Foster City City Council
January 18, 2022

• Implemented self-health assessment/screening requirement at entry points; including installation of thermal scanners at City Hall and Police Department • Posted required Social Distancing Protocol and Signage at City facility entrances and share information with all employees
• Informed all employees of Face Covering Requirement; providing supply of masks if necessary
• Departments coordinating with ‘Return to Work Taskforce’ for site- specific modifications/adaptations (including spacing and health/sneeze guards) ; as well as visitor safety protocols
• Acquired donation of ~5,000 cloth face coverings through U.S. Conference of Mayors ‘Masks for Mayors Initiative’
• Sanitation station/supplies set up in various locations throughout City facilities • Acquiring COVID-19 at-home/self-test kits through County for public safety personnel

OBJECTIVE ACTION ITEMS STATUS

TO PROVIDE LONG -TERM STRATEGIC
PLANNING IN RESPONSE TO COVID -19

AND POTENTIAL IMPACTS TO CITY

OPERATIONS
Continue to monitor and work with the County to understand trajectory of COVID-19 and how it may impact City operations and needs of the community • Modeling data will be used a basis to prepare for contingencies where needed and to prepare for reopening of economy/transition to normal operations through phased approach
• Assigned representative to County’s Long-Term Strategic Planning Taskforce • Created ‘Return to Work Taskforce’ to develop policy/strategy for reopening City facilities; as well as policy/safety protocols for visitors & members of the public • Created ‘Parks Reopening Taskforce’ to develop policy/strategy for reopenin g park facilities
• Overview of San Mateo County Recovery Initiative presented to City Council on 10/05/20 and report accepted by Board of Supervisors on 10/06/20 Ongoing
Evaluate and consider additional actions that are recommended or may be required dependent on outcome/progression of COVID-19 situation; including (but not limited to):
• Extension of City Facilities Closure (TBD; Based on Public Health Order and Until Further Notice)
• Suspend or Freeze Shut -Offs/Disconnection of Water Service fo r Non -Payment (Currently in Effect)
• Waiver of Credit Card Fees for Online Payment of Utilities Through June 30, 2020 (Approved by City Council on 04/06/20)
• Explore Feasibility of Charging Tier 1 Rates for Water Service (No Longer Pursuing Due to Minor Cost Difference)
Ongoing
154

• Developed Small Businesses Resiliency Grant Program to support operations and help avert layoffs during the COVID-19 public health emergency. $500,000 (allocated for a grant of $10,000 per business for up to 50 businesses ) approved by City Cou ncil on 04/06/20.
• Expanded Support Local Foster City Campaign to provide vouchers through the Support Local Stamp Me app, allowing customers to get take-out during the shelter in place order. $25,000 (allocated for $10 vouchers to be offered to all Stamp Me users) approved by City Council on 04/06/20.
• Consider Options for Moratorium on Commercial Evictions (TBD; County covers unincorporated areas only)
• Freeze Hiring/New Recruitments and Filling of Vacant Positions (Currently in Effect) • Initiated Friendly Streets, Foster City Initiative, dedicating approximately a 1.75 mile stretch of road on northbound Beach Park Boulevard for bicyclists and runners. One lane will be barricaded off from cars to allow bicyclists and runners to safely use the designated detour. In parallel with the detour, this stretch of Levee Pedway is reserved for walking only. (Approved by City Council on 04/06/20) [DISCONTINUED] • Expanded Friendly Streets, Foster City Initiative to extend lane closure on Beach Park Boulevard from Teal Street to Gull Avenue ( Approved by City Council on 05/11/20) [DISCONTINUED]
• Allocated $20,000 total ($10,000 each) to the San Mateo -Foster City Elementary School District /Community Education Foundation for its Free Meal Program and Mobile Hotspot/Wi-Fi for Distance Learning (Approved by City Council on 05/11/20) • COVID-19 Recovery Planning Update provided at City Council Vision & Policy Summit (on 06/04/20)
• Outdoor Dining Temporarily Allowed for Restaurants Looking to Provide Outdoor Dining Service and Suspen ded Code Enforcement Actions ( Approved by City Council on 07/06/20)
• Prepared and distributed approximately (100) Rethink, Reopen, Restart Kits to storefront businesses in shopping centers to support reopening efforts • Outdoor Services Temporarily Allowed for Businesses (such as salons/barbers, personal care services, gyms/fitness centers, and offices) and Suspended Code Enforcement Actions (Approved by City Council on 07/31/20) • Terms of a Revolving Business Loan Program (Approved by City Council on 09/28/20); Establishment of RBLP (Approved by City Council on 11/02/20, then decision to defer thereafter on 03/15/21)
• Analysis of waiving or deferring permit fees and business license fees for one year to prioritize commercial spaces for waiving of permit fees (Direction initially provided by City Council on 11/02/20, then decision to not pursue further thereafter on 03/15/21) 155

• Impossible Market pilot program, not to exceed $5,000, to introduce food & grocery subscription subsidy for 100 financially-impacted Foster City families approved by City Council on 11/02/20 [DISCONTINUED]
• Expanded Support Local Foster City Campaign to provide vouchers through the Support Local Stamp Me app, allowing customers to get take-out during the shelter in place order. Additional $25,000 (allocated for $10 vouchers to be offered to all Stamp Me users) approved by City Council on 11/16/20.
• Helped promote Restaurant, Brewery & Winery Relief, relief fund to help small business impacted by the pandemic – https://www.smcstrong.org/restaurantrelief • Partnered with the Chamber of Commerce to distribute two surveys – Business Needs and Shopper Preferences, which was open between 03/11/21 -03/11/21; findings received and accepted by City Council on 04/19/21
• Small Business Assistance Plan presented to City Council on 05/17/21 and on 06/21/21 Monitor revenue impacts , e xplore options for expenditure reductions , and seek financial assistance/opportunities for cost recovery of funds
• Track damage estimates and expenditures related to COVID-19 • Log personnel time on Form 214s in relation to COVID-19 incident response • Submit “Request for Public Assistance” through California Governor's Office of Emergency Services (Cal OES) Recovery Section for F ederal Emergency Management Agency’s (FEMA's) Public Assistance Program (Submitted on 04/02/20) • Seek approval of the “Designation of Applicant's Agent Resolution for Non -State Agencies” for the Purpose of Cost Recovery Eligibility (Approved by City Council on 04/06/20)
• Discussed City financial impacts related to COVID-19 (04/20/20 City Council Meeting) • Discussed p rojected financial impacts of COVID -19 beyond the current fiscal year (05/11/20 Budget Study Session)
• Hired MGT Consulting for consultant services for COVID-19 CARES/FEMA Disaster Cost Recovery (08/24/20)
• Quarterly updates on City’s economic performance and impacts related to COVID-19, including strategies to close long- term structural deficit (09/08/20 City Council Meeting)
Ongoing

156
DATE: January 18, 2022

TO:

Mayor and Members of the City Council
President and Members of the Estero Municipal Improvement District (EMID) Board of Directors

VIA: Kevin Miller, Interim City/District Manager

FROM: Edmund Suen, Finance Director

SUBJECT: UPGRADING THE OFFICE ASSISTANT II POSITION TO

ADMINISTRATIVE ASSISTANT II POSITION AND

ELIMINATING THE PART-TIME ACCOUNTING SPECIALIST

POSITION IN THE FINANCIAL SERVICES DEPARTMENT

RECOMMENDATION
It is recommended that the City Council/EMID Board of Directors (hereinafter referred to as "City Council") approve resolutions upgrading the Office Assistant II position to Administrative Assistant II position and eliminating the part-time Accounting Specialist position in the Financial Services Department (FSD).

EXECUTIVE SUMMARY
The Interim City Manager and City staff continue to make adjustments to ensure that the organization is able to focus on City Council goals and meet the needs of the community. In March 2020, an Accounting Specialist retired from the City and due to the hiring freeze implemented by the former City Manager as a result of the COVID-19 pandemic, the FSD cross trained the Office Assistant II (OA II) to perform functions of the Accounting Specialist as well as take on expanded responsibilities. The OA II was elevated to an Acting Accounting Specialist role over many months and in December, the 157
Human Resources Director recommended that the FSD discontinue the OA II’s Acting Accounting Specialist role and instead upgrade that individual to a permanent Administrative Assistant II position. The FSD agrees with the HR Director’s recommendation. Over the period of the hiring freeze, the FSD added additional responsibilities to its Accounting Specialists team and implemented various process improvements and streamlining measures which prompted a fiscally prudent elimination of a full-time Accounting Specialist in exchange for a part-time Accounting Specialist at the beginning of the current fiscal year. Based on the streamlined processes in place, and the current distribution of work assignments for the FSD staff, the Department can eliminate its unfilled part-time Accounting Specialist position. The resulting budgetary savings from the elimination of the part-time position will be more than sufficient to cover the upgrade of the OA II to Administrative Assistant II.

BACKGROUND
The Financial Services Department is made up of nine full-time positions and a 20-hour part-time Accounting Specialist position (the part-time position was created in lieu of the elimination of a full-time Accounting Specialist position as a result of a staff retirement). They are the Finance Director, Assistant Finance Director, Financial Services Manager, Senior Accountant, Accountant II, three Accounting Specialists, and an Office Assistant II. The OA II has been working as an Acting Accounting Specialist over many months after the retirement of an Accounting Specialist back in March 2020. More recently, the FSD lost another Accounting Specialist who decided to re-enter the private sector. Notwithstanding, the Acting Accounting Specialist assignment is scheduled to end shortly and the Human Resources Director has advised the Finance Director to terminate the acting assignment and instead promote the OA II to an Administrative Assistant II position based on the expanded responsibilities of that job.

ANALYSIS
Over the past year, the OA II in her role as the Acting Accounting Specialist has taken on a multitude of day-to-day responsibilities that have included: 1) the cashiering function (accounts receivable, business licenses, utilities payments, planning and building fees and deposits, etc.); 2) the end of day receipts processing and reconciliation duties; 3) business license renewals and new applications processing; 4) centralized invoicing for city departments (police false alarms, CalOpps, leases and installment payments, etc.); and 5) 158
maintaining the Financial Services Department’s web page (budgets, annual financial reports, master fee schedules, business license renewals, water/wastewater online bill pay, etc.). Such higher level responsibilities are on top of her regular duties as an OA II. As part of the recommended upgrade to an Administrative Assistant II, all of the above duties will remain as core responsibilities of the position.

Over the course of the hiring freeze in 2020 whereby the FSD was short an Accounting Specialist as well as an Accountant I/II, the FSD expanded the duties and responsibilities of its two incumbent Accounting Specialists. Such new duties included: 1) the successful implementation of an online pay statement portal; 2) the successful implementation of an online business application and an online request for utility services and terminations; 3) research and actions associated with new payroll tax regulations and Form 1099 reporting requirements, 4) compilation of information for the issuance of wastewater enterprise debt and annual continuing disclosures; 5) analysis to support the development of the annual budget for the compensated absences budget; 6) revisions of various operating procedures as a result of the COVID-19 pandemic and compilation of documentation for FEMA claims; 7) participation of annual cost allocation plan update; and 8) Continued cross- training and rotation of Accounting Specialists to different functions (i.e.

Accounts Payable, Business License/Accounts Receivables, Payroll, and Utility Billing). The FSD continues to do scheduled job rotations to promote staff professional development.

The proposed elimination of the part-time Accounting Specialist is warranted as automation and process improvements identified above have helped streamline various tasks in the FSD and the need for the part-time resource is no longer necessary. In short, the FSD executed on process improvements to become more effective and efficient with the goal of achieving and maintaining excellence in the Department.

As indicated in the table below, the fiscal impact is nil, inclusive of the proposed elimination of the part-time Senior Accounting Specialist. 159
If the resolutions are approved by the City Council, they shall take effect on January 18, 2022.

FISCAL IMPACT
The budgetary savings from the elimination of the unfilled part-time Accounting Specialist is more than sufficient to cover the upgrade of the Office Assistant II to Administrative Assistant II. Therefore, no budget augmentation is needed for this staff recommendation.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREAS
This action is consistent with the City Council’s "Staff Empowerment and Operational Excellence" Value/Priority Area as this action will support the Financial Services Department’s effective and efficient staffing. It is consistent with the City Council’s social equity goals in that it aligns staff duties with the proper job classification.

Attachments:
Attachment 1 – City Resolution
Attachment 2 – EMID Resolution
Attachment 3 – Updated Financial Services Department Organization Chart
160
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY

UPGRADING THE OFFICE ASSISTANT II POSITION TO ADMINISTRATIVE

ASSISTANT II POSITION AND ELIMINATING THE PART-TIME ACCOUNTING

SPECIALIST POSITION IN THE FINANCIAL SERVICES DEPARTMENT

CITY OF FOSTER CITY
WHEREAS, the City of Foster City has an Office Assistant II supporting the Financial Services Department; and
WHEREAS, the Office Assistant II, Accounting Specialist, and Senior Accounting Specialists perform technical and administrative support for the Financial Services Department; and
WHEREAS, the Office Assistant II, Accounting Specialist, and Senior Accounting Specialists have been tasked with higher level financial services duties and responsibilities; and
WHEREAS, there is a need for the Office Assistant II in the Financial Services Department to be upgraded to Administrative Assistant II based on the higher level of duties and responsibilities; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City

1. Approves upgrading the position of Office Assistant II to the position of Administrative Assistant in the Financial Services Department, and

2. Approves the elimination of the part-time Accounting Specialist position as a result of efficiencies achieved through automation and process improvements in the Financial Services Department.

