.00 0.00
130,523.79

0.00 0.00

0.00 3,360.84
2,377,688.21

523,709.13
115,977.07
639,686.20
153,248.88

0.00 17,351.71
810,286.79
1,567,401.42

0.00 0.00
523,709.13

0.00 523,709.13

81.87%

PY: 2024 PY: PY:

0.00 0.00

0.00%

30,463.45

0.00 0.00
32,114.59
62,578.04
932,468.00
168,255.11

0.00 1,100,723.11

5.69%

153,248.88

0.00 0.00
17,351.71
170,600.59
932,468.00
130,523.79

0.00 1,062,991.79

16.05%

D R A F T

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
14:08
08-22-25
Program Year 2024

DALY CITY , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2023
2024
2024

2024
2024

2024
2024

2022
2022
2023
2023
2024
2024
2024
2024
2024
2024
2024
2024
2024

2023
2023

2024
2024

Total
10 12
12 7
7 2
2 3
3 3
3 4
5 5
5 5
5 5
5 5
3 3
1 1
740
750
750
747
747
749
749
721
721
741
741
746
752
752
752
752
752
752
752
752
736
736
745
745
7018948
6998075
7017275
7017275
7029221
7017275
7018948
7018948
7029221
7018948
7029221
7018948
6972319
6988147
6998075
7006421
7017275
7018948
7029221
7037703
6998075
7006421
7017275
7018948
2023 Early Learning Childcare Center
2024 Early Learning Childcare Center
2024 Early Learning Childcare Center
LifeMoves / Family Crossroads
LifeMoves / Family Crossroads
Project Read / Adult Literacy
Project Read / Adult Literacy
Residential Rehabilitation
Residential Rehabilitation
2023 Residential Rehabilitation - Construction
2023 Residential Rehabilitation - Construction
Rebuilding Together Peninsula / Safe at Home
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
City Residential Rehabilitation
2023 Residential Rehabilitation - Program Delivery
2023 Residential Rehabilitation - Program Delivery
Renaissance Entrepreneurship Center / Micro-Enterprise Development Renaissance Entrepreneurship Center / Micro-Enterprise Development 03M
03M
03M
03M
03T
03T
03T
05Z
05Z
05Z
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14A
14H
14H
14H
18C
18C
18C
LMC
LMC
LMC
Matrix Code 03M
LMC
LMC
Matrix Code 03T
LMC
LMC
Matrix Code 05Z
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
LMH
Matrix Code 14A
LMH
LMH
Matrix Code 14H
LMC
LMC
Matrix Code 18C
$21,337.50
$47,459.90
$5,900.00
$74,697.40
$13,914.12
$3,229.83
$17,143.95
$2,464.63
$10,854.87
$13,319.50
$29,967.66
$2,564.07
$131,569.25
$14,618.81
$7,500.00
$47,281.84
$42,157.73
$35,808.49
$14,253.44
$14,572.83
$24,381.45
$328.72
$19,063.98
$384,068.27
$18,100.00
$2,630.00
$20,730.00
$2,097.50
$11,652.51
$13,750.01
$523,709.13
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
2024
2024

2024
2024

Total
7 7
2 2
747
747
749
749
7017275
7029221
7017275
7018948
No
No
No
No
No
LifeMoves / Family Crossroads
LifeMoves / Family Crossroads
Project Read / Adult Literacy
Project Read / Adult Literacy
Activity to prevent, prepare for, and respond to Coronavirus B22MC060010
B22MC060010
B22MC060010
B22MC060010
EN
EN
EN
EN
03T
03T
03T
05Z
05Z
05Z
LMC
LMC
Matrix Code 03T
LMC
LMC
Matrix Code 05Z
$13,914.12
$3,229.83
$17,143.95
$2,464.63
$10,854.87
$13,319.50
$30,463.45
$30,463.45

D R A F T

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
14:08
08-22-25
Program Year 2024

DALY CITY , CA
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2024
2024
2024
2024
2024
2024
2024
2024

2024
2024
2024

Total
3 3
3 3
3 3
3 3
8 8
8 743
743
743
743
743
743
743
743
744
744
744
6972319
6988147
6998075
7006421
7017275
7018948
7029221
7037703
6988147
7018948
7037703
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
CDBG Program Administration
Project Sentinel / Fair Housing
Project Sentinel / Fair Housing
Project Sentinel / Fair Housing
21A
21A
21A
21A
21A
21A
21A
21A
21A
21D
21D
21D
21D
Matrix Code 21A
Matrix Code 21D
$25,172.84
$23,518.26
$12,676.11
$12,688.20
$14,947.39
$22,170.01
$84.04
$26,992.03
$138,248.88
$6,790.47
$7,585.63
$623.90
$15,000.00
$153,248.88

D R A F T

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
14:09
08-22-25

DALY CITY , CA
Metrics
New Grantee (CV)
PART I: SUMMARY OF CDBG-CV RESOURCES
01 CDBG-CV GRANT
02 FUNDS RETURNED TO THE LINE-OF-CREDIT
03 FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
04 TOTAL CDBG-CV FUNDS AWARDED
PART II: SUMMARY OF CDBG-CV EXPENDITURES
05 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 06 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
07 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
08 TOTAL EXPENDITURES (SUM, LINES 05 - 07)
09 UNEXPENDED BALANCE (LINE 04 - LINE8 )
PART III: LOWMOD BENEFIT FOR THE CDBG-CV GRANT
10 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
11 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
12 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
13 TOTAL LOW/MOD CREDIT (SUM, LINES 10 - 12)
14 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 05)
15 PERCENT LOW/MOD CREDIT (LINE 13/LINE 14)
PART IV: PUBLIC SERVICE (PS) CALCULATIONS
16 DISBURSED IN IDIS FOR PUBLIC SERVICES
17 CDBG-CV GRANT
18 PERCENT OF FUNDS DISBURSED FOR PS ACTIVITIES (LINE 16/LINE 17) PART V: PLANNING AND ADMINISTRATION (PA) CAP
19 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
20 CDBG-CV GRANT
21 PERCENT OF FUNDS DISBURSED FOR PA ACTIVITIES (LINE 19/LINE 20)

DALY CITY , CA

1,677,048.00

0.00 0.00
1,677,048.00

1,402,393.80
244,188.81

0.00 1,646,582.61
30,465.39

0.00 0.00
1,091,920.53
1,091,920.53
1,402,393.80

77.86%

1,402,393.80
1,677,048.00

83.62%

244,188.81
1,677,048.00

14.56%

D R A F T

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
14:09
08-22-25

DALY CITY , CA
LINE 10 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 10 No data returned for this view. This might be because the applied filter excludes all data.

LINE 11 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 11 No data returned for this view. This might be because the applied filter excludes all data.

LINE 12 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 12 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2020
Total
1 696 6531659
6570470
6618427
6627968
6680943
6710990
6723830
6728160
6756477
6764564
6789943
6817704
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
$107,795.56
$173,525.88
$31,121.00
$14,431.76
$200,852.87
$10,138.33
$117,218.02
$122,858.50
$169,705.46
$24,340.50
$21,402.69
$98,529.96
$1,091,920.53
LINE 16 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 16 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2020 1 696
713
6531659
6570470
6618427
6627968
6680943
6710990
6723830
6728160
6756477
6764564
6789943
6817704
6618427
6627968
6710990
6723830
6756477
6789943
6896195
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP - COVID19 Emergency Rental Assistance
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05Q
05W
05W
05W
05W
05W
05W
05W
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
LMC
URG
URG
URG
URG
URG
URG
URG
$107,795.56
$173,525.88
$31,121.00
$14,431.76
$200,852.87
$10,138.33
$117,218.02
$122,858.50
$169,705.46
$24,340.50
$21,402.69
$98,529.96
$37,478.18
$6,060.00
$59.88
$37,525.94
$20,006.50
$2,850.87
$19,879.56

D R A F T

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
14:09
08-22-25

DALY CITY , CA
Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2020
Total
1 713
714
6903012
6940417
6618427
6627968
6723830
6756477
6789943
6817704
6851526
6896195
6903012
6940417
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Emergency Food Distribution
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
DCP COVID 19 Mental Health
05W
05W
05O
05O
05O
05O
05O
05O
05O
05O
05O
05O
URG
URG
URG
URG
URG
URG
URG
URG
URG
URG
URG
URG
$8,588.16
$6,889.18
$7,357.28
$11,395.81
$24,990.00
$5,944.19
$20,280.00
$19,168.80
$8,404.80
$44,850.32
$17,346.96
$11,396.84
$1,402,393.80
LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name Matrix
Code
National
Objective Drawn Amount
2020
Total
2 698 6501455
6513417
6531659
6562031
6565391
6570470
6575228
6577795
6605870
6618427
6627968
6653110
6680943
6704773
6710990
6789943
6817704
6828282
6833126
6851526
6896195
6903012
6919662
6940417
6972319
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
CDBG-CV Program Administration
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
$69,656.53
$12,989.67
$15,828.29
$5,629.75
$7,905.55
$7,715.42
$12,013.76
$7,827.54
$15,188.44
$9,985.11
$7,443.46
$17,866.21
$4,729.66
$4,447.20
$5,025.20
$639.05
$1,339.83
$4,799.59
$4,357.63
$6,039.94
$11,774.59
$2,868.38
$4,435.99
$2,730.00
$952.02
$244,188.81

D R A F T

D R A F T

FY24-25 CAPER City of Daly City

APPENDIX B

Affidavit of Publication
and Public Comments

• CAPER public review notice
o English
o Chinese
o Spanish
o Tagalog
o Webpage (8/22/2025)
• No public comments received

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

FY24-25 CAPER City of Daly City

APPENDIX C
Geographic Distribution of Activities

PUBLIC SERVICES
• Daly City Community Service Center
• Peninsula Family Services – Mission Child Development Center • LifeMoves - Family Crossroads

The following public service has not been mapped because their headquarters and/or facilities are outside of Daly City: Project Read (South San Francisco)

Daly City Community Services Center
Mission Child Development Center
Family Crossroads

D R A F T

FY24-25 CAPER City of Daly City

APPENDIX D
FY24-25 CDBG Funding Table

D R A F T

FY24-25 CAPER City of Daly City

APPENDIX E

Racial and ethnic composition of households assisted by activity In order to complete the CR-05 and CR-10, Daly City collects beneficiary data for both persons and households from is subrecipients on a quarterly and annual basis using a “Subrecipient Performance Report.” Daly City uses the data provided in households to come closest to conveying the racial and ethnic composition of families assisted. Please see Attachment A to view an example of the “Subrecipients Performance Report” form.

D R A F T

FY24-25 CAPER City of Daly City

D R A F T

City Council Meeting Agenda Report Item # _____

Meeting Date: September 8, 2025

Subject: Authorize the City Manager to Execute a License Agreement with the Pilipino Bayanihan Resource Center (PBRC) for the Use of Certain Portions of the Doelger Arts Center (200 Northgate Avenue)

Recommended Action
Authorize the City Manager to execute a License Agreement with the Pilipino Bayanihan Resource Center for a 2-year term, with the option for the City Manager to extend one additional year.

Background/Discussion
Pilipino Bayanihan Resource Center (PBRC) is a non-profit, community-based organization established in 1989 that serves the community in Daly City and San Mateo County through direct services and community education. Programs include, but are not limited to, arts, cultural preservation, health and wellness awareness, financial support, and academic enrichment. As a nonprofit, their funding is dependent upon donations, sponsorships, and grants.

PBRC is currently located at the Doelger Arts Center and seeks to renew their license agreement with the City for a 2-year term, with the option of a one-year extension authorized by the City Manager, in order to continue providing these programs and resources to the community.

Fiscal Impact
The current license fee is $400 per month.

Summary/Conclusion
Staff recommends that the City Council authorize the City Manager to execute a License Agreement with Pilipino Bayanihan Resource Center (PBRC) allowing for the use of Room 1 and Room 5 at the Doelger Arts Center for a term of 2 years, with the option of a one-year extension as authorized by the City Manager.

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

Respectfully submitted,

Rose Zimmerman Leilani Ramos
City Attorney Assistant to the City Manager

Attachment: Draft License Agreement

1 LICENSE FOR THE

USE OF PROPERTY

This License is entered by and between the CITY OF DALY CITY ("City") and the Pilipino Bayanihan Resource Center ("Licensee"). This License is made and executed on , 2025, in Daly City, California.

WHEREAS, the City is the owner of certain real property commonly known as the Doelger Arts Center, located at 200 Northgate Avenue in Daly City (hereinafter described as “Doelger Arts Center”), in the City of Daly City; and

WHEREAS, the Licensee, a duly organized non-profit corporation, desires to use two (2) Rooms located in the Doelger Arts Center, specifically what is commonly known as Room 5 and Room 1 (Credit Union Room) (hereinafter described as the “Premises”) to provide direct services, education and cultural event for the Filipino community in Daly City and San Mato County;

NOW, THEREFORE, the parties agree as follows:

1. Licensee is a bona fide non-profit, community-based organization serving the Filipino population in Daly City and San Mateo County which provides direct services and community education.

2. The City grants to Licensee a revocable license to use the Premises for the purpose of providing direct services and community education in accordance with the Licensee’s non-profit bylaws and articles of incorporation. No other dissimilar uses, including political activities, are allowed without prior written consent from the City.

3. License Fee. Licensee shall pay the City monthly fee of $400.00 during the term of this License, unless terminated as provided herein. The License Fee shall be submitted to the City at the office of the Daly City Department of Finance, 333- 90th Street, Daly City, California, 94015 at the first day of every month, and no later than 10 days after the first of the month.

4. Term. This License shall commence on October 1, 2025 and shall remain in effect for 2 years until October 1, 2027, with the option for the City Manager to extend the License one additional year to October 1, 2028. The additional year shall be by written approval by the City Manager.

5. Termination. Either party may terminate this License with 90 days written notice to the other party. In the event of termination, Licensee shall vacate the Premises and pay any outstanding License Fees.

2 6. Use of Premises. Licensee shall not use or allow the Premises to be used for any improper, immoral, unlawful or objectionable purpose, or any political activities.

7. Business License. Licensee must maintain a Daly City Business License in good standing for the duration of the term of this License.

8. Smoking Prohibited on Premises. Smoking is prohibited in all areas of the Doelger Arts Center including the courtyard and parking lot (Daly City Municipal Code – Chapter 8.36).

9. Subleasing of Premises Prohibited. Licensee is not permitted to sublease or grant third party use of any part of Premises. Any violation of this restriction will result in the revocation of the Licensee’s License.

10. Licensee shall provide adequate supervisory personnel so that someone may be identified and contacted regarding management of the service during normal business hours and at all times when any services are being provided, or activities are being held. Licensee shall also maintain the Premises and surrounding area in a clean and orderly manner.

11. Non-Discrimination. Licensee shall not discriminate on the basis of a person’s race, color, creed, religion, national origin, ancestry, age, sex, sexual orientation, gender identity, domestic partner status, marital status, disability during any activities or services provided on the Premises during the term of this License.

12. Licensee shall be responsible for maintaining the Premises in a clean and orderly manner, and for removing debris or rubbish after each day's classes. If Licensee fails after notice from the City to maintain and keep the Premises clean and orderly, the City may at the expense of the Licensee cure the deficiency at any time. If such problem occurs the second time, the City reserves the right to revoke Licensee's License.

13. Licensee understands that as a licensee, it has no property interest in the Premises or Doelger Arts Center. Licensee also understands that the common areas of the Doelger Arts Center may be occupied by other licensees and renters and that the Licensee does not have an exclusive right to use the common areas at the Doelger Arts Center.

14. Indemnification. Licensee agrees to indemnify, defend and hold harmless the City from and against any and all claims, losses, damages, expenses, judgments and costs, including attorney's fees and court costs, resulting from Licensee's use of the Premises under this License.

15. Insurance. Licensee shall, at its own expense, maintain in force during the term of this License a policy of comprehensive liability insurance insuring and endorsing the City as additional insured against any liability resulting from Licensee's use of the Premises under this License. Licensee shall furnish a

3 certificate of insurance and endorsement to the City Attorney’s Office for approval upon use of the property.

16. Assignability. Licensee shall not assign, sublicense or otherwise transfer its rights under this License to any other party.

17. Notices. All notices to the City shall be sent to:

Rose Zimmerman
City Attorney
333 90 th Street, 3rd Floor
Daly City, Ca 94015
Email: [email protected]

Copy to:

Thomas J. Piccolotti
City Manager
City of Daly City
333 90th Street
Daly City, CA 94015
Email: [email protected]

All notices to the Licensee shall be sent to:

Maria Villarosa
Pilipino Bayanihan Resource Center
200 Northgate Avenue
Daly City, CA 94015

18. This License contains the entire understanding between the parties relating to the rights and obligations assumed under it. Any amendments or modifications to this License will not be effective unless contained in a writing issued by the City.

19. This License shall be interpreted and construed under the laws of the State of California.

IN WITNESS WHEREOF, the parties have executed this License as of the date and first above written.

CITY LICENSEE

___________________ _________________
By: Thomas J. Piccolotti By:

City Manager Title:

City Council Meeting Agenda Report Item # _____

Meeting Date: September 8, 2025

Subject: Authorize the City Manager to Accept and Appropriate Additional Expanded Learning Opportunities Program (ELOP) grant funds with the Jefferson Elementary School District

Recommended Action
It is recommended that the City Council authorize the City Manager to accept and appropriate additional grant funds in the agreement with the Jefferson Elementary School District.

Background
The City Council previously authorized the City Manager to execute an agreement with the Jefferson Elementary School District in the amount of $1,041,701.57, as outlined in the Scope of Services under Resolution 25-62. The total amount reflected in the Scope of Services should be $1,086,101.57.

Fiscal Impact
An additional $44,400 in funding for the Expanded Learning Opportunities Program (ELOP) should be appropriated to account number 10116200-46110.

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

Respectfully Submitted,

Denise Brown Jennifer Der
Director Recreation Services Manager

City Council Agenda Report Item # _____
Considerati
Meeting Date: September 8, 2025

Subject: Approve Partnership with the Daly City Police Athletic League for their Fundraiser Dinner at the Pacelli Event Center

Recommended Action
Approve City partnership with the Daly City Police Athletic League (DC PAL) for their Fundraiser Dinner at the Pacelli Event Center on Friday, September 5, 2025, including fee waivers.