3. Each of the above approvals shall take effect on January 18, 2022. 161
PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 18th day of January 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RICHA AWASTHI, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK
162
RESOLUTION NO. _____________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT UPGRADING THE OFFICE ASSISTANT II POSITION TO

ADMINISTRATIVE ASSISTANT II POSITION AND ELIMINATING THE PART-TIME

ACCOUNTING SPECIALIST POSITION IN THE FINANCIAL SERVICES DEPARTMENT

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, the Estero Municipal Improvement District has an Office Assistant II supporting the Financial Services Department; and
WHEREAS, the Office Assistant II, Accounting Specialist, and Senior Accounting Specialists perform technical and administrative support for the Financial Services Department; and
WHEREAS, the Office Assistant II, Accounting Specialist, and Senior Accounting Specialists have been tasked with higher level financial services duties and responsibilities; and
WHEREAS, there is a need for the Office Assistant II in the Financial Services Department to be upgraded to Administrative Assistant II based on the higher level of duties and responsibilities; and
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Estero Municipal Improvement District

1. Approves upgrading the position of Office Assistant II to the position of Administrative Assistant in the Financial Services Department, and

2. Approves the elimination of the part-time Accounting Specialist position as a result of efficiencies achieved through automation and process improvements in the Financial Services Department.

3. Each of the above approvals shall take effect on January 18, 2022. 163
PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the regular meeting held on the 18 th day of January 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RICHA AWASTHI, PRESIDENT
ATTEST:
______

PRISCILLA SCHAUS, DISTRICT SECRETARY
164
Financial Services/City Treasurer Department
Proposed Organization Chart, Effective 1/18/2022
Finance Director
Financial Services
Manager
Sr. Accounting
Specialist
Administrative
Assistant II
Assistant
Finance Director
Accountant I/II
Accounting /
Sr. Accounting
Specialist
Senior
Accountant
Sr. Accounting
Specialist
Attachment 3
165
DATE: January 18, 2022

TO: Mayor and Members of the City Council

VIA: Kevin Miller, Interim City Manager

FROM: Tiffany Oren, Recreation Manager
Frank Fanara, Parks Manager

SUBJECT: PARKS AND RECREATION COMMITTEE'S 2021 YEAR END

REPORT, REVIEW OF MISSION STATEMENT, AND GOALS
FOR 2022

RECOMMENDATION
It is recommended that the City Council, by Minute Order, accept the Parks and Recreation Committee's 2021 Year End Report, Mission Statement, and Goals for 2022.

EXECUTIVE SUMMARY
Pursuant to Minute Order No. 802, each citizen advisory committee must prepare a written year-end report, review its mission statement, and prepare a written annual goals/work program for the upcoming year for presentation to the City Council at a City Council meeting in the first quarter of each year.

At its regular meeting on December 7, 2021, the Parks and Recreation Committee approved the following:

1. 2021 Year-End Report

2. Mission Statement

3. Goals for 2022
166
It is recommended that the City Council, by Minute Order, accept the Parks and Recreation Committee's 2021 Year End Report, Mission Statement, and Goals for 2022.

FISCAL IMPACT
There is no fiscal impact for this item.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREAS
This item is in alignment with the "City Council Operations and Improved Community Engagement" Value/Priority Area as it promotes resident engagement and full transparency.

Attachments:
Attachment 1 - 2021 Year-End Report
Attachment 2 - Mission Statement and Goals for 2022
167
Foster City Parks and Recreation Committee
2021 Year End Report Draft
Despite the continuation of restrictions due to the COVID-19 pandemic, the Parks and Recreation Committee accomplishments in 2021 include the following:

1. Convey citizen interests relevant to enhancing the community’s parks and recreation opportunities
Spent time in the City parks and interacted with local visitors to seek their feedback on topics related to Parks and Recreation
Expanded committee from five (5) to seven (7) members which allowed for more people to actively engage with the community
Participated in and promoted the City’s 50 th Anniversary activities Provided input and recommendations to staff regarding the Recreation Center Master Plan and Parks System Improvement survey

2. Actively promote parks and recreation activities within the City. Creation of a Community Engagement Subcommittee which helped promote programs and announcements via social media platforms
Distributed posters to local businesses regarding upcoming Parks and Recreation sponsored events
Attended Parks and Recreation sponsored events

3. Actively engage the community through volunteering at Parks and Recreation Department community events
Volunteered at 50 th Anniversary events which included: Car Parade, Summer Concert Series, Rubber Ducky Race, Halloween Festival, and many more Community Engagement Subcommittee assisted city staff with the coordination of the Boat Parade and recognizing our longtime residents (over 45+ years) at the Rubber Ducky Race
Conducted public meetings throughout COVID-19 using teleconference technology which allowed for the members to stay informed and give opportunity for the public to still participate

4. Present an article that utilizes a variety of media sources including the Foster City Islander and Parks and Recreation social media outlets on items that pertain to parks and recreation activities as appropriate
Representative from the Parks and Recreation Committee accepted a proclamation declaring July as National Parks and Recreation Month on behalf of the committee at a June 2021 City Council meeting Parks and Recreation Committee Chair authored an article about “Make a Difference Day” which was published in the Foster City Islander in October 2021
Attachment 1
168

5. Review and make recommendations to the City Council on the City Manager’s annual proposed budget for parks and recreation from a pure policy standpoint, pertaining only to programs, levels of services, and capital improvement projects Committee members provided public comments at City Council meetings related to the budget as well as to express appreciation for the staff’s arduous work to support Parks and Recreation programming throughout the pandemic to safely keep community engaged
Approved as action of the Foster City Parks and Recreation Committee’s work in 2021 at its regular meeting on December 7, 2021.
169
Parks and Recreation Committee
Mission Statement
and
Goals for 2022
Mission Statement: The Parks and Recreation Committee of the City of Foster City shall serve as an advisory committee to City Council and as an advisory forum between citizens and the Department of Parks and Recreation. The Parks and Recreation Committee shall act in the spirit of City Council priorities and Parks and Recreation Department goals and objectives in order to provide for a parks and recreation program that is responsive to the interests of Foster City citizens and strives for comprehensive community engagement.

This is accomplished by:

Our Goals for 2022 are:

1. Convey citizen interests relevant to enhancing the community’s parks and recreation opportunities.

2. Actively promote parks and recreation activities within the City.

3. Actively engage the community through volunteering at Parks and Recreation Department community events.
a. Support the Parks and Recreation Department in COVID-19 programming efforts
b. Support the City’s Age Friendly Task Force and goals

4. Present a quarterly article that utilizes a variety of media sources including the Foster City Islander and Parks and Recreation social media outlets on items that pertain to parks and recreation activities as appropriate.

5. Review and make recommendations to the City Council on the City Manager’s annual proposed budget for parks and recreation pertaining to programs, levels of services, and capital improvement projects.
a. Recreation Center Master Plan
b. Park System Master Plan
c. Continue to research and support grant opportunities that fund Parks and Recreation
Attachment 2
170
DATE: January 18, 2022

TO:

Mayor and Members of the City Council
President and Members of the Estero Municipal Improvement District (EMID) Board of Directors

VIA: Kevin Miller, Interim City/District Manager

FROM: Edmund Suen, Finance Director

SUBJECT: AUDIT COMMITTEE'S 2021 YEAR END REPORT, REVIEW OF MISSION STATEMENT, AND GOALS FOR 2022

RECOMMENDATION
It is recommended that the City Council/EMID Board of Directors, by Minute Order, accept the Audit Committee’s 2021 Year End Report, Mission Statement, and Goals for 2022.

EXECUTIVE SUMMARY
The Audit Committee has prepared a written Year End Report for 2021, as well as Goals for 2022 and reviewed its Mission Statement for the City Council/EMID Board’s review and acceptance.

BACKGROUND AND ANALYSIS
Pursuant to Minute Order No. 802, each citizen advisory committee shall prepare a written year-end report, review its mission statement, and prepare a written annual goals/work program for the upcoming year for presentation to 171
the City Council at a City Council meeting in the first quarter of each calendar year.

The Audit Committee’s Mission Statement for 2022 is unchanged from 2021 and is as follows: To provide insights, advice and support into audit, governance, and other relevant fiscal matters appropriate to the oversight, operational and fiduciary responsibilities of the City Council and the Estero Municipal Improvement District Board of Directors.

The current Audit Committee team is in the final year of its 3-year term and shall continue to seek input and requests from the City Council. In Calendar Year 2022, the committee shall continue to review the annual audit process and the City's annual financial reports for Fiscal Year 2021-2022 and recommend, if any, a directed study to be performed by the independent Auditors ancillary to their audit.

It is recommended that the City Council/EMID Board, by Minute Order, accept the Audit Committee’s 2021 Year End Report, Mission Statement, and Goals for 2022.

FISCAL IMPACT
There is no fiscal impact for this item.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
This item is in alignment with the "City Council Operations and Improved Community Engagement" Value/Priority Area as it promotes resident engagement and full transparency.

Attachment:
Attachment 1 - Audit Committee 2021 Year End Report and Goals for 2022
172
Audit Committee 2021 Year-End Report and Goals for 2022 In CY2021, Audit Committee (“The Committee”), in its 2nd year of the three-year term, was chaired by Cindy Chao Wang and worked closely with the Foster City Finance Team led by Edmund Suen, the city’s independent auditors Maze & Associates, and City Council liaison Patrick Sullivan.

The Committee held two regular scheduled meetings in April and November and one special meeting in September. The committee discussed and followed up on financial matters and subjects raised by committee members.

In addition, the Audit Committee ordered a focused study on City of Foster City’s Investments of $300+MM Surplus Funds, in comparison to five neighboring cities in Silicon Valley: Belmont, Redwood City, Burlingame, and Palo Alto. The focused study was performed by Maze & Associates under Agreed Upon Procedures (AUP). The Committee reviewed and deliberated findings from the focused study report. Below is a highlight of key observations:
 Objectives of managing the city’s surplus funds are centered on three measures, and in the order of importance of: Safety, Liquidity, and Yield.
 All six cities have similar investment criteria with constraints of regulatory compliance, local ordinance, and city council’s directives. Palo Alto has some slightly longer investment instruments up to 10 years in Maturity.
 Foster City’s investments appear to be highly liquid and super safe, with concentration of

94.3% of total investment in LAIF. LAIF has overnight liquidity and 0.54% annual yield.

Foster City’s overall weighed average annual yield is 0.60%.  Some investment categories such as County Investment Pool had past insolvency and has been avoided by our very experienced Finance Department. Number on the report (1% yield for this category) is only half of the story.
 Mountain View and Palo Alto have large surplus funds, $780+MM and $550+MM respectively. They have a slightly more diversified investments, especially with 1) Treasury Notes/Bonds; and 2) Treasury and Agencies. This partially contributed to the higher yield of 1.56% for Mountain View and 1.78% for Palo Alto.  Burlingame and Redwood City use independent investment manager and the performances were not necessarily the best of the group.  Audit Committee has only made observations, not made any recommendation. We believe this Directed Focus Study and the final Report provide good foundational information for our City Council and Finance Department to further analyze and potentially make micro adjustments in future when they view it proper and necessary.

The Committee also reviewed many documents and deliberated financial matters on annual financial reports. Below is a summary of documents reviewed during the calendar year 2021.

Attachment 1
173

Financial Matters Reviewed by the Audit Committee in CY2021

Financial Matter Finding and Recommendation
FY2020-2021 Foster City/Estero Municipal
Improvement District Draft ACFR
None noted
Measure A Report None noted
Measure W Report None noted
FY2021-2022 Appropriations Limit None noted
Memorandum on Internal Control and Required
Communications
None noted
Directed Study: $300+MM Surplus Funds Investments, in
comparison with Five Neighboring Cities.

Ordered, Reviewed, Deliberated, and
Analyzed with key findings.

FY2020-2021 Interim Accounting Issues Memo None noted
Review Ad-hoc Matters as Presented by the City’s
Finance Team and Auditors
None noted

Mission Statement

To provide insights, advice and support into audit, governance, and other relevant fiscal matters appropriate to the oversight, operational and fiduciary responsibilities of the City Council and the Estero Municipal Improvement District Board of Directors.

CY2022 Goals
The current team of the Committee will be in its last year of the 3-year term and shall continue to seek input and request of area of interests to work on from the City Council. In FY2022, the committee shall continue to review the annual audit process, the City's annual financial reports for and recommend, if any, a directed study to be performed by the independent Auditors ancillary to their audit.

Concluding Remarks

The Committee would like to recognize the incredible work done by the Foster City Finance team and their continued dedication to ensure accurate and responsible financial reporting for Foster City. This has led to achievements such as Foster City receiving its 28 the consecutive
Government Finance Officers Association award for its FY 2019-2020 CAFR in CY2021.

The work of the Committee would not have been as straightforward without the tremendous support and effort by the Foster City Finance team.

Finally, the Committee would like to congratulate the City of Foster City for achieving another fiscal year of positive net position despite the prolonged pandemic.

174
DATE: January 18, 2022

TO: Mayor and Members of the City Council

VIA: Kevin Miller, Interim City Manager

FROM: Priscilla Schaus, Communications Director/City Clerk

SUBJECT: UPDATE ON STRATEGIC COMMUNICATIONS INITIATIVES AND GOALS FOR 2022

RECOMMENDATION
It is recommended that the City Council/Board of Directors (City Council), by Minute Order, receive and accept this Update on Strategic Communications Initiatives and Goals for 2022.