Background
The Daly City Police Athletic League (DC PAL) is a nonprofit organization committed to fostering positive relationships between law enforcement and youth. Through sports, educational programs, and community engagement, DC PAL creates meaningful alternatives to crime, drugs, and violence while promoting respect, responsibility, and self-discipline. To support youth programs that strengthen the Daly City community, DC PAL hosts an annual Fundraiser Dinner.

DC PAL is inviting the City of Daly City to partner for its Fundraiser Dinner on Friday, September 5, 2025. As a partner, the City would host the event at the Pacelli Event Center and promote the event to the Daly City community.

Discussion
The City Council may consider becoming an official event partner and waiving fees and other requirements for the rental of the Pacelli Event Center, from 2 – 10pm. The chart below depicts all costs associated with the rental:

Fees: 2 - 10pm Non-Refundable Fees Refundable Fees

($225 per/hr x 8 hours) Insurance Custodial Fee
(Mandatory)+
Deposit

Total
Pacelli Event Center
(incl. Merced Room)
$1,800.00 $147 $400 $1000 $3,347.00
TOTALS $3,347.00
+This is a mandatory fee associated with all gym rentals.

As DC PAL has already submitted payment for the $1,000 refundable deposit, they will still owe monies for the $400 mandatory/non-refundable custodial fee and the $147 non-refundable insurance fee which totals $547. The total rental fees requested to be waived are for the hourly rate of $225 x the 8 hours of use which amounts to $1,800.

Summary/Conclusion
Staff recommends that the City Council approve event partnership and fee waivers. Staff is available to provide any additional information desired by the Mayor or Councilmembers.

Respectfully submitted,

Leilani Ramos Denise Brown
Assistant to the City Manager Director of Recreation Services

City Council Meeting Agenda Report Item # _____
props
Meeting Date: September 8, 2025

Subject: Assign Cybersecurity Analyst I/II Classification to Ranges U070/U087 of the Miscellaneous/Unrepresented Salary Schedule

Recommended Action
Staff recommends that the City Council approve the assignment of the Cybersecurity Analyst I/II classification to Range U070/U087 of the Miscellaneous/Unrepresented salary schedule.

Background
On February 24, 2025, the City Council adopted Resolution 25-26 approving the Information Technology Master Plan and Resolution 25-28 accepting the FY 2025 Mid-Year Operating Budget.

Resolution 25-28 included the addition of (1) Network Administrator I/II to the Finance Budget at ranges U70/U87 of the Miscellaneous/Unrepresented salary schedule to comply with the IT Master Plan recommendations for Cybersecurity focused staff.

The City attempted to recruit a Network Administrator I/II with cybersecurity responsibilities. Due to the low applicant pool we are recommending to change the title of the approved Network Administrator I/II position to Cybersecurity Analyst I/II. The Cybersecurity Analyst I/II title will better reflect the duties of the position.

Fiscal Impact
There is no fiscal impact. The Cybersecurity Analyst I/II classification will remain at the same salary range as the previously approved Network Administrator I/II classification.

Summary/Conclusion
Staff is requesting that the City Council approve the assignment of the Cybersecurity Analyst I/II classification to Ranges U070/U087 of the Miscellaneous/Unrepresented salary schedule.

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

Respectfully submitted,

Timothy Nevin Natalie Sakkal
Director of Finance and Administrative Services Director of Human Resources

City Council Agenda Report Item # _____

Meeting Date: September 8, 2025

Subject: Authorize the City Manager to Execute a Professional Service Agreement with GAI Consultants, Inc. for the AC Transmission Line Peer Review for the Cormorant Underground 115kV Gen-Tie Project

Recommended Action

Staff recommends that the City Council authorize the City Manager to execute a professional services agreement and any amendments, in an amount not to exceed $357,900.37, with GAI Consultants, Inc. of Tempe, Arizona, to provide peer review services for the Cormorant Underground 115kV Gen-Tie Project.

Background

In February 2025, the City Council approved Cormorant Energy Storage, LLC’s Underground 115kV Gen-Tie Project. The project proposes to build a 250-megawatt battery energy storage system (BESS) on the vacant lot near the southeast corner of Carter Street and Geneva Avenue.

The BESS will be composed of lithium-ion batteries, inverters, medium-voltage transformers, switchgear, a collector substation, transmission line and other associated equipment to interconnect into the Pacific Gas & Electric Company Martin substation. The project will support grid reliability and maximize the use of clean, renewable energy sources by storing excess renewable energy when abundant and dispatching it back to the grid when it is needed.

Due to the unique nature of the project, technical expertise in the area of high-voltage transmission lines is needed to review the project plans and conduct an analysis of potential impacts to the existing subsurface infrastructure.

Discussion

Staff released a Request for Proposals (RFP) for peer review services for the Cormorant Underground 115kV Gen-Tie project on May 28, 2025. Two proposals were received on June 18, 2025 and a panel consisting of staff from the Department of Public Works and Department of Water & Wastewater Resources evaluated the proposals on their technical merits. GAI Consultants, Inc. ranked first and is recommended for the project based on their experience and qualifications.

GAI Consultants’ scope of work includes, but is not limited to:
• Evaluation of the potential impacts of the underground high-voltage transmission line on the existing water mains, pump station and underground utilities. • Review of the designer’s AC Transmission Line Study and design plans for the Cormorant Underground 115kV Gen-Tie project for compliance with federal, state, and local standards and codes.
• Provide recommendations to enhance safety, reliability and regulatory compliance.

Authorize the City Manager to Execute a Professional Services Agreement with GAI Consultants, Inc. for the AC Transmission Line Peer Review for the Cormorant Underground 115kV Gen-Tie Project
Meeting Date: September 8, 2025

Fiscal Impact

The professional services agreement with GAI Consultants, Inc provides for a not-to-exceed amount of $357,900.37. An additional $71,580.07 (20%) is needed for Engineering Administration Fees which brings the total cost to $429,480.45.

The cost of the professional services contract and administration fee are being borne by the applicant for the Cormorant project

Summary/Conclusion

Staff recommends that the City Council authorize the City Manager to execute a professional services agreement and any amendments, in an amount not to exceed $357,900.37, with GAI Consultants, Inc of Tempe, Arizona, to provide consultant plan review services for the Cormorant Underground 115kV Gen-Tie Project.

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: Draft GAI Consultants, Inc. Professional Services Agreement

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AGREEMENT WITH GAI CONSULTANTS, INC.

FOR DESIGN PROFESSIONAL SERVICES
FOR
City of Daly City

This Agreement, made and entered into this ____ day of __________, 2025 (the “Effective Date”) by and between the CITY OF DALY CITY , a municipal corporation existing under the laws of the State of California (”CITY") , and GAI CONSULTANTS, INC., an Arizona S- Corporation ("CONSULTANT"):

GAI CONSULTANTS, INC.
60 E. Rio Salado Parkway, Suite 900
Tempe, Arizona 85281

R E C I T A L S :

A. CITY desires certain construction docume nt services hereinafter described as the design services for Cormorant Underground 115kV Gen-Tie Project.

B. CITY desires to engage CONSULTANT to provide these consulting services by reason of its qualifications and experience for performing such services and CONSULTANT has offered to provide the required services on the terms and in the manner set forth herein.

NOW, THEREFORE, IT IS AGREED as follows:

SECTION 1 - SCOPE OF SERVICES

The scope of services to be performed by CONSULTANT under this Agreement is as described in Exhibit A to this Agreement, the proposal from GAI CONSULTANTS, INC. dated June 18, 2025, cost proposal dated July 8, 2025 and scope of work and deliverables dated August 26, 2025, attached and incorporated by reference.

SECTION 2 - DUTIES OF CONSULTANT

CONSULTANT shall be responsible for the professional quality, technical accuracy and coordination of all work furnished by CONS ULTANT under this Agreement. CONSULTANT shall, without additional compensation, correct or revise any errors or deficiencies in its work.

CONSULTANT represents that it is qualified to furnish the services described under this Agreement.

CONSULTANT shall be responsible for employing or engaging all persons necessary to perform the services of CONSULTANT.

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SECTION 3 - DUTIES OF CITY

CITY shall provide pertinent information regarding its requirements for the project.

CITY shall examine documents submitted by CONSULTANT and shall render decisions pertaining thereto promptly, to avoid unreasona ble delay in the progr ess of CONSULTANT'S work.

SECTION 4 - TERM

The services to be performed under this Agreement shall commence on the Effective Date and be completed within two (2) years.

SECTION 5 - PAYMENT

Payment shall be made by CITY only for services rendered and upon submission of a payment request upon completion and CITY approval of the work performed. In consideration for the full performance of the services set forth in Exhi bit A, CITY agrees to pay CONSULTANT, on a time and materials basis, pursuant to rates stated in Exhibit A to this Agreement, attached and incorporated by reference. In no event sha ll CONSULTANT’s total compensation under this Agreement exceed three hundred fifty-seven thous and nine hundred dollars and thirty-seven cents ($357,900.37).

SECTION 6 – TERMINATION

Without limitation to such rights or remedies as CITY shall otherwise have by law, CITY shall have the right to term inate this Agreement or suspend work on the Project for any reason, upon ten (10) days' written notice to CONSULTANT. CONSULTANT agrees to cease all work under this Agreement upon receipt of said written notice.

Upon termination and upon CITY'S payment of th e amount required to be paid, documents become the property of CITY, and CONSULTANT shall transfer them to CITY upon request without additional compensation.

SECTION 7 - OWNERSHIP OF DOCUMENTS

All documents prepared by CONSULTANT in th e performance of this Agreement, although instruments of professional service, are and sh all be the property of CITY, whether the project for which they are made is executed or not.

SECTION 8 - INDEPENDENT CONTRACTOR

It is understood that Consultant, in the performa nce of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of the City. Consultant shall obtain no ri ghts to retirement benefits or other benefits which accrue to City's employees, and Consulta nt hereby expressly waives any claim it may

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have to any such rights.

SECTION 9 - CONFIDENTIALITY

All reports and documents prep ared by CONSULTANT in connect ion with the performance of this Agreement are confidential until released by CITY to the public. CONSULTANT shall not make any such documents or information ava ilable to any individual or organization not employed by CONSULTANT or CITY without the written consent of CITY before any such release.

SECTION 10 - INTEREST OF CONSULTANT

CONSULTANT covenants that it pr esently has no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the services under this Agreement.

SECTION 11 – USE OF SUBCONSULTANTS

CONSULTANT shall not subcontract any services to be performed by it under this Agreement without the prior writte n approval of the CITY, except for service firms enga ged in drawing, reproduction, typing, and printing. CONSULTANT shall be solely responsible for reimbursing any subconsultants and the CITY shall have no obligation to them.

SECTION 12 - CONSULTANT'S STATUS

It is expressly agreed that in the performance of the professi onal services required under this Agreement, CONSULTANT shall at all times be considered an independent CONSULTANT as defined in Labor Code Section 3353, under control of the CITY as to the re sult of the work but not the means by which the result is accomplished. Nothing herein shall be construed to make CONSULTANT an agent or employee of CITY while providing services under this Agreement.

SECTION 13 – SB 1383 COMPLIANCE

To the extent applicable, CONSULTANT shall comply with the requirements set forth in SB 1383 and Public Contracts Code Section 22150 for the procurement of recycled paper products.

To the extent that the fitness and quality are equal, CONSULTANT shall purchase recycled products, as defined in Public Contracts Code Section 12200 instead of nonrecycled products.

Upon completion of the term of this Contract, CONSULTANT shall provide records to the CITY demonstrating compliance with this section, including copies of all invoices, receipts, or other proofs of purchase that detail the procurement of paper products.

SECTION 14 - INDEMNITY

To the fullest extent permitted by law (inc luding, without limitation, California Civil Code Sections 2782 and 2782.6), Consultant and Consulta nt’s sureties agree to defend (with legal counsel acceptable to th e City), indemnify and hold harmless the City, its officers, agents,

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officials, representatives, employees and volunteers (collectively “Indemnitees”) from and against any and all claims, demand s, actions, losses, damages, inju ries, and liability, direct or indirect (including, without limi tation, incidental and conseque ntial damages, court costs, attorneys’ fees, litigation expenses and fees of expert consultants or expert witnesses incurred in connection therewith and costs of investigation), that arise out of, pertain to, or relate to, directly or indirectly, in whole or in part, the negligence, recklessn ess, or willful misconduct of Consultant, any Subconsultant, an yone directly or indirectly employed by them, or anyone that they control (collectively “L iabilities”). Such obligations to defend, hold harmless and indemnify any Indemnitee shall not apply to the extent that such Liabilities are arise out of the sole negligence, active negligence, or willful misconduct of Indemnitee.

Acceptance by the City of the work performed under this Agreement does not operate as a release of Consultant from such professional responsibility for the work perfo rmed pursuant to this Agreement.

The duty of Consultant and its sureties to indemnify and hold harmless as set forth above, shall include the duty to defend as set forth in Section 2778 of the California Civil Code, provided, however, that nothing herein shall be c onstrued to require the C onsultant to indemnify the City, its subsidiary districts, its officers, ag ents or employees agains t any responsibility for liability in contravention of Section 2782 of the California Civil Code. To the extent there is an obligation to indemnify under this Section, Consu ltant shall be responsible for incidental and consequential damages resulting di rectly or indirectly, in whole or in part, from Consultant’s negligence, recklessness, or willful misconduct.

Consultant and its suretie s expressly and specifically agree to waive any and all subrogation rights it may ha ve against the City, its subsidiary districts, officers or employees.

Indemnification and waiver of subrogation contained in this section shall remain operative and in full force and effect regardless of any termination of this Agreement.

SECTION 15 - INSURANCE

CONSULTANT shall procure and maintain for th e duration of the cont ract and three years thereafter (five years for building or major impr ovements) insurance against claims for injuries to persons or damages to propert y which may arise from or in connection w ith the performance of the work hereunder and the results of th at work by the CONSULTANT, his agents, representatives, employees or subcontractors.

MINIMUM SCOPE OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 12 07 covering CGL on an “occurrence” basis, including products-completed operations, personal & advertising in jury, with limits no less than $2,000,000 per occurrence. If a general aggregat e limit applies, either the general aggregate limit shall

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apply separately to this proj ect/location or the general aggr egate limit shall be twice the required occurrence limit.

2. Automobile Liability: ISO Form Number CA 00 01 coveri ng any auto (Code 1), or if CONSULTANT has no owned autos, hired, (Code 8) and non-owned autos (Code 9), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Professional Liability (Errors and Omissions): Insurance appropriate to the CONSULTANT’s profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate
If the CONSULTANT maintains higher limits than the minim ums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the CONSULTANT.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City, its elected and appointed officials, employees, and agents are to be covered as insureds on the auto policy for liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the CONSULTANT; and on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the CONSULTANT including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the CONSULTANT’s insurance (at least as broad as ISO Form CG 20 10, 11 85 or both CG 20 10 and CG 20 37 forms if later revisions used).

Primary Coverage
For any claims related to this contract, the CONSULTANT’s insurance coverage shall be primary insurance as respects the City, its elected and appointed officials, employees, and agents. Any insurance or self-insurance maintained by the City, its elected and appointed officials, employees, or agents shall be excess of the CONSULTANT’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except after thirty (30) days’ prior written notice (10 days for non-payment) has been given to the City.

Waiver of Subrogation
CONSULTANT hereby grants to City a waiver of any right to subrogati on which any insurer of said CONSULTANT may acquire against the City by virtue of the payment of any loss under such insurance. CONSULTANT agrees to obta in any endorsement that may be necessary to

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effect this waiver of subrogation, but this provision applies regard less of whether or not the City has received a waiver of subrogation endorsement from the insurer.

Deductibles and Self-Insured Retentions
Any deductibles or self-insured retentions must be declared to and approved by the City. The City may require the CONSULTANT to purchase coverage with a lower deductible or retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

Acceptability of Insurers

Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Claims Made Policies (note – should be applicable only to professional liability, see below) If any of the required policies provide claims-made coverage:

1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and ev idence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract Effective Date, the CONSULTANT must purchase “extended repo rting” coverage for a minimum of five (5) years after completion of work.

Verification of Coverage
CONSULTANT shall furnish the City with original certificates and amendatory endorsements or copies of the applicable polic y language effecting coverage re quired by this clause. All certificates and endorsements ar e to be received and approved by the City before work commences. However, failure to obtain the re quired documents prior to the work beginning shall not waive the CONSULTANT’s obligation to provide them. The City reserves the right to require complete, certified copies of all requi red insurance policies, including endorsements required by these specifications, at any time.

SECTION 16 - NONASSIGNABILITY

Both parties hereto recognize that this Agreement is for the personal services of CONSULTANT and cannot be transferred, assi gned, or subcontracted by CO NSULTANT without the prior written consent of CITY.

SECTION 17 - RELIANCE UPON PROFESSIONAL

SKILL OF CONSULTANT

It is mutually understood and agreed by and be tween the parties hereto that CONSULTANT is skilled in the professional calli ng necessary to perform the work agreed to be done under this

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Agreement and that CITY relies upon the skill of CONSULTANT to do and perform the work in the most skillful manner, and CONSULTANT agrees to thus pe rform the work. The acceptance of CONSULTANT's work by CITY does not opera te as a release of CONSULTANT from said obligation.

SECTION 18 - WAIVERS

The waiver by either party of any breach or viola tion of any term, covenant, or condition of this Agreement or of any provisions of any ordinance or law shall not be deemed to be a waiver of such term, covenant, condition, or dinance or law or of any subse quent breach or violation of the same or of any other term, cove nant, condition, ordinance or law or of any subsequent breach or violation of the same or of any other term, condition, ordinan ce, or law. The subsequent acceptance by either party of any fee or other mo ney which may become due hereunder shall not be deemed to be a waiver of any preceding bre ach or violation by the ot her party of any term, covenant, or condition of this Agreement or of any applicable law or ordinance.

SECTION 19 – SEVERABILITY

If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaini ng provisions of this Ag reement shall continue in full force and effect.

SECTION 20 - COSTS AND ATTORNEY FEES

Attorney fees in total amount not exceeding $5000, shall be recoverable as costs (by the filing of a cost bill) by the prevailing party in any action or actions to enforce the provisions of this Agreement. The above $5000 limit is the total of attorney fees recovera ble whether in the trial court, appellate court, or otherwis e, and regardless of th e number of attorneys, trials, appeals, or actions. It is the intent of this Agreement that neither party shall have to pay the other more than $5000 for attorney fees aris ing out of an action, or actions to enforce the provisions of this Agreement.

SECTION 21 - NON-DISCRIMINATION

CONSULTANT warrants that it is an Equal Opportunity Empl oyer and shall comply with applicable regulations govern ing equal employment opportunity. Neither CONSULTANT nor any of its subconsultants shall discriminate in the employment of any person because of race, color, national origin, ancestry, physical handicap , medical condition, marital status, sex, or age, unless based upon a bona fide occupational quali fication pursuant to the California Fair Employment and Housing Act.

SECTION 22 - MEDIATION

Should any dispute arise out of this Agreement, any party may request that it be submitted to mediation. The parties shall meet in mediation within 30 days of a request. The mediator shall be agreed to by the mediating parties; in the absence of an agreement, the parties shall each

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submit one name from mediators listed by either th e American Arbitration Association, the State Mediation and Conciliati on Service, or other agreed-upon se rvice. The mediator shall be selected by a blind draw.

The cost of mediation shall be bor ne equally by the parties. Ne ither party shall be deemed the prevailing party. No party shall be permitted to file a legal action without first meeting in mediation and making a good faith attempt to reach a mediated settlement. The mediation process, once commenced by a meeting with the mediator, shall last until agreement is reached by the parties but not more than 60 days, unless the maximum time is extended by the parties.

SECTION 23 - LITIGATION

CONSULTANT shall testify at CITY'S request if litigation is brought against CITY in connection with CONSULTANT'S se rvices under this Ag reement. Unless the action is brought by CONSULTANT, or is based upon CONSU LTANT'S wrongdoing, CITY shall compensate CONSULTANT for preparation for testimony, testimony, and travel at CONSULTANT'S standard hourly rates at the time of actual testimony.

SECTION 24 - NOTICES

All notices hereunder shall be given in writing and mailed, po stage prepaid, addressed as follows:

To CITY: City Engineer
City of Daly City
Public Works – Engineering Division
333 90
th Street
Daly City, CA 94015

To CONSULTANT: Ulises Ochoa
Gai Consultants, Inc.
60 E. Rio Salado Parkway, Suite 900
Tempe, AZ 85281

SECTION 25 - AGREEMENT CONTAINS ALL
UNDERSTANDINGS; AMENDMENT

This document represents the entire and integrated agreement between CITY and CONSULTANT and supersedes al l prior negotiations, representa tions, and agreements, either written or oral.

This document may be amended only by writt en instrument, signe d by both CITY and CONSULTANT.

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SECTION 26 – AUTHORITY TO ENTER INTO AGREEMENT

CONSULTANT has all requisite power and author ity to conduct its business and to execute, deliver, and perform the Agreement. Each part y warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.

SECTION 27 - GOVERNING LAW AND VENUE

This Agreement shall be governed by the laws of the State of California and, in the event of litigation, venue will be in the County of San Mateo.

IN WITNESS WHEREOF, CITY and CONSULTANT have executed this Agreement the day and year first above written.

CITY OF DALY CITY CONSULTANT

Gai Consultants, Inc.

_______________________________ _________________________________ Thomas J. Piccolotti Stephen Anthony, PE, MSEE
City Manager Vice President/Business Sector Leader

APPROVED AS TO FORM

_______________________________
Rose Zimmerman
City Attorney

June 18, 2025
Dean Ricasa
City of Daly City
Senior Engineering T echnician
Department of Public Works - Engineering Division
333 90th Street, 1st Floor
Daly City , California 94015
Proposal: AC Transmission Line Peer Review Services
City of Daly City: Cormorant Underground 115kV Gen-Tie Project Re:

Dear Dean Ricasa:

GAI Consultants, Inc. (GAI) is pleased to submit this Proposal to the City of Daly City (City) to provide AC Transmission Line Peer Review Services for the Cormorant Underground 115kV Gen-Tie Project (Project). Pursuant to the Request for Proposal, GAI acknowledges and accepts the prevailing wage requirements associated with this Project. To GAI’ s knowledge, no DBE goal has been established for this Project. Based on GAI’ s review, no Addenda and/or Clarifications appear to have been issued as of the Proposal deadline.

GAI understands that the City is seeking a qualified and experienced engineering firm to conduct a comprehensive peer review of the Project, which includes the development of a 250-megawatt (MW) Battery Energy Storage System (BESS) substation and the installation of an underground 115-kilovolt (kV) transmission line. This transmission line is proposed to be located within the public right-of-way (ROW), in proximity to existing utilities, including multiple adjacent and intersecting water mains. The City has requested a detailed analysis of the potential impacts the proposed underground high-voltage transmission line may have on existing water infrastructure, pump stations, and other subsurface utilities. In addition, GAI understands that the City requires a professional review of the Project’ s design plans and technical specifications for compliance with applicable federal, state, and local codes, standards, and regulations.

GAI believes we are well-positioned to serve as a strategic partner to the City , based on our following strengths:
ƒ TECHNICAL EXPERIENCE IN THE CITY: The GAI team has direct experience in the region, with the local utilities (PG&E, SFPUC, and Silicon Valley Power), and has executed complex overhead and underground line projects in San Francisco. Our transmission engineering and Quality Assurance/Quality Control (QA/QC) services are backed by a team of proven professionals who understand the fundamentals of transmission cabling, routing, duct bank, and BESS integration, and are dedicated to helping clients achieve their goals. ƒ PROJECT LEADERSHIP: GAI’ s proposed Project Manager, Ulises Ochoa , working remotely out of San Diego, California, has 26 years of managing numerous electric and gas projects in California. He has led complex underground designs in San Francisco and the surrounding area. He is supported by Lead Reviewer, Stephen Anthony , PE, MSEE; Transmission Engineering Lead, Sam Bouvier, PE; Underground Transmission/BESS Reviewer, Jose Carranza, PE; and Project Advisor, Richard Kodera, PE, who brings underground transmission and Alternating Current (AC) interference study experience. In addition, GAI has a full complement of California Professional Engineers, providing technical support services in geotechnical engineering and other disciplines. ƒ UNDERSTANDING UTILITY COMPANIES: GAI has provided Power Delivery Design Services for over 35 years to municipal, public, and private utilities. This experience has given us a strong understanding of municipal operations and the importance of early , open communication. We recognize that each utility is unique, and we tailor our approach accordingly . ƒ OWNER’S ENGINEER (OE) SUPPORT FOR POWER DELIVERY PROJECTS: GAI has extensive experience providing OE support services for various power delivery projects, inclusive of underground transmission lines, substations, and BESS systems. We have a robust process to facilitate reviews while mitigating potential project risks. This expertise includes acting as an OE for complex transmission projects and evaluating items, such as AC interface.
ƒ CALIFORNIA PRESENCE: GAI is a nationally recognized firm with design centers nationwide; however, we recognize the importance of local presence. For this Project, GAI’ s review team includes team members who reside in California. GAI’ s power delivery engineers collaborate seamlessly across offices and remote locations, and our California team can be supported by other design centers as needed to help execute this Project. In addition, if needed, to facilitate local coordination we have the ability to onboard a local technical resource with direct PG&E Martin Station experience.

If you would like to discuss our Proposal in further detail, please contact Senior Project Manager, Ulises Ochoa, at 619.861.9966, or via email at [email protected].

Sincerely ,
GAI Consultants, Inc.

Senior Project Manager,
Stephen Anthony , PE, MSEE
Vice President/Business Sector Leader,
Power Delivery Engineering Power Delivery Engineering Ulises Ochoa

Attachment: T echnical Proposal: Cormorant Underground 115kV Gen-Tie Project; AC Transmission Line Peer Review Services Phoenix Office
60 E. Rio Salado Parkway , Suite 900
T empe, Arizona 85281
800.437 .2150

COVER LETTER

DUE: JUnE 18, 2025 @ 4 PM
GAI Project R251095.00

TECHNICAL PROPOSAL
Cormorant Underground 115kV Gen-Tie Project
AC Transmission Line Peer Review Services
Prepared for:

City of Daly City
Public Works Department -
Engineering Division
Attn: Dean Ricasa
Senior Engineering T echnician
dricasa@dalycity .org
650.991.8297
Prepared by:

GAI Consultants, Inc.
60 E. Rio Salado Parkway , Suite 900
T empe, Arizona 85281
800. 437 .2150 | gaiconsultants.com

T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | 1 ©2025 GAI Consultants, Inc.

FIRM PROFILE AND PROJECT TEAM

COMPANY BACKGROUND
Founded in 1958, GAI is a multi-disciplinary engineering, environmental, and planning consulting firm with 34 office locations in the United States. GAI has over 1,000 personnel and 66 years of experience delivering innovative engineering, environmental, and planning solutions to our clients. Our power delivery engineering team, which comprises over 100 experts, specialize in transmission line design and engineering, and substation and protection and controls (P&C) engineering, among other technical disciplines. We also have additional power delivery engineering staff in 15 locations, including San Diego and Los Angeles, California.

GAI is consistently ranked in Engineering News Record’ s (ENR’ s) Top 500 Design Firms and Top 200 Environmental Firms. GAI’ s continued growth and reputation has been developed and nurtured by our devotion to providing high quality deliverables, focusing on customer service and needs, building strong professional relationships, and holding high ethical standards. Through our engineering experience and broad knowledge of regulatory processes, GAI transforms ideas into reality with solutions in various market sectors, including energy , higher education, government, municipal, transportation, industry , institutions, transportation, healthcare, and real estate.

ELECTRICAL POWER DELIVERY SERVICES
For over 35 years, GAI has supported clients with their electric design and engineering needs, including energy studies, transmission and distribution line design, system upgrades and expansions, protection and control design, system modifications, and equipment replacement.

Our experience in power delivery services encompasses a wide range of solutions tailored to meet each client’ s unique requirements. As part of our due diligence process, GAI regularly conducts field reviews to assess existing overhead and underground infrastructure, including verification of electric facilities and ductbank manhole systems, to evaluate capacity upgrade needs. This field experience informs our design knowledge and positions us to serve effectively as Owner’ s Engineers—proactively identifying constructability and field challenges early in the project lifecycle to help avoid costly pitfalls and unexpected issues.

Supporting our electric power delivery design services is a team of proven professionals with a deep understanding of analysis, design, and engineering. Our experts are dedicated to delivering high-quality solutions that align with our clients’ goals and operational needs. By leveraging innovative design practices, advanced modeling techniques, and a collaborative approach, GAI is committed to providing safe and reliable power delivery system designs. This dedication not only enhances operational efficiency but also fosters long-term sustainability in energy management.

TRANSMISSION LINE ENGINEERING: GAI’ s transmission design team focuses on creating robust systems that provide reliable power flow.

Our upgrade and expansion services enhance existing infrastructure to accommodate growing energy demands while considering future operations and maintenance efforts. GAI’ s transmission line team offers full-service capabilities, including route evaluation and selection, constructability reviews, rebuild/reconductor design, and new build projects. We have design capabilities for standard and custom multi- and monopole structures, as well as lattice tower design and modification, utilizing industry-standard software such as PLS-CADD, PLS- POLE, and PLS-TOWER. For underground design we have the capability to design and review routing, ductbank and manhole design, cable racking, termination and termination structures, and model using CYMCAP . We have expertise in designing drilled pier, pin, and pipe pile foundations. Our experienced team can also complete multiple study types, including thermal rating, EMF , and survey clearances.

SUBSTATION AND PROTECTION AND CONTROLS ENGINEERING: GAI’ s substation team provides design and engineering of electrical and structural equipment using the latest technology and automation processes, as well as protection and control systems critical for safeguarding electrical equipment and supporting safe operation. Our experts are well-versed in designing in designing/facilitating transmission line connection points for both overhead and underground feeders. The GAI team is experienced in designing modifications and equipment replacements to keep substations up to date with the latest technologies and regulatory standards, as well as designing brand new “greenfield” substation and electrical infrastructure projects. Our team leverages the latest in 3D modeling and relay protection/ Supervisory Control and Data Acquisition (SCADA) software to streamline workflow, automate design processes, and enhance efficiencies.

We specialize in advanced monitoring and condition assessments to verify that critical substation assets are performing at their best and can be flagged for maintenance or proactive replacement, if needed.

PROJECT TEAM
The GAI T eam is particularly well-suited for this Project due to our experience specializing in transmission upgrades, specifically as it pertains to BESS/Distributed Energy Resources (DER) integration. Should it be necessary , our T eam can pull from our full suite of dedicated staff of power delivery engineers, designers, and consultants to support this important Project. Pursuant to partnerships and/or alliances, GAI anticipates providing services for this Project in-house, and does not anticipate utilizing subcontractors.

GAI confirms that our Key Project Personnel will not be substituted without approval of the City and that the City will approve new Key T eam Personnel proposed by GAI. Please see GAI’ s proposed Project Organizational Chart (Figure 1). Key personnel resumes of our T eam’ s engineering and technical leaders are provided in Appendix A (Key Personnel Resumes).

T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | 2 ©2025 GAI Consultants, Inc.

FIGURE 1: PROJECT ORGANIZATIONAL CHART
Structural Engineering
Joseph States, PE, MS
Transmission
Engineering
Sam Bouvier, PE
Substation/P&C
Engineering
Rob Oleinik, PE
Underground
Transmission/BESS
Reviewer
Jose Carranza, PE
Civil Engineering
Martin Kuzmkowski, PE, MBA
Project Advisor
Richard Kodera, PE, PEng, MSEE
Key Technical Staff
Lead Reviewer
Stephen Anthony , PE, MSEE
Health & Safety
Matthew J. Guard, CSP , ASP

RELEVANT EXPERIENCE
GAI is proud to highlight the following projects as examples of our technical expertise and consistent delivery of results aligned with this Project’ s goals. These projects reflect our commitment to quality, innovation, and client-centered solutions across diverse engineering disciplines.

OAKLAND SUBSTATION UPGRADE PROJECT , GARLAND, TEXAS
To accommodate the significant load growth in this service area, Garland Power & Light (GP&L) upgraded their existing substation from 69kV to 138kV , featuring a new high-side ring bus construction, new 138kV transmission lines, and related distribution upgrades, within a constrained footprint and congested abutting roadways.

GAI replaced the 69kV straight bus with a four-position 138kV ring bus and a new six-position 12.47kV drop-in solution for distribution feeder exits. The new 138kV feeder, bus, and transformer differential protection were designed using SEL relays in a primary and secondary configuration.

GAI also designed the pre-fabricated control building with relay panels and the new 138kV incoming feeders, and developed several routing and pole location options.

Special consideration was given to the distribution underbuild, as the outgoing 12.47kV feeders transitioned from underground to overhead at key points. New steel structures and corresponding drilled shaft foundations were designed for 138kV transmission and double-circuit 12.47kV distribution. The project also included distribution concrete encased duct bank alignments, which included horizontal and vertical alignments; cable pulling analysis; riser structure details; subsurface utility explorations; topographical surveys; rare, threatened, and endangered species studies; construction specifications; agency permitting; and various agency stakeholder coordination.

Client Name:

Garland Po wer & Light
Reference: Robert Cerrato, Project Manager, Transmission Engineering, GP&L | T: 972.205.3085 | E: [email protected] Project Dates: May 2022 - Ongoing
Contract Amount: $2,387 ,000
Firm’ s Responsibility: Project Management, Underground and Overhead Design; Civil Design; Survey and SUE, Permitting, RTE Surveys Key Personnel: Stephen Anthony (GAI Project Manager), Samuel Bouvier, Joe States, Robert Oleinik, and Martin Kuzmkowski SUBSTATION 20 TO NARCOOSEE ROAD MANHOLE DUCTBANK PROJECT , ORLANDO, FLORIDA GAI provided engineering design and permitting support for the installation of an underground electric distribution duct bank and associated manholes. The project included approximately 9,000 linear feet of new 12-way , 6-inch duct line, designed to enhance Orlando Utility Commission’ s (OUC’ s) system capacity and reliability in a rapidly developing corridor. Construction methods included both open trench and trenchless techniques.

GAI began with a feasibility study that identified optimal duct line routes and interconnection points with OUC’ s existing underground distribution system. This phase also included permitting assessments and preparation of engineer’ s Opinion of Probable Costs (OPCs). During the Project Development and Design Phase, GAI conducted utility investigations and topographic surveys. Subsurface Utility Engineering (SUE) was used to accurately locate existing utilities. The duct line’ s horizontal and vertical alignments were carefully designed to avoid conflicts with existing infrastructure, reduce excavation depth, and minimize construction costs.

Project Manager
Ulises Ochoa
Additional Services
Environmental Services,
Geotechnical Engineering, and
Expert Witness T estimony

T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | 3 ©2025 GAI Consultants, Inc.

The project corridor, extending from Substation 20 to Narcoossee Road, is densely packed with utilities and subject to ongoing development and infrastructure upgrades. GAI maintained strategic planning, continuous coordination, and effective communication with OUC, permitting agencies, developers, and contractors throughout the project. Coordination with the local highway agency , Central Florida Expressway Authority (CFX), was critical, as portions of the duct bank lie within a CFX ROW and required permitting. Additionally , the project timeline overlapped with CFX’ s planned expressway expansions in the same corridor.

The project also aligned with the City of Orlando’ s concurrent roadway and drainage improvements along McCoy Road. GAI successfully guided OUC through permitting processes with CFX, the City of Orlando, and the Florida Department of Transportation (FDOT) for both open trench and trenchless construction along Narcoossee Road.