EXECUTIVE SUMMARY
The City of Foster City looks to provide effective communication to the community; working to increase the understanding of and support for City programs, policies, and projects; and developing positive relations through impactful outreach.

The Communications Division has a variety of new initiatives which staff is expecting to soon implement, as well as plans to amend and improve existing programs. With these efforts taking shape, staff will update the City Council on ways the Communications Division plans to enhance and improve its community engagement strategy.

BACKGROUND
The Communications Division aims to share information to support and 175
encourage open, participatory government and an informed community via traditional media, social media, and video production and dissemination. The Division staff develops communications strategies and provides communications support for a variety of projects, programs, and initiatives as part of the regular course of City business.

The Communications Division is comprised of the following functions:

External Communication
Ensure timely and accurate public information of City operations, projects, policies, City Council action, services and programs through traditional media, social media, and the internet.

Video Services/FCTV
Produce original programming to explain issues facing the community, increase awareness of City services and programs, and produce internal organization videos. These videos are used for external and internal communications, oftentimes shared on social media and the City website. All public videos are available on the City’s YouTube Channel.

Foster City Television (FCTV) is Foster City’s Government Access Cable Television Channel, providing local information to Foster City since 1986.

FCTV can be found on Comcast Channel 27, AT&T Channel 99, and streaming on YouTube.

Social Media
Engage the community using multiple platforms to make it easy to stay connected with the City 24/7. Social media and online communications increase City responsiveness and transparency by using multiple tools to inform the community about City events, programs, services, and more. The Division also develops best practices and manages the social media policy for city-wide social media use.

ANALYSIS

Staff has developed a series of Communications initiatives which are planned to be executed in the coming year. The following categories identify and detail the programs, services, and efforts which will effectively amplify the Division’s community outreach and connectivity.
176
Innovation: Below are among the emerging platforms and programs which the Division is planning to launch or expand use of as part of the mission to facilitate engagement through leveraging technology:
a. Simplicity – Onboarding a new mobile outreach app downable for free to residents who want real-time, unfiltered news and event updates sent as push notifications from City Hall to their phones.

The user can tailor updates they receive on the app to their specific interests, and messages can be sent from the City as a whole or from individual departments.
b. Zencity – Continuing the relationship with the data analytics company which tracks social media engagement, conducts
statistically representative community surveys (additional service), and issues regular insight reports exploring online discourse.
c. Bang the Table – Utilizing the community engagement platform which will serve as a hub for two-way discussion between the City and residents around critical policy matters such as major land use initiatives.
Newsletter: A reformatting of the Newsletter is planned for 2022, complete with a new header image and a fresh look spotlighting a featured item at the top of each edition. Additionally, goals are to broaden and deepen Newsletter content by moving to publish every two weeks. Staff believes the transition to bi-weekly editions will ultimately yield an opportunity for greater content depth, detail, and creativity. The new format and publishing schedule is also intended to address declining subscription and click rates seen over the last year, with a belief that a fresh look and presentation will reinvigorate community interest.
Audience: Staff is looking to build on a successful social media strategy executed in 2021 which generated 28% growth of followers from the year prior across each of the City’s primary social media platforms – Facebook, Twitter, Instagram, and YouTube. Plans are to expand the City’s presence on LinkedIn too, which would serve the dual purpose of achieving follower growth while also establishing a recruitment tool by showcasing the perks of working in Foster City.

Social media platforms will also be used more frequently in 2022 to function as a conduit for two-way communication with the community, 177
by offering an outlet to answer residents’ questions, help community members navigate local government, and seek feedback from residents regarding preferred communication methods. Metrics provided by social media services related to follower counts, engagement rates, and other data will be tracked closely to assure the platforms are being used most effectively too.
Videos: The Division is constantly looking for more creative video opportunities which can be informative and interesting, such as profiles of City staff and features on the neighborhoods which make Foster City unique. Also, the Mayoral Minute series, which amassed thousands of views on Facebook and YouTube last year, will be continued and expanded to promote City events and spread awareness. In all, a vigorous video publishing schedule will be continued from the year prior when more than 30 videos were produced – the most ever for one year in the City’s history.
Partnerships: Staff is seeking to connect and collaborate with organizations such as local school districts to broaden and amplify messaging which benefits shared communities. That approach would build on the momentum of previously established relationships with partner organizations such as the County of San Mateo and Recology, which have successfully led to reaching larger audiences through merging communication platforms. Additionally, the Division’s strategy includes leveraging relationships with consultants and communications specialists who can provide expert guidance on managing community engagement for key City initiatives such as the Levee Improvements Project, major land use projects, and more. Staff will also continue to seek professional development opportunities to build skills and assure the Division is on the cutting edge of industry standards. Outreach: The Division’s 2022 strategy calls for continuing an aggressive approach to publishing frequent press releases and website updates as a means of keeping the City’s online presence fresh and relevant with the latest news, events, and information. Also, plans are to keep utilizing all available outlets to maintain a robust, two-way line of communication with the community so that residents are aware that City employees are always available to provide accurate information and prompt assistance. Similarly, established and effective traditional outreach methods such as posting on the digital marquee, publishing in local newspapers, programming on FCTV, disseminating information 178
via listservs, offering printed material at City facilities, tabling at community events, and hosting town hall discussions and other in- person sessions will be continued in 2022.

FISCAL IMPACT
There is no fiscal impact associated with accepting this report.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
This item is in alignment with the “City Council Operations and Improved Community Engagement” Value/Priority Area in that it helps assure civil community discourse, broad resident engagement, and full governmental transparency.
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DATE: January 18, 2022

TO: Mayor and Members of the City Council

VIA: Kevin Miller, Interim City Manager

FROM: Louis Sun, Public Works Director
Paul Nagengast, Project Advisor, Regional Government
Services

SUBJECT: LEVEE IMPROVEMENTS PROJECT (CIP 327-657) JANUARY 2022 - GENERAL UPDATE

RECOMMENDATION
It is recommended that the City Council, by Minute Order, consider and accept this progress update on the Levee Improvements Project (Project). No further action is required by the City Council.

EXECUTIVE SUMMARY
Staff will provide a verbal update of the latest Project activities at the City Council meeting. This report provides an update of Project progress and budget impacts with current expenditures detailed in an attached work sheet.

Staff anticipates providing the City Council a more detailed Project update in early Spring 2022 subsequent to the Contractor identifying remaining work in environmentally restricted areas as well as work in all Phases of the Project.

Highlights of Project progress and pictures, since the last City Council update on November 15, 2021, are included in the attached Construction Managers Report and listed below:
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Caltrans has issued the encroachment permit to Foster City on December 7, 2021, for the Contractor to work within the State right- of-way under the Highway 92 bridge. The Contractor proposes to initiate work within the right-of-way this month (January 2022). The Baffin Street Bridge has been installed. However, work continues at this location (coffer dam removal, major utility relocations and installations and appurtenant work) and must be completed prior to opening this access to Redwood Shores/Belmont and closing the ‘egress’ location to install the second bridge. It is hoped Baffin Street Bridge can be opened during Spring 2022.
The Contractor has completed the construction related to the revisions necessary for Flood Wall 19 (CCO #11; $3.2M). The adjacent flood walls, gabion baskets, backfill behind the wall are anticipated to be completed this month. The Contractor is still maintaining the coffer dams installed (CCO #8; $440K) to protect the construction activities for Flood Wall 19.
The Contractor has completed approximately 3 miles of the 4.2 miles of the revised concrete cap for the top of installed sheet piles (CCO #9; $110K and #10; $932K) along Beach Park Boulevard and Phase 1 locations near Sea Cloud Park. The double heading for the concrete cap provides 400 linear feet total of cap production per week. The finished trail surface will be approximately 3.5 feet below the top of the finished concrete cap. The Contractor has been placing lightweight concrete fill adjacent to the sheet piles for the trail installation to be provided on top of the fill. There will be periods of time when the levee wall and trail will appear to be uneven at different locations along the Project until all the work has been completed with the concrete cap and finished trail material at final specified elevations.
The Contractor has completed the clear, grub and demolition work to prepare for Flood Walls from Anchor Road/E 3rd Avenue (northern most Project limits) to Mariners Point Golf Center within Phase 3 of the Project. In addition, near Baywinds Park adjacent to Mariners Point, the Contractor has completed the safety fencing closures and commenced excavation to construct the Flood Walls near this location and at the entrance roadway (Lakeside Drive) to Baywinds Park.
The Contractor has continued to provide additional crews to construct flood/retaining walls on the Project from Baywinds Park to Southern Project limits, concentrating work in Phase 1 prior to the restricted 181
work requirements in 2022. Allan Block Retaining Walls are also in various stages of construction near the San Mateo Bridge and Bridgeview Park.
The Contractor has cleared, grubbed and removed the existing steel pedestrian bridge to prepare to install the new pedestrian bridge north of the San Mateo Bridge (Tishman building).
Staff continues to monitor the Safe Routes to School plan for Bowditch Middle School and other locations that may be affected by the Project. Coordination by staff with the school personnel provides direct feedback about the dropping off and picking up of students as well as the walking and biking by students to school.

Current Schedule Timeline
Award of Contract: July 20, 2020
Notice to Proceed: September 28, 2020
Phase 1 Bay Trial Closure - Opening: October 2020 - January 2023 Phase 2 Bay Trial Closure - Opening: January 2021 - November 2022 Phase 3 Bay Trail Closure - Opening: April 2021 - January 2023 Project Substantial Completion: August 2023
Project Completion: January 2024

PROJECT BUDGET AND COST/EXPENSES
In summary, the Project continues to be on time and within budget and expenses continue to trend as anticipated.

Summary of known costs to date:
Total Budget/Bond Measure: Budget = $87M; Bond Measure = $90M; Bonds Released = $85M; Additional City Reserves for Project (if necessary) = $10M
Bid: Shimmick: $60.2M; and $9M contingency for change orders Payments: Shimmick: $38M; Others: $10M; Total: $48M
Change Orders Approved: As of 12/31: CCO #1-17 = $3.9M Change Orders Anticipated: CCO in amount of $347K for CC Approval February 2022
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FISCAL IMPACT
Fiscal Impacts to the Project are presented to City Council as a separate agenda item with a recommended action to take from City staff.

While there are no fiscal impacts requiring City Council approval associated with this Project update, staff will be presenting to City Council for approval in February 2022 a contract change order in the amount of $347K. This request is necessary due to changes to specified Project improvements based on the actual field conditions directly adjacent to retaining walls north of the San Mateo bridge. Since the environmental permits do not allow improvements to encroach into wetlands, Allan block retaining wall drains have to be raised to allow the walls to be drained, as required by the manufacturer, to avoid trenching into protected wetlands. A detailed staff report will be provided at the February City Council meeting.

In addition, staff continues to monitor the work performed by Schaaf & Wheeler as part of the Phase III contract for work to be performed during the construction of the Project (materials and geotechnical testing, shop drawing reviews, environmental review and permit observations). Previously, staff had provided information to the City Council indicating the performance of various environmental related services (bird surveys, observing the work in environmental sensitive areas), which has positively benefited the Project completion schedule, but has increased Schaaf & Wheeler’s estimated cost to provide these services. City Council was advised anticipated costs would be better realized in early 2022 dependent upon the amount of work completed by the Contractor during 2021. Staff anticipates providing to City Council an amendment to the existing Schaaf & Wheeler contract during Spring 2022 to reflect these additional costs.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
The Levee Improvements Project is in alignment with the City Council's adopted Vision and Mission statements, in that it seeks to create a sustainable environment through infrastructure improvements for current and future generations to come. This item is also directly related to the "Facilities and Infrastructure" Value/Priority Area. The key outcome is to make substantial progress toward an improved levee on time and budget to protect the community and critical infrastructure from storms and high tides. 183
Attachments:
Attachment 1 - Monthly Construction Manager's Report - December 2021
Attachment 2 - Expenditure Report as of December 31, 2021 Attachment 3 - Memorandum and Communications Metrics - December 2021 Dashboard Report
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MONTHLY CONSTRUCTION MANAGER’S REPORT
Foster City Levee Improvements Project
City Project No. CIP 301-657
Contractor: Shimmick Construction Co Report Period: December 1-31, 2021 CM: Tanner Pacific, Inc.

Designer: Schaaf & Wheeler
Original Contract
Duration
(Calendar Days):

Days Elapsed: 460 % Elapsed: 38.3%
Substantial Final
Completion Completion
Date: Date:

Original Contract Approved Revised
Contract
Value: CCOs: Value:

Contingency: $9,000,000.00 Remaining
Contingency: $ 5,062,895.16 % Contingency
Used: 44%
Costs Billed to Date: $36,194,297.87 % of Contract
Billed to Date: 56%
$60,218,000.00 $ 3,937,104.84 $64,155,104.84
Contract/Schedule Update
1200 Additional Days
Granted: 0 Calendar Days
Remaining: 740
Notice To Proceed: 9/28/2020 10/2/2023 1/10/2024
Cost Management Update
Attachment 1
185
MONTHLY CONSTRUCTION MANAGER’S REPORT

Work Summary
Recently Completed:
• Placement of concrete wall and footing for Floodwall 9 at ~Sta. 83+00 (northwest of SM Bridge)
• Placement of concrete footing for Floodwall 24 at ~Sta. 94+00 (near SM Bridge) • Completion of earthen fill import and placement from ~Sta. 228+85 – 252+43 (Sea Cloud Park) • Mitigation planting work in Phase 1 from approx. Sta. 253+00 – 306+00 (Sea Cloud Park to Baffin St)
• Sheet pile concrete caps in Phase 1 from approx. Sta. 253+00 – 306+00 (Sea Cloud Park to Baffin St)
• Final concrete pour for Floodwall 19 concrete wall sections (~ Sta. 311+20 – 331+00 Baffin Street to Egress Bridge)
• Installation of permanent sheet piles for Floodwall 19 sheet pile section (~ Sta. 306+00 – 331+00 (Baffin Street to Egress Bridge)
• Subgrade excavation and footing pour for Floodwall 18 and Floodbreak gate near Baffin St. bridge ~Sta. 306+00.

Upcoming:
• Continued submittals for landscaping, irrigation, and site furnishings • Continued import of materials to staging areas
• Continued construction for concrete floodwalls from ~Sta. 0+00 – Sta. 100+00 (E. 3rd Ave to SM Bridge)
• Subgrade excavation for Floodwall 3 (near Baywinds Park) • Subgrade excavation for Floodwall 2 (near Mariner’s Point Golf Center) • Lagoon outfall structure work at ~Sta. 70+00 (Phase 3) • Construction of Retaining Wall 02 (northwest of the SM Bridge) • Construction of AP-9 pedestrian bridge foundations at ~Sta. 85+00 (northwest of the SM Bridge)
• Completion of Retaining Wall 04 blocks and lightweight concrete fill (northwest of the SM Bridge)
• Completion of sheet pile wall concrete cap along Floodwall 12 (Phase II, Beach Park Blvd) • Continued construction of bay-side paths along Floodwall 12 (Phase II, Beach Park Blvd) • Completion of sheet pile wall concrete cap from ~Sta. 228+42 – 203+05 (Sea Cloud Park to Shorebird Park)
• Completion of installation of lightweight concrete fill for levee sections from Sta. 202+20 to Sta. 100+00 (Shorebird Park to SM Bridge)
• Retaining wall construction from Sta. 202+20 to 343+00 (Shorebird Park to Southern Project Limit)
• Installation of sheet pile wall concrete caps in Phase I from ~ Sta. 306+00 to Sta. 343+00 (Baffin St. to Southern Project Limit)
• Mitigation planting work in Phase 1 from approx. Sta. 253+00 – 306+00 (Sea Cloud Park to Baffin St)
• LCC and gabion basket wall placement on Floodwall 19 from ~ Sta. 306+00 – 331+00 (Baffin Street to Egress Bridge)

186
MONTHLY CONSTRUCTION MANAGER’S REPORT

Monthly Progress Photos

FW 19 sheet pile installation at transition from concrete floodwall to sheet pile wall near Sta. 311+20
Ground preparation for mitigation planting in Phase 1

FW 18 footing reinforcement and formwork near Baffin St. bridge
Subgrade preparation for bayside path along Beach Park
Blvd. in Phase 2

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Levee Project Approved Budget: 85,000,000.00$
Vendor Name or Expense Consultant Role or Expense Category Base Contract Amount
Contingency Contract
Amendments
Current Contract
Authority
Amount
Total
Expected/Actual
Cost
Invoices Received
and Paid As Of
12/31/21
Contingency
Spent
Contingency
Remaining
Status
Shimmick Construction Construction Contractor 60,218,000.00$ 9,000,000.00$ 69,218,000.00$ 69,218,000.00$ $38,099,264.89 $3,937,104.84 $5,062,895.16 Active Tanner Pacific (TPI) Construction Management and Inspection 6,698,877.00$ 300,000.00$ 491,500.00$ 7,490,377.00$ 7,550,000.00$ $2,838,974.84 $0.00 $300,000.00 Active Schaaf & Wheeler (S&W) Engineering Consultant 5,811,930.00$ -$ 737,895.00$ 6,549,825.00$ 6,800,000.00$ $5,542,217.71 N/A N/A Active Urban Planning Partners (UPP) Planning Consultant - EIR 340,404.00$ 51,061.00$ 70,099.00$ 461,564.00$ 470,000.00$ $436,823.79 $51,061.00 $0.00 Active Regional Government Services Authority (RGS) Project Advisory Services** 561,600.00$ -$ -$ 561,600.00$ 561,600.00$ $143,955.00 N/A N/A Active Tripepi Smith (TS) Communications / Outreach Consultant 49,000.00$ -$ 61,000.00$ 110,000.00$ 110,000.00$ $93,478.75 N/A N/A Active Tripepi Smith (TS) Communications / Outreach Consultant 127,056.00$ -$ -$ 127,056.00$ 127,056.00$ $35,613.75 N/A N/A Active Huffman-Broadway Group (HBG) Environmental Consultant - Post Construction Environmental Monitoring
275,000.00$ 275,000.00$ $0.00 $0.00 $0.00 Future Contract Wilsey Ham (WH) RUNCO Survey 16,518.00$ -$ -$ 16,518.00$ 17,000.00$ $4,825.00 N/A N/A In Progress Wilsey Ham (WH) On-Call Surveyor 44,946.00$ 4,000.00$ -$ 48,946.00$ 50,000.00$ $1,035.00 $0.00 $4,000.00 In Progress To Be Determined Property Acquisition Consultant 150,000.00$ 150,000.00$ $0.00 $0.00 $0.00 Future Contract To Be Determined Property Acquisition Surveyor 100,000.00$ 100,000.00$ $0.00 $0.00 $0.00 Future Contract Miscellaneous Expenses Other Miscelleneous Expenses 40,000.00$ 40,000.00$ $59,957.62 Active Miscellaneous Expenses Communications / Outreach Expenses 40,000.00$ 40,000.00$ $23,703.24 Active Miscellaneous Expenses Fees Paid to Other Agencies 200,000.00$ 200,000.00$ $160,703.97 Active Miscellaneous Expenses Property Acquistion Cost of acquisition 100,000.00$ 100,000.00$ $0.00 In Progress Burke, Williams & Sorenson, LLP* City Attorney $ 500,000.00 $ 500,000.00 $324,562.62 Active TBWB Strategies (TBWB) Public Outreach 29,986.00$ 119,565.00$ 149,551.00$ $141,427.04 $141,427.04 Closed Rutan & Tucker (R&T) Attorney 53,874.86$ 53,874.86$ $53,874.86 $53,874.86 Closed EMC Research, Inc. (EMC) Public Opinion Research 44,000.00$ 2,500.00$ 46,500.00$ $46,500.00 $46,500.00 Closed SCI Consulting (SCI) Public Finance Consultant 110,000.00$ 110,000.00$ $37,168.72 $37,168.72 Closed Kitahata Company + William Euphrat Municipal
Finance, Inc. (KC&WE)
Public Finance Advisory Consultant 80,000.00$ 80,000.00$ $24,610.50 $24,610.50 Closed Stradling, Yocca, Carlson & Rauth (SYCR) Attorney - Bond Counsel 15,000.00$ 15,000.00$ $15,000.00 $15,000.00 Closed Huffman-Broadway Group (HBG) Environmental Consultant 20,000.00$ 20,000.00$ $19,980.65 $19,980.65 Closed Miscellaneous (MISC)- Keech Properties LLC Levee Mitigation Credits/Expenses 170,000.00$ 170,000.00$ $170,000.00 $170,000.00 Closed Chrisp Striping for Edgewater 16,764.55$ 3,000.00$ 19,764.55$ $15,818.40 $15,818.40 $3,000.00 Closed 74,407,956.41$ 9,358,061.00$ 86,833,036.17$ $48,289,496.35 *Includes former City Attorney fees
**Assumes 3 years ($187,200 each year) Total Contract Authority Cost: 86,653,576.41$ Levee Project - Budget Cost: 86,833,036.17$ Assuming using all contingencies

ONGOING AND FUTURE

CONTRACTS AND EXPENSESMISCC LOSED CONTRACTS

CITY OF FOSTER CITY
CIP 327-657 Levee Improvements Project
Budget and Cost Information
Attachment 2
188
City of Foster City

MEMORANDUM
DATE: January 4, 2022
TO: Mayor and Members of the City Council
VIA: Kevin Miller, Interim City Manager
FROM: Jennifer Nentwig, Director, Tripepi Smith
SUBJECT: LEVEE IMPROVEMENTS PROJECT – COMMUNICATIONS METRICS Tripepi Smith would like to share the attached updated Levee Improvements Project Communications Dashboard Report with the Mayor and Members of the City Council. In the report, you will see that the metrics now reflect our communication efforts through the month of December 2021.

As a reminder, t his report is a summary that our team typically develops at the end of each month. It includes data on website traffic, social media engagement, community forum participation, and the number and rate of project email and hotline contacts. While Tripepi Smith has only been involved in project communications since January 2021, we have pulled numbers (where available) going back to October 2020 to provide a baseline for comparison.

I would like to highlight a few items of note:
• In December, the City gained approximately 76 new followers/subscribers across all social platforms (Facebook, Twitter, Instagram, Nextdoor and the Levee E - Newsletter).
• The number of Levee Project inquiries in December 2021 totaled 8, which is the lowest number of inquiries received in a given month (also achieved in October 2021). This low number of inquiries is a positive indicator showing a low level of community concern as a result of the project’s proactive communications and engagement.
• Top performing posts on Facebook and Twitter for December 2021 included Safety Tip of the Week posts and community appreciation posts. • Facebook post engagement in December 2021 totaled 4,441, compared to 3,722 in November 2021.

Attachment 3
189

• Notable media mentions include Facebook Group mentions from residents discussing the importance of the Levee Project to reduce risk of flooding.

• Recreational Water User Facebook Groups did not mention the levee project on social media, likely because the season is coming to an end and the project team has established a positive working relationship with the community. The team also met with Recreational Water User representatives in December 2021 to touch base regarding access in 2022. (Additional details about 2022 construction schedule impacts will be available in the first quarter of 2022.)

• There has been one additional levee petition signature since May 2021, which has since been removed.

Our team is actively monitoring the metrics to analyze the effectiveness of various types of communication and to align the cadence of our efforts to the community’s interest levels. We believe that the City’s proactive social media communications are leading to fewer people having questions or concerns about the project in general – reflecting positively on overall outreach and engagement efforts.

During the month of December, social media reach and engagement decreased due in part to not posting content to Nextdoor and the holiday season. Throughout the first quarter of 2022, the construction team will work with the project team to provide updated information to the Recreational Water User community. Any new information will be updated on the project website and social media, which will likely drive traffic to the project’s channels.

As you review the full report, please feel free to let me know if you have any questions. I would be happy to walk you through the report one -on-one if it would be helpful, and we will continue to refine the metrics over time to best meet the project’s needs.

190
1 Levee Project CommunicationsPrepared by: Danielle RodriguezMonthly Dashboard ReportDecember 2021 FOLLOWERS / SUBSCRIBERSCity FacebookCity TwitterCity Instagram [1]City Nextdoor [2] Levee E-Newsletter Total Audience2020 - November1,804 1,385 - - 8022020 - December1,829 1,392 - - 8022021 - January1,879 1,412 1,350 13,506 1,0072021 - February1,919 1,425 1,385 13,701 1,0952021 - March2,059 1,431 1,479 13,831 1,1082021 - April 2,109 1,454 1,510 13,957 1,1612021 - May 2,122 1,457 1,514 14,128 1,1822021 - June 2,135 1,458 1,531 14,186 1,1922021 - July 2,168 1,473 1,547 14,293 1,1952021 - August2,174 1,484 1,565 14,381 1,2002021 - September2,400 1,493 1,587 14,493 1,2022021 - October2,413 1,512 1,617 14,595 1,2002021 - November2,436 1,525 1,634 14,691 1,2032021 - December [3]2,445 1,531 1,653 14,729 1,207 LEVEE COMMUNITY FORUMSCOMMUNITY UPDATE WEBINARS# Webinars # Participants # Questions Answered via Webinar LEVEE LIVE SESSIONS# Available Sessions# Participants2020 - November- - - 2020 - October- -2020 - December- - - 2020 - November- -2021 - January 1 148 20 2020 - December- -2021 - February1 97 45 2021 - January- -2021 - March 1 48 20 2021 - February8 1 Launched Feb. 25, 20212021 - April 1 28 20 2021 - March32 12021 - May 0 0 0 2021 - April [4]40 02021 - June 0 0 02021 - July 0 0 02021 - August 1 20 202021 - September0 0 02021 - October 0 0 02021 - November0 0 02021 - December0 0 0 NUMBER OF LEVEE EMAILS/CALLSProject Email/Hotline Contacts Avg. Email/Hotline Contacts/Day2020 - November15 0.52020 - December25 0.82021 - January69 2.22021 - February53 1.92021 - March 46 1.52021 - April 21 0.72021 - May 22 0.72021 - June 16 0.52021 - July 48 1.52021 - August 16 0.52021 - September16 0.52021 - October 8 0.22021 - November14 0.42021 - December [5]8 0.2 191
2 NUMBER OF LEVEE PROJECT POSTS [6]City FacebookCity Twitter [7]City Instagram*City Nextdoor2020 - November1 1 0 02020 - December4 4 0 12021 - January 8 7 5 22021 - February7 12 7 12021 - March 12 21 9 22021 - April 7 20 4 162021 - May 5 8 1 72021 - June 8 13 2 32021 - July 9 17 2 22021 - August 9 18 1 12021 - September10 16 0 02021 - October 7 9 0 02021 - November10 10 0 12021 - December9 9 0 0*During the months October - December 2020 the City did not post levee related items on the City's Instagram page. In January 2021, Tripepi Smith made the first levee related post.