Client Name:

Orlando Utilities Commis sion
Reference: Juan Diaz, Orlando Utilities Commission, T . 321.436.6215, E. [email protected] Project Dates: June 2021 - May 2026 ( estimated);
Contract Amount: $700,000 (approximate)
Firm’ s Responsibility: Underground Design; Civil Engineering Design; Permitting; Maintenance of Traffic Plans; Inter-agency Coordination Key Personnel: Aimee Shields (GAI Project Manager) and Martin Kuzmkowski

ADDITIONAL RELEVANT EXPERIENCE
Project Key Personnel Scope Relevance Scope Description San Francisco Public
Utilities Commission
(SFPUC) 12kV
Sunnydale Relocation,
CA
Ulises Ochoa
Richard Kodera
Underground Circuit
Design
Prepared a detailed design package for complex routing effort for the Sunnydale SFPUC/San Francisco housing development. Routed line from PG&E point of connection (POCO) to proposed site, which paralleled existing water and 230kV underground transmission line. Facilitated the project with local agencies, PG&E, and on-going site construction efforts.

RX/RW 230kV
Transmission Line
Upgrade (adjacent to
new high speed rail
network), FL
Richard Kodera AC Interference
Study , Owners
Representative
Services
Conducted a technical review of greenfield transmission line placed in parallel with future high-speed rail system. Used CDEGs to conduct analysis along with various rating conditions, fault current,
Association for Materials Protection and Performance
(AMPP) and American Railway Engineering and Maintenance-of-Way Association (AREMA) standards, to evaluate the proposed double circuit 230kV transmission line parallel to a new rail line with only 60-feet of separation. Performed milestone review meetings with stakeholders, modified the design approach, set safe working limits (i.e., 25V touch potential limit was dropped to 15kV , cost estimate for proposed grounding improvements, and findings report.

Silicon Valley Power
Stevens Parkway 12kV
Undergrounding, CA
Ulises Ochoa
Richard Kodera
Underground Circuit
Design
Prepared a detailed design package for proposed duct bank routing through complex network of subsurface utilities in Santa Clara. Prepared a subsurface investigation plan, permitting plan, horizontal and vertical layout, Authority Having Jurisdiction (AHJ) coordination, and related construction specifications.

PSEG 345kV AC
Interference Study , NJ
Richard Kodera AC Interference
Study
Conducted a study for the PSEG Asset Management Group to evaluate the feasibility of constructing a new commercial warehouse and related parking lot adjacent to and under an existing 345kV transmission line. Items that were considered include the 5mA rule (for tractor trailer parking); touch potential for lighting below high-voltage transmission lines; and EMF/audible noise limits at the edge of the right-of-way .

Conducted various stage gate reviews, set evaluation criteria for inductive coupling and other electrical requirements, and provided general findings.

Forbes-Brunot
Island 345kV HPFF
Extension, PA
Stephen Anthony
Martin Kuzmkowski
Underground Circuit
Design
This project phase involved the installation of a new HPFF underground transmission cable circuits, in new 8” steel pipe installed between the existing 69kV transition station and the new 138kV bus on Brunot Island. The section length was approximately 3500 feet, 3000-kcmil copper, PPP insulated, 138kV cable, and associated joints and terminals.

Offshore Wind
Interconnection - 230kV
(CA, NJ, NY , MA)
Stephen Anthony
Richard Kodera
Underground
Circuit Design,
AC Interference
Study , Owners
Representative
Services
Prepared technical route development, specifications package, and oversight during construction for the onshore portion of proposed offshore wind projects.

The effort included developing an opinion of probable construction cost, risk assessment, design considerations, manhole placements, permitting assessments, specifications development, and constructability considerations. The design considered using a 5000-kcmil cables primarily in a concrete encased duct bank.

The cable solutions were evaluated using CYMCAP software (ampacity) Puerto Rico Costa Sur
Substation Expansion
(38, 115, 230kV), PR
Ulises Ochoa
Richard Kodera
Underground
Circuit Design,
AC Interference
Study , Standards
Development,
Owners
Representative
Services
This project included re-routing 18 transmission lines and setting up positions for future transmission line upgrades. The project started with a feasibility study to develop an overarching plan; developing underground cable standards (up to 230kV); creating an electrical diagram (for pre/post configurations); evaluating trench/trenchless solution zones; developing riser structure standards (38, 115, 230kV levels); preparing cable and equipment specifications; preparing a design basis document, a bill of materials, and applicable drawing packages. Cables were dielectric (38kV - 2x800-kcmil, 115kV 1x3/5000-kcmil, 230kV 1x5000-kcmil), in concrete encased duct banks, except for environmentally sensitive zones and physical constraints (road, oil, pipelines), which were 36” HDDs.

T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | 4 ©2025 GAI Consultants, Inc.

PROJECT APPROACH, ORGANIZATION, AND LOCAL PRESENCE
An OE play s a vital role in supporting project success by serving as the owner’ s technical advocate throughout the project lifecycle. GAI’ s approach emphasizes bridging the gap between the owner and contractors—safeguarding technical quality , managing costs, maintaining schedules, and prioritizing safety at every stage.

For this Project, GAI is committed to close collaboration with stakeholders to promote transparency , identify potential design and construction issues, align the Project with key objectives and operational needs, and consider the interests of the local community . After receiving our Notice to Proceed, estimated to be on July 14, 2025, GAI will conduct a kick-off meeting with the City to confirm common items, such as scope, schedule, budget, data requests, stakeholder lists, communication plans, and broadly discuss expectations for the Project. At which point, GAI would initiate activities by conducting a comprehensive information-gathering phase, which would include a review of the California Environmental Quality Act (CEQA) Filing (Cormorant Energy Storage Project). Key technical items to address early in the Project include:
ƒ The Project’ s one-line diagram (including ratings and breaker positions) ƒ Surveying and mapping results (including subsurface utilities) ƒ Geotechnical findings (e.g., thermal properties)
ƒ Mutual inductance of nearby utilities within the ROW
ƒ Design criteria documentation
GAI will summarize initial findings, organize internally , and prepare an OE review plan. The plan would include a Project-specific RFI log; color coded mark-up system (red = remove, green = retain, etc.); document marking system (approved/approved with comments/ rejected, etc.,); review the Project schedule and develop an OE milestone review schedule; and set up a document transmittal protocol (SharePoint, etc.,). Once assembled, the plan will be shared with the City to gain alignment for the technical review phases that will occur during Project execution.

Projects of this type can be iterative due to the interconnectivity of the dependent variables; therefore, critical path items must be evaluated (and mitigation measures identified) promptly at the beginning of the Project, with the appropriate stakeholders. As such, GAI recommends developing and managing a risk register throughout the life cycle of the Project which will inform the design and review process. A typical milestone review process has at least three phases. Due to electrical constraints, an additional interim phase around 10% completion is recommended. It is crucial to review the electrical one-line and system ratings early to identify potential system constraints. Our review will focus on several key parameters:

1. A 250MW , 115kV underground cable may require up to three (3) 3500-5000-kcmil cable system and a 3x2 8” duct bank array with thermal backfill, with 3-5 foot cover to avoid subsurface conflicts. Cable depth and soil thermal properties can significantly impact the required cable size. Larger cables are harder to install due to a variety of factors, such as bending radius, especially with vertical or horizontal shifts to avoid physical constraints. CEQA filing and professional experience, particularly in San Francisco, suggest numerous design constraints.

2. Understanding the connectivity from the Cormorant BESS Substation to the Martin Substation is crucial for protection, communication, and bonding schemes. According to CEQA documentation, the route is underground within the PG&E Martin Station, transitions to an overhead line to the point of connection, and then back underground to the Cormorant BESS Substation. A diagram, similar to the Example System Arrangement (Figure 2), can help visualize how the system is arranged.

FIGURE 2: EXAMPLE SYSTEM ARRANGEMENT

T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | 5 ©2025 GAI Consultants, Inc.

3. After addressing initial items, the next step is developing a protocol for potential AC interference issues. The GAI team will focus our review on operational/emergency system ratings, anticipated fault current, grounding systems (of cable system and parallel facilities), and metallic system modeling (adjacent pipe networks). Ultimately , the Engineer of Record (EOR) must prepare calculations for (1) inductive coupling – interaction between the electromagnetic field generated by the transmission line and any paralleling metallic structure(s); and (2) conductive coupling – the influence of two or more circuits on one another by means of conductive paths between circuits. Studies should be performed under steady-state conditions and under fault conditions especially when high-voltage transmission lines parallel metallic gas pipelines and/or railroad tracks. Increased horizontal distance commonly reduces exposure. Acceptable touch voltage ranges from 15-25V (AMPP vs AREMA standards).

GAI has proposed personnel with relevant experience in the City of San Francisco, including work on the Martin Substation and with PG&E, who possess technical expertise in both civil and electrical cable systems. This individual is anticipated to join the GAI team upon award. Project experts can leverage experience gained from similar iterative projects. For example, the need of a trenchless solution to avoid a subsurface physical constraint which would require an alternative cabling system due to bending radius constraints, or AC Interference results requiring additional grounding measures on existing parallel piping.

4. During the engineering phase, GAI will review deliverables for compliance to scope, operability , constructability , and functionality . Generally , OE milestone reviews can be performed in a two-to-three week period, that is generally culminated with a findings presentation, RFI log, and deliverable mark ups. GAI will hold meetings with the City to share initial findings, gain consensus, then conduct a similar meeting with the EOR.

Findings will be logged, monitored, and updated. This phase lays the groundwork for the peer or design review process, aligned with the desired Project outcomes. As detailed engineering progresses, the focus shifts to optimizing system performance, reducing lifecycle costs, and selecting technologies that integrate effectively with existing infrastructure. GAI will review selected equipment and materials for compliance with local and state specifications. This also includes reviewing or documenting Factory Acceptance T esting (FAT), Site Acceptance T esting (SAT), and commissioning plans for procured equipment.

PROJECT ORGANIZATION SUMMARY
GAI proposes to manage this project under the leadership of Senior Project Manager Ulises Ochoa, who operates remotely from San Diego, California. Mr. Ochoa brings 26 years of experience managing electric facility projects from inception through completion, with a strong record of meeting regulatory requirements and delivering cost-effective, technically sound solutions. He has executed similar projects within the City of San Francisco and surrounding areas.

Serving as Lead Technical Reviewer, Stephen Anthony , PE, MSEE, is GAI’ s Power Delivery Engineering Business Sector Leader. With 20 years of experience in transmission line and substation engineering, Mr. Anthony is a licensed Professional Engineer in California and brings deep technical insight and leadership to the project team.

GAI’ s proposed Underground Transmission/BESS Reviewer, Jose Carranza, PE, brings 34 years of experience with transmission, distribution, and substation projects. In addition to cable systems, Jose is well versed in renewable energy systems inclusive of BESS/Solar/Microgrid solutions.

Mr. Carranza is a licensed Professional Engineer in California and operates remotely from San Diego.

Richard Kodera, PE, PEng, MSEE, GAI’ s Power & Energy Business Unit Leader, will serve as Project Advisor. With 24 years of experience across a wide range of power and energy initiatives, Mr. Kodera offers practiced insight into the technical feasibility and design of both underground and overhead transmission systems. He is a licensed Professional Engineer in California, amongst other states.

A Project Organizational Chart, including additional key personnel, is provided in Figure 1, Page 2 of this Proposal.

APPROACH TO COMMUNICATING/LOCAL PRESENCE
GAI’ s Project Manager, Ulises Ochoa, and Underground Transmission Reviewer, Jose Carranza, PE, are both based out of San Diego, California. They bring a strong regional presence and familiarity with California’ s regulatory environment, utility standards, and permitting processes. Their in-state location enables flexible, efficient travel to Daly City when in-person coordination is required, while their California presence supports consistent, proactive communication with City staff and stakeholders. The GAI T eam will leverage virtual collaboration tools to maintain regular touchpoints, facilitate real-time updates, and will keep the Project aligned with key milestones. Our T eam’ s understanding of local agency expectations and permitting workflows enhances responsiveness and helps streamline approvals. This statewide presence will promote both continuity and accessibility throughout the Project’ s lifecycle, reinforcing GAI’ s commitment to transparent, responsive, and effective communication with the City .

ADDITIONAL SERVICES AND FIRM FLEXIBILITY
In addition to our Power Delivery Engineering services, GAI offers a range of complementary capabilities that can support the Project through its conceptual, environmental, design, and construction management phases. Our in-house Power Delivery Environmental Group specializes in siting, licensing, and permitting services for power delivery projects across the U.S., Central America, and the Caribbean. We can also provide geotechnical engineering services. Additionally , members of our T eam regularly provide Expert Witness T estimony for utility clients.

REQUIRED DOCUMENTS
Per the RFP requirements, Disclosure of Lobbying Activities Form (Exhibit 10-Q), has been provided as Appendix B.

As outlined in the RFP , GAI understands that a Cost Proposal is not required until the formal interview stage. Additionally, the Sample Professional Services Agreement referenced in Appendix A of the RFP was not included. GAI looks forward to reviewing the Agreement in collaboration with the City at the appropriate time.

A

APPENDIX

APPENDIX A - KEY PERSONNEL RESUMES

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-1 ©2025 GAI Consultants, Inc.

Ulises Ochoa is an accomplished engineering professional who excels in the electric and gas industry , developing continuous improvements via project planning and implementation. His skills include establishing and enforcing compliance with standards of excellence, mentoring, and guiding associates to exceed client and stakeholder expectations. Ulises has experience directing strategy , business development, and project execution, fostering strong client relationships and market penetration initiatives. Working remotely out of San Diego, California, he has been involved with overseeing project scope, resources, and risks, while providing technical expertise and mentorship. Ulises has managed electric facility projects from inception to completion, providing compliance with regulatory standards and delivering solutions within project budgets.

HIGHLIGHTED EXPERIENCE
ƒ Design Services for Underground Electrical Distribution System Projects, Silicon Valley Power, Silicon Valley , California. T echnical Lead/Senior Project Manager. Ulises provided engineering and design support for six underground conversion projects throughout the City of Santa Clara. He developed preliminary distribution design in accordance with Silicon Valley Power Standards and Requirements.

Ulises incorporated, analyzed, and reviewed existing alignment maps, conflict checks, and right-of-way base-maps. He conducted a design survey for six city locations for constructability and to recognize design constraints. He prepared legal descriptions and exhibits of construction for city records. Ulises developed an RFP for design construction and provided support throughout the project’ s life cycle. ƒ Costa Sur/Guaypao Transmission Center Substation Upgrades Project, Luma, Puerto Rico.

T echnical Support Lead. Ulises provided expert guidance on constructability reviews related to substation and switchyard upgrades, including the brownfield conversion from an air-insulated substation (AIS) to a gas-insulated substation (GIS). He led efforts in cabling and routing design to accommodate significant infrastructure changes, including the re-routing of 18 high-voltage transmission lines. Additionally , Ulises supported the planning and integration of future dielectric transmission line upgrades through detailed plan and profile reviews, facilitating compliance with engineering standards and project objectives.
ƒ Rodonovan Reach Trench Underground Design Services, Silicon Valley Power, California.

Working closely with Silicon Valley Power and city business ancillary groups, Ulises provided design and engineering services in support of the upgrade and enhancement of the city’ s underground electrical distribution system. The scope of the project was to provide a design for a 1.1-mile electric underground distribution substructure design. Support included performing field investigations including utility potholing and site surveying; developing design drawings and construction documents and specifications; preparing permit and easement packages; and preparing bid documents and providing support during the bid process.
ƒ Warehouse, Substation, and 12kV Service Center Replacement Project, Orange County Sanitation District, California. Project Manager - High Voltage. Ulises managed strategic undergrounding efforts that involved the relocation and re-routing of utility assets based on scope, business needs, and mitigating constraints/issues to maintain continued operation of the plant. He worked collaboratively with the client and several disciplines, including civil, electrical, and hydrology engineers, as well as architects. He managed engineering and design deliverables, including the construction sequencing to maintain power to all critical plant operations, including utilizing temporary facilities. These efforts included replacing and/or relocating existing facilities, such as rearranging or replacing existing facilities for safe operations. All while maintaining power for the plant to operate, the project included an additional 66kV tie-line for system reliability , existing single 66kV line feeds will be relocated/re-routed, a new dual run substation was relocated to another location, an existing substation was demolished, Service Center (12KV distribution center) was relocated, and all duct work re-routed to the various locations throughout the plant. ƒ San Diego Gas and Electric (SDG&E). Program Advisor. Ulises provided support, guidance, and oversight for product delivery team for planning design, and engineering efforts in converting an overhead distribution system to underground with services. Reviewed scope and feasibility study to assess the existing infrastructure, property lines, environmental impacts, reliability , site limitations, and community needs. Provided oversight and guidance on layout of underground conduits, cable routes, and service connections while considering factors like soil conditions/types, existing utilities, and accessibility for maintenance. In addition, supported in reviewing conflict checks, construction package designs, site constraints, and advised on third party coordination efforts (co-location). Other responsibilities included job site safety observations and provided advice on observed safety opportunities.

EDUCATION
BS, Civil Engineering,
California Polytechnic University
SKILLS
Project Management
Cost Control
Budget Management
Forecasting
Systems Implementation
Project Development

YEARS EXPERIENCE
26 ULISES OCHOA
Project Manager

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-2 ©2025 GAI Consultants, Inc.

Stephen Anthony is GAI’ s Power Delivery Engineering Business Sector Leader. He specializes in managing engineering services for GAI’ s Power Delivery Engineering projects. His is a licensed Professional Engineer in California, T exas, Virginia, Maryland, Massachusetts, and Washington, DC. He also serves as GAI’ s Subject Matter Expert for internal and external requests.

With 20 years of experience, his expertise spans a wide range of projects—from distribution pole replacements to complex, multi-year substation expansions. He currently leads an organization of over 100 technical managers, engineers, and designers, overseeing work in distribution design, transmission line design (overhead and underground), substation engineering, Protection and Controls (P&C) design, distribution engineering, procurement, financial management, construction support, and project close-out.

Stephen is responsible for providing engineering design leadership, strategic direction, and support for the selection and implementation of cost-effective reliability improvements. His work incorporates industry standards and best practices across engineering, procurement, and construction for Power Delivery projects.