LEVEE POST IMPRESSIONS/REACHCity Facebook - Post ReachCity Twitter - ImpressionsCity Instagram - Impressions [8]City NextdoorTOTAL2020 - November259 399 0 0 658 * The increase of the Nextdoor engagement for December is due to the City posting about the closure of Shorebird Park. 2020 - December1,300 1,391 0 2447* 2,691 This drove many angry comments, which increased the post reach.2021 - January61,00615,949 2161 1922 81,0382021 - February17,492**3,711 2,192 924 6,827 In January 2021, Tripepi Smith boosted three posts with a total spend of $900 for the month. 2021 - March60,155 8,753 3,555 2,282 74,745 In February 2021, Tripepi Smiith boosted two posts with a total spend of $433.2021 - April11,838 5,543 1,496 10,78929,666 In March 2021, Tripepi Smith boosted four posts with a total spend of $1,100.2021 - May 1,435 2,786 346 5,146 9,713 In April 2021, Tripepi Smith boosted one post with a total spend of $300.2021 - June 2,008 3,377 545 2,648 8,578 In May 2021, Tripepi Smith did not boost levee project related posts.2021 - July 8,835 4,643 599 1,715 15,792 In June 2021, Tripepi Smith did not boost levee project related posts.2021 - August3,349 4,318 340 967 8,974 In July 2021, Tripepi Smith boosted one post with a total spend of $300 to promote the August 5 community update. This boosted post ran through August 4, so metrics for this dashboard and the next will reflect the boosted post numbers. 2021 - September1,808 2,568 0 0 4,3762021 - October3,796 1,257 0 0 5,0532021 - November3,722 1,809 0 1,554 7,085 In August 2021, Tripepi Smith boosted one post with a total spend of $300 to promote the August 5 community update. The post was boosted in late July 2021 and ran through August 4.2021 - December4,441 [9]1,397 0 0 5,838 In September 2021, Tripepi Smith did not boost levee project related posts.In October 2021, Tripepi Smith did not boost levee project related posts.In November 2021, Tripepi Smith did not boost levee project related posts.In December 2021, Tripepi Smith did not boost levee project related posts.

LEVEE POST ENGAGEMENT [10]City Facebook - Post EngagementsCity Twitter - EngagementsCity InstagramCity Nextdoor - Thanks & RepliesTOTAL2020 - November13 7 0 0 202020 - December63 90 0 17 1702021 - January3,776 604 2,101 13 6,4942021 - February1,278 142 2,019 3 3,4422021 - March2,801 183 3,291 1 6,2762021 - April 1,192 100 1,333 11 2,6362021 - May 65 67 309 2 4432021 - June 87 60 94 13 2542021 - July 875 161 13 4 1,0532021 - August 90 122 13 1 2262021 - September46 37 0 0 832021 - October128 52 0 0 1802021 - November284 66 0 4 3542021 - December108 21 0 0 129 [11] 192
3 LEVEE WEBSITE ANALYTICS2020 - November # of Vistors2020 - December # of Vistors2021 - January # of Vistors2021 - February # of Vistors2021 - March # of Vistors2021 - April # of Vistors2021 - May # of Vistors2021 - June # of Vistors2021 - July # of Vistors2021 - August # of Vistors2021 - September # of Vistors2021 - October # of Vistors2021 - November # of Vistors2021 - December # of Vistors [12]Average Visits Per Day Average Visit Length (Minutes)fostercity.org [13]2940 3423 4601- - - - - - - - - - - - -fostercitylevee.org [14]- - - 4,329 9,145 4,501 4,163 4,942 4,926 3,767 2,790 2,637 2,752 2,110 68 1:45 LEVEE PETITIONPetition Signatures2021 - February2,7192021 - March2,7192021 - April 2,7202021 - May 2,7222021 - June 2,7222021 - July 2,7232021 - August2,7222021 - September2,7222021 - October2,7222021 - November2,7222021 - December [15]2,722

TOP LEVEE PROJECT SOCIAL MEDIA POSTS
City FacebookThe top Facebook posts during December for the Levee Project shows residents/followers interact the mostCity TwitterThe top Twitter posts during December for the Levee Project shows residents/followerswith safety tips, construction schedule updates and appreciation posts.interact the most with appreciation posts and safety tip posts.

City InstagramThe Levee Improvements Project did not post on Instagram in December 2021.

Zencity Insights
Most Popular Topics: Conversation items classified by topic, arranged from highest number of interactions to lowest.Popular Words: The words that appear most frequently across your channels. 193
4 BOOSTED LEVEE PROJECT POSTSTripepi Smith did not boost any levee project-related social media posts in December 2021, but plans on increasing social media presence on additional platforms, such as Nextdoor.

NOTABLE LEVEE PROJECT MEDIA MENTIONSPlatform Group Post URLFacebook Foster City Together https://www.facebook.com/groups/347395922628639

OTHER NOTABLE LEVEE PROJECT SUPPORT
Social media monitoring Since the beginning of January, Tripepi Smith began monitoring the City's social media sites daily to ensure items relating to the Levee Project are intact and to ensure there is no misinformation being shared. Tripepi Smith has been able to comment back to several followers regarding questions or clarification 194
5 [1] Due to the recent connectivity with Sprout Social, the metrics generator, we were unable to retrieve the followers metrics for previous months. [2] Nextdoor metrics does not archive the previous months members metric. It must be calculated at the first of the month. [3] Follower/subscriber counts continue to rise across all platforms. [4] The Levee team continued to offer Levee Live appointments available through April 2021. Since there were no participants for the month, the team decided to offer Levee Live sessions through the month of April only and will utulize alternative forms of outreach in place of the Levee Live sessions beginning May 2021 [5] December 2021 marks the lowest number of project inquiries to date. [6] Number of posts is only relating to the Levee Improvements Project. [7] Due to the character limit on Twitter, some Tweets had to be posted in a thread (series of Tweets about one topic). [8] Instagram Impressions: The number of times your content is displayed, no matter if it was clicked or not. [9] Facebook post reach increased due to a well-performing Safety Tip of the Week post [10] Facebook Engagement: Calculated based on the number of likes, comments, shares, and clicks your posts are generating Instagram Engagement: Anytime a user likes, shares or comments on one of your posts.

Twitter Engagement: Total number of times users interacted with a Tweet (clicks anywhere on the Tweet including Retweets, replies, follows, likes, links, cards, hashtags, embedded media, username, profile photo, or Tweet expansion). [11] Overall post engagement declined due to less posts in December 2021 and repeat information due to the holiday season. [12] Though overall page views on the levee project website has decreased, the team plans on updating the website during the first quarter of 2022 with new RWU page information and updates which will likely drive web traffic. [13] This data was retrieved from the highest trafficked Levee URLs:
/publicworks/project/levee-improvements-project-cip-301-657 /community/page/levee-trail-close-shorebird-park-san-mateo-bridge-early-january /publicworks/page/levee-improvements-project-what-will-improved-levee-look /publicworks/page/levee-improvements-project-latest-construction-updates [14] The new Foster City Levee Project webpage was created in Feb. 2020. There was no data from Oct. - January. However, data will only populate under this new website from Feb. on.
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6 [15] There have been no new signatures since August 2021. 196
DATE: January 18, 2022

TO: Mayor and Members of the City Council

FROM: Kevin Miller, Interim City Manager
Jennifer Phan, Interim Deputy City Manager

SUBJECT: CANADA GEESE POPULATION MITIGATION PLAN UPDATE –

PROGRESS ON OUTREACH AND PERMITS

RECOMMENDATION

It is recommended that the City Council, by Minute Order, receive and accept this update report on the Canada Geese Population Mitigation Plan.

EXECUTIVE SUMMARY
The City has received concerns about the number of Canada geese and the excrement they leave on Foster City beaches, playfields, parks, and walkways, creating a potential public health hazard and diminishing the community's ability to enjoy outdoor recreational amenities. Heavy concentrations of goose droppings contain bacteria that can degrade the water quality of the lagoon.

In response to potential public health risks associated with water quality and the bacteria that comes from geese droppings in Foster City’s parks and waterways, City Council had approved an update to the Lagoon Management Plan and adopted a Canada Geese Population Mitigation Plan. These two efforts together aim to improve the City’s water quality while maintaining a naturally sustainable number of geese, which in turn will minimize the risk to human health, safety, and enjoyment of City parks.

This report is an informational update on the progress to-date, specifically for the Canada Geese Population Mitigation Plan, and to introduce the City 197
Council and community to the “Healthy Waters, Healthy Parks” initiative. In summary, the City remains on track with its outreach approach and strategies, and is closely monitoring the status of (1 remaining of 2) required permits to move forward with depredation activities.

BACKGROUND

The Canada goose is the most widespread and abundant North American goose, found in every state and Canadian province throughout the year.

Canada geese often habituate and reproduce to abnormally high population densities in urban and suburban areas. These areas provide readily accessible food sources, available habitat, lack of hunting pressure, and are void of native predators. As such, the Canada geese population size in Foster City has increasingly grown over the past several years given it being an ideal environment for settling.

Canada geese present an inherent concern in that they may cause damage to City areas as a result of overgrazing turf grass and landscaping, excessive bird-fecal accumulations, aggressive nesting behavior towards the public, and human health and safety hazards (i.e., disease transmission, traffic hazards when geese cross roads).

Although geese are a year-round problem, they are an even bigger nuisance during their molting season, generally from early June through August.

Molting season is when the birds shed their feathers and cannot fly as a result. It is during this time that increased populations tend to gather at the City’s parks and beaches. Higher concentrations of goose fecal material at the parks and beaches directly result from their 6-8 week molting period in Foster City, as seen in the past molting season. The City parks are the ideal habitat for geese, given the available food source (grass), fresh water, lack of predators, and clear sight lines should they feel the need to escape to the water.

At its meeting on August 16, 2021, the City Council via Minute Order No. 1800 received and accepted an update on lagoon water quality and geese population management. This was followed by a meeting on September 20, 2021, where the City Council via Minute Order No. 1803 directed staff to prepare a report outlining a plan for geese mitigation efforts, including community outreach and steps towards acquiring permits for geese depredation.

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For many years the City has implemented several management tactics to keep the geese population at appropriate levels. Some of these techniques have been implemented independently, as well as in conjunction with others, all with varying degrees of success. A summary of the mitigation attempts previously or currently employed by the City is available in the previous staff reports to City Council.

On November 1, 2021, City Council formally directed via Minute Order No. 1816 for staff to move forward with the Canada Geese Population Mitigation Plan (Attachment 1). Staff is providing this update to City Council to detail its outreach approach and strategies over the coming months, as well as to inform City Council of the status on the regulatory requirements (applicable federal permits).

ANALYSIS

Public Outreach (Approach and Strategies)
The Canada Geese Population Mitigation Plan includes a timeline and various outreach strategies to begin community education and engagement.

The timeline starts the initial phase of public education efforts (from development to dissemination) during the months of December 2021 to March 2022. It will lead up to a Community Clean-Up event in April 2022, as part of Earth Day and the City’s sustainability efforts. This is then followed by a secondary phase as nesting and molting seasons progress, and when more activity may be observed in the City parks and waterways.

Staff has received City Council’s direction at its previous meeting and understands City Council’s interest to find balance in the City’s messaging and outreach efforts. It is important that the plan emphasized geese population management, the lengths to which the City and surrounding jurisdictions have attempted to manage the issue, and the overall public health goals the City is trying to achieve.

As such, staff would like to introduce enhanced branding for this initiative – that being “Healthy Waters, Healthy Parks” which staff believes will help the community stay focused on outcomes instead of internal processes.

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Figure 1. “Healthy Waters, Healthy Parks” Logo
Part of staff’s workplan is to employ both passive and active outreach methods. Passive outreach is often used to engage the community on controversial initiatives or programs or when a phased approach is ideal for gauging community response and interest. Passive outreach allows for a measured approach in engagement and education – providing information when asked, targeting affected stakeholders (e.g., parks users, residents who feed the birds), and the ability to scale up to active outreach as needed. The early stages of the plan will focus on passive outreach strategies. Examples include the draft Frequently Asked Questions handout (Attachment 2) and a dedicated City webpage (currently still under development).

Active outreach is used to promote new or popular programs/initiatives, get broad response and engagement from the community, and educate the community about important events, resources, or topics. Active outreach is the more common type of engagement as it assumes the audience has some interest in the program/initiative or topic matter and is often used to elicit responses to assist in decision-making processes. The latter stages of the plan will focus on active outreach strategies, that can be scaled up and down, dependent on community response, City Council input, or significant movement or change in the plan. Examples include press releases, social media posts, e-Newsletter blasts, an educational video, and the Community Clean-Up event.

Overall, providing a general understanding of the goals behind the Canada Geese Population Mitigation Plan, minimizing public health risks and safety concerns posed by geese, can help foster greater confidence and tolerance with the strategies employed. Staff remains on target with its outreach 200
objectives of providing early, open, and ongoing communication. The expected outcomes for the “Healthy Waters, Healthy Parks” initiative is to support both the update to Lagoon Management Plan and approved Geese Population Mitigation Plan, offering balanced outreach strategies that are both passive and active, meet the needs of the Foster City community, and promote a healthier community that emphasizes both people and nature.