HIGHLIGHTED EXPERIENCE

EDUCATION
MS, Electrical and Electronics
Engineering - Power System
Engineering, George
Washington University
BS, Electrical and Electronics
Engineering, University of
Maryland

LICENSES/REGISTRATIONS
Professional Engineer (PE): CA,

TX, VA, MD, MA, DC
SKILLS
Project Management
Transmission & Distribution
Engineering & Design
Electrical Substation Physical
and Protection and Controls
(P&C) Design
Substation Engineering and
Project Management
Equipment Evaluation and
Specification
AutoCAD, MicroStation,
WINIGS
Expert Witness T estimony

CERTIFICATIONS/

TRAINING
OSHA 10-Hour Construction
Training

AFFILIATIONS
IEEE, Senior Member and
Transformer Committee

YEARS EXPERIENCE
20 STEPHEN ANTHONY , PE, MSEE
Lead Reviewer
ƒ Regional Transmission Organization
Constructability Reviews, Confidential Client,
Mid-Atlantic, U.S. Project Manager. Stephen led
a multi-disciplinary analysis of 765kV and 500kV
transmission system expansion proposals involving
multiple transmission lines and substations across
heavily congested Mid-Atlantic corridors. The effort
included comprehensive evaluation of conceptual
layouts, routing strategies for proposed transmission
lines, substation configurations, siting and corridor
studies, environmental considerations, and
operational impact assessments to support regional
expansion planning.
ƒ Oakland Substation Project, Garland Power
& Light, Garland, Texas . Project Manager.

Stephen led a project team to support significant
load growth by rebuilding an existing substation
from 69kV to 138kV operation, incorporating a
new side ring bus, 138kV transmission sources, and

12.47kV distribution lines. Oversaw the re-routing
of four existing distribution feeders underground
through a congested corridor, utilizing riser poles
and a drop-in 12.47kV feeder termination structure
for efficient integration.
ƒ Airport 814 Feeder Reconductor Project, Ocala Electric Utility (OEU), Ocala, Florida. Project Manager.

Stephen led engineering efforts for the reconductoring of the Airport 814 feeder, including both overhead and underground transmission line design. Coordinated with the City of Ocala, Marion County , and telecom providers to address existing infrastructure on OEU poles. Utilized PLS-CADD to design upgrades using 795 AAC (Arbutus) conductors and 4/0 AAAC (Alliance) neutrals, replacing wood poles with 50-ft ductile iron poles. Addressed FAA clearance constraints and adjusted pole heights accordingly . Developed Preliminary Design, Issued for Review (IFR), and Issued for Construction (IFC) packages, including schematic drawings, route plans, and easement assessments. GAI also provided permit drawings, and continues to support construction and record drawing development.

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-3 ©2025 GAI Consultants, Inc.

HIGHLIGHTED EXPERIENCE (Continued)
ƒ Transmission Line OE Services, Confidential Client, Ohio, Louisiana, Oklahoma, Texas, and West Virginia. Project Manager. Stephen led Owner’ s Engineer (OE) support services for transmission line Engineer-Procure-Construct (EPC) projects across multiple states, including Ohio, Louisiana, Oklahoma, T exas, and West Virginia. GAI’ s responsibilities included project management, scope development, existing conditions assessments, outage and mobile transformer evaluations, financial oversight, and engineering design. For each project, GAI prepared a detailed project scope outlining the description, deliverables, services, and phased milestones—Phase 1: Initiation, Phase 2: Design and Engineering, Phase 3: Procurement, Phase 4: Construction Support, and Phase 5: Closeout.

A peer-reviewed PLS-CADD checklist was used to validate key design parameters such as loading cases, structure placement and orientation, wire stringing and tensioning, and clearance requirements.

STEPHEN ANTHONY , PE, MSEE
Lead Reviewer
ƒ Underground Fiber Design Project, Confidential Client, Florida. Project Manager. Stephen led the underground fiber design for approximately 550 feet of fiber installation as part of a power delivery client’ s fiber replacement project. His responsibilities included reviewing client-provided materials such as soil borings, splice box standards, and sample plan and elevation drawings. He participated in a project kick-off conference call to clarify the scope and design requirements. The project involved designing a single span of underground 602-count fiber to be installed via directional boring between deadend structures. Stephen developed detailed plan drawings and a bill of materials, and was responsible for splice box placement and the preparation of highway permit drawings for submittal to the Florida Department of Transportation.
ƒ Power Plant Decommissioning Project, Confidential Client, Maryland .

Project Manager and Electrical Engineer-of-Record. One of the few remaining coal-fired plants in Maryland, this particular facility was earmarked for decommissioning while retaining its associated gas turbine and the surrounding 230kV substation in active service. Led electrical design for the repowering of remaining assets at a decommissioned coal-fired plant, including new overhead and underground 4kV feeders, fiber pathways, transformers, 230kV SF₆ breakers, protective relaying, and panelboards. Coordinated electrical and civil/structural design efforts, managed deliverables around outage constraints, and supported bid evaluations and construction for a fast-tracked schedule. As Engineer of Record, Stephen delivered complete design packages covering substation physical layouts, schematics, wiring, BOMs, grounding, and electrical calculations.

Tools used included PLS-CADD, MicroStation V8i, ASPEN, and MFAD. ƒ 69kV Substation Transformer Replacement Project, Confidential Client, Pennsylvania. Engineer of Record. Stephen was responsible for performing final QA/ QC checks and sealing of the designed Issue for Construction (IFC) package. The physical upgrades included the replacement of a 69-8.87kV 11/14 MVA transformer, including a sound wall, adding SATEC transformer metering and SCADA to the transformer alarms.

The scope involved the design of all one-line diagrams, electrical plan and section views, conduit plan and details, grounding plan and details, BOM development, nameplates, AC and DC schematics, wiring diagrams, civil structural design and foundation details, as well as sound calculations.

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-4 ©2025 GAI Consultants, Inc.

Richard Kodera is the Business Unit Leader for GAI’ s Power & Energy Group. With over 22 years of experience, he has practiced insight into a comprehensive scope of power and large and smaller energy initiatives, he heads an integrated team of more than 500 professionals committed to providing sustainable engineering and design solutions for a wide range of projects. Mr. Kodera’ s technical specialty focuses on feasibility and design of overhead and underground transmission systems. His experience includes supporting large capital programs, integrating complex Extra-high Voltage (EHV) systems (overhead or underground) into the electrical grid. His expertise includes technical feasibility of integrating transmission lines, distribution lines, and substations; environmental impacts; routing and siting; capital costs and related program risks; and community engagement.

HIGHLIGHTED EXPERIENCE
ƒ 66/115kV Underground Relocation Project (Owner’ s Engineer Services), South California Edison, Mountain View, California. T echnical Lead for the development of development of capital opinion of probable construction costs (estimates) for the underground and overhead transmission lines for three project portfolios, at an Association for the Advancement of Cost Engineering (AACE) Class 4 level. The level of effort included preparing a general project plan, constructability review, contingency development, then ultimately combining all details to develop the budget and schedule. ƒ Project Development Estimating for 66/115kV Line Rebuild Portfolio, South California Edison, California. Project Engineer. Performed detailed study evaluating relocating six overhead transmission circuits to underground to make way for tech company campus upgrades. The study included an ampacity study to determine potential cable solutions, cost impacts, line routing and civil improvements. ƒ Costa Sur/Guaypao TC Substation Upgrades Project, Luma, Puerto Rico. T echnical Lead. Richard was the T echnical Lead for the entire project which included a greenfield Breaker-and-a-Half (BAAH) gas insulated substation (GIS) substation, switchyard upgrades, and brownfield conversion from an air insulated substation to a GIS. The project also included re-routing 18 transmission lines and setting up positions for future transmission line upgrades. The project started with a feasibility study to develop an overarching plan; developing underground cable standards (up to 230kV); creating an electrical diagram (for pre/post configurations); evaluating trench/trenchless solution zones; develop riser structure standards (38, 115, 230kV levels); prepared cable and equipment specifications; prepared a design basis document; a Bill of Materials (BOM); and applicable drawing packages. All cables were dielectric (38kV–2x800-kcmil, 115kV 1x3/5000-kcmil, 230kV 1x5000-kcmil), in concrete encased duct banks, except for environmentally sensitive zones and physical constraints (road, oil pipelines), which were 36” Horizontal Directional Drills (HDDs). ƒ Transmission Line AC Interference Study , Duke Energy , Florida. Project Engineer. Conducted technical review of greenfield transmission line placed in parallel with future high-speed rail system. Used CDEGs to conduct analysis, along with various rating conditions, fault current, AREMA and NACE standards, to evaluate the proposed double circuit 230kV transmission line parallel to a new rail line with only 60-ft of separation.

Performed milestone review meetings with stakeholders, modified design approach, set safe working limits (i.e.., 25V touch potential limit was dropped to 15V), and prepared findings report. ƒ 230kV Offshore/Onshore Cable Project, Confidential Client, Massachusetts. Project Engineer.

Richard was responsible for supporting technical route development, specifications package, and oversite during construction for proposed offshore wind additions off the coast of New England. The effort included developing an opinion of probable construction cost, risk assessment, design considerations, manhole placements, permitting assessments, specifications development, and constructability considerations.

The design considered using a 5000-kcmil cables primarily in a concrete encased duct bank. The cable solutions were evaluated using CYMCAP software (ampacity). ƒ 138/230kV Underground Feasibility Review (Owner’ s Engineer Services), City of Coral Gables, Coral Gables, Florida. Project Engineer. Richard was responsible for performing a feasibility study on undergrounding two transmission (1-138kV & 1-230kV) circuits through Coral Gables, Florida, that included a cost estimate, risk assessment, design considerations, manhole placements, permitting assessments, and constructability considerations. Project included dielectric cable solutions (4000/5000-kcmil). ƒ Undergrounding Transmission Opinion of Probable Construction Costs (OPCCs) (budget planning cost estimates) - Puerto Rico Grid Modernization Program, Luma, Puerto Rico. Richard led a team that developed budgetary estimates for underground conversions for grid modernization projects in Puerto Rico.

The team developed proposed duct bank configuration, sized cable, performed an opinion of probable construction cost, and presented the findings to key stakeholders including the local electric authority , Federal Energy Management Agency (FEMA), etc.

EDUCATION
MS, Electrical Engineering,
University of Florida
BS, Electrical Engineering,
University of Florida

LICENSES/REGISTRATIONS
Professional Engineer (PE): CA,

FL, PA, PR
Professional Engineer (PEng):

British Columbia
SKILLS
44kV - 765kV Transmission
Engineering (Overhead and
Underground)
4kV – 34.5kV Distribution
Engineering (Overhead and
Underground)
4kV – 500kV Substation Studies
Routing/Siting, Community
Engagement, and T echnical
Feasibility Studies

AFFILIATIONS
National Society of Professional
Engineers, Member
IEEE Power & Energy Society
(IEEE PES), Member
IEEE, Member

YEARS EXPERIENCE
24 RICHARD KODERA, PE, MSEE
Project Advisor

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-5 ©2025 GAI Consultants, Inc.

Jose Carranza is a seasoned professional with extensive experience in the utility and energy industry . He is a licensed Professional Engineer in California and is committed to advancing technologies that support the reliable and efficient operation of renewable-rich electric grids. His expertise spans Distributed Energy Resource (DER) applications, control center and field operations, substation and distribution operations, engineering and planning, and regulatory compliance. Jose successfully managed the replacement of over 40 miles of high-failure-rate underground cable, significantly improving system reliability and performance. He also planned and engineered new extensions and reliability upgrades for both overhead and underground lines, addressing critical infrastructure needs. As a committee lead, he was responsible for reviewing and approving a range of reliability improvement projects, including upgrades, reconductoring, automation, sectionalizing, and fusing.

HIGHLIGHTED EXPERIENCE
ƒ PXISE Energy Solutions; Director of Solutions and Customer Support Services. Directed and led technical solutions and customer support teams. Developed and implemented new renewable integration technologies. Built products that enable reliable/efficient operation of modern, highly penetrated DER electric grid.
– Drove innovative product solutions and development, addressing customer needs, market trends, and competitive opportunities.
– Collaborated with global and regional partners to identify opportunities for products, integrating renewable energy resources into microgrids, merchant power plant controls, and distributed energy management systems.
– Ran development of customer-focused and advanced control solutions, solving complex problems related to DER/Battery Energy Storage System (BESS) integration. – Responded to RFPs, RFIs, and RFQs for architecting, integrating renewable-based Microgrids, merchant power plant controllers, and distributed energy management systems. – Partnered closely with Product Engineering and Business Owners, creating, driving, and delivering innovative/compelling product and customer experience.
ƒ San Diego Gas and Electric (SDG&E), Substation Engineering and Design Project Manager.

Led and executed development of substation work to improve system reliability . Accommodated new load and DER interconnection requests. Met regulatory compliance. – Directed design and construction of new, retrofitting, or expansion of 230kV to 12kV substations and switchyards, mitigating system reliability concerns and addressing growth. – Managed substation project justification, budgeting, and schedules to safely and successfully fund and complete substation projects on or under budget while on planned schedules. – Spearheaded investigations of equipment failures and switched errors, verifying personnel and equipment safety , analyzing system reliability impacts, and improving switching processes. ƒ SDG&E, Electric Distribution Operations and Training Manager. – Ran SDG&E’ s electric distribution operations and control center, serving 1.4M+ customers. – Maintained safe, reliable, and efficient operation of SDG&E’ s electric distribution system during outages, storms, fires, and system emergencies, while implementing operational improvements in fire mitigation, storm response, and emergency management processes. – Reduced the number of electric system-related fire incidents, enhanced community resilience, and guaranteed faster recovery from storms, increasing efficiency and effectiveness in emergency response while saving lives/property .
ƒ SDG&E, Electric Distribution Planning Manager.
– Led engineering and technical teams responsible for safe, reliable planning and design of SDG&E’ s electric distribution system.
– Served as Subject Matter Expert (SME) for SDG&E’ s Federal Energy Regulatory Commission (FERC) and California Public Utilities Commission (CPUC) regulatory workshops, modifying Wholesale Distribution Access T ariff (WDAT) and Rule 21 DER interconnection rules.

EDUCATION
BS, Electrical Engineering,
San Diego State University

LICENSES/REGISTRATIONS
Professional Engineer (PE): CA
SKILLS
Substation Engineering and
Design
Electric Distribution Engineering
Electric Utilities Management
Power Quality
Regulatory Compliance

ACHIEVEMENTS
Patent Award: Power System
Load Scheduling US 11,289,907
B1 - Issued March 29, 2022

SELECT PUBLICATIONS
Not Always Plug and Play:

Challenges Utilities Face
Managing DERs on their Grids
- Power Magazine, August 19,
2021
Why Y ou Should Stop Saying,
“Future Grid,”
- Energy Central, May 26, 2021
Orchestrating a Path to the Grid
of Tomorrow - Smart Electric
Power Alliance, October 8, 2020

YEARS EXPERIENCE
34 JOSE CARRANZA, PE
Underground Transmission Reviewer

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-6 ©2025 GAI Consultants, Inc.

Mr. Bouvier specializes in project management and leading GAI’ s Transmission and Distribution Engineering Group. He focuses on the design and analysis of power transmission and distribution facilities serving the energy industry for municipal, public, and private clients. Mr. Bouvier has extensive experience with utility projects and relevant industry standards. He utilizes available resources to gather information to find and address engineering challenges within a complex design project. His experience includes being responsible for aspects of transmission line design, including engineering calculations, clearance analysis, structural loading, right-of-way analysis, project coordination, IFC drawing creation and package assembly . He also has experience working on distribution rebuilds and single-pole replacement packages.

Additionally , Mr. Bouvier performs quality assurance and quality control checks for transmission switch design packages and distribution pole modifications and replacement packages. He has also performed North American Electric Reliability Corporation ratings and National Electric Safety Code clearance analysis on existing transmission lines, creating remediation packages to correct any deficiencies found in the ratings and clearance analysis.

HIGHLIGHTED EXPERIENCE
ƒ Oakland Substation Upgrade Project, Garland Power & Light (GP&L), Texas. Transmission Engineering Manager. GAI is providing engineering services associated with upgrading GP&L’ s substation. The existing substation is a two-breaker straight bus station with 69kV feeder ties to existing substations, two transformers, and five 13.2kV outgoing distribution feeders that exit underground and overhead from the station. GP&L requires an upgrade to 138kV specification and 3000A continuous rating at the station and an expansion of the high voltage side to a four-breaker ring bus or an alternative upgrade to a three-breaker straight bus and two circuit switcher transformer protection. GAI has been tasked with electrical, civil, and structural engineering design and permitting. ƒ Long Term Infrastructure Improvement Plan, 4kV-34.5kV Distribution Project, Confidential Client, Pennsylvania. Project Supervisor. Responsible for the design and analysis of projects replacing older poles, replacing underground and overhead lines and fuses; installing new equipment (transformers, reclosers, etc.) reconfiguring circuits, and replace and reinforce wooden distribution poles. Designs meet NESC requirements and the client’ s design standards. Utilized the following software for this program: Distribution Design Studio, Crews, SPANS and GIS View. Distribution Design Studio was used for the structural loading analysis.
ƒ Distribution Design Projects, Confidential Client, Florida. Project Supervisor. Responsible for the design of various power distribution projects, including both overhead and underground systems.

Developed engineered designs for overhead distribution networks, including pole framing and equipment attachments, in accordance with the client’ s Distributed Control System (DCS) standards.

Designed underground distribution networks to meet DCS requirements. Managed the preparation and submission of permit drawings for review by relevant agencies, including counties and municipalities.

Project types included system expansions, transmission transfers, installation and replacement of Automatic Fault Selectors (AFS) and Oil Circuit Reclosers (OCR), overhead reconductoring and relocation, underbuilt design, North American Electric Reliability Corporation (NERC) compliance projects, Pole Improvement Program (PIP) work, and underground riser installations. Design tools used included GE Smallworld, Pole Bore Sheets, Pole Foreman, and Design Manager. ƒ Transmission Line Design Services, Confidential Client, Virginia. Engineering Director. GAI is providing engineering and design services for this 230kV interconnection project. The project includes the installation of a new 230kV substation that will tie into an existing 230kV transmission line. GAI is providing engineering services required for design of the transmission line portion of this project.

Scope of services include project planning; designing and preparing construction documents; and providing construction support, both in the office and field. ƒ 69kV Transmission Line Rebuild Project, Private Energy Client, Ohio. Engineering Director. GAI is providing transmission line and distribution design services required for rebuilding the existing 69kV transmission line located in Ohio. The existing single-circuit 69kV transmission line will be relocated along a corridor currently occupied by another 69kV line. GAI is designing approximately 5 miles of single-circuit 69kV transmission line utilizing steel pole construction. GAI is also designing the distribution underbuild along approximately 1.5 miles of transmission line per Rural Utility Services (RUS) standards and will utilize 250-foot maximum span lengths.

EDUCATION
BS, Civil Engineering,
Louisiana State University

LICENSES/REGISTRATIONS
Professional Engineer (PE): IL,

LA, MO, NV , NY , PA, RI, TX,
WA
SKILLS
Project Management
Electric Transmission Line
Engineering Analysis and
Design Management
Electric Distribution
Engineering and Design
Management
Software Programs: PLS-

CADD, PLS-POLE, PLS-TOWER,
MFAD

CERTIFICATIONS/TRAIN-
ING
OSHA 10-Hour Construction
Training
ACI Field T esting T echnician
Grade I (2011-2016

YEARS EXPERIENCE
13 SAMUEL BOUVIER, PE
Transmission/Distribution Engineering

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-7 ©2025 GAI Consultants, Inc.

Rob Oleinik oversees GAI’ s Substation Group. Rob has over 18 years of experience managing engineering services for substation and protection and controls (P&C) engineering projects, including design, review, approval, and QA/QC check of substation asset replacements and upgrades for projects ranging from 4kV to 500kV . His experience includes equipment replacement projects to large intricate multi-year substation expansions. He currently directs an organization of technical managers, engineers and designers on protection and controls design, physical design, procurement, financial, construction support, and project close-out. Rob is a licensed Professional Engineer in California and multiple other states.

HIGHLIGHTED EXPERIENCE
ƒ Substation Rebuild Project, Confidential Client, San Diego, California. Lead Electrical Substation Engineer. Rob served as the electrical lead for the existing 69/12kV substation (radial configuration) that was demolished and rebuilt/expanded to a 230/69/12kV substation (breaker-and-a-half configuration).

His project responsibilities included: developing the cost estimate and proposal for the P&C design of the substation; guiding and coordinating electrical engineers with the design of the electrical drawings; communicating with the client and other disciplines regarding design issues; coordinating with outside firms and internal studies group to facilitate station studies including: lightning, grounding, transient and insulation coordination, and AC and DC studies; performing QA checks of the electrical drawing package; providing cross discipline reviews of structural/physical package; reviewing vendor drawings; providing input and review for the P&C portion of design criteria document; monitoring the P&C budget and preparing change orders for design changes.
ƒ Oakland Substation Upgrade Project, Garland Power & Light (GP&L), Texas. Substation and P&C Engineering Manager. GAI is providing engineering services associated with upgrading GP&L’ s substation. GAI has been tasked with electrical, civil, and structural engineering design and permitting.

The existing substation is a two-breaker straight bus station with a 69kV feeder that ties into the existing substations, two transformers, and five 13.2kV outgoing distribution feeders that exit underground and overhead from the station. GP&L requires an upgrade to 138kV specification and 3000 amperes continuous rating at the station and an expansion of the high voltage side to a four-breaker ring bus or an alternative upgrade to a three-breaker straight bus and two circuit switcher transformer protection. GAI has been tasked with electrical, civil, and structural engineering design and permitting. ƒ Transmission Line Engineering Owners Engineers Project, Confidential Client, Multiple States.

Substation Engineering Lead. GAI provided Owner’ s Engineering support for transmission line EPC projects located in multiple states, including Ohio, Louisiana, Oklahoma, T exas, and West Virginia.

GAI’ s responsibilities included project management, scope of work development, exiting conditions investigations, outage and mobile transformer reviews, project financial oversight, and engineering design.
ƒ 115kV Exit Upgrade Project, Pennsylvania. Project Manager. This project included the replacement of a failed 13kV capacitor switcher C1-2. The scope included project management, review of drawings and standards, equipment procurement, Bill of Materials (BOM), construction transmittal letter, design for the replacement of a 13kV capacitor switcher C1-2 with new Joslyn 13kV Vacuum Breaker Module (VBM) capacitor switcher, drawings (conduit, circuit, and equipment); substation and switchboard nameplate list drawing; plans and elevations; foundation, grounding and conduit; one-line drawing; schematic and wiring diagrams; grounding detail drawing; and demolition drawings); Issued for Review (IFR) construction document package; and post-construction Field Record Drawings after construction. ƒ 46kV Breaker, Disconnects, Arresters, and Potential Transformer (PT) Replacement Project, Pennsylvania. Project Manager. With plans to upgrade the terminal and substation relaying, the client requested GAI evaluate the needs of the project and create a scope and estimate to capture the work. The scope included: project management, drawing and field review, and protective relaying additions and upgrades; identification of Real-Time Automation Controller (RTAC) upgrade/replacement; identification of Human-Machine Interface (HMI) upgrade/replacement; identification of SCADA upgrade/replacement; project estimate spreadsheet; Direct Current (DC) study to identify battery and DC load center requirements; preliminary drawings including a one line drawing, a control house layout, control panel layout, and plan view; and project development package.

EDUCATION
BS, Electrical Engineering,
University of Wisconsin

LICENSES/REGISTRATIONS
Professional Engineer (PE): CA, IL,

NJ, OH, PA, RI
SKILLS
Electrical Engineering
Substation Engineering and
Project Management
Equipment Evaluation and
Specification
Instrumentation and Controls

CERTIFICATIONS/TRAINING
OSHA 10-Hour Construction
Training

YEARS EXPERIENCE
18 ROB OLEINIK, PE
Substation/Protection & Controls Engineering Lead

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-8 ©2025 GAI Consultants, Inc.

Joe States is a Structural Engineering Manager with over 16 years of experience specializing in structural engineering and design of steel and concrete structures, structural assessments, and structural rehabilitation.

He is a licensed Professional Engineer in Ohio, Alabama, Indiana, Minnesota, Mississippi, Missouri, Pennsylvania, Virginia, and West Virginia. Joe’ s experience includes complex steel framing systems, mechanical and electrical equipment support, concrete mat foundations, clarifiers and other environmental concrete structures, parking garage assessment and rehabilitation projects, transmission line and substation structures. He is proficient in MathCAD, AutoCAD, and RISA and has worked with REVIT , MicroStation, PLS- CADD, STAAD Pro, and GT Strudl.

HIGHLIGHTED EXPERIENCE
ƒ Oakland Substation Upgrade Project, Garland Power & Light (GP&L), Texas. Structural Engineering Lead. GAI is providing engineering services associated with upgrading GP&L’ s substation.

GAI has been tasked with electrical, civil, and structural engineering design and permitting. The existing substation is a two-breaker straight bus station with a 69kV feeder that ties into the existing substations, two transformers, and five 13.2kV outgoing distribution feeders that exit underground and overhead from the station. GP&L requires an upgrade to 138kV specification and 3000 amperes continuous rating at the station and an expansion of the high voltage side to a four-breaker ring bus or an alternative upgrade to a three-breaker straight bus and two circuit switcher transformer protection. GAI has been tasked with electrical, civil, and structural engineering design and permitting. ƒ Underground Electrical Vault Design Project, Confidential Client, Pennsylvania. Structural Engineer.

Responsible for design of underground concrete electrical vault with manholes and pipe penetrations. ƒ Streetcar Manhole and Underground Conduit Relocations Project, Confidential Client, Ohio.

Structural Engineer. Responsible for material quantity takeoffs for the relocation of manholes over a half- mile length of road in the vicinity of the proposed Streetcar. ƒ Substation Foundation Design Project, Confidential Client, Virginia. Structural Engineering Lead.

Responsible for design of concrete pile cap and review of micropile design for 500kV breaker foundations. ƒ Substation Expansion Foundation Design Project, Confidential Client, West Virginia. Structural Engineering Lead. Responsible for design of pile and mat foundations for substation equipment with a leveling system to accommodate settlement due to anticipated long-wall mining. ƒ Substation Design for Replacement of Equipment, Confidential Client, Pennsylvania. Structural Engineering Lead. Responsible for design of foundations for new breakers and switches and analyzed existing adjacent equipment and foundations at numerous substations. ƒ Transmission and Distribution Storage Facility Project, Confidential Client, Ohio. Structural Engineering Manager. GAI provided engineering, environmental, and surveying, and construction administration services for a new transmission and distribution storage facility located in Ohio. The facility was built to accommodate pad storage for fourteen (14) 345kV transformers. The project also included three new multi-use buildings for equipment storage, offices, break rooms, and restrooms. Joe was responsible for preparing design calculations and drawings for transformer foundations with oil containment and pre-engineered metal building foundations.
ƒ Transmission Line Engineering Projects, Confidential Client, Florida (Statewide). Structural Engineering Manager. Joe was responsible for production of construction package for Florida transmission line maintenance work on 230kV lines and 115kV lines. Assisted in the design of a new 230kV transmission line, including structure sizing, and insulator selection. Produced construction packages and material orders for over 10 locations for North American Electric Reliability Corporation (NERC) LiDAR remediation. ƒ 115kV Transmission Line Structures Pile Cap Design Project, Confidential Client, Virginia. Structural Engineer. Responsible for structural design and assembly of structural drawings for foundations for 10 H-frame structures in a river.

EDUCATION
MS, Structural Engineering,
Lehigh University
BS, Civil and Environmental
Engineering, Carnegie Mellon
University

LICENSES/REGISTRATIONS
Professional Engineer (PE): OH,

AL, IN, MN, MS, MO, PA, VA,
WV
SKILLS
Structural Engineering Design
and Analysis
Foundations Engineering
Analysis and Design
Structural Rehabilitation
Complex Steel Framing Systems
Property Condition Assessments
Retaining Wall System Design

CERTIFICATIONS/TRAINING
OSHA 10-Hour Construction
Training

YEARS EXPERIENCE
17 JOSEPH STATES, PE, MS
Structural Engineering Lead

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-9 ©2025 GAI Consultants, Inc.

Martin Kuzmkowski is a Senior Engineering Manager with over 17 years of civil engineering experience. He is a licensed Professional Engineer in Ohio and numerous other states. Martin specializes in civil engineering, including civil design projects for the oil and gas, commercial, industrial, and medical industries. His experience includes erosion and sedimentation control (E&SC) design and permitting; post-construction stormwater management (PCSM) design; remedial investigation and action reporting; operation and maintenance (O&M) monitoring and reporting; construction and remediation oversight; quality assurance/ quality control (QA/QC) monitoring; and groundwater, surface water, sediment, and air sampling.

HIGHLIGHTED EXPERIENCE
ƒ Oakland Substation Upgrade Project, Garland Power & Light (GP&L), Texas. Civil Engineering Manager. Martin was responsible for developing a site concept, scoping and final design for the demolition and an entire rebuild of an existing 69kV station to 138kV with new bus work, HV & L V equipment, grounding structures, foundations and new relaying via a pre-fab control building (PDC). GAI is also performing the civil site design, surveying and underground 12.47kV feeder routing in duct bank along with designing the relocation of distribution and transmission lines entering into the station. GAI is also providing a geotechnical investigation for the site, engineering construction support, equipment specification support, and record drawing support.
ƒ Substation 20 to Narcoosee Road Manhole Ductbank Project, Orlando Utilities Commission, Orlando, Florida. Civil Engineering Manager. Martin provided civil engineering support associated with the development of construction documents and submission of a building permit application to the City of Orlando for the installation of a new switchyard, underground electrical conduit banks, and the associated site work for a new 12-way six-inch manhole ductline system. He also supported the development and submission of Maintenance of Traffic (MOT) plans to the City of Orlando. His responsibilities also included:

Importing survey data, creating permit drawings, construction sequencing, submitting One-Call tickets, and construction estimating.
ƒ Power Line Underground Electrical Conduit Project, Confidential Client, Florida. Civil Engineering Manager. Martin provided civil engineering support associated with the development of construction documents and submission of a building permit application to the city for the installation underground electrical conduit banks and the associated site work for construction of electric power lines at a roadway intersection. He was also responsible for submission MOT plans to the city . ƒ Two Proposed Substation Projects, Confidential Client, Maryland. Engineer of Record/T echnical Lead.

Martin was responsible for the creation of permit and construction-level documents for these two proposed substation projects located in Maryland. The projects included coordination with the Montgomery County Department of Permitting Services, Montgomery Soil Conservation District, and the Washington Suburban Sanitary Commission to obtain site planning, grading, and stormwater planning approval for the National Pollutant Discharge Elimination System (NPDES) permits. ƒ New Substation Project, Confidential Client, Maryland. Civil Engineering Manager. Martin provided federal, state, and county permitting for the proposed area for substation and permit applications related to the construction of two substations located in Maryland. GAI also conducted field views of the substation sites and of potential access roads, in addition to developing a public right-of-way application. ƒ Substation Expansion Environmental and Engineering Services, Confidential Client, Southwestern Pennsylvania. Civil Engineering Manager. The project entailed the construction of a new substation, relocation of the existing 115kV and 46kV lines into the new substation, and construction of a new 46kV transmission line between the new and old substations. GAI provided substation site design services, environmental resources field surveys, protected species consultation, and site survey services. ƒ Substation Project, Confidential Client, West Virginia. Civil Engineering Manager. This project entailed a new substation, a 500kV transmission line loop, two 138kV line extensions totaling four miles, and approximately eight miles of access roads. GAI provided substation and transmission line site/route selection studies and provided civil site design, geotechnical investigation and monitoring, environmental field surveys and permitting, cultural resources, aerial crossing and driveway entrance permit, roadway video documentation, E&SC design and monitoring/construction monitoring, and protected species coordination.

EDUCATION
MBA, Point Park University
BS, Civil Engineering,
University of Pittsburgh

LICENSES/REGISTRATIONS
Professional Engineer (PE): OH,

FL, MD, NJ, NY , PA, RI, TX, VA,
WV
SKILLS
Civil Engineering
National Pollutant Discharge
Elimination System (NPDES)
Permitting
Erosion and Sediment Control
Stormwater Management
Construction and Remediation
Monitoring

CERTIFICATIONS/TRAINING
40-Hour OSHA HAZWOPER
Training
10-Hour OSHA Construction
Training
8-Hour OSHA HAZWOPER
Training

YEARS EXPERIENCE
17 MARTIN KUZMKOWSKI, PE, MBA
Civil Engineering Lead

RESUMERESUME
T echnical Proposal | Daly City , California | Cormorant Underground 115kV Gen-Tie Project | A-10 ©2025 GAI Consultants, Inc.

Matthew Guard serves as GAI’ s Senior Director of Health and Safety, bringing over 25 years of experience in cultivating and advancing safety cultures across diverse organizations. He holds both the Certified Safety Professional (CSP) and Associate Safety Professional (ASP) credentials, along with several other certifications that deepen his expertise in the field. Matthew’ s background includes leading safety programs, conducting audits, interpreting regulatory standards, and overseeing compliance reviews, risk assessments, and incident investigations. His work consistently reflects a commitment to the highest standards of health, safety, and environmental practices.

HIGHLIGHTED EXPERIENCE
ƒ Senior Director of Health and Safety/GAI Consultants. Responsible for strategic planning, program development, management oversight and direction, and implementation of the GAI Health and Safety Program to provide a safe, healthy , and incident-free work environment for employees. Assists project managers in assessing and managing project risks and in assuring compliance with client requirements.

Leads and implements the following health and safety measures for GAI:
– Develops required safety programs, policies, procedures and/or presents safety training for employees or project requirements including project specific training, new employee orientation and policies. – Leads accident/injury investigations through closure. – Prepares and submits applicable reporting documentation and maintains safety records. – Evaluates and provides organizational compliance with local, state and federal regulations. – Partners with Project Managers/T eams in preparation and implementation of site-specific safety and health plans.
– Determines and enacts corrective or preventative measures by working with partners on implementing actions where needed.
– Conducts compliance audits for office and field operations to confirm adherence of safety procedures, practices and regulations.
– Develops reports of audit findings so that required actions have been implemented. – Acts as the main point of contact for safety materials and resources such as signs, posters, barriers and other materials to warn of potential or actual safety hazards and distributes materials accordingly . – Leads in the Selection and purchasing of Personal Protective Equipment (PPE) for the company . – Implements the company’ s workers’ compensation program, including working with the insurance carriers to reduce employee lost time.
ƒ Vice President – Health, Safety , and Security/Michael Baker International. Led the organization’ s effort to enhance the safety culture by integrating safety into standard business practices. Monitored and reported key metrics, developed and implemented policies, programs, and practices for compliance with regulations and standards concerning health and safety . Developed and implemented effective health and safety training systems and programs for all levels of the organization. Administered the company Workers’ Compensation Program, including coordination with the insurer. Maintained business required and compliance information.
ƒ Health & Safety Manager/Key Environmental, Inc., (KEY) / Field & Technical Services, LLC (FTS).

Planned, organized, directed, and coordinated the safety mandates, programs, and activities within both the KEY and FTS companies. Prepared/revised project-specific Health & Safety (H&S) plans/programs, assisted field personnel in the implementation of the programs. Conducted audits and inspections at work sites, prepared reports, provided recommendations to enhance worker safety and health as well as compliance rules, regulations, policies, and procedures. Conducted and coordinated safety training to new hires and current employees. Maintained safety documentation and statistics. Provided interpretations of applicable environmental and safety regulations, rules, policies, and procedures. Worked with clients in site safety alignment and requirements. Reviewed background checks, pre-employment/annual physicals and drug screening of employees. Maintained United States Department of Transportation (USDOT) Commercial Motor Vehicle (CMV) files, and compliance for company vehicles.