Regulatory Requirements (Federal Permits)

Under the Migratory Bird Treaty Act (MBTA), Canada geese are protected and are subject to the regulations of the Code of Federal Regulations, Title 50 - Wildlife and Fisheries. In general, state regulations follow federal regulations for the control of Canada geese. The MBTA prohibits the "take" of protected migratory bird species without prior authorization (through a depredation permit) by the Department of Interior U.S. Fish and Wildlife Service. A depredation permit is required to control migratory birds that are causing, or if there exists the potential to cause, serious damage. Depredation permits should only be sought after other deterrents have proved unsuccessful. They are intended to provide short-term relief for bird damage until long-term, non- lethal measures can be implemented to eliminate or significantly reduce the problem.

During the pre-nesting season, the first permit that must be obtained to move forward with depredation is through the Wildlife Services of the U.S.

Department of Agriculture (USDA). Staff has applied and acquired the USDA permit.

As the next step, staff has applied for the second required permit from the U.S. Fish and Wildlife Service (USFWS). This permitting process can take at least 6 months and in the City’s last correspondence (in January 2022) with the USFWS, they mentioned they are experiencing delayed reviews due to staffing constraints. Staff is closely monitoring this and will keep the City Council abreast of any updates.

Only once federal depredation permits are issued can the City then "take" the geese. "Take" includes killing the birds, trapping the birds, egg addling (oiling), and destruction of active nests. Capture or killing of birds cannot be the primary methods used to address depredation and will only be authorized in conjunction with ongoing nonlethal measures.

Depredation permits may be valid for up to 1 year, or may even be restricted 201
to less than 1 year depending on the species involved and the nature of the damage being experienced. As such, depredation permits would need to be renewed on an ongoing basis for long-term geese mitigation.

As previously shared with City Council, City staff recommends persistent and ongoing deployment of various measures to ensure the best chances for success. Staff will continue with its egg-addling efforts, as one example, in addition to geese droppings removal/clean up through raking and sweeping methods as well as power washing if needed. Dependent on if and when depredation permits are acquired, staff will provide City Council with an update and seek authorization at that point to conduct depredation activities as well as direction on how to handle removal or disposal. Such activities will require specialized services, and only once proposals are obtained will staff have estimates on any necessary budget augmentation.

FISCAL IMPACT
There is no fiscal impact associated with receiving and accepting this update.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
The Canada Geese Population Mitigation Plan is consistent with the City Council's Vision and Mission in that it aims to maintain a naturally sustainable level of resident geese in Foster City (and regionally) in order to minimize the risk to human health, safety and enjoyment in City parks, enhancing the quality of place for current and future generations. Foster City is committed to maintaining a standard of excellence with regards to infrastructure, including streets, lagoon, levee, and parks, which is in alignment with the "Facilities and Infrastructure" Value/Priority Area.

Attachments:
Attachment 1 – Canada Geese Mitigation Strategy & Plan Attachment 2 – Draft “Healthy Water, Healthy Parks” Frequently Asked Questions
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City of Foster City

CANADA GEESE POPULATION MITIGATION PLAN
Overview
In response to the rising concerns about the number of Canada geese and the excrement they leave on Foster City beaches, playfields, parks, and walkways, creating a potential public health hazard and diminishing the community's ability to safely enjoy outdoor recreational amenities, t he Foster City Canada Geese Population Mitigation Plan is a framework by which the City may respond to public safety issues and work towards reducing overpopulation of Canada geese. This plan provides an update on actions taken to date and identifies the next steps towards mitigating the geese population in Foster City.

The plan outlines strategies for population reduction and also provides a guide for City staff and members of the public to address Canada goose removal if necessary. It should be noted that the purpose of this plan is to be a guiding document and as such, the techniques prescribed will only be implemented as needed.

Background and Past Efforts
Most regional surveys show that Canada goose numbers are either increasing or stable, but overall they are at unprecedented numbers due to overpopulation. In the City of Foster City, the increasing number of Canada geese has led to increased conflict and concern among human residents.

To keep the goose population at appropriate levels, for many years the City has implemented several management tactics. Some of these techniques have been implemented independently, as well as in conjunction with others, all with varying degrees of success. The chart below provides a summary of measures attempted through the years.

PAST AND CURRENT EFFORTS TO ADDRESS GEESE POPULATION MANAGEMENT Method Description Did it Work?
Dog Hazing Dogs used to harass and 'stalk' geese
making them feel less secure from
predators.

Yes. This approach is temporary and tends
to push geese to other properties.

Strobe
Lights
Currently the City uses two strobe lights
that were strategically placed at Leo J.

Ryan Park.

No. No noticeable effects on the Goose
behavior and bothersome to public.

Egg
Addling
Keeping goose eggs from hatching
curtailing reproduction so fewer geese will
nest at a given site in the future.

Yes. Noticeable reduction in goose
population can take several years as geese
can live for upwards of 20 years.

Fence
Barriers
Installation of various fencing to deter
geese from entering water, limiting their
access.

Yes. Fairly effective, but time -intensive to
install and adjust as geese adapt, and
barriers detract from parks.

Goose
Deterrent
Liquid det errents applied to lawn areas
that is repulsive to geese.

Yes. Minor effectiveness and mixed results
for a short-term basis, but strong odor.

ATTACHMENT 1
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While control efforts, both in Foster City and throughout the region, have been extraordinary, the regional non- migratory goose populations continue to increase.

Concerns
Canada geese present an inherent concern in that they may cause damage to City areas as a result of overgrazing turf grass and landscaping, excessive bird- fecal accumulations, aggressive nesting behavior towards the public, and human health and safety hazards (i.e., disease transmission, traffic hazards when geese cross roads).

The majority of complaints with Canada geese involve accumulations of feces on lawns and walkways at homes, schools, and public parks, compromising the overall quality of life, and hav ing the potential to pose serious health threats due to the presence of disease-causing organisms.

Due to their inefficient digestive systems, grazing habits and molting patterns, geese do pose a risk to human health and safety. Canada geese and their fecal matter can cause a deterioration in water quality in the City’s surrounding water bodies (i.e., lagoon and beaches).

1.1 General Health and Avian Influenza Risks
Potential health risks posed by the abundant droppings of the Canada goose are a relatively untouched area of study as the urban goose concentrations are a relatively new phenomenon. Locally, high bacteria levels partly attributed to goose droppings have been identified in the Foster City lagoon and beach areas . Since 2017, these findings have resulted in mandatory beach closures after analysis of water samples for beaches at Erckenbrack Park, Marlin Park, and Gull Park.

Due to the fact that it is possible to contract disease from goose fecal matter, there are general recommendations for areas where these droppings may be present.

1. Wash hands, clothes and sports equipment immediately after exposure

2. Small children, pregnant women or immune- compromised individuals should avoid areas with high concentrations of droppings

3. Small children who may put hands in their mouths should not be placed in contact with these areas Currently there is also concern with a potential pandemic threat of avian influenza (otherwise known as bird flu or the H5N1 virus). At present, there appears to be three likely scenarios for bird flu. From best to worst they are:

1. The virus will loose it s virulence and while still spreading be less of a threat to humans and birds. This is hypothetical, based on changes between influenza strains found in the past and current flu outbreaks.

2. The virus will remain as it is and be spread widely by migratory bir ds. Management of bird/bird and bird/human contacts is and will continue to be required to follow the spread of the virus.

3. The virus will mutate and be transmitted human to human. This could produce a worldwide pandemic and would need to be addressed by the development of effective rapid quarantine methods and production of a vaccine.

1.2 Addressing Water Quality Impacts and Sampling
The City of Foster City, as a component of its Lagoon Management Plan, will contract with a lagoon water management company to help understand the best methods to reduce the bacteria levels in the lagoon. This can be achieved by several different methods including: chemical, mechanical, outreach programs, and wildlife population control. Additionally, lagoon water testing otherwise known as the “ Fecal Indicator Bacteria (FIB) Monitoring Program” will continue (at least through March 2022) to provide a baseline data set that will assist in investigating sources of bacteria to Foster City Lagoon and the seasonal variability in such sources. Sampling will also help confirm data collected by County Environmental Health Services (EHS.)

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Recommendations
The most effective strategy for alleviating resident Canada goose conflicts is an integrated mitigation plan to reduce the overall local population of geese. This involves curtailing reproduction, site aversion, and habitat modification to discourage and/or limit the number of birds in certain areas. Throughout the year an integrated goose program may include a combination of tactics.

2.1 Goals and Measures
The Foster City Canada Geese Population Mitigation Plan is meant to target specific areas, where public health, safety, and property damage are at risk due to increased populations. The City’s goal is to systematically work on these aspects to help address these issues.

Staff has identified three goals for implementing a Canada goose management program.

1. The primary goal is to focus annually on the open, green space and water areas in the City of Foster City to reduce the Canada goose population and address community concerns.

2. The second goal is to evaluate and develop strategies annually that employ both short-term and long-term methods, such as creating physical barriers that deter geese from loafing on property and addling eggs to curtail reproduction.

3. The final goal will be to support other community public and private property owners to develop plans and implement processes of their own to reduce the number of Canada Geese on property not owned by the City of Foster City.

Effective geese management plans generally follow a seasonal timeline, and therefore, the C ity of Foster City will generally implement this plan during the spring, summer, and fall seasons.

2.2 Management Techniques
The options for Canada goose management are varied in type and meeting the goals as outlined will require the implementation of a broad set of techniques. Any one management strategy used alone will likely be ineffective for any significant length of time, since tolerance and habituation will likely occur. As a result, City staff will implement the use of an integrated management approach, where a number of techniques are applied in varying ways at unique times and locations. Staff understands that future reduction plans may require new management strategies that require adjustments or improvements.

2.3 Population Reduction
Nesting Management
Annual nest search and treatment will be conducted in localized areas. The areas to be searched and treated include suitable nesting habitat immediately adjacent to water body areas. Nest searches and treatment protocol will follow methods prescribed by the required U.S. Department of Agriculture and U.S. Fish & Wildlife Service permits. Permit conditions will be followed and reporting will be conducted on an annual basis. To facil itate future nest searches, the City of Foster City will continue to collaborate with the neighboring cities in an egg-addling effort.

Over the years, a regional contractor has addled thousands of eggs located at Bair Island, which generally won’t make a noticeable impact in the population until a span of 20 years.

Removal and Disposition
Capture and removal of flightless, mixed age groups of geese during the spring/summer flightless period is an effective way to reduce localized population of geese during the peak golf course and park use time (May - September). The use of contractors to capture and remove for the disposition of geese is a management option for 205

consideration. Goose removal and disposition would need to be conducted ac cording to the regulatory permit conditions.

Selective and occasional lethal removal of geese are also an effective complement to other nonlethal measures .

Lethal removal of geese by means of euthanization is a management option. Such removal and disposit ion would also need to be detailed and conducted according to the regulatory permit conditions. Conditions would include the number of geese and the specific information about the methods to be used in their harvest and disposition.

Habitat Modification and Site Aversion
Site Modifications may include but are not limited to: no mowing areas, increase height of vegetation around ponds and creek banks, planting or promoting shrubs by natural willow colonization, landscape plantings , or added temporary or permanent barriers. The use of temporary snow fence, woven wire, fishing line, etc. that limits Canada goose access to the water areas during t he spring, summer, and fall season may be considered. Any fencing that is installed would need to be removed prior to the winter season, and should be established in a manner that prevents geese from entering the fenced off area from the water or from the adjacent property areas. Staff may also expand use of strobe lights in and around water areas as well as stay up to date on all new technologies for goose reduction strategies.

Other techniques that may help with site aversion include liquid deterrents applied to lawn areas or fogging of the geese with a non-harmful chemical that will cause irritation and make the treated areas uninviting. The chemicals are not harmful to pets or other wildlife.

2.4 Public Information and Communication Plan
Informing the public about Canada geese population management activities is an integral part of a successful goose management plan. Information will be shared through community publications, electronic tools, and public meetings.

Signage or posted notices may also be developed for certain areas and activities if needed. All persons performing management activities will provide C ity staff with accurate and thorough information about goose management objectives, strategies, and schedules.

To incorporate early, open and ongoing communication, community engagement efforts may include, but is not limited to, the following means:
• City Webpage: A dedicated webpage on the City's website that will provide information regarding geese, past mitigation efforts, frequently asked questions, and a contact/comment form • Factsheet: An informational handout summarizing the public health & safety issue, goals of the Canada Geese Population Mitigation Plan, and where to learn more • Brochure/Signage: Brochure for Parks Maintenance staff to hand out, as well as posted signage throughout parks to discourage members of the public from feeding birds • Educational Video : An informational video that provides perspectives from different community stakeholders on the public health & safety issue
• Clean-Up Event : A community event that encourages public involvement and provides an educational opportunity for participants; related to Earth Day and sustainability efforts • Press R eleases: Periodic press releases advising the community of the public health & safety issues, providing notice and progress updates as different mitigation efforts are employed • City's e-Newsletter: Sharing of relevant updates through the City's e-Newsletter (as needed) • Social Media: Frequent posts through the City's social media platforms, including Facebook, Nextdoor, and Twitter (as needed)

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2.5 Partner Relationships and Permit Requirements
Under the Migratory Bird Treaty Act (MBTA), Canada geese are protected and are subject to the regulations of the Code of Federal Regulations, Title 50 - Wildlife and Fisheries . In general, state regulations follow federal regulations for the control of Canada geese. The MBTA prohibits the "take" of protected migrat ory bird species without prior authorization (through a depredation permit) by the Department of Interior U.S. Fish and Wildlife Service. A depredation permit is required to control migratory birds that are causing, or if there exists the potential to caus e serious damage. Depredation permits should only be sought after other deterrents have proved unsuccessful. They are intended to provide short -term relief for bird damage until long- term, non-lethal measures can be implemented to eliminate or significantly reduce the problem.