EDUCATION
BS, Industrial Health and Safety,
Pennsylvania State University
SKILLS
Environmental Health and Safety
Construction Safety
Safety Management Systems
Accident Investigations
Hazards Analysis
Risk Assessments

CERTIFICATIONS/TRAINING
Certified Safety Professional
(CSP): CSP-31068
Associate Safety Professional
(ASP): A17068
OSHA Authorized Construction
Trainer, 2014
MSHA New Miner Training
Instructor, Surface Coal & Non-
Metal
RF Safety Awareness Trainer,
2014
40-Hour HAZWOPER, 2015
First Aid/CPR/AED Instructor

YEARS EXPERIENCE
25 MATTHEW GUARD, CSP , ASP
Senior Director of Health and Safety

B

APPENDIX

APPENDIX B - DISCLOSURE OF LOBBYING ACTIVITIES

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COMPLETE THIS FORM TO DISCLOSE LOBBYING ACTIVITIES PURSUANT TO 31 U.S.C. 1352

1. Type of Federal Action: 2. Status of Federal Action: 3. Report Type:
a. contract a. bid/offer/application a. initial
b. grant b. initial award b. material change
c. cooperative agreement c. post-award
d. loan For Material Change Only:
e. loan guarantee year ____ quarter _________
f. loan insurance date of last report __________

4. Name and Address of Reporting Entity 5. If Reporting Entity in No. 4 is Subawardee, Enter Name and Address of Prime:

Prime Subawardee
Tier _______ , if known
Congressional District, if known Congressional District, if known

6. Federal Department/Agency: 7. Federal Program Name/Description:

CFDA Number, if applicable ____________________

8. Federal Action Number, if known: 9. Award Amount, if known:

10. Name and Address of Lobby Entity 11. Individuals Performing Services (If individual, last name, first name, MI) (including address if different from No. 10) (last name, first name, MI)
(attach Continuation Sheet(s) if necessary)

12. Amount of Payment (check all that apply) 14. Type of Payment (check all that apply) $ _____________ actual planned a. retainer
b. one -time fee

13. Form of Payment (check all that apply): c. commission a. cash d. contingent fee
b. in-kind; specify: nature _______________ e deferred
Value _____________ f. other, specify _________________________

15. Brief Description of Services Performed or to be performed and Date(s) of Service, including officer(s), employee(s), or member(s) contacted, for Payment Indicated in Item 12:
(attach Continuation Sheet(s) if necessary)

16. Continuation Sheet(s) attached: Yes No

17. Information requested through this form is authorized by Title 31 U.S.C. Section 1352. This disclosure of lobbying reliance was placed by the tier above when his transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352
. This information will be reported to Congress
semiannually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

Signature: ________________________________________
Print Name: _______________________________________
Title: ____________________________________________
Telephone No.: ____________________ Date:___________
Authorized for Local Reproduction
Federal Use Only: Standard Form - LLL
Standard Form LLL Rev. 04-28-06
Distribution: Orig- Local Agency Project Files

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Stephen Anthony, PE, MSEE
Vice President, Power Delivery Engineering
412.399.5364 6/17/2025
Stephen P. Anthony
Digitally signed by Stephen P. Anthony
DN: [email protected], CN=Stephen P. Anthony Location: Cranberry, PA
Reason: I have reviewed this document
Contact Info: 301-646-3067
Date: 2025.06.17 14:06:16-04'00'
✔

Phoenix Office
60 E. Rio Salado Parkway , Suite 900
T empe, Arizona 85281
800.437 .2150 | gaiconsultants.com

COST PROPOSAL
Cormorant Underground 115kV Gen-Tie Project

COST PROPOSAL
Cost-Plus-Fixed Fee or lump sum or Firm Fixed Price contracts (Design, Engineering and Environmental Studies)
Note: Mark-ups are Not Allowed ☑ Prime Consultant ☐ Subconsultant ☐ 2nd Tier Subconsultant Consultant GAI Consultants, Inc.

Project No.: R251095.00 Contract No. ____________________ Date: July 8, 2025

DIRECT LABOR
Hours Actual Hourly
Rate Total
80 106.00$ $8,480.00
Lead Reviewer Stephen Anthony* 48 106.00$ $5,088.00 338 106.00$ $35,828.00
32 91.00$ $2,912.00
24 91.00$ $2,184.00
Structural Lead Joe States 20 73.00$ $1,460.00 184 73.00$ $13,432.00
528 43.00$ $22,704.00
40 46.00$ $1,840.00
208 84.00$ $17,472.00
140 73.00$ $10,220.00
LABOR COSTS $121,620.00
a) Subtotal Direct Labor Costs $3,420.26
b) Anticipated Salary Increases (see page 2 for calculation) c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $125,040.26

INDIRECT COSTS
d) Fringe Benefits (Rate:) 57.8% e) Total Fringe Benefits [(c) x (d)] $72,273.27 f) Overhead (Rate:) 10.3% g) Overhead [(c) x (f)] $12,879.15 h) General Administrative (Rate:) 92.2% i) Gen & Admin [(c) x (h)] $115,287.12 j) TOTAL INDIRECT COSTS [(e) + (g) + (i) ] $200,439.53 FIXED FEE k) TOTAL FIXED FEE [(c) + (j)] x fixed fee 9.50% $30,920.58 l) CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Description of Item Quantity Unit Unit Cost Total
Mileage Costs 1 lump travel cost 1500 $1,500.00
Equipment Rental and Supplies $0.00
Permit Fees $0.00
Plan Sheets $0.00
Test $0.00
l) TOTAL OTHER DIRECT COSTS $1,500.00
m) SUBCONSULTANTS' COSTS (Add additional pages if necessary) Subconsultant 1: $0.00
Subconsultant 2: $0.00
Subconsultant 3: $0.00
Subconsultant 4: $0.00
m) TOTAL SUBCONSULTANTS' COSTS $0.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l) + (m)] $1,500.00 TOTAL COST [(c) + (j) + (k) + (n)] $357,900.37
NOTES:

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognizant agency or accepted by Caltrans.

3. Anticpated salary increases calculation (page 2) must accompany.

Name
Ulises Ochoa*
Jose Carranza*
Sam Bouvier*
Stephen Brill
Rob Oleinik*
Classification/Title
Project Manager
Underground Transmission/BESS Reviewer
Transmission Engineering Lead
Transmission Line
Substation/P&C Engineering Lead
Chris KanaanTransmission Line
Jenna Hurst
Martin Kuzmkowski*
Josh Glawu
Scheduler
Civil Engineering Lead
Studies Engineer

1. Calculate Average Hourly Rate for 1st year of contract Direct Labor Subtotal per Cost Proposal
Total Hours per
Cost Proposal
Avg Hourly
Rate
$121,620.00 1642 $74.07 Year 1 Avg Hourly Rate

2. Calculate hourly rate for all years
Avg Hourly Rate
Proposed
Escalation
Year 1 $74.07 3.50% = $76.66 Year 2 Avg Hourly Rate
Year 2 $76.66 3.50% = $79.34 Year 3 Avg Hourly Rate
Total Hours per Year

3. Calculate estimated hours per year
Est %
Completed by
year
Total Hours per
Cost Proposal
Total Hours
per Year
Year 1 30% 1642 492.6 Estimated Hours Year 1
Year 2 60% 1642 985.2 Estimated Hours Year 2
Year 3 10% 1642 164.2 Estimated Hours Year 3
100% 1642 Total (Check)

4. Calculate Total Costs including Escalation
Avg Hourly Rate
Estimated Hours
(calc above) Cost per Year
Year 1 $74.07 492.6 $36,486.00
Year 2 $76.66 985.2 $75,526.02
Year 3 $79.34 164.2 $13,028.24
Total Direct Labor Cost with Escalation $125,040.26
Direct Labor Subtotal before Escalation $121,620.00
Increase $3,420.26

__ _

COST PROPOSAL
Daly City | Cormorant Underground 115kV Gen-Tie Project GAI COST PROPOSAL 1
Certification of Direct Costs:

I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal{s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

1. Generally Accepted Accounting Principles {GAAP)

2. Terms and conditions of the contract*

3. Title 23 United States Code Section 112 - Letting of Contracts

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board {when applicable)
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must
be retained in the project files and be in compliance with applicable federal and state requirements.

Costs that are noncompliant with the federal and state requirements are not eligible for reimbursement.

Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate{s).

Prime Consultant or Subconsultant Certifying:

Name:_______________ Title*:

Signature:____ _____ __ Date of Certification {mm/dd/yyyy): _____ _______ Phone Number:Email: ______ _ _
Address:_________________________________
*An individual executive or financial officer of the consultant's or subconsultant's organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

List services the consultant is providinq under the proposed contract:

NOTE: * GAI has not receiv ed Terms and Conditions of th e contract. GAI has included our Terms and Conditions as E xhibit A to this Cost Proposal for revie w.

©2025 GAI Consultants, Inc.

Daly City Cormorant Underground 115kV Gen-Tie Project | GAI Consultants

EXHIBIT A

GAI TERMS & CONDITIONS

EXHIBIT A
GAI Consultants, Inc.

Standard Terms and Conditions
For Professional Services
Rev. 2/2016 Page 1 of 3

1. Scope of Services and Extent of Agreement - GAI shall perform the Services as described in GAI's Proposal to which these Terms and Conditions are attached for the specified Project, incorporated herein b
y reference.

No modification or changes to these Terms and Conditions may be made except by written instrument signed by the parties. CLIENT acknowledges that he/she/it has read these Terms and Conditions, understands them, agrees to be bound by them, and further agr ees
th
at they are the complete and exclusive statement of the AGREEMENT between the parties, superseding all proposals, oral or written understandings, or other prior agreements other than those a
bove referred to and all other communications between the parties relating to the subject matter thereof.

2. Compensation – GAI hereby agrees to accept and CLIENT agrees to pay the compensation on either a time (hourly) and expense basis in acco
rdance with GAI’s rates in effect at the time of performance, or lump sum basis as set forth in GAI’s Proposal to perform the Services.

If GAI’s services are performed on an HOURLY BASIS, GAI will be paid for all time rendered to the project, including project scoping by professional, technical, and clerical personnel in accordance with the attached Hourly Rate Schedule. Time required for personnel of GAI to travel between GAI's office and the Site (or any other destination applicable to the project) is charged in accordance with the rates shown in the attached Hourly Rate Schedule. If overtime for non- exempt personnel (as defined by statute) is required, the overtime rate charged will be 1.50 times the invoice rate shown on the attached Hourly Rate Schedule.

3. Invoicing/Payment
A. GAI will submit invoices periodically, but not more frequentl y
t
han every two weeks, for Project services performed during the period or upon completion of the Project, whichever is earlier.

B. Invoices are due and payable in U.S. dollars within 30 days from date of invoice. All charges not paid within 30 days are subject to a service charge of 1-1/2 percent per month or a fraction thereof, plus all costs and expenses of collection, including without limitation, attorneys’ fees. In addition to the foregoing, should CLIENT fail to pay any invoice within 45 days of the invoice date, GAI may, in its sole discretion, upon 3 days written notice to CLIENT, stop work and recover from CLIENT payment for all services performed prior to the work stoppage, plus all amounts for interest, penalties and attorney’s fees th at
m
ay be recoverable under applicable law, including without limitation, prompt payment and/or lien laws. GAI will resume performance once CLIENT pays all outstanding amounts due plus any advance payment(s) or other security in GAI’s sole discretion deemed necessary by GAI.

C. CLIENT will be invoiced for external expenses, such as travel, lodging, sub-contracted services, etc., at direct cost plus a 10% handling and administrative fee.

D. Payments shall include the GAI invoice number and be mailed to 385 East Waterfront Drive, Homestead, PA, 15120, to the attention of Accounts Receivable
.

4. C
hanges – CLIENT and GAI may make additions to the scope of work by written Change Order. CLIENT may omit work previously ordered by written instructions to GAI. The provisions of these Terms and Conditions, with appropriate changes in GAI's Compensation and Project Schedule, shall apply to all additions and omissions.

5. CLIENT Responsibilities – CLIENT represents, with the intent that GAI rely thereon, that it has sufficient financial resources to pay GAI as agreed to in these Terms and Conditions and, as applicable and necessary for GAI to perform its services, CLIENT will:

A. Provide all criteria and full information as to its requirements for GAI’s services, including design or study objectives, constraints, third party certification requirement(s), standards or budget limitation(s).

B. Assist GAI by placing at its disposal all available information pertinent to the Project and/or GAI’s services including th e
actu
al or suspected presence of hazardous waste, materials or conditions at or beneath the Project site, record (“As-Built”) d
rawings, surveys, previous reports, exploration logs of adjacent structures and any other data relative to the Project.

U
nless otherwise noted, GAI may rely upon such information.

C. Upon identification by GAI and approval by CLIENT of the necessity and scope of information required, furnish GAI with data, reports, surveys, and other materials and information required for this Project, all of which GAI may rely upon in performing its services, except those included in GAI’s scope of services.

D. Guarantee access to the property and make all provisions for GAI to enter upon public and private lands and clear all exploration location(s) for buried utilities/piping/structures as required for GAI to perform its services under these Terms and Conditions.

E. Examine all studies, reports, sketches, opinions of the construction costs, specifications, drawings, proposals and other documents presented by GAI to CLIENT and promptly render in writing the decisions pertaining thereto within a period mutually agreed upon.

F. Designate in writing a person to act as CLIENT’S representativ e
w
ith respect to the services to be rendered under these Terms and Conditions. Such person shall have complete authority to tr
ansmit instructions, receive information, interpret and define CLIENT’s policies and decisions with respect to materials, eq
uipment, elements and systems pertinent to GAI’s services.

G. Give prompt written notice to GAI whenever CLIENT observes or otherwise becomes aware of any development that affects the scope or timing of GAI’S services, or any defect in the Project or work of Contractor(s).

H. Furnish approvals and permits from all governmental
authorities having jurisdiction over the Project and such approvals and consents from others as may be necessary for completion of the Project.

I. Furnish such legal and insurance counseling services as CLIENT may require for the Proje
ct.

6. S
chedule/Delays – GAI shall commence performance upon receipt of the CLIENT’s written authorization to proceed and shall perform its professional services in accordance with the schedule set forth in its Proposal, provided however, the performance of these Terms and Conditions, except for the CLIENT’s payment of money for services already rendered, shall be excused in the event performance o f
t
hese Terms and Conditions is prevented or delays are occasioned by factors beyond GAI’s control, or by factors which could not reasonably have been foreseen at the time this Exhibit A was p
repared and executed. The delayed party’s performance shall be extended by the period of delay plus a reasonable period to restart operations.

7. Document Ownership, and Reuse
A. All reports, drawings, specifications, manuals, learning and audio/visual materials, boring logs, field data, laboratory tes t
d
ata, calculations, estimates, and other documents (collectively “Work Product”) prepared by GAI are instruments of service shall remain the property of GAI. Unless otherwise notified by CLIENT, GAI will retain all pertinent records relating to the Services performed for a period of two (2) years following submission of the report , design documents or other project deliverables, during which period the records will be mad e
av
ailable at GAI’s office to the CLIENT at reasonable times.

EXHIBIT A
GAI Consultants, Inc.

Standard Terms and Conditions
For Professional Services
Rev. 2/2016 Page 2 of 3
B. Any reuse of the Work Product described above without written verification or adaptation by GAI, as appropriate, for the specific purpose intended, will be at CLIENT’s sole risk and without liability or legal exposure to GAI. CLIENT shall indemnify and hold harmless GAI from all claims, damages, losses and expenses including attorneys’ fees arising out of or resulting there from. Any future verification or adaptation o f
s
uch Work Product will entitle GAI to further compensation at r
ates to be agreed upon by CLIENT and GAI.

C. Unless specified otherwise in GAI's Proposal, GAI will dispose of all materials and samples obtained in the investigation portion of the project 90 days after completion of the report. Further storage or transfer of samples will be made at CLIENT's expense.

D. CLIENT recognizes that site conditions where samples and data are gathered do vary with time and that particularly subsurface conditions may differ from those encountered at the time and location where explorations or investigations are made and ,
th
erefore, the data, interpretations, and recommendations of G
AI are based solely on the information available at the time of t
he investigation. GAI shall not be responsible for the
i
nterpretation by others of the information it develops.

8. Standard of Performance – GAI will perform its Services with that level of care and skill ordinarily exercised by other professionals practicing in the same discipline(s), under similar circumstances and at the time and place where the Services are performed, and makes no warranty, express or implied, including the implied by law warranties of MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.

9. Insurance
A. GAI shall procure and maintain such insurance as is required by law as of the date first written above and during the
performance of the Agreement, and subject to the terms and conditions of the policies, keep in force the following insurance:

Worker's Compensation Insurance with other State’s
endorsement, including Employer's Liability Insurance for it s
e
mployees in the amount of $500,000; Comprehensive General Liability Insurance, including Protective and Completed Operations, covering bodily injuries with limits of $1,000,000 p
er occurrence, and property damage with limits of $1,000,000 p
er occurrence; Comprehensive Automobile Liability Insurance, including operation of owned, non-owned and hired
automobiles, with combined single limits for bodily injury and property damage of $1,000,000 per occurrence; Excess
Umbrella Liability Insurance with limits of $1,000,000 in the aggregate
.

B. I
f CLIENT requires additional types or amounts of insurance coverage, GAI, if specifically directed by CLIENT, will purchase additional insurance (if procurable) at CLIENT's expense; but GAI shall not be responsible for property damage from any cause, including fire and explosion, beyond the amounts and coverage of GAI's insurance specified above.

C. CLIENT will require that any Contractor(s) performing work in connection with GAI’s Services will name GAI as an additional insured on their insurance policies. In addition, in any hold- harmless agreements between CLIENT or Owner and an
y
co
ntractor who may perform work in connection with any
professional services rendered by GAI, CLIENT will require such contractor(s) to defend and indemnify GAI against third party suits.

D. It is agreed that GAI shall have no responsibility: 1) To supervise, manage, direct, or control CLIENT or its Contractors’ ,
sub
contractors’ or their employees; 2) For any of CLIENT’s or its contractors, subcontractors or agents or any of their employees’ safety practices, policies, or compliance with applicable Federal, State and/or local safety and health laws, rules or regulations; 3) For the adequacy of their means, methods, techniques, sequencing or procedures of performing their services or work; or 4) For defects in their work.

10. Indemnity – Subject to the Limitation(s) of Liability provision(s) below in Articles 11 and 12, GAI agrees to indemnify and hold harmless CLIENT, and its officers, directors, and employees from and against any and all claims, suits, liability, damages, injunctive or equitable relief, expenses including reasonable attorneys’ fees, or other loss (collectively "Losses") to the extent caused by GAI’s negligent performance of Services under these Terms and Conditions.

11. Limitation of Liability – In the event of any loss, damage, claim or expense to CLIENT resulting from GAI's performance or non- performance of the professional services authorized under th ese
T
erms and Conditions, GAI's liability whether based on any legal theory of contract, tort including negligence, strict liability or o
therwise under these Terms and Conditions for professional acts, errors, or omissions shall be limited to the extent any such claims, damages, losses or expenses result from the negligent act, errors or omissions of GAI or its employees occurring during performance under these Terms and Conditions. The total cumulative liability of GAI arising out of professional acts, errors, or omissions shall not exceed the greater of $50,000 or two times the total compensation GAI receives from CLIENT under these Terms and Conditions. GAI's aggregate liability for all other acts, errors, or omissions shall b e
l
imited to the coverage and amounts of insurance specified in Article 9, above. The limitations stated above shall not apply to the extent a
ny damages are proximately caused by the willful misconduct of G
AI and its employees.

12. Disclaimer of Consequential Damages – Notwithstanding anything to the contrary in these Terms and Conditions, neither party shall have any liability to the other party for indirect, consequential or special damages including, but not limited to, liability or damages for delays of any nature, loss of anticipated revenues or profits, increased cost of operations or costs of shutdown or startup whether such damages are based on contract, tort including negligence, strict liability or otherwise.

13. Probable Construction Cost Estimates – Where applicable, statements concerning probable construction cost and detailed cost estimates prepared by GAI represent its judgment as a professional familiar with the construction industry. It is recognized, however, that neither GAI nor CLIENT has any control over the cost of labor, materials or equipment, over the contractors' methods of determining bid prices, or over competitive bidding or market conditions. Accordingly, GAI cannot and does not guarantee that bids, proposals, or actual costs will not vary from any statement of probable construction cost or other cost estimate prepared by it.

14. Confidentiality/Non-Disclosure – GAI shall not disclose, or permit disclosure of any information developed in connection with it s
p
erformance under these Terms and Conditions or received from CLIENT or the PROJECT OWNER, or their affiliates, subcontractors, or agents designated by CLIENT as confidential, except to GAI's employees and subcontractors who need such information in order to properly execute the services of these Terms and Conditions, and shall require any such of its employees and subcontractors and their employees not to disclose or permit disclosure of any of suc h
i
nformation, without the prior written consent of CLIENT. The foregoing shall not prohibit GAI from disclosing information in response to any Federal, State or local government directive or judicial order, but in the event GAI receives or is threatened with such an order or has actual knowledge that such an order may be sought or be forthcoming, GAI shall immediately notify CLIENT and assist CLIENT in CLIENT's undertaking such lawful measures as it may desire to resist the issuance, enforcement and effect of such an order. GAI's obligation to resist such an order and assist CLIENT and the PROJECT OWNER is contingent upon GAI receiving further compensation for such assistance plus all costs and expenses, including without limitation reasonable attorney's fees, incurred b y
G
AI.

EXHIBIT A
GAI Consultants, Inc.

Standard Terms and Conditions
For Professional Services
Rev. 2/2016 Page 3 of 3

15. Certifications – GAI shall not be required to execute any certification with regard to work performed, tested, and/or observed under these Terms and Conditions unless:

A. GAI concludes that it has performed, tested and/or observed sufficient work to provide a sufficient basis for it to issue the certification; and
B. GAI believes that the work performed, tested or observed meets the certification criteria; and
C. GAI gave its written approval of the certification’s exact form before executing these Terms and Conditions.

Any certification by GAI shall be interpreted and construed as an expression of professional opinion based upon the Services performed by GAI, and does not constitute a warranty or guaranty, either expressed or implied.

16. Miscellaneous Terms of Agreement
A. These Terms and Conditions shall be subject to, interpreted, and enforced according to the laws of the Commonwealth of Pennsylvania without giving effect to its conflict of law principles. If any part of these Terms and Conditions shall be held illegal, unenforceable, void, or voidable by any court of competent jurisdiction, each of the remainder of the provisions shall nevertheless remain in full force and effect and shall in no way be affected, impaired, or invalidated.

B. Neither the CLIENT nor GAI may delegate, assign, sublet, or transfer their duties or interest as described in these Terms and Conditions and GAI's Proposal without the written consent of the other party. Both parties relinquish the power to assign and any attempted assignment by either party or by operation of law shall be null and void.

C. These Terms and Conditions shall be binding upon the parties hereto, their heirs, executors, administrators, successors, and assignees. In the event that a dispute should arise relating to the performance of the Services to be provided under these Terms and Conditions and GAI's Proposal, and should that dispute result in litigation, it is agreed that each party shall bear its own litigation expenses, including staff time, court costs, attorneys' fees, and other claim-related expenses.

D. CLIENT shall not assert any claim or suit against GAI after expiration of a Limitation Period, defined as the shorter of (a) three (3) years from substantial completion of the particular GAI service(s) out of which the claim, damage or suit arose, or (b) the time period of any statute of limitation or repose provided by law.

In the event of any claim, suit or dispute between CLIENT and GAI, CLIENT agrees to only pursue recovery from GAI and will not to seek recovery from, pursue or file any claim or suit, whether based on contract, tort including negligence, strict liability or otherwise against any director, officer, or employee of GAI.

E. No modification or changes in the terms of this Agreement may be made except by written instrument signed by the parties.

CLIENT acknowledges that they have read this AGREEMENT, understands it, agrees to be bound by its terms, and further agrees that it is the complete and exclusive statement of the AGREEMENT between the parties superseding all work orders, oral or written understandings, or other prior agreements other than those above referred to and all other communications between the parties relating to the subject matter thereof.

F. Either the CLIENT or GAI may terminate or suspend
performance of these Terms and Conditions without cause upon thirty (30) days written notice delivered or mailed to the other party.
(1) In the event of material breach of these Terms and
Conditions, the party not breaching the AGREEMENT may
terminate it upon ten (10) days written notice delivered or mailed to the other party, which termination notice shall state the basis for the termination. The AGREEMENT shall not be terminated for cause if the breaching party cures or commences to cure the breach within the ten day
period.
(2) In the event of the termination, other than caused by a material breach of these Terms and Conditions by GAI,
CLIENT shall pay GAI for the Services performed prior to the termination notice date, and for any necessary
services and expenses incurred in connection with
termination of the project, including but not limited to, the costs of completing analysis, records and reports
necessary to document job status at the time of
termination and costs associated with termination or
subcontractor and/or subconsultant contracts. Such
compensation shall be based upon the schedule of fees
used by GAI.
(3) In the event CLIENT delays providing written
authorization to proceed within 45 days of the date of
GAI’s Proposal or suspends GAI’s performance for 45 days or more after authorization has been given, GAI reserves the right, in its sole discretion, to revise its cost,
compensation and/or hourly rates to its then current rates prior to resuming performance under these Terms and
Conditions.

G. All notices required to be sent hereunder shall be either hand delivered, with signed receipt of such hand delivery, or sent by certified mail, return receipt requested.

H. The paragraph headings in these Terms and Conditions are for convenience of reference only and shall not be deemed to alter or affect the provisions hereof.

I. Unless expressly stated to the contrary, the professional services to be provided by GAI do not include meetings and consultations in anticipation of litigation or arbitration or attendance as an expert witness in any deposition, hearing, or arbitration. If requested, these services will be provided by an amendment to these Terms and Conditions, setting forth the terms and rates of compensation to be received by GAI.

J. Nothing herein shall be construed to give any rights or benefits hereunder to anyone other than CLIENT, the PROJECT OWNER if different than CLIENT and GAI.

K. GAI is an Equal Opportunity Employer. GAI complies with the Office of Federal Contract Compliance Programs Affirmative Action Programs as outlined in 41 CFR 60-1.4(a)(b), 41 CFR 60- 250.5(a)(b), and 41 CFR 60-741.5(a)(b).

END OF TERMS AND CONDITIONS

Phoenix Office T 800.437.2150
60 E. Rio Salado Parkway, Suite 900
Tempe, Arizona 85281
August 26, 2025
Project R251095.00
Dean Ricasa
Senior Engineering Technician
City of Daly City
Department of Public Works – Engineering Division
333 90th Street, 1st Floor
Daly City, California 94015
Submitted via email: [email protected]
Scope of Work and Deliverables
Cormorant Underground 115kV Gen-Tie Project
City of Daly City, California
Dear Dean Ricasa:

GAI Consultants, Inc. (GAI) is pleased to submit our Scope of Work and Deliverables to the City of Daly City (City) for AC Transmission Line Peer Review Services in support of the Cormorant Underground 115kV Gen-Tie Project (Project). This submission is in response to Dean Ricasa’s email to Ulises Ochoa dated August 22, 2025, and follows GAI’s initial proposal submitted to the City on June 18, 2025.

GAI proposes to evaluate the potential impacts of buried high-voltage AC transmission line on existing water mains, pump stations, and other underground utilities. Additionally, our team will conduct a comprehensive review of the Project’s design plans and specifications to confirm compliance with applicable federal, state, and local standards and codes. We will also provide recommendations to enhance safety, reliability, and regulatory compliance.

Based on the City’s outlined criteria, GAI will mobilize our experienced professionals to perform the following Scope of Work and Deliverables:

SCOPE OF WORK
Task 1: Project Management
GAI will lead design review coordination efforts across technical disciplines, including schedule management, internal workflow oversight, alignment of deliverables with Project milestones, and integration of services across scopes of work.

GAI will perform the following activities as part of this task:

1. Request records from the City and Design Engineering Firm at the start of the Project.

2. Manage schedules, workflows, and integration across scopes of work.

3. Facilitate virtual and on-site meetings, including preparation of meeting minutes.

4. Develop and maintain the Project schedule.

5. Track budgets and provid e monthly reporting.

6. Maintain centralized records of communication s, meeting notes, design recommendations, coordination logs, and utility interactions.

7. Document unforeseen conditions and seek approval for resulting additional work.

Mr. Dean Ricasa Page 2
August 26, 2025
© 2025 GAI Consultants

8. Conduct a site visit with City staff to observe an d document detailed Project requirements, take field measurement
s, and note site conditions as needed.

9. Document and submit a Health and Safety Plan (HASP) for site visits.

The projected timeline for Task 1 is outlined in Table 1 (Task 1 Expected Timeline).

Table 1: Task 1 Expected Timeline
Task Description Duration Weeks
Project Kick-Off Kick-off Meeting with Project stakeholders (scheduling/availability) 1
Records Request Due diligence and data request from City and Design Engineering Firm 1
Site Visit Field work, including notes, photos, and documentation 1 Job Site notes Reporting, updates, and design validation 1 Meeting Minutes Attend Project meetings and record minutes 22 (anticipated Project
duration)
Task 1 Deliverables

1. HASP for site visits

2. Meeting minutes for Project meetings.

3. Budget tracking

4. Monthly reporting

5. Site visit walkdown documentation, including notes and photos

6. Project RFI log and tracker

7. Project updates upon request with a five-day notice
Task 2: Study Review and Recommendations
GAI will support the City by conducting a thorough review of the Design Engineer’s AC Transmission Line Study, focusing on technical accuracy, regulatory compliance, and safety. As part of this effort, GAI will identify potential risks and recommend safety enhancements to align with City standards and requirements.

GAI will perform the following activities as part of this task:

1. Review the AC Transmission Line Study submitted by the Developer, providing detailed response c
omments across three review cycles.

2. Provide recommendations to the City, including input to be incorporated into the Developer’s implementation plan.

3. Submit written comments for each review round along with a summary of recommendations.

Mr. Dean Ricasa Page 3
August 26, 2025
© 2025 GAI Consultants
The projected timeline for Task 2 is outlined in Table 2 (Task 2 Expected Timeline).

Table 2: Task 2 Expected Timeline
Task Description Duration
Weeks
Round 1 Review 3
Load Forecasting & System Planning Review Calcs/Data/Assumptions AC Line Interphase Review Calcs/Data/Assumptions
Power Flow Studies, Short Circuit, Stability Review Calcs/Data/Assumptions NERC/CIASO Compliance Review Review Calcs/Data/Assumptions Env Cost Analysis Review Review Calcs/Data/Assumptions
Economic and Cost Analysis review Review Calcs/Data/Assumptions Round 1 RFI/Responses 2
Round 2 Review 2
Load Forecasting & System Planning Review Calcs/Data/Assumptions AC Line Interphase Review Calcs/Data/Assumptions
Power Flow Studies, Short Circuit, Stability Review Calcs/Data/Assumptions NERC/CIASO Compliance Review Review Calcs/Data/Assumptions Env Cost Analysis Review Review Calcs/Data/Assumptions
Economic and Cost Analysis review Review Calcs/Data/Assumptions Round 2 RFI/Responses 2
Round 3 Review 2
Load Forecasting & System Planning Review Calcs/Data/Assumptions AC Line Interphase Review Calcs/Data/Assumptions
Power Flow Studies, Short Circuit, Stability Review Calcs/Data/Assumptions NERC/CIASO Compliance Review Review Calcs/Data/Assumptions Env Cost Analysis Review Review Calcs/Data/Assumptions
Economic and Cost Analysis review Review Calcs/Data/Assumptions Round 3 RFI/Responses 2
Load Forecasting & System Planning Review Calcs/Data/Assumptions AC Line Interphase Review Calcs/Data/Assumptions
Power Flow Studies, Short Circuit, Stability Review Calcs/Data/Assumptions NERC/CIASO Compliance Review Review Calcs/Data/Assumptions Env Cost Analysis Review Review Calcs/Data/Assumptions
Economic and Cost Analysis review Review Calcs/Data/Assumptions Task 2 Deliverables

1. Review the AC Transmission Line Study submitted b y the Developer, providing detailed response comm
ents across three review cycles.

2. Provide recommendations, including a safety review.

© 2025 GAI Consultants
Mr. Dean Ricasa
August 26, 2025
Task 3: Plans and Specification Review
GAI will conduct a focused review of the plans and specifications to assess compliance with utility standards, safety requirements, and Project goals. The review will include evaluation of electrical design and constructability, with documentation of findings and recommendations to support timely implementation.

GAI will perform the following activities as part of this task:

1. Conduct three formal reviews of the Developer’s design plans and specifications at the 30%, 60%, 90% stages, providing documented comments for each phase.

2. Align the review effort with applicable standards an d address key technical and safety considerations.

The projected timeline for Task 3 is outlined in Table 3 (Task 3 Expected Timeline).

Table 3: Task 3 Expected Timeline
Task Description Duration
Weeks
Round 1 Review: 30% Design Review Calcs/Drawings/Data/Assumptions 3 Round 1 RFI/Responses 2
Round 2 Review: 60% Design Review Calcs/Drawings/Data/Assumptions 2 Round 2 RFI/Responses 2
Round 3 Review: 90% Design Review Calcs/Drawings/Data/Assumptions 2 Round 3 RFI/Responses 2
Task 3 Deliverables

1. Review the AC Transmission Line Study submitted b y the Developer, providing detailed response comm
ents across three review cycles.

2. Provide recommendations, including a safety review.

CLOSING
We appreciate the opportunity to assist the City with this important Project. Should you have any questions regarding the contents of this Proposal, please feel free to contact Senior Project Manager, Ulises Ochoa, at 619.861.9966, or via email at [email protected] Sincerely,
GAI Consultants, Inc.

Ulises Ochoa
Senior Project Manager, Power Delivery Engineering
Stephen Anthony, PE, MSEE
Vice President/Business Sector Leader, Power Delivery Engineering UO:SA/mdw
Ulises Ochoa
Digitally signed by Ulises
Ochoa
Date: 2025.08.26
08:51:29 -07'00'
Stephen P. Anthony
Digitally signed by Stephen P. Anthony
DN: [email protected],
CN=Stephen P. Anthony
Location: Cranberry, PA
Reason: I am approving this document
Contact Info: 301-646-3067
Date: 2025.08.26 11:00:34-04'00'

City Council Meeting Agenda Report Item # _____
props
Meeting Date: September 8, 2025

Subject: Approve Amendment to the Amended and Restated Water Supply Agreement (WSA) and Adopt Updated Tier 2 Drought Response Implementation Plan

Recommended Action
Staff recommends that Council approve a Resolution:

1. Authorizing revisions to the Amended and Restated WSA with the City and County of San Francisco and Wholesale Customers, to be incorporated into a revised 2025 WSA; and

2. Approving the updated Tier 2 Drought Response Implementation Plan.

Background/Discussion
The City of Daly City, as one of 26 Wholesale Customers, purchases water from the San Francisco Regional Water System (RWS) under the WSA. Since 2009, the WSA has been amended several times to reflect evolving water supply and management needs.

Two significant actions are now before Council:

1. WSA Amendment – Updates address:
a. Minimum Purchase Requirements (MPR): Resetting annual minimum purchase quantities based on recent demand, with a 10-year review cycle. Also provides temporary reductions during post-drought rebound years and considers collective compliance before imposing penalties.
b. Tier 1 Water Shortage Allocation Plan (Tier 1 Plan): Creation of a new “Tier 1 Family Plan,” ensuring excess use charges are only applied if collective Wholesale Customer usage exceeds allocations.
c. General Updates: Minor corrections and clarifications throughout the WSA.

2. Updated Tier 2 Plan – The Tier 2 Plan governs allocation of RWS water among the 26 Wholesale Customers during drought shortages. The updated plan incorporates:
a. Policy principles prioritizing health and safety, minimizing economic impacts, predictability, and support for efficiency/alternative supplies. b. A new allocation formula that sets minimum and maximum cutbacks, accounts for per capita indoor demand, non-residential demand, and seasonal use. c. Alignment of the Tier 2 Plan’s term with the WSA to avoid simultaneous renegotiations.

These changes reflect over two years of negotiations facilitated by BAWSCA, with all Wholesale Customers reaching consensus. Importantly, the updated Tier 2 Plan provides a significantly better outcome for the City of Daly City, reducing our drought allocation cutback from 18% under the expiring plan to just 5% under the new plan. This improvement greatly enhances local supply reliability during future shortages.

Fiscal Impact
Adoption of the WSA amendment and updated Tier 2 Plan is not expected to create immediate fiscal impacts. The WSA revisions provide greater flexibility and fairness for Wholesale Customers and may reduce financial risks associated with droughts and rigid purchase requirements.

City Council Agenda Report
Subject: Approval of Amendment to the Amended and Restated Water Supply Agreement (WSA) and Adoption of Updated Tier 2 Drought Response Implementation Plan

Meeting Date: September 8, 2025