Coordination of all Canada geese population management activities will be communicated with the appropriate regulatory agencies, Parks & Recreation Department, Public Works Department, and the City Manager’s Office.

Population monitoring, permitting, annual reporting for egg addling and/or any other depredation permit, dates/conditions for permits, permit in possession while conducting activities, etc. will be the responsibility of City staff and all contractors employed to implement such services.

Lastly, City staff will explore opportunities for regional collaboration with other jurisdictions along the Peninsula that, too, experience persistent and increasing Canada Goose challenges as the population continues to rise. Foster City and its regional partners are engaged in an ongoing effort to elevate the goose population issue to the San Mateo County Health Department to determine whether the effects of the goose presence in the region constitutes a health emergency, which would expand the mitigation options available.

2.6 Staff Contact Information
Any questions regarding the Foster City Canada Geese Population Mitigation Plan can be directed to:

Jennifer Phan, Interim Deputy City Manager – [email protected] Frank Fanara, Parks Maintenance Manager – [email protected]

_____________________
ADOPTED: November 1, 2021 (via Minute Order No. 1816)

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Frequently
Asked
Questions
Question: What is Healthy Waters, Healthy Parks?
Answer: Healthy Waters, Healthy Parks is an initiative highlighting the City’s long history of keeping its parks and waterways clean and healthy. However, the City has received concerns about the number of Canada geese and the excrement they leave on Foster City beaches, playfields, parks, and walkways, in addition to the City’s waterways. Heavy concentrations of goose droppings contain bacteria that can degrade the lagoon's water quality, creating a potential public health hazard and diminish- ing the community's ability to enjoy outdoor recreational amenities.

Q: What has been done so far to keep the City’s waterways and parks clean? A: As part of the City’s Lagoon Management Plan, the City contracts with a lagoon water management company to help under- stand the best methods to reduce the bacteria levels in the lagoon. This can be achieved by several different methods, includ- ing chemical, mechanical, outreach programs, and wildlife population control. For more information on how Foster City keeps its waterways clean, visit www.fostercity.org/citymanager/page/healthy-waters-healthy-parks. To keep the City’s 24 parks clean, Foster City Staff previously used power washers to clean park areas and pathways where run-off cannot be diverted from the lagoon. Staff now utilizes more time-intensive raking and sweeping methods for feces removal.

Q: How does the City plan to manage the large Canada geese population? A: For many years, the City has employed several goose management tactics. However, any one management strategy used alone is typically ineffective for any significant length of time since tolerance and adaptation will likely occur. Moving forward, City Staff will implement several techniques, at times individually or in conjunction, and in varying ways at unique times and locations, including;
Nesting Management: The areas to be searched and treated include suitable nesting habitats immediately adjacent to water bodies. The City will continue to collaborate with the neighboring cities in an egg-addling effort to facilitate future nest searches. This type of mitigation generally won't make a noticeable impact on the population until a span of 20 years.

Removal and Disposition: Capturing and removing flightless, mixed age groups of geese during the spring/summer flightless period is an effective way to reduce the localized population of geese. Selective and occasional lethal removal of geese is also an effective complement to other nonlethal measures. Lethal removal of geese through euthanization is a management option. Goose removal and disposition would need to be conducted according to the regulatory permit conditions.

Habitat Modification and Site Aversion: Site Modifications may include but are not limited to: no mowing areas, increased height of vegetation around ponds and creek banks, planting or promoting shrubs by natural willow colonization, landscape plantings, or added temporary or permanent barriers, such as temporary snow fence, woven wire, fishing line, etc. Staff may also expand the use of strobe lights in and around water areas and stay up to date on all new technologies for goose reduction strategies. Other techniques that may help with site aversion include liquid deterrents applied to lawn areas or fogging the geese with a non-harmful chemical that will cause irritation and make the treated areas uninviting. The chemi- cals are not harmful to pets or other wildlife.

Q: What can Foster City residents and visitors do to help keep Foster City healthy? A: Leave wild birds alone, and remember that all non-domestic birds are wild animals for whom human food like bread, pop- corn, or lunch scraps is not healthy. Additionally, throw away, recycle, or take all your trash from City parks after use to avoid attracting wild animals.

City of Foster City • 610 Foster City Blvd., Foster City, CA 94404 • www.fostercity.org • email: [email protected] DRAFT VERSION -- ATTACHMENT 2
208
DATE: January 18, 2022

TO:

Mayor and Members of the City Council
President and Members of the Estero Municipal Improvement District (EMID) Board of Directors

VIA: Kevin Miller, Interim City/District Manager

FROM: Edmund Suen, Finance Director

SUBJECT: AUDITED FISCAL YEAR 2020-2021 ANNUAL

COMPREHENSIVE FINANCIAL REPORT (ACFR) AND THE
FISCAL YEAR 2020-2021 WARRANT REGISTERS IN THE

FORM OF THAT ACFR

RECOMMENDATION
It is recommended that the City Council/EMID Board of Directors adopt the attached resolutions ratifying and approving the Fiscal Year 2020-2021 Annual Comprehensive Financial Report (ACFR) and the Warrant Register in the Form of that ACFR in accordance with California Government Code Section 37208(c).

EXECUTIVE SUMMARY
Each year, City staff prepares an ACFR which includes financial statements and disclosures of the City/District’s financial position. While various City revenue segments, including transient occupancy tax, business license tax, recreation fees and rentals continued to be impacted by the COVID-19 pandemic, the City/District still managed to strengthen its Unassigned General Fund Balance (Reserves) position by an additional $2.09 million from $50.89 million to $52.98 million. General Fund expenditures were lower than 209
authorized appropriations as the City implemented various cost reduction measures, including a hiring freeze through December 31, 2020. After the expiration of the hiring freeze, there were still multiple staff vacancies and unfilled positions in the backdrop of a very difficult labor supply market. The City also eliminated the BAERS program as a cost-cutting measure and the General Fund took in $400,000 via a transfer of surplus reserves in the Equipment Replacement Fund. The financial results are largely consistent with the fourth quarter financial update that was presented by City staff to the City Council on November 1, 2021. The ACFR also includes an Independent Auditor’s Report from the City/District's external independent auditors, Maze & Associates. They have provided an unmodified (clean) opinion on the FY 2020-2021 City/District’s financial statements.

Over the past three years, the City Council has considered General Fund reserves that exceed 100% of budgeted operating expenditures as “rollover surplus” which may then be reassigned for other needs. As indicated in the table below, the available rollover surplus as of June 30, 2021 was $4.3 million.

City staff has identified using the rollover surplus for its Pension Stabilization Fund and City Facilities Replacement Fund. Based on CalPERS' 21.3% investment return in FY 2020-21 and the City's $7.5 million additional discretionary payment made in June 2021, the City’s aggregate Unfunded Accrued Liability (UAL) is estimated at $65 million as of June 30, 2021 (since the CalPERS annual actuarial valuation reports are one year in arrears, the UAL reflected in their 2021 reports do not include the FY 2020-21 investment 210
returns). Staff recommends continuing to add monies to the City’s Pension Stabilization Fund as a prudent step of addressing the City's UAL. Staff plans to meet with the ad hoc Pension Liability Subcommittee this quarter to develop a UAL reduction policy to bring back to the entire City Council for consideration. A City Council adopted UAL reduction policy will demonstrate to Foster City residents, employees, current and future bond holders, the San Mateo Civil Grand Jury, and others, the City Council's continued commitment to reduce the City’s UAL and to improve the City’s pension plans’ funded status.

Lastly, in accordance with California Government Code Section 37208(c) and City Council Minute Order No. 1041, the ACFR is submitted for approval by resolution which will satisfy the State requirements for the approval of budgeted payroll and demands paid by warrants or checks.

BACKGROUND AND ANALYSIS
Financial Condition
In addition to the ACFR, the auditors also prepared the following reports as part of their audit engagement with the City/District:
Report on compliance with the Agreement for Distribution of San Mateo County Measure A Funds for Local Transportation Purposes for the year ended June 30, 2021
Report on Agreed Upon Procedures for Compliance with Proposition 111 (Appropriation Limit) for the year ending June 30, 2022 Report on Compliance with the Agreement for Distribution of San Mateo County Measure W Funds for Local Transportation Purposes in Accordance with the San Mateo County Congestion Relief Plan for the year ended June 30, 2021
Memorandum on Internal Control for the year ended June 30, 2021 Required Communications for the year ended June 30, 2021 Report on Agreed Upon Procedures for Investment Comparisons for the Quarter Ended December 31, 2020
These reports are all available for public viewing on the City's website at:
https://www.fostercity.org/finance/page/auditors-report.

The City/District was awarded its 28th consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers 211
Association (GFOA) for its FY 2019-2020 ACFR. Since the Certificate of Achievement is awarded annually, City staff has submitted its FY 2020-2021 ACFR for certificate consideration.

As part of the City's annual financial reports preparation process, the Audit Committee reviewed the ACFR and each of the above reports. The AUP report on the City’s Investments (December 31, 2020) indicates that the City is meeting its investment objectives (in order of priority) of safety, liquidity, and yield. Although its 0.60% annual yield was lower than several comparator cities, it nevertheless exceeded its Investment Policy benchmark (1 year Treasury) of 0.10%.

Warrant of Demands / CA Government Code Section 37208(c) The California Government Code requires that all warrant of demands either be approved at the time of issuance by City Council resolution, or by “ratification and approval in the form of an audited comprehensive annual financial report.” The City Council adopted Minute Order No. 1041 in 2007, determining that it was in the best interest of the City/District’s financial operations to accept the latter form of approval through the ratification of the annual ACFR. The attached resolutions, upon approval by the City Council and EMID Board of Directors, will satisfy the requirements of California Government Code Section 37208(c).

FISCAL IMPACT
There is no fiscal impact associated with the City Council/EMID Board of Directors’ adoption of the attached resolutions approving the ACFR and the expenditures in the ACFR in accordance with California Government Code Section 37208(c).

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
This item is in alignment with City Council's Vision Statement for a Sustainable Foster City under the economic sustainability framework. It aligns with delivering a balanced budget and promotes transparency.

Attachments:
Attachment 1 - City Resolution
Attachment 2 - EMID Resolution
212
Each of the Auditor’s reports identified in the Background and Analysis Section of this staff report, including the Annual Comprehensive Financial Report (ACFR) for Fiscal Year Ending June 30, 2021*
*Available for Review on the City's website
at: https://www.fostercity.org/finance/page/auditors-report 213
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY RATIFYING AND APPROVING THE AUDITED FISCAL YEAR 2020-2021 ANNUAL
COMPREHENSIVE FINANCIAL REPORT (ACFR) AND THE FISCAL YEAR 2020-2021

WARRANT REGISTERS IN THE FORM OF THAT ACFR

CITY OF FOSTER CITY
WHEREAS, the City has determined that California Government Code Section 37208(c) provides an alternative process for the approval of warrant registers; and WHEREAS, California Government Code Section 37208(c) states “notwithstanding subdivisions (a) and (b), budgeted payrolls and demands paid by warrants or checks may be presented to the legislative body for ratification and approval in the form of an audited annual comprehensive financial report”; and
WHEREAS, the City has prepared an Annual Comprehensive Financial Report (ACFR) for FY 2020-2021 that received an unmodified opinion by its independent auditors, Maze & Associates.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Foster City that the audited Annual Comprehensive Financial Report for FY 2020-2021 is hereby ratified and approved, and that the warrant registers for FY 2020-2021 are approved in the form of that Report.

PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the Regular Meeting held on the 18th day of January 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_______________________________________

RICHA AWASTHI, MAYOR
ATTEST:
___________________________________

PRISCILLA SCHAUS, CITY CLERK
214
RESOLUTION NO. _____________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT RATIFYING AND APPROVING THE AUDITED FISCAL YEAR 2020-2021 ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR) AND THE FISCAL YEAR 2020-2021 WARRANT REGISTERS IN THE FORM OF THAT ACFR

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, the District has determined that California Government Code Section 37208(c) provides an alternative process for the approval of warrant registers; and WHEREAS, California Government Code Section 37208(c) states “notwithstanding subdivisions (a) and (b), budgeted payrolls and demands paid by warrants or checks may be presented to the legislative body for ratification and approval in the form of an audited annual comprehensive financial report”; and
WHEREAS, the District has prepared an Annual Comprehensive Financial Report (ACFR) for FY 2020-2021 that received an unmodified opinion by its independent auditors, Maze & Associates.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Estero Municipal Improvement District that the audited Annual Comprehensive Financial Report for FY 2020-2021 is hereby ratified and approved, and that the warrant registers for FY 2020- 2021 are approved in the form of that Report.

PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the Regular Meeting held on the 18th day of January 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________

RICHA AWASTHI, PRESIDENT
ATTEST:
_______________________________________

PRISCILLA SCHAUS, DISTRICT SECRETARY
215
Prepared Date 12/28/2021 City of Foster City, CA
Accounts Payable Check Register

Accounting Period 2022/6
Report Number 18
Check Number Vendor Name Description
144746 A-G SOD FARMS, INC. SOD INSTALLATION - SEACLOUD PARK 144747 ACOM SOLUTIONS INC. HARDWARE ANNUAL RENEWAL
144748 ADVANCED INTEGRATED PEST MANAGEMENT RODENT CONTROL SERVICES - DECEMBER 2021 144749 ALERT LOGIC INC ANNUAL ESSENTIALS CLOUD SECURITY SOFTWARE

SUBSCRIPTION
144750 ALL INDUSTRIAL SUPPLY MISCELLANEOUS SUPPLIES SEWER PROGRAM 144751 AMAZON CAPITAL SERVICES, INC. 10 LED MONITORS
144752 APPLE INC. APPLE MAC MINI
144753 AT&T BUSINESS PHONE LINE ACCOUNT - OCTOBER, NOVEMBER AND DECEMBER 2021
144754 AT&T MOBILITY CELLULAR SERVICES - POLICE CARS
144755 BAILEY FENCE CO INC CHAINLINK FENCE INSTALLATION 144756 BAYSIDE BUILDING MATERIALS MISCELLANEOUS SUPPLIES STREET PROGRAM 144757 BURKE, WILLIAMS & SORENSEN, LLP CITY ATTORNEY SERVICES - OCTOBER 2021 144758 BURWELL, TAMMERLAINE INSTRUCTOR FEE - CERAMICS
144759 CAL-WEST LIGHTING & SIGNAL MTNC INC STREET AND TRAFFIC LIGHTS MAINTENANCE SERVICES 144760 CAMINO TECHNOLOGIES, INC. ANNUAL CAMINO PERMIT GUIDE SUBSCRIPTION 144761 CINTAS CORPORATION UNIFORM/LAUNDRY SERVICES
144762 COOKING ROUND THE WORLD INSTRUCTOR FEE - THE TURKEY 144763 CORE & MAIN LP MISCELLANEOUS SUPPLIES WATER PROGRAM 144764 CORODATA RECORDS MANAGEMENT INC OFF-SITE RECORDS STORAGE 144765 COUNTY OF SAN MATEO FY2021-22 ANIMAL CARE SHELTER CONSTRUCTION COSTS 144766 CRAIG W. REED FOSTER CITY SPRING SOFTBALL STATISTICS 144767 CREATE MIX & MINGLE INSTRUCTOR FEE - CREATE MIX AND MINGLE 144768 CSG CONSULTANTS INC. PROFESSIONAL CONSULTANT SERVICES FOR ANNUAL

NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM
REPORT
144769 CUMMINS PACIFIC, LLC GENERATOR REPAIRS/PARTS12/28/2021 5,032.65 12/28/2021 280.00
12/28/2021 440.00
12/28/2021 445.00
12/28/2021 4,383.56
12/28/2021 95.64
12/28/2021 27,965.00
12/28/2021 9,999.00
12/28/2021 686.65
12/28/2021 1,452.00
12/28/2021 59,100.35
12/28/2021 165.00
12/28/2021 232.50
12/28/2021 567.54
12/28/2021 7,281.00
12/28/2021 315.72
12/28/2021 1,909.00
12/28/2021 906.72
12/28/2021 3,039.36
12/28/2021 1,185.41
12/28/2021 7,500.00
12/28/2021 1,824.62
Check Date Check Amount
12/28/2021 2,615.93
12/28/2021 132.00
216
Prepared Date 12/28/2021 City of Foster City, CA
Accounts Payable Check Register

Accounting Period 2022/6
Report Number 18
Check Number Vendor Name DescriptionCheck Date Check Amount 144770 CWEA MEMBERSHIP RENEW - MATT CULLEN
144771 ERLER & KALINOWSKI, INC. CIP652 - WASTEWATER TREATMENT PLAN 144772 ESTERO MUNICIPAL IMPROVEMENT DISTRICT WATER SERVICES - NOVEMBER 2021 144773 EWING IRRIGATION PRODUCTS MISCELLANEOUS SUPPLIES PARKS PROGRAM 144774 FEDEX SHIPPING FEES
144775 FORELAND PARTS INC. AUTO PARTS
144776 FOSTER'S LANDING APARTMENTS BMR Q3 RENT PAYMENT - AFFORDABLE HOUSING

AGREEMENT
144777 GAWFCO ENTERPRISES INC CAR WASH SERVICES - NOVEMBER 2021 144778 GOOD CITY COMPANY ECONOMIC D EVELOPMENT PLANNING SERVICES - NOVEMBER 2021
144779 GP CRANE & HOIST SERVICES CAL/OSHA CRANES SERVICES 144780 GRAINGER MISCELLANEOUS SUPPLIES PARK PROGRAM
144781 GRAPHIC ELECTRONICS, INC. MEMORIAL BENCH PLATE
144782 GREENE, MICHAEL POST TRAINING - MICHAEL GREENE
144783 HOME DEPOT CREDIT SERVICES MISCELLANEOUS SUPPLIES SEWER PROGRAM 144784 HUFFMAN-BROADWAY GROUP, INC. ENVIRONMENTAL REGULATORY CONSTRAINTS ANALYSIS FOR MARINERS POINT AREA - NOVEMBER 2021
144785 HYDROSCIENCE ENGINEERS LIFT STATION 27 DESIGN REVIEW & ENGINEERING SERVICES - NOVEMBER 2021
144786 INTEGRATED DESIGN 360 LLC CLIMATE PLAN ASSESSMENT - NOVEMBER 2021 144787 INTERSTATE TRAFFIC CONTROL PRODUCT MISCELLANEOUS SUPPLIES STREET PROGRAM 144788 INTERWEST CONSULTING GROUP INC G ILEAD INSPECTION SERVICES - MAY 2021 144789 KA YAN LEUNG PLANNING DEPOSIT REFUND
144790 KAISER FOUNDATION HEALTH PLAN OCCUPATIONAL HEALTH SERVICES 144791 LORAL LANDSCAPING INC. LANDSCAPE MAINTENANCE AND TREE SERVICES - DECEMBER 2021
144792 MARK LEE POST TRAINING REIMBURSEMENT - MARK LEE
12/28/2021 579.00
12/28/2021 9,600.00
12/28/2021 1,175.04
12/28/2021 281.53
12/28/2021 6,240.00
12/28/2021 422.00
12/28/2021 6,693.75
12/28/2021 1,675.00
12/28/2021 24,290.50
12/28/2021 1,150.00
12/28/2021 1,000.00
12/28/2021 3,875.98
12/28/2021 10,963.75
12/28/2021 456.72
12/28/2021 1,937.38
12/28/2021 512.77
12/28/2021 66,457.70
12/28/2021 346.67
12/28/2021 158.67
12/28/2021 145.67
12/28/2021 201.76
12/28/2021 475.00
12/28/2021 4,207.32
217
Prepared Date 12/28/2021 City of Foster City, CA
Accounts Payable Check Register

Accounting Period 2022/6
Report Number 18
Check Number Vendor Name DescriptionCheck Date Check Amount 144793 MISSION LINEN SUPPLY-UNIFORM LAUNDRY SERVICES DECEMBER 2021 144794 MUNICIPAL CODE CORPORATIO N ANNUAL WEBSITE ENHANCEMENTS 144795 MURRAYSMITH INC CIP690 - SEISMIC IMPROVEMENTS
144796 N. GLANTZ & SON LLC SIGN MAKING MATERIALS
144797 NBC SUPPLY CORP PARKS SAFETY SUPPLIES
144798 OFFICE DEPOT OFFICE SUPPLIES
144799 PACIFIC GAS & ELECTRIC COMPANY ELECTRICITY AND GAS - NOVEMBER 2021 144800 PATRICK BROSNAN PLUMBING REPAIRS SERVICES - 833 GULL 144801 PBM SUPPLY & MFG, INC. VEHICLE PARTS
144802 PENINSULA GYMNASTICS INSTRUCTOR FEE - CIRCUS
144803 PENINSULA SPORTS OFFICIALS ASSOC. ADULT SOFTBALL UMPIRES 144804 PIONEER MANUFACTURING COMPANY INC MISCELLANEOUS SUPPLIES - PLAYFIELDS 144805 PITNEY BOWES INC. POSTAGE METER RENTAL
144806 PRIORITY 1 NEW POLICE VEHICLE #26-9 OUTFITTING
144807 PRO-PLUMBING PLUMBING SERVICE - FIRE DEPARTMENT
144808 PRUDENTIAL OVERALL SUPPLY TOWEL/UNIFORM LAUNDRY SERVICES 144809 RENNE PUBLIC LAW GROUP, LLP LOBBYING SER VICES/MONTHLY RETAINER FEE FOR STATE LEGISLATIVE ADVOCACY - NOVEMBER 2021
144810 RICOH USA, INC COPIER SERVICES - DECEMBER 2021
144811 SAN MATEO CO ENVIRONMENTAL HEALTH BACKFLOW TESTER FEE 144812 SAN MATEO CONSOLIDATED FIRE DEPARTM ENT FIRE PLAN CHECK FEE - NOVEMBER 2021 144813 SAN MATEO COUNTY MOSQUITO ABATEMENT SERVICES
144814 SAN MATEO LAWN MOWER SHOP MISCELLANEOUS SUPPLIES VEHICLE PROGRAM 144815 SEECLICKFIX INC. ANNUA L LICENSE RENEWAL
144816 SHUMS CODA ASSOCIATES, INC GILEAD INSPECTION SERVICES - NOVEMBER 2021 144817 STAPLES BUSINESS CREDIT OFFICE SUPPLIES
144818 STATE WATER RESOURCES CONTROL BOARD SWRCB ANNUAL PERMIT FEE 12/28/2021 103.60
12/28/2021 3,326.00
12/28/2021 30.58
12/28/2021 7,056.57
12/28/2021 1,870.00
12/28/2021 578.00
12/28/2021 14,388.00
12/28/2021 199.36
12/28/2021 149.56
12/28/2021 4,000.00
12/28/2021 215.17
12/28/2021 236.25
12/28/2021 15,603.34
12/28/2021 595.00
12/28/2021 592.00
12/28/2021 804.00
12/28/2021 436.77
12/28/2021 43,143.25
12/28/2021 350.00
12/28/2021 32.14
12/28/2021 210.19
12/28/2021 1,416.19
12/28/2021 79.70
12/28/2021 399.58
12/28/2021 6,500.00
12/28/2021 12,515.67
218
Prepared Date 12/28/2021 City of Foster City, CA
Accounts Payable Check Register

Accounting Period 2022/6
Report Number 18
Check Number Vendor Name DescriptionCheck Date Check Amount 144819 T.H.E. OFFICE CITY OFFICE SUPPLIES
144820 T-MOBILE CELLULAR SERVICES - NOVEMBER 2021
144821 TAP PLASTICS, INC. LIGHT DIFFUSERS - ELEVATOR
144822 TECHNOLOGY INTEGRATION GROUP LAPTOP
144823 THE EDCCO GROUP, INC. LIFT STATION 17 & 33 ENGINEERING SERVICES - NOVEMBER 2021
144824 THE HOME DEPOT PRO JANITORIAL SUPPLIES
144825 THIRKETTLE CORPORATION WATER METERS
144826 TOWNE FORD SALES AUTO PARTS
144827 TRACY AVELAR EMPLOYEE REIMBURSEMENT - TRACY AVELAR 144828 U.S. BANK EQUIPMENT FINANCE FIREWALL ANNUAL RENEW FEE 144829 URBAN PLANNING PARTNERS INC. PROFESSI ONAL PLANNING SERVICES - NOVEMBER 2021 144830 UTILITY TELECOM GROUP, LLC INTERNET SERVICES - DECEMBER 2021 144831 VERITIV OPERATING COMPANY JANITORIAL SUPPLIES
144832 WATER WORKS ENGINEERS LLC PROF ESSIONAL SERVICES - NOVEMBER 2021 144833 WE GO LOGO BUILDING MAINTENANCE STAFF WORK UNIFORMS 144834 WECO INDUSTRIES LLC MISCELLANEOUS SUPPLIES SEWER PROGRAM 144835 WHEEL WORKS TIRES SERVICES
144836 ZENCITY TECHNOLOGIES US INC PULSE SURVEYS SERVICES 144837 4LEAF, INC. PLANNING TECHNICIAN SERVICES - NOVEMBER 2021 484,877.29
Submitted for Information:
____________________________________________
Edmund Suen, City Treasurer
CHECKS ON THIS REGISTER PROCESSED AND MAILED ON DECEMBER 28, 2021 12/28/2021 140.00
12/28/2021 20,000.00
12/28/2021 5,400.00
12/28/2021 4,132.75
12/28/2021 2,241.00
12/28/2021 201.72
12/28/2021 12,093.75
12/28/2021 2,453.42
12/28/2021 1,509.92
12/28/2021 99.12
12/28/2021 502.86
12/28/2021 14,778.97
12/28/2021 3,294.46
12/28/2021 582.94
12/28/2021 16,226.37
12/28/2021 3,334.02
12/28/2021 343.21
12/28/2021 1,574.42
12/28/2021 736.58
219
Prepared Date 12/28/2021 City of Foster City, CA
Accounts Payable Check Register

Accounting Period 2022/6
Report Number 18A
ACH Date ACH Vendor Name Description
12/28/2021 ACH CAFÉ SAVINI STAMP REWARD VOUCHERS 20.00
12/28/2021 ACH CHOLA LLC STAMP REWARD VOUCHERS 60.00
12/28/2021 ACH GOBI GROUP INC STAMP REWARD VOUCHERS 20.00 12/28/2021 ACH OTAKE INC STAMP REWARD VOUCHERS 20.00
12/28/2021 ACH PLAZA GOURMET STAMP REWARD VOUCHERS 20.00 12/28/2021 ACH STARBIRD STAMP REWARD VOUCHERS 100.00
240.00
Submitted for Information:
____________________________________________
Edmund Suen, City Treasurer
ACH ON THIS REGISTER PROCESSED ON DECEMBER 28, 2021
Amount
